The aim of this paper is to examine the relationship between the dimensions of lean implementation
This study is aimed to assess the organisational competitiveness, and readiness of our economy to compete in the open market, after accession to European Union. The concept of organisational competitiveness and business excellence is discussed and viewed through the implementation of LEAN practices. To assess the maturity of LEAN, over 200 organisations from various industries were included into the survey design. The questionnaire was used as a research instrument. In order to avoid the negative effect of a superior competition, it is necessary to help our organizations to reduce the difference between them and their main competitors in the European Union.The first step in a situation like this, has always been establishing the points of greatest differences and vulnerabilities of our economic organizations. The study shows the lack of awareness about some LEAN drivers. Such shortcomings might negatively impact the competitiveness of our economy, due to the fact that many of EU companies are heavily oriented towards the implementation of key LEAN concepts.
Process of joining European Union implies adapting to new business conditions and improving the competitiveness of Serbian companies in order to be able to compete on equal terms in the European market. Implementation of quality management systems in manufacturing organizations is a significant advantage and it is one of the prerequisites for successful competition in open markets. In addition, implementation of ISO standards enables optimization of work processes and enhances competitiveness by resources optimization. This study, based on The European Manufacturing Survey (EMS) questionnaire, analyses competitiveness of Serbian companies through implementation of ISO 9001. The study has shown notable difference between certified and non-certified organizations in perception that product quality is the most important competitiveness factor.
The concept of risk has always been implicitly incorporated into the structure of ISO 9001, but the publication of the latest version of standard ISO 9001:2015 set the risk management in the spotlight. On the other hand standards such as ISO 14001 and OHSAS 18001 have always had explicit requirements regarding the risk assessment of certain elements of the company business. That implies that the existence of integrated management system should improve and develop risk management system of the company. This hypothesis was a starting point for this paper, which should give a direct answer what is the correlation between integrated management system and risk management system in the company. Based on theoretical considerations and practical experience, the authors provided an overview of quality management dimensions and risk management dimensions and their interrelations. This paper provides the results of a survey conducted in 50 ISO certified companies in region, which were analyzed and corresponding conclusions were made.
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