A beosztás és a nemek hatása a változások érzékelésére egy lean projekt tapasztalatai egy magyar autóipari beszállítónál (Efficient possibilities of the customer complaints: compensation and apology)

Tanulmányukban a szerzők egy magyar tulajdonú autóipari beszállító lean (továbbiakban karcsú) átalakulását vizsgáljuk. Bár az új rendszer bevezetése alig több mint egy éve kezdődött el a vállalatnál, mégis a rövid idő ellenére komoly eredményekről számolhatnak be. Különösen látványos a pénzügyi mutatók és a vevői elégedettség területén elért javulás. Kutatásuk célja kettős volt: (1) megvizsgálni, hogyan érzékelik a vezetők és a beosztottak a változásokat, valamint (2) összehasonlítani a vállalat két üzemében dolgozó nők és férfiak átalakítással kapcsolatos reakcióit és érzeteit. Az eredmények alapján elmondható, hogy a vezetők és a beosztottak, csakúgy, mint a két nem képviselői, nagyon eltérően gondolkodnak a változásokról és az átalakítás sikerének hátteréről. Eredményeik tükrében megállapítható, hogy a vizsgált szervezetnél a női munkavállalóknál a hit, a férfiaknál az elkötelezettség az a tényező, amely leginkább hatással van a sikerérzetre. A kutatás tapasztalatait felhasználva tanácsokat fogalmaznak meg a karcsú menedzsment sikeres bevezetésével kapcsolatosan. ______________ Relatively little research attention has been given to what happens after service failure, how the organizations respond to the failure and how this response affects customers’ subsequent behaviours and attitudes. This article proposes to take an in-depth look at the different organizational responses to customer complaints. On the basis of the equity theory the concept of justice has been used that involves distributive, procedural and interactional justice. Using 2x2x2 factorial design experiment based on scenarios the main findings of the research is that interactional justice (explanation and apology) is as important as distributive justice (compensation). On the other hand the result is dependent on the failure type: different recovery effort is efficient in the case of outcome or process failure.

Leadership jellemvonások és lean menedzsment – elmélet és gyakorlat = Leadership attributes and lean management in theory and practice

A műhelytanulmány két kutatási kérdést vizsgál. Egyrészt kiemelt szakirodalom alapján megvizsgálja, hogy az elméleti ajánlások milyen vezetési stílust és vezetői stílusjegyeket fogalmaznak meg követendőnek egy lean vállalat számára. Másrészt megvizsgálja, hogy a lean menedzsment gyakorlatának alkalmazásában fejlettebb vállalatok vezetői valóban az irodalom által javasolt, kívánatosnak tekintett vezetői stílusjegyeket tekintik-e pozitívnak. Vizsgálatunkat a Versenyképesség Kutató Központ 2009-es kérdőívének adatbázisán végeztük el, melyben mintegy 300 vállalat négy vezetőjének válaszai állnak rendelkezésre. A rendelkezésre álló mintából mi az 50 fő feletti foglalkoztatottal rendelkező, feldolgozóipari vállalatokra fókuszáltunk, esetükben elemeztük a vezérigazgató és a termelésvezető által követendőnek, jónak tartott vezetői stílusjegyek alkalmazását. ----- Abstract: The working paper focuses on two connected research quesions: Ono ne hand based on selected literature it systematically looks at the ideal leadership style and connected leader attributes that help in transforming a company into a real lean organization. On the other hand the paper analyzes whether leaders of companies with more developed lean practice do or do not follow these leadership related suggestions formulated in the literature. The study uses the fourth round of the Hungarian Competitiveness Research Survey from 2009. The survey has 300 valid observations. Four different respondents in each company filled in questionnaires, all of them were top managers (CEO, marketing /sales, finance, production). Plants were quite different alongside the most important organizational dimensions (volume, number of employee, industry, ownership). Previous researches pointed out that lean management is more likely applied by larger manufacturer. Hence, this study is limited to the analysis of questionnaires filled in by producers that have more than 50 employees. We analyze the leadership styles of two managers, namely the CEO and production manager.

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.

