The paper reveals to the challenges and barriers to be faced and overcomed while implementing lean concept. Lean manufacturing, lean enterprise, or simply "Lean", is a practice, which

Lean manufacturing began as the Toyota Production System in the Japanese auto industry of the 1970s and 1980s. Its main goals were to eliminate waste, reduce the need for managing large inventories, and provide optimum quality at the least cost by making quality control decisions an immediate part of the manufacturing process. Lean manufacturing is a management philosophy derived mostly from the Toyota Production System (TPS) to address their specific needs in a restricted market in times of economic trouble. Lean manufacturing, lean enterprise, lean production, or often simply, "Lean," is a practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Lean can be described at different levels of abstraction: it can be defined as a philosophy, as a set of principles and as bundles of practices. Lean as one of the popular concepts has been studied and practiced in many companies. It has been proven to be transferrable and applicable to a wide variety of industries and services. The paper aims to identify the main principles of Lean and disclose success factors in Lean implementation. Authors of this paper present the model of Lean implementation process.

Applying Lean manufacturing philosophy is one of the most important concepts that help enterprises to gain competitive advantage in the world market. Lean manufacturing or lean production is a production practice, which regards the use of resources for any work other than the creation of value for the end customer, as waste. Although a lot of companies started implementing Lean concept, and the number of Lean tools, techniques and technologies available to improve operational performance are growing rapidly, only ten percent or less of the companies achieved significant results. The purpose of the paper is creating a model illustrating successful Lean implementation based on prior analysis of Lean implementation progress measurement and the main barriers identification. Implementation of Lean philosophy and principles can be described as a set of actions and processes starting with planning the change and, defining the success factors, and finishing with the implementation and measurement of the progress. For each of the improvement dimensions, several groups of indicators with a set of metrics can show and measure the company's progress: elimination of waste; continuous improvement; continuous flow and pulldriven systems; multifunctional teams; and information systems. Authors of this paper present the original model of the Lean implementation process, which includes success factors, barriers and progress measurement metrics. The type of the article: Theoretical article.

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Fashion is one of the most visible media of change. The fashion industry forms part of a larger social and cultural phenomenon known as the "fashion system," a concept that embraces not only the business of fashion but also the art of fashion, and not only production but also consumption. The peculiar nature of fashion industry can be characterized in terms of its volatility, velocity, variety, complexity and dynamism. The paper aims to identify the main characteristics of modern fashion industry and to develop a time efficient supply chain model.

Every organization can be viewed as a set of processes and activities that are structured to satisfy customers' needs and expectations. The pressure of global competition, technology progress, increasing product and service complexity, and strong customer orientation force organizations to improve processes and their capability to create and deliver value. The fundamental goal of health care sector is added value for patients. The paper aims to develop a conceptual framework for healthcare processes improvement from the viewpoint of value creation. Based on systematic and comparative analysis of scientific literature, authors of the paper present the theoretical model of processes improvement for value creation from patient and organization perspectives. Value for patient is reflected in better access to services, time and cost reduction, quality improvement, convenience, and satisfaction. From organization perspective this leads to quality improvement, waste elimination and, finally, to a competitive advantage. Empirical research was conducted at outpatient clinic reception. 360 degree empirical research was applied during it including all parts interested, namely outpatient clinic's administration representatives, employees and patients. There were identified problematic areas of outpatient clinic's reception work processes and suggestions for processes improvement presented.

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There is an increasing focus on bridging human behaviour and attitudes towards sustainability. This article focuses on the factors that influence sustainable behaviour of working people. Based on a systematic and comparative analysis of scientific literature, the authors of the paper present the theoretical conceptual model, which illustrates sustainable behaviour. The aim of the empirical research is to examine how employees relate to sustainable behaviour across generations, genders and different modes of education through economic, environmental and social domains. A quantitative method in the form of a survey was selected to capture individual employee attitudes and actions regarding sustainable behaviour. A total of 412 complete responses from Lithuanian employees were used for data analysis. The results of empirical research revealed a significant relationship between gender, generation and education, and sustainable employee behaviour.