The study aimed to conduct a cost-value analysis of the production process of a newly introduced batch of external doors in the context of value-added creation and to identify redundant processes that do not create added value and for which appropriate corrective actions could contribute to their elimination. The result of applying improvement actions following the lean management concept was the optimization time nationalized analyzed by eliminating, among others, operations related to unnecessary transport and storage of products. In addition, the optimization production process impacted both shortening the process implementation time and reducing the costs of its implementation. Further activities will be related to the use of the presented methodology to analyze the processes implemented in the company in order to increase their efficiency.
Alinejad, A., Anvari, A. (2019). The Mediating Effect of Collaborative Structure and Competitive Intensity on the Relationship between Process Management and Organization Performance. “Iranian Journal of Management Studies”, V. 12, I. 1.
Bessant, J., Caffyn, S., Gallagher, M. (2001). An evolutionary model of continuous improvement behaviour. “Technovation”, V. 21, No. 1.
Lasrado, F., Nyadzayo, M. (2020). Improving service quality Examining the drivers and outcomes of TQM internalization in organizations. “Journal of Quality & Reliability Management”, V. 37, I. 3.
Lichtarski, J. (2015). Praktyczny wymiar nauk o zarządzaniu. Warszawa: PWE.
Liker, J. K., Franz, J. K. (2013). Droga Toyoty do ciągłego doskonalenia, tłum. D. Gasper. Warszawa, MT Biznes.
Lim, C., Kim, M. J., Kim, K. H., Kim, K. J., Maglio, P. (2019). Customer process management a framework for using customer-related data to create customer value. “Journal of Service Management”, V. 30, I. 1.
Maldonado, M. U., Leusin, M. E., Bernardes T. C. D., Vaz C. R. (2020). Similarities and differences between business process management and lean management. “Business Process Management Journal”, V. 26, I. 7.
Mentel U., Hajduk-Stelmachowicz M., (2020). Does standard standardization impact innovation activity in different countries? “Problems and Perspectives in Management”, 18(4).
Montgomery D. (2013). Lean Six Sigma and Quality Management. “Quality and Reliability Engineering International”, V. 29, I. 7.
Moyano-Fuentes J., Maqueira-Marin J. M., Martinez-Jurado P. J., Sacristan-Diaz, M. (2021). Extending lean management along the supply chain: impact on efficiency. “Journal of Manufacturing Technology Management”, V. 32, I. 1.
Pacana, A., Ulewicz, R. (2020). Analysis of causes and effects of Implementation of the quality management system compliant with ISO 9001. “Polish Journal of Management Studies”, V. 21, I. 1.
Pacana, A., Czerwińska, K., Bednarova, K. (2019). Comprehensive improvement of the surface quality of the diesel engine piston. “Metalurgija, Hrvatsko Metalursko Društvo” (HMD), 58(3–4).
Patel, A. S., Patel, K. M. (2021). Critical review of literature on Lean Six Sigma methodology. “International Journal of Lean Six Sigma”. DOI: 10.1108/IJLSS-04-2020-0043.
Permana, A., Purba, H. H., Rizkiyah, N. D. (2021). A systematic literature review of Total Quality Management (TQM) Implementation in the organizational. “Journal of Production Management and Engineering”, V. 9, I. 1.
Raval S. J., Kant R., Shankar R. (2020). Analyzing Six Sigma enabled organizational performance to enhance operational efficiency. “Benchmarking-An International Journal”, V. 27, I. 8.
Sa, J. C., Vaz, S., Carvalho, O., Lima, V., Morgado, L., Fonseca, L., Doiron, M., Santos, G. (2020). A model of integration ISO 9001 with Lean six Sigma and main benefits achieved. “Total Quality Management & Business Excellence”. DOI: 10.1080/14783363.2020.1829969.
Salah, S., Rahim A., Carretero, J.A. (2010). The integration of Six Sigma and lean management. “International Journal of Lean Six Sigma”, V. 1, I. 3.
Sfreddo, L. S., Vieira, G. B. B., Vidor, G., Santos, C. H. S. (2021). ISO 9001 based quality management systems and organizational performance: a systematic literature review. “Total Quality Management & Business Excellence”, V. 32, I. 3–4.
Simonova, L., Gejdos, P. (2021), Implementation of the six sigma methodology in increasing the capability of processes in the company of the furniture industry of the Slovak republic, Management Systems In Production Engineering, V. 29, I. 1.
Soare, P. (2012). Opportunities for driving continuous improvement through TQM, Lean and Six Sigma within business process management. Proceedings of The 6th International Management Conference: Approaches In Organisational Management, Bukareszt, Romania.
Tasleem, M., Khan, N., Masood, S. A. (2016). Impact of TQM and Technology Management on Organizational Performance. “Mehran University Research Journal of Engineering And Technology”, V. 35, I. 4.
Ustaz, G., Czerwińska, K., Pacana, A. (2020) Quality management of aluminium pistons with the use of quality control points, Management Systems in Production Engineering.
Van Looy, A. (2021), A quantitative and qualitative study of the link between business process management and digital innovation. “Information & Management”, V. 58, I. 2.
Wolniak, R. (2013). Metody i narzędzia lean production i ich rola w kształtowaniu innowacji w przemyśle [w:] Knosala, R., red., Innowacje w zarządzaniu i inżynierii produkcji. Opole: Oficyna Wydawnicza Polskiego Towarzystwa Zarządzania Produkcją, Opole.
Wolniak, R., Skotnicka, B. (2008), Metody i narzędzia zarządzania jakością, Teoria i praktyka. Gliwice: Wydawnictwo Politechniki Śląskiej.
Womack, J. P., Jones, D. T. (2012). Lean thinking – szczupłe myślenie. Wrocław: ProdPublishing.
Yen-Tsang, Ch., Csillag J. M., Siegler J. (2012). Theory of Reasoned Action for continuous improvement capabilities: a behavioural approach, RAE Sao Paulo, Vol. 52, No. 5.
Youssef, M. A., Youssef, E. M. (2018). The synergistic impact of ISO 9000 and TQM on operational performance and competitiveness. “International Journal of Quality & Reliability Management”, V. 35, I. 3.
Zuhair, B., Ahmad, N. (2021). Business process modeling, implementation, analysis, and management: the case of business process management tools. “Business Process Management Journal”, V. 27, I. 1.
All texts published in the Journal "Modern Management Review" are available in the full version on the website of MMR. Digital IDs have also been entered from number 19 (3/2012) (DOI: 10.7862/rz.2018.mmr.1)
Open Access – CC BY-NC-ND 3.0 PL
This is an open access journal which means that all content is freely available without charge to the user or his/her institution. Users are allowed to read, download, copy, distribute, print, search, or link to the full texts of the articles, or use them for any other lawful purpose, without asking prior permission from the publisher or the author.