Emberi erőforrás menedzsment és gyakorlatai a lean termelésben – a tevékenységmenedzsment irodalmának tükrében = Human resource management and practices in lean manufacturing – review of Operations Management’s literature

A lean bevezetése nem korlátozódik a termelés újraértelmezésére, hanem jellemzően a vállalati belső működés (számvitel, emberi erőforrás, beszerzés) és külső kapcsolatok (beszállítók, ellátási lánc) újszervezését is megköveteli. Ezek a kapcsolódási pontok számos, tudományterületek határán fekvő kutatási irányt nyitnak meg. Ebben a tanulmányban a lean termelés és a belső működéshez sorolt emberi erőforrás menedzsment kapcsolatára fókuszálok. Célom, hogy a tevékenységmenedzsment vonatkozó irodalmának áttekintésével bemutassam a lean termelés logikájához illeszkedő emberi erőforrás menedzsmentet, annak jellemző gyakorlatait. = Lean goes beyond manufacturing, implementing its principles usually requires companies to reorganize their companywide internal operations (accounting, human resource, purchasing) and also external relations (supplier, supply chain). This linkages offer several multidisciplinary research directions, this study focuses on the relationship between human resource management and lean production. The main aim of this working paper is to review Operations Management’s literatures on this issue and present the human resource policy and its practices that fit and support lean production.

A termelési stratégia és termelési gyakorlat kutatás eredményei 2009-2010 (Gyorsjelentés) = Results of an international research on manufacturing strategy and practices 2009-2010 (briefing)

Ez a műhelytanulmány a 2009-ben lezajlott Nemzetközi Termelési Stratégia Kutatás (International Manufacturing Strategy Survey) hazai eredményeit foglalja össze az első elemzések alapján. Az eredményeket összevetettük a kutatás nemzetközi adatbázisával is, ezért a kutatásban részt vevő vállalatok és más érdeklődők a hazai vállalatok nemzetközi versenyképességéről is képet kaphatnak a termelés területén. Sajnos az elemzések nem hoztak túl kedvező eredményeket: a hazai mezőny sem saját magához, sem a nemzetközi mezőnyhöz képest nem tudott érdemben fejlődni az elmúlt 4 évben. = This study summarizes the first Hungarian results of the International Manufacturing Strategy Survey that took place in 2009. Hungarian data are compared to the international database of the research, as well. Thus participating companies and other interesting readers can get a picture about the international competitiveness of Hungarian companies at the field of production. Unfortunately the results are not very favourable: the Hungarian companies could not make considerable progress neither in comparison to their own previous results nor to international companies in the last three years.

A termelési stratégia és termelési gyakorlat kutatás eredményei 2013-2014 (Gyorsjelentés) = Results of an international research on manufacturing strategy and practices 2013-2014 (Briefing)

Absztakt: Ez a műhelytanulmány a 2013-2014-ben lezajlott Nemzetközi Termelési Stratégia Kutatás (International Manufacturing Strategy Survey) hazai eredményeit foglalja össze az első elemzések alapján. Az eredményeket összevetettük a kutatás nemzetközi adatbázisával is, ezért a kutatásban részt vevő vállalatok és más érdeklődők a hazai vállalatok nemzetközi versenyképességéről is képet kaphatnak a termelés területén ______ This study summarizes the first Hungarian results of the International Manufacturing Strategy Survey that took place in 2013-2014. Hungarian data are compared to the international database of the research, as well. Thus participating companies and other interesting readers can get a picture about the international competitiveness of Hungarian companies at the field of production.

The impact of external market factors on operational practices and performance of companies

The links between operational practices and performance are well studied in the literature, both theoretically and empirically. However, mostly internal factors are inspected more closely as the basis of operational performance, even if the impact of external, environmental factors is often emphasized. Our research fills a part of this existing gap in the literature. We examine how two environmental factors, market dynamism and competition impact the use of some operational practices (such as quality improvement, product development, automation, etc.) and the resulting operations and business performance. The method of path analysis is used. Data were acquired through an international survey (IMSS – International Manufacturing Strategy Survey), which was executed in 2005, in 23 participating countries in so called "innovative" industries (ISIC 28-35) with a sample of 711 firms. Results show that both market dynamism and competition have large impact on business performance, but the indirect effects, through operations practices are rather weak compared to direct ones. The most influential practices are from the area of process and control, and quality management.

The impact of lean practices on inventory turnover

Lean manufacturing (LM) is currently enjoying its second heyday. Companies in several industries are implementing leanpractices to keep pace with the competition and achieve better results. In this article, we will concentrate on how companies can improve their inventoryturnover performance through the use ofleanpractices. According to our main proposition, firms that widely apply leanpractices have higher inventoryturnover than those that do not rely on LM. However, there may be significant differences in inventoryturnover even among lean manufacturers depending on their contingencies. Therefore, we also investigate how various contingency factors (production systems, order types, product types) influence theinventoryturnoveroflean manufacturers. We use cluster and correlation analysis to separate manufacturers based onthe extent of their leanness and to examine the effect of contingencies. We acquired the data from the International Manufacturing Strategy Survey (IMSS) in ISIC sectors 28–35.