A karcsú (lean) elvek alkalmazásának tapasztalatai az egészségügyi folyamatok fejlesztésében (Experiences of the adaptation of lean management in the development of healthcare processes)

Az elmúlt néhány évben a külföldi sajtóban és szakmai publikációkban egyre többször jelenik meg a „lean egészségügy”, azaz a karcsú menedzsment alkalmazása az egészségügyben mint téma. Habár az ez irányú kutatások még nemzetközi szinten is csak legfeljebb a hajnalukon tartanak, Magyarországon még szinte teljes a sötétség. Ennek a cikknek az a célja, hogy egyrészről felhívja a kutatók, de még inkább a egészségügyi dolgozók, menedzserek figyelmét erre a menedzsmenteszközre és filozófiára, mely új lehetőségeket kínál, másrészről, hogy áttekintést adjon a területen végzett nemzetközi kutatások eredményeiről. A tanulmány ennek megfelelően alapvetően két részre bontható. Az első felében az egészségügyi szolgáltatások helyzetének rövid jellemzése után a karcsú menedzsment alapjait és az egészségügyi szolgáltatásokban való alkalmazásának eszményét mutatja be. A második fele ugyanakkor 16 esettanulmány elemzésén keresztül bemutatja, hogy meddig jutott a világ a „lean egészségügy” ideájának megvalósításában. _______ In the past few years “Lean Healthcare” – the adaptation of lean management into healthcare settings – turns up as a topic often and often in foreign press and the in the professional publications. Although researches at international level in this field are at best at their dawning, in Hungary the darkness is almost complete. This article aims at one side to draw researchers’ and even more healthcare employees’ and managers’ attention to this management tool and philosophy, which offers new possibilities. From the other side to provide an overview of the results of the researches conducted in this field. Reflecting this doubled aim the study is divided into two major sections. In the first part the situation of the health care providers is shortly described followed by the introduction of the basics of the lean management and the idea of applying it into healthcare services. While the second part of the study shows how far the World reached in realizing the idea of “Lean Healthcare” by analyzing 16 cases.

A lean menedzsment és a leadership jellemzők kapcsolata a hazai vállalati gyakorlatban (Lean management and leadership attributes in the practice of Hungarian firms)

A nemzetközi szakirodalom a vezetőt a lean termelés bevezetésében és fenntartásában is kulcsszereplőként határozza meg. Ennek ellenére nagyon kevés empirikus elemzés vizsgálja a vezetőkkel kapcsolatos kérdéseket. A szerzők a kontingencialista leadership elmélet keretei között a lean termelési rendszer és a vezetési jellemzők kapcsolatát vizsgálják elméleti szempontból és empirikusan egyaránt. Bár a kérdés nem került korábbi munkák fókuszába, az elméleti és empirikus megfontolások alapján egyaránt megállapítható, hogy több vezetési jellemző is szorosan kapcsolható egy jól működő lean termelővállalat vezetőjéhez. Követendő vezetési jellemzőként jelenik meg többek között az együttműködő, a delegáló, a teljesítményorientált vagy fejlődésorientált. Azonosíthatók olyan jellemzők is, amelyek elméletileg nem egyeztethetők össze a lean termelési rendszer logikájával, pl. autokrata, diktatórikus vagy mikrovezető ______ The working paper focuses on two connected research questions: on one hand based on widely accepted literature it systematically maps the ideal leadership style and related leader attributes that help in transforming a company into a real and well-functioning lean organization. On the other hand the paper analyzes whether leaders of companies with more developed lean practice do or do not follow these leadership attributes recommended by literature. The study uses the fourth round of the Hungarian Competitiveness Research Survey from 2009. This study is limited to the analysis of questionnaires filled in by producers that have more than 50 employees (about 65 manufacturing firms). The authors analyze the leadership styles of two managers, namely the CEO and production manager. Results of the empirical analysis revealed astonishing and contradictory attitudes toward ideal leadership attributes of leaders operating in more developed lean companies.

A lean menedzsment és a vállalati versenyképesség kapcsolata

A cikk a lean termelési eszközök alkalmazásának a vállalati szintű versenyképességre gyakorolt hatását vizsgálja. A versenyképességet a működőképesség, a változásképesség és a pénzügyi teljesítmény hármasán keresztül ragadja meg, és a vállalati versenyképességi index (VVI) segítségével számszerűsíti. A szerzők a Versenyképesség Kutató Központ felmérésének 2004-es és 2009-es adatbázisa elemzésével arra keresik a választ, hogy 1) kimutatható-e szignifikáns különbség a VVI értékében a lean és nem lean feldolgozóipari vállalatok között és 2) kimutatható-e szignifikáns különbség a VVI egyes összetevőiben (működőképesség, változásképesség és teljesítmény) a lean és nem lean feldolgozóipari vállalatok között. Az eredmények arra hívják fel a figyelmet, hogy a lean és nem lean vállalatok versenyképességi indexe közt hosszú ideje nincs szignifikáns különbség.

