• IJIEM

Project-oriented work in Slovenian manufacturing companies (pp. 251-257)

Iztok Palcic, Borut Buchmeister, Bojan Lalic
This paper deals with the characteristics of project-oriented work in Slovenian manufacturing companies. First part of the paper focuses on the use of project management in manufacturing environment. This is followed by the presentation of the results of the largest European manufacturing survey, conducted in years 2009 and 2012. Slovenian questionnaire partly consists of questions that explore the characteristics of project-oriented work in Slovenian manufacturing companies. The results indicate that the project-oriented work is widely used in Slovenian manufacturing companies, which implemented different project types in their environment in the period from 2007 to 2012. We have compared several production characteristics between those companies which have introduced project-oriented work with those, which decided not to introduce it. One of the most important findings is the fact that the share of companies, which implement different project types dropped heavily between 2007-2009 and 2010-2012 period.

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Determining the source of errors in a LEAN cell using RFID technology (pp. 245-249)

Milovan Lazarevic, Stevan Stankovski, Gordana Ostojic, Ivana Senk, Laslo Tarjan
According to the LEAN philosophy, one of seven major losses incurred in the production process are errors in the quality. Any error in the products quality as a consequence has losses in the entire production process. Quick detection of the source of errors and causes of their occurrence are of vital importance for the management of production processes. With this aim, the paper proposes the use of RFID technologies to improve the monitoring of workers within the work cell. Under the proposed model, all activities of workers are collected and recorded independently or with very little involvement of workers. By analyzing the data collected, in addition to monitoring the activities of workers in terms of product quality, often other losses can also be identified according to the LEAN philosophy, such as over processing or waiting time, and thus affect their reduction or elimination from the production process. The results of applying RFID technology according to the above model are improved work processes in terms of efficiency and quality of working environment.

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Planning the use of Lean Six Sigma as a framework for blood bank management improvements (pp. 237-244)

Radmila Jovanovic, Milan Delic, Bato Kamberovic, Srdjan Vulanovic, Vladan Radlovacki
As a multidisciplinary process, blood bank management (often called BSM - Blood Stock Management) is designed to gain optimal use of blood products. Careful and responsible management of blood supplies, optimal use of blood products and minimizing the wastage of outdated blood are its main goals. Race for blood donors is being promoted in Serbia for past several decades by setting the following strategic parameter: 4 blood units have to be collected per 100 inhabitants (unofficially it is called a "4% donations"). Meanwhile, various important factors related to the efficiency and efficacy of the use of blood products are not treated by national strategies at all. Recent changes were done by the review of such policy initiating Serbian blood banks to improve the BSM based on adequate experience of EU and other countries. A new goal set by the national Law of transfusion practice was set: "donation should be planned in accordance with the needs of clinics and patients". Being aware of the lack of information as well as of a possibility that there are different needs in various regions, legislator set general aims, indicating the need for each blood bank to find its particular indicators of patients' and clinics' needs.

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Assessing the trade-off between lean and resilience through supply chain risk management (pp. 229-236)

Marinko Maslaric, Todor Backalic, Svetlana Nikolicic, Dejan Mircetic
In the run toward leaner supply chain, organisations have opted for new business paradigms which assume a strict selection between core and non-core activity, cutting costs and reducing waste in every supply chain processes. A number of research and case studies shows that the cost savings from these initiatives were admirable. However, this business ideology leads our supply chains to new extremes. Zero stock as an example of intense cost reduction policy and integrated supply chain management invariably comes with increased risks, related to raising vulnerability to delays and disruptions within supply chain. So the real picture is that lean strategy reduces costs and waste from supply chain, but also reduces supply chain resilience. Thus, creating and assessing the trade-off between cost savings (achieved through lean strategy) and resilience is rather than a necessary. This balance between efficiency and resilience could be reached through supply chain risk management concept. Hence, in this paper an attempt has been made to show how to use general supply chain risk management model to access appropriate balance between lean and resilience.

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Implementation of Lean in SME, experiences from a Swedish national program (pp. 221-227)

Lars Medbo, Dan Carlsson
This paper presents experiences from implementation of Lean in small and medium sized enterprises (SME). In Sweden, a national program, “The Production Leap”, to support and strengthen the production capabilities of small and medium-sized enterprises by implementing Lean production has been proceeding since 2007. The program consists of three main parts: regional seminars for inspiration, courses for education in Lean, and coaching of individual companies. Until June 2012 more than 1000 employees have participated in courses and more than 130 companies in coaching. Research institutes, regional industrial development associations, universities, unions, employers’ organisations and companies have co-operated in the development and operation of the program. The program has been evaluated as very successful. The aim of this paper is to describe the program and how the methodology to develop companies has evolved. Experiences from the authors’ participation in the program from the start as well as evaluations of the program and of participating companies are used in the analysis. Emphasis is on factors leading to successful development and transformation of companies. Based on questions such as: what activities, who to involve, what is progress, what in the context is important, what is generic, how to reach sustainable transformation? Examples from companies participating in the program will be presented and discussed.

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