Logistics and forecasting of changes should be permanent elements of logistic activity. This requires the observation of new conditions for logistics as well as its multifaceted analysis, i.e. the perception of mutual relations and impact. New logistics concepts resulting from technological development will be created. One of the new solutions is the concept of Industry 4.0, the implementation of which can generate innovative solutions and long-term effects on the industry, including significantly production logistics.
The main purpose of the paper is the analysis of a process of change focusing particularly on the concept of slimmed production (Lean) and its implementation in the enterprise. A case study method was chosen as a research tool because it offers wide array of techniques and means of gaining and analysing data. A metallurgical company was evaluated as a case study in this article. Thanks to the implementation of Autonomous Maintenance the company reached a growth in skills and responsibility for work done and a reduction in malfunction at work places. Thus, total process maintenance (TPM) as one of the Lean concept tools whose implementation significantly influences industrial workers’ competences was chosen for the analysis. Referring to the bibliography on change management, the article focused on one of the changes in particular – the change in human resources management (namely in employees' skills) in steel and manufacturing companies.
Growing competition, clients’ requirements as well as advances in technology make modern industrial enterprises search for a way of achieving and maintaining strong position on the market. One of the principal and at the same time necessary conditions to achieve this aim is continuous development of all of the processes in order to fulfil various clients’ expectations. Enterprises make use of different concepts and management methods which in significant way upgrade ongoing processes by raising their efficiency. One of such is the concept of ‘lean’ production - Lean Manufacturing. Management according to Lean Management rules allows to produce more with the use of less resources - at the same time approaching the aim which is to deliver clients the exact product they want. The process of resources use limitation is not easy to perform however, the concept of Lean Manufacturing by the application of chosen tools allows successfully and effectively to introduce ‘lean’ model of management in an enterprise and undertaking following improvement activities in every of its field.
The purpose of this publication is to evaluate the scope of the changes implemented in the steel enterprises operating in Poland within the presented issue. The paper presents the components of the client centricity strategies in steel manufacturing companies belonging to global groups. Placing the client in the centre of attention is becoming an increasingly common element of the strategy of many enterprises, including steel works. Implementation of the "client in the center" concept in the organization is a complex task and is based on: changes of processes, measurement of customer satisfaction levels as well as building employee engagement.
Optimization of production logistics processes through the use of simulation tools brings a lot of benefits to a production company, and thus significantly reduces production costs. Increasing competition resulting from the use of production automation to increase productivity has increased the complexity of production systems that can only be analysed by simulation. Production logistics performs management functions such as planning, motivating, organising and controlling. It does not deal with technological processes, but the organisation of physical delivery and displacement of components and information in the system. An important feature of production logistics is combining supply logistics with distribution logistics. If the production logistics is properly organised, it provides access to all materials and components of a given product during the implementation of a specific order. Simulation tools ensure continuity and rhythm of production after it is started, as well as convenient conditions for using modern internal transport. The article presents the Flexsim simulation tool, which was used to improve production logistics in the studied enterprise. The programme also contributed as an opportunity to improve and shorten production cycles, maintain optimal inventories, select packaging and logistics units, as well as the ability to use automatic identification of raw materials, materials or semi-finished products.
As experience shows the practical, reliable assessment and optimisation of total costs of logistical processes implemented in supply chains of foundry plants is a quite complex and complicated process, because it requires to enclose all, without exception, performed actions, including them in various reference cross-sections, systematic activities and finally transforming them in a totally homogenous collection. Only solid analysis and assessment of assortment management in logistical supply systems in foundry plants of particular assortment groups allows to lower the supply costs significantly. In the article the analysis and assessment of the newest implemented optimising algorithms are presented in the process stock management of selected material groups used in a production process of a chosen foundry plant. A practical solution to solve a problem of rotary stock cost minimisation is given as well as of costs while creating a stock with the usage of economical volume and value of order.
The increase in competitiveness between production enterprises results from the contemporary conditions of the global economy. Technical progress, globalization and constantly increasing customer requirements contribute to the development of organizational and business management techniques. The improvement of production is currently accompanied by modern tools and methods of Lean Manufacturing concepts such as: SMED, 5S, Kaiznen, Kanban, Poka-Yoke etc. The SMED method plays an important role in improving production processes. It also affects the reduction of losses and wastage, increase of value for stakeholders (especially for customers), as well as better motivation for employees. Thanks to the SMED method, the production company is able to achieve greater efficiency and productivity, as well as the high quality of products and services provided.
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