Planejando com lean construction: diretrizes para implementação da construção enxuta em obras

Nowadays lives up in an era of tight credit caused by the global financial crisis, as occurred in the past, it is the responsibility of various sectors and segments of society find ways to reinvent itself. In this context, Lean Construction presents itself as a strong alternative production management for companies in the construction segment. Arising out of lean thinking that originated in Japan in the postwar period and has spread around the world in times of extreme scarcity with the oil crisis. In practice the Lean Construction is a philosophy that seeks to improve the process of production management, maximizing the value of the flow from the customer's perspective through the elimination of losses. And thrives in environments and cultures that consider the scarcity of resources like something natural, applying both the macroeconomic crisis as in times of prosperity. The Planning and Production Control - PCP presents itself as a fundamental building block for companies to protect themselves in the face of economic fluctuations, seeking for their survival and success in the competitive market. Motivated by the lack of discussion of the topic in the local academy, and for the identification of 93.33% of construction companies that do not make use of methodological tools for PCP in the state, this dissertation aims to study and propose the implementation of lean construction in methodology of planning projects implemented on construction sites. This characterized the management system, of the production of a construction company, pointing out the main causes of ineffectiveness related to consequent low performance of one of his ventures. In sequence, the PCP was implemented with the use of tools to serve the principles of lean construction. This being monitored through indicators that provided managers managerial view of process of actions control and production of protective mechanisms. All implementation guidelines and application of this management model, were exposed in a simplified way, practical and efficient, in order to break the resistance of new practices and old paradigms in the industry.

Beszállítófejlesztés és lean beszállítófejlesztés = Supplier development and lean supplier development

A tanulmány általános áttekintést ad a beszállítófejlesztésről. A szakmában elterjedt fogalmak, a meghatározó koncepcionális keretek, az ajánlott szervezeti megoldások és az eredményes megvalósítást támogató és gátló tényezők számba vétele arra szolgál, hogy tág kontextusban értelmezhessük a lean beszállítófejlesztést. A lean beszállítófejlesztés intézményesített szervezeti rutinok halmazát jelenti – a japán autóipari nagyvállalatok gyakorlata alapján. Egyszerre van jelen az ad hoc problémamegoldás és a folyamatorientált, tág és stratégiai beszállítófejlesztés. A kulcsbeszállítók állnak a középpontban. A beszállítókkal való együttműködésben a bilaterális kapcsolatok (beszerző-beszállító) és a multilaterális kapcsolatok (beszerző és beszállítók csoportja) is fontos szereppel bírnak. A tevékenységek megvalósításában több tucat alkalmazott főállásban vesz részt. Ezek az alkalmazottak a beszerző vállalat termelési rendszerének, működési filozófiájának is szakértői. A globális nagyvállalatoknál – adott régióban is – több osztály, esetenként egymástól függetlenül is foglalkozik a beszállítók fejlesztésével. A sikeres megvalósítást és részvételt, elköteleződést támogatja, hogy az ösztönzési rutinok is formalizáltak és intézményesítettek (pl. hatalmi kérdések, elért haszon megosztása, partnerek felelőssége). _____ Our study reviews supplier development (SD) and lean supplier development literature. The first part gives an overview about general SD and related definitions, conceptual frameworks, organisational settings and supporting/impeding factors influencing the success of SD efforts. The second part of the study positions lean supplier development in this general SD context. Lean SD is built on sets of institutionalized organisational routines – based on daily practice of Japanese automotive companies. Lean SD contains of different SD approaches. It is pervaded by both ad hoc problem solving activities and process-focused, wide and strategic approaches at the same time. The efforts are focused on key suppliers. The SD is organised through bilateral (purchaser firm and supplier firm) and multilateral (purchaser firm and supplier firms) relations. At global automotive companies more dozens full time employees work on SD. These employees are expert of the production system and operating philosophy of the purchaser company. Global firms – even in a particular geographical area – have usually more departments responsible for SD. Eventually these departments work independently from each other. To achieve the expected performance improvement and real involvement and commitment it is critical to formalize and institutionalize routines influencing motivation as well (eg., power, gain sharing, responsibilities).

