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.
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.
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