List of Abstracts 2015: SESSION B - PRODUCTION LOGISTICS
Date: November 4, 2015
Systemic approach allows to see the production enterprise as a complex system of production and auxiliary facilities. In process approach, manufacturing makes the stream of materials flow through individual production cells in a mixed (serial - parallel) system, in a discreet way (in steps). Processing times are different at each stage. Element that connects individual production facilities are interoperable landfills, which perform the functions of semis storage departing from object N and magazine of deliveries for the next (N + 1) or another station. Chart flow of deliveries and acceptances at the time takes the stepped form. Parameters of steps depend on the processing time and batch size. In the actual manufacturing process (even in the long term), lines of supply and efficiency do not run parallel. The article presents the impact of work in process on interoperable inventory levels for the unit production on request.
The article describes the process of cost management problems of logistics processes. It has been shown that decision-making problems imply the formation of risk factors and are a source of cost for the enterprise. An analysis of risk factors in relation decision - risk - the cost, in the sphere of strategic areas of logistics processes.
The paper is an analysis of relations between root-causes of delays and their duration. The article is based on data gathered during a case study research in a small batch production company based in Silesia district in Poland. During the research, the root-causes of delays were determined. The distribution of the delays duration is presented. The differences in the most frequent reasons of the delays in different delay duration ranges are shown and explained. The paper is a part of a research on delays in a small batch and multi assortment production.
The philosophy of kaizen is derived from the Toyota Production System (TPS). In Japanese kaizen means "continuous improvements" or "change for the betterment”. During the economic crises in the 1980s and 1990s Japanese companies survived, mainly thanks to the adaptation of kaizen philosophy. The use of kaizen philosophy does not require large capital investment compared to other innovative solutions. After 1990s many Japanese companies started locating their manufacturing sites in Poland. Currently in Poland there are 254 companies with the participation of Japanese capital, including 72 manufacturing companies (according to JETRO - Japan External Trade Organization).
The main purpose of the paper is to analyse how kaizen philosophy works in Japanese manufacturing company located in Poland on the basis of Daicel Safety Systems. In order to obtain the aim the authors have conducted a survey among employees and analysed the ideas (projects) which were implemented on the basis of kaizen philosophy in the company.
The paper is a part of the research project which is being financed by the National Science Centre in Poland granted on the basis of the decision number DEC-2013/09/B/HS4/01260
Lean Logistics concept is a very useful method to gain a competitive advantage and achieve profitability in the global environment. The paper deals with the situation of using Lean Logistics concept in the Czech engineering companies. For these purposes was carried out empirical research in order to analyze the situation of the introduction of Lean Logistics concept in the Czech engineering companies. The paper presents data of quantitative research conducted on the sample of 167 Czech engineering companies. The data are divided into four categories by the size of company: a micro company, a small company, a medium company and a large enterprise.
This paper describes the principle and calculation of combined model of forecasting, describes also the choice of methods for calculation, which should be used in the model, examples of forecasts creations by using historic time series of two types of magnesite sales in a big mining company in Slovakia. The resulted forecast is compared with well-known and widely used ARIMA model and finally the forecasts are compared with the real sale.