The role of Lean at the interface with between operations management and applied services within a large aerospace organisation: a boundary spanning perspective

Increased complexity in large design and manufacturing organisations requires improvements at the operations management (OM)–applied service (AS) interface areas to improve project effectiveness. The aim of this paper is explore the role of Lean in improving the longitudinal efficiency of the OM–AS interface within a large aerospace organisation using Lean principles and boundary spanning theory. The methodology was an exploratory longitudinal case approach including exploratory interviews (n = 21), focus groups (n = 2), facilitated action-research workshops (n = 2) and two trials or experiments using longitudinal data involving both OM and AS personnel working at the interface. The findings draw upon Lean principles and boundary spanning theory to guide and interpret the findings. It was found that misinterpretation, and forced implementation, of OM-based Lean terminology and practice in the OM–AS interface space led to delays and misplaced resources. Rather both OM and AS staff were challenged to develop a cross boundary understanding of Lean-based boundary (knowledge) objects in interpreting OM requests. The longitudinal findings from the experiments showed that the development of Lean Performance measurements and lean Value Stream constructs was more successful when these Lean constructs were treated as boundary (knowledge) objects requiring transformation over time to orchestrate improved effectiveness and in leading to consistent terminology and understanding between the OM–AS boundary spanning team.

Melhoria de processos numa indústria transformadora de bacalhau

Este relatório contempla um período de estágio de 8 meses numa empresa transformadora de bacalhau, com o objetivo de melhorar a sua competitividade. A análise revelou um planeamento informal à base da experiência, com custos associados – stocks excessivos ou escassos, falta de planeamento médio/longo prazo, tempos de espera, entre outros, provocando desperdícios a minimizar ou mesmo corrigir e um conjunto de problemas no processo produtivo que foram devidamente identificados. As propostas de solução contemplaram uma análise estratégica com o modelo de Porter e uma análise SWOT. Relativamente aos desperdícios identificados, utilizou-se a filosofia Lean, concretamente os 5S, para sugerir e implementar um vasto conjunto de melhorias.

Aplicação de um value stream map nos serviços após venda automóvel

O projeto desenvolvido tem como objetivo principal a melhoria da eficiência na prestação de serviços de reparação de chapa e pintura na Caetano Auto Colisão, através da aplicação de ferramentas associadas à filosofia Lean. Apesar das ferramentas e técnicas lean estarem bem exploradas nas empresas de produção e manufatura, o mesmo não se verifica em relação às empresas da área dos serviços. O Value Stream Mapping é uma ferramenta lean que consiste no mapeamento do fluxo de materiais e informação necessários para a realização das atividades (que acrescentam e não acrescentam valor), desempenhadas pelos colaboradores, fornecedores e distribuidores, desde a obtenção do pedido do cliente até à entrega final do serviço. Através desta ferramenta é possível identificar as atividades que não acrescentam valor para o processo e propor medidas de melhoria que resultem na eliminação ou redução das mesmas. Com base neste conceito, foi realizado o mapeamento do processo de prestação de serviços de chapa e pintura e identificados os focos de ineficiência. A partir desta análise foram sugeridas melhorias que têm como objetivo atingir o estado futuro proposto assim como tornar o processo mais eficiente. Duas destas melhorias passaram pela implementação dos 5S na sala das tintas e pela elaboração de um relatório A3 para o centro de lavagens. O projeto realizado permitiu o estudo de um problema real numa empresa de serviços, bem como a proposta de um conjunto de melhorias que a médio prazo se espera virem a contribuir para a melhoria da eficiência na prestação de serviços de chapa e pintura.

Princípios Lean aplicados à gestão da informação: um caso prático no departamento de custeio da ECCO

