Gradus

VOL 3, NO 1 (2016): SPRING (APRIL)

 

INCREASING THE COMPETITIVENESS BY „LEANING”


Tünde Orsolya Nagy

Abstract

Numerous definitions regarding the different levels of competitiveness can be found in the specialized literature. This treatise deals with the effect of Lean on the competitiveness, from its point of view, the corporate-level as well as product- level competitiveness are decisive. Several competitiveness researchers agree that the leaning practices of Lean enhance the corporate-level competitiveness but the results expected from leaning and the actually realized results do not correspond with each other fully in most cases. Its reason is that Lean, by itself, is not able to solve fundamental production problems. However, there is no accordance in the question what causes the growth of competitiveness exactly. Typically, the so-called “hard” technical practices are highlighted, albeit the accentuation of “soft” factors becomes more and more justified, in my opinion. Lean increasingly outgrows the production system of corporations, every process of the corporation can be leaned, even in case of a corporation performing service providing activity as well.


Keywords

Keywords: economy, competitiveness, lean, production system,


References

[1] Boyer K. K. (1998): Longitudinal linkages between intended and realized operations strategies. International Journal ofOperations & Production Management, vol. 18, no. 4, pp. 356-373.
[2] Chikán A. (2005): Vállalatgazdaságtan. Aula Kiadó, Budapest, p. 576
[3] Chikán A. (2006): A vállalati versenyképesség mérése. Pénzügyi Szemle, vol. 51, no. 1, pp. 42-56.
[4] Chikán A., Czakó E. (2005): Versenyben a világgal 2004-2006 gazdasági versenyképességünk vállalati nézőpontból 1. sz.műhelytanulmány. Versenyképesség Kutató Központ, Budapest, p. 95
[5] Crawford K. M., Blackstone Jr. J. H., Cox J. F. (1988): „A study JIT implementation and operating problems”. InternationalJournal of Production Research, vol. 26, no. 9, pp. 1561-1568.
[6] Cua K. O., McKone K. E., Schroeder R. G. (2001): Relationships between implementation of TQM, JIT, and TPM andmanufacturing performance. Journal of Operations Management, vol. 19, no. 6, pp. 675–694.
[7] Czakó E. (2005): A versenyképességi programok néhány tanulsága a kormányzati szféra számára – az Ír VersenyképességiTanács és a Lisszaboni Stratégia, Versenyben a Világgal 2004-2006. 11. sz. műhelytanulmány. Versenyképesség KutatóKözpont, Budapest, p. 34
[8] Csath M. (2012): Periféria vagy élboly: az állam gazdaságfejlesztő szerepe. Mozgalom a Magyar Vállalkozásokért, Budapest
[9] Csépai B. (2010): Versenyjog és versenypolitika. In. Boytha Gy., Tóth T. (szerk.): Versenyjog. PPKE-JÁK, Budapest, pp.19-58.
[10] Flynn B. B., Sakakibar S., Schroeder R. G. (1995): Relationship between Jit and Tqm: Practices and Performance. Academy ofManagement Journal, vol. 38, no. 5, pp. 1325–1360.
[11] Holweg M. (2007): The genealogy of lean production. Journal of Operations Management, vol. 25, no. 2, pp. 420–437.
[12] Huson M., Nanda D. (1995): The impact of Just-in-Time manufacturing on firm performance in the US. Journal of OperationsManagement, vol. 12, no. 3, pp. 297-310.
[13] Liker J. K. (2008): A Toyota-módszer: 14 vállalatirányítási alapelv. HVG Kiadó Zrt., Budapest, p. 400
[14] MacDuffie J. P. (1995): Human Resource Bundles and Manufacturing Performance: Organizational Logic and FlexibleProduction Systems in the World Auto Industry. Industrial and Labor Relations Review, vol. 48, no. 2, pp. 197-221.
[15] McKone K. E., Schroeder R. G., Cua K. O. (2001): The impact of total productive maintenance practices on manufacturingperformance. Journal of Operations Management, vol. 19, no. 1, pp. 39-58.
[16] Sakakibara S., Flynn B. B., Schroeder R. C., Morris W. T. (1997): The Impact of Just-In-Time Manufacturing and ItsInfrastructure on Manufacturing Performance. Management Science, vol. 43, no. 9, pp. 1246–1257.
[17] Shah R., Ward P. T. (2003): Lean manufacturing: context, practice bundles, and performance. Journal of OperationsManagement, vol. 21, no. 2, pp. 129–149.
[18] Voss C. A. (2005): Alternative paradigms for manufacturing strategy. International Journal of Operations & ProductionManagement, vol. 25, no. 12, pp. 1211-1222.
[19] Voss C. A., ?hlström P., Blackmon K. (1997): Benchmarking and operational performance: some empirical research. QualityManagement & Technology, vol. 4, no. 4, pp. 273-285.
[20] Vörös J. (2010): Termelés-és szolgáltatásmenedzsment. Akadémiai Kiadó, Budapest, p. 368
[21] Womack J. P., Jones, D. T. (2009): Lean szemlélet –A veszteségmentes, jól működő vállalat alapja. HVG Kiadó Zrt.,Budapest, p.480



Copyright (c) 2019 Gradus