<p><strong>Purpose:</strong> Quality in manufacturing can be improved by using lean production methods. The paper discusses traditional and modern methods of lean production and their use in different enterprises.</p><p><strong>Methodology/Approach:</strong> Through a questionnaire survey and research, 90 industrial enterprises were classified by the size, production scope and their ownership. The research results were analyzed by means of statistical methods to determine the differences in the use of lean production methods.</p><p><strong>Findings:</strong> Regarding the lean production and its different methods, the size of the enterprise is an important factor. The statistics revealed that large enterprises tend to use lean production more. It was also proved that some methods of lean production are not completely common in the Czech Republic. Moreover, some methods are quite new to the majority of the enterprises.</p><p><strong>Research Limitation/implication:</strong> Some questionnaire surveys conducted in different countries (especially in the US) use a different enterprise size classification. As the research results show, there is still a large potential for the introduction of lean production methods in small and middle-sized enterprises that can help enterprises to improve the quality of their production.</p><p><strong>Originality/Value of paper:</strong> The application of lean production methods has been investigated so far, especially in large engineering enterprises. The paper deals with the use of these methods also in small and medium sized enterprises. The authors focused their research also on non-engeneering enterprises in the field of the food industry and production of products for domestic use too.</p>
The rise of new technologies known as the fourth industrial revolution (Industry 4.0), brings a transformation that makes it possible to produce and manufacture products on machines through robots in modern smart factories. Industry 4.0 will increase productivity, quality of goods, foster industrial growth, and modify the profile of the workforce and required competences. However, such benefits and advantages should be assessed in light of potential barriers and negative consequences. The paper deals with the barriers of new technology introduction and main disadvantages of Industry 4.0. Based on questionnaire research in 217 industrial enterprises, the differences between enterprises according to their size and technological intensity are analysed. The main barriers of technology introduction and Industry 4.0 disadvantages are lack of funds, high costs, production process optimization and high investment need. The research confirmed only small differences in managers' preferences of Industry 4.0 technology barriers and Industry 4.0 disadvantages according to the enterprise size. The technological intensity was important only partly in case of perception of Industry 4.0 disadvantages. The key contributions of this work are promising results for a better understanding of technology barriers and Industry 4.0 disadvantages.
Production has undergone historically through different changes, the essence of which is innovation. Innovations are either the introduction of new and more powerful machines and technologies, or just tiny, but everyday changes called Kaizen. The article focuses on the implementation of this second group of rationalization changes. 90 enterprises were surveyed and the results were evaluated mainly in terms of their size (small, medium, large), industry (engineering, electro-technical production, production of food, production of products for domestic use), and ownership of the company and by the importance in the supply chain. Regardless their size, the enterprises expect to continue the current trend with increasing demand and therefore they expect to expand the production employing more workers. New technology is supposed to be implemented to a lesser extent, but the situation is significantly better for the enterprises with a foreign owner. In small enterprises there is usually the absence of standards, which is a prerequisite for successful planning. Tailor-made production according to individual customer requirements exists mostly in greater enterprises. Regarding different types of waste reduction, defects are reported to be the most important issue, followed by motion, over-production and waiting. The research of 90 enterprises shoved, that most of them are not getting ready in a particular way for the future, although it might not be as favourable as it is now. Enterprises should increase the share of products with higher added value.
Abstract:In spite that the great importance of logistics in industry, business and other branches is generally acknowledged, this problem is not systematically investigated in agriculture. As a presumption of a detailed analysis, the knowledge of the volume and structure of the material flow is necessary. The authors have proposed their own methodological procedure which issues from technological indicators, published by the Ministry of Agriculture CR for individual plants and categories of animals and which makes possible a further classification of these data for enterprises with different level of farming. These published standards of the Ministry serve as basic stones and by means of their combination, the volume of material flow and its structure during one year periods is possible to calculate. The advantage of the proposed method is a fast finding out of necessary data and possibility of taking into account some specific conditions of the investigated enterprises.Keywords: material flow, material handling, logistics in agriculture Abstrakt: Pøestoe význam logistiky v prùmyslu, obchodu a dalích oborech je veobecnì uznáván, v zemìdìlství není tato problematika systematicky zkoumána. Pøedpokladem podrobných analýz je znalost objemu a struktury materiálového toku. Autoøi proto navrhli vlastní metodiku, která vychází z technologických ukazatelù, publikovaných Ministerstvem zemìdìlství ÈR pro jednotlivé plodiny a kategorie zvíøat a která tato data jetì dále diferencuje pro podniky s rùznou intenzitou hospodaøení. Tyto publikované normativní hodnoty Ministerstva slouí jako základní kameny, jejich kombinací lze zjistit objem materiálového toku a jeho strukturu v podniku bìhem jednoho roku. Výhodou metodiky je rychlé zjitìní potøebných dat a monost zohlednìní nìkterých specifických podmínek ve zkoumaných podnicích.Klíèová slova: materiálový tok, manipulace s materiálem, logistika v zemìdìlství This article took origin on the basis of financing the research from the grant VZ MSM 122200002.
<p><strong>Purpose:</strong> The paper deals with the differences of supplier performance management characteristics by different size of the enterprises and sectors of industry.</p><p><strong>Methodology/Approach:</strong> The research is based on a questionnaire survey carried out in 2016-2019 in 366 enterprises. Four hypotheses were formulated, focused on supplier selection preferences, frequency of supply evaluation, providing feedback to the suppliers about their performance and quality control. The results are analyzed by the tests of Chi-square statistics.</p><p><strong>Findings:</strong> The results show that the enterprises differ in the criteria of the selection of the supplier, frequency of supply evaluation and providing feedback to the suppliers about their performance according to their sector industry. In terms of the size of the enterprises, differences were found only in the evaluation of suppliers and evaluation feedback. Enterprises did not differ in quality control of the deliveries.</p><p><strong>Research Limitation/implication:</strong> The results show that quality is the most evaluated criterion in the selection of the suppliers. In the future, the importance of other environmental and Industry 4.0 criteria will grow. It is recommended combining supplier evaluation and reviews with the feedback to the suppliers to improve the performance of the suppliers.</p><strong>Originality/Value of paper:</strong> The study compares the enterprises in terms of their size and industries in the area of supplier performance management characteristics. These criteria are often not mentioned nor compared in other publications.
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