O pensamento lean, assim como os conceitos e práticas que lhe estão associados, são, hoje em dia, vistos pelas organizações como meios que promovem a busca pela excelência empresarial. A aplicação dos princípios lean ultrapassou já a barreira do domínio produtivo, conhecendo-se, cada vez mais, outros ramos de utilização, como é o caso do setor dos serviços, que tem demonstrado um potencial enorme no que diz respeito à exploração desta filosofia. No entanto, as experiências de aplicação destes princípios a outras áreas, que não a indústria de transformação, têm ainda poucos resultados concretos espelhados na literatura. Este projeto surge no sentido de contribuir para alcançar processos mais eficientes, aplicando ferramentas e metodologias da filosofia lean a processos de gestão da informação, tendo o caso prático decorrido no recém-criado Departamento de Custeio Global da ECCO. Por se tratar de um novo departamento, ergue-se a necessidade de construir e modificar ferramentas e práticas em toda a estrutura da empresa. Deste modo, o lean será utilizado como um possível caminho para promover a melhoria contínua dos vários processos, tendo em vista a obtenção de uma melhor relação entre os resultados obtidos e os recursos despendidos. Assim, serão apresentadas várias propostas de melhoria para o departamento em causa, no âmbito da gestão da informação e que, partindo de uma análise inicial baseada nos princípios lean, pretendem agregar mais valor aos processos, minimizando os desperdícios que lhes estão associados e, consequentemente, promovendo o seu melhoramento contínuo.

World class manufacturing: criando estabilidade nos 4M's: expedição

Atualmente, as empresas deparam-se com uma enorme competitividade dos mercados. Esta competitividade faz com que as empresas sejam obrigadas a reagir, através da redução de custos, maior qualidade, redução de desperdícios e processos produtivos mais aptos às necessidades dos clientes. De facto, o grande objetivo de qualquer empresa é a criação de valor para o cliente. É necessário disponibilizar o produto certo, na quantidade certa, no tempo certo e ao custo mínimo, contribuindo de forma eficiente para a melhoria do serviço ao cliente. Por forma a melhorar o serviço ao cliente, as empresas sentem cada vez mais necessidade de recorrer à estabilidade dos processos. O presente projeto tem como principal objetivo a criação de estabilidade nos processos da expedição de uma empresa de argamassas industriais, através do uso de ferramentas pertencentes ao programa World Class Manufacturing com base na filosofia Lean Thinking. Primeiramente, foi utilizado o Value Stream Mapping por forma a representar visualmente as etapas envolvidas nos fluxos de valor da expedição. Depois de calculados os indicadores referentes aos processos da expedição e identificação dos problemas, usaram-se as ferramentas “5 Porquês” e diagrama de Ishikawa para se identificarem as causas raiz dos mesmos. Como contramedida ao combate às causas raiz dos problemas, utilizou-se a ferramenta SMED, comparando o tempo de carga de um camião a um setup. Foram usadas como exemplo duas situações que retratam na íntegra os problemas que ocorrem na área da expedição da empresa. Como plano de ação, reorganizou-se o armazém de preparação de encomendas e utilizou-se a ferramenta Kanban como forma de auxílio no reabastecimento do armazém de preparação de encomendas. Após a implementação, foi feito o seguimento do plano de ações, do método de trabalho e dos indicadores Apesar de não terem sido atingidos todos os objetivos propostos no início do projeto, verificaram-se melhorias em todos os processos da expedição.

Spiroacetals in the Colonization Behaviour of the Coffee Berry Borer: A 'Push-Pull' System

Coffee berries are known to release several volatile organic compounds, among which is the spiroacetal, conophthorin, an attractant for the coffee berry borer Hypothenemus hampei. Elucidating the effects of other spiroacetals released by coffee berries is critical to understanding their chemo-ecological roles in the host discrimination and colonization process of the coffee berry borer, and also for their potential use in the management of this pest. Here, we show that the coffee berry spiroacetals frontalin and 1,6-dioxaspiro [4.5] decane (referred thereafter as brocain), are also used as semiochemicals by the coffee berry borer for host colonization. Bioassays and chemical analyses showed that crowding coffee berry borers from 2 to 6 females per berry, reduced borer fecundity, which appeared to correlate with a decrease in the emission rates of conophthorin and frontalin over time. In contrast, the level of brocain did not vary significantly between borer-uninfested and infested berries. Brocain was attractive at lower doses, but repellent at higher doses while frontalin alone or in a blend was critical for avoidance. Field assays with a commercial attractant comprising a mixture of ethanol and methanol (1:1), combined with frontalin, confirmed the repellent effect of this compound by disrupting capture rates of H. hampei females by 77% in a coffee plantation. Overall, our results suggest that the levels of frontalin and conophthorin released by coffee berries determine the host colonization behaviour of H. hampei, possibly through a 'push-pull' system, whereby frontalin acts as the 'push' (repellent) and conophthorin acting as the 'pull' (attractant). Furthermore, our results reveal the potential use of frontalin as a repellent for management of this coffee pest.