BazEkon - Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie

BazEkon home page

Meny główne

Popescu Daniel (National University of Political Science and Public Administration, Romania)
Kaizen-Driven Approach While Managing Industrial Projects : a Scandinavian Company Succeeds in Eastern Europe
Management and Production Engineering Review, 2015, vol. 6, nr 1, s. 26-35, wykr., bibliogr. 50 poz.
Słowa kluczowe
Zarządzanie projektem, Kaizen, Przedsiębiorstwo przemysłowe, Odchudzone zarządzanie
Project management, Kaizen, Industrial enterprises, Lean management
Skandynawia, Europa Wschodnia
Eastern Europe
Eastern European companies have experienced various and radical transformations, as result of the economic crises and turbulences, which exposed structural weaknesses. In the meantime, long-term challenges - such as globalization, shift of power centers from the national level to international structures or scarcity of resources - intensify. Given this context, it is mandatory for companies to develop strategies aiming at being competitive. The paper aims to propose an exploratory analysis regarding a Swedish-Finnish owned company active in Romania - that was capable to build a strategic vision of its future, to define a plan for change and to implement the necessary measures for the project success. The author has conducted a study and developed a case along a project aiming at continuous improvement (Kaizen) in this company, emphasizing its main results. In order to analyze the project of implementing Kaizen methodology, the research initiative consisted both of primary and secondary research. The paper analyzes the project from the point of view of economic situation of the company and environment, time constraints, budget limitations, technical level/quality performance and risks. The central finding is that concept-oriented projects run by an advanced-country company could succeed in a less economically developed and culturally different country - even in turbulent periods and not even in highly dynamic and technologically advanced industries - if the top management is strongly committed and management team completely involved. The paper concludes with study results, as well as some lessons learnt and managerial implications - useful for future similar projects either within the company under debate or by other organizations in similar circumstances. (original abstract)
Pełny tekst
  1. Lock D., Project Management (Ninth edition), Gower, 2007.
  2. Maylor H., Project Management (4th edition), Harlow, England: Financial Times Prentice Hall, Pearson Education Limited, 2010.
  3. Kerzner H.R., Project Management. A Systems Approach to Planning, Scheduling, and Controlling (Eleventh edition), Hoboken, NJ: John Wiley & Sons, 2013.
  4. Kerzner H.R., Project Management. Case Studies (Fourth edition), Hoboken, NJ: John Wiley & Sons, 2013.
  5. Larson E.W., Gray C.F., Project Management. The Managerial Process (Fifth edition), New York, NY: McGraw-Hill/Irwin, 2011.
  6. Shenhar A.J., Dvir D., Reinventing Project Management. The Diamond Approach to Successful Growth and Innovation, Boston, MA: Harvard Business Press, 2007.
  7. PMI, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) (Fourth edition), Project Management Institute, Inc. USA, 2008.
  8. Scarlat C., Managementul proiectelor [in Romanian], Project Management, Bucharest: Printech, 2006, reprinted 2013.
  9. Bentley C., PRINCE 2 - A Practical Handbook (Second edition), Elsevier, 2005.
  10. Quintana V., Rivest L., Pellerin R., Venne F., Kheddouci F., Will Model-based Definition replace engineering drawings throughout the product lifecycle? A global perspective from aerospace industry, Computers in Industry, 61, 5, 497-508, June 2010.
  11. Duda J., Pobożniak J., Concurrent development of products, processes and manufacturing systems in PLM environment, Management and Production Engineering Review, 2, 2, 4-15, June 2011.
  12. Chlebus E., Collaborative engineering in products development and manufacturing, Management and Production Engineering Review, 1, 2, 64-71, July 2010.
  13. Jakubowski J., Vertical versus horizontal approach to product development in virtual computer integrated engineering systems, Management and Production Engineering Review, 1, 4, 100-107, December 2010.
  14. Kopera S., Evaluation of socio-organizational environment of ERP projects, Management and Production Engineering Review, 3, 1, 24-30, March 2012.
  15. Spałek S., Zdonek D., The issues connected with carrying out research on project management using a web-based survey approach, Management and Production Engineering Review, 2, 1, 40-46, March 2011.
  16. Korpivaara V., Elfvengren K., Kässi T., Improving project manufacturing coordination, Management and Production Engineering Review, 5, 3, 33-41, September 2014.
  17. Marmier F., Filipas Deniaud I., Gourc D., Strategic decision-making in NPD projects according to risk: Application to satellites design projects, Computers in Industry, 65, 8, 1107-1114, October 2014.
  18. Knosala R., Łapuńka I., Methodology of project management including disruptions, Management and Production Engineering Review, 1, 3, 19-29, September 2010.
  19. Kosiński W.K., Kosiński W., Kościeński K., Ordered fuzzy numbers approach to an investment project evaluation, Management and Production Engineering Review, 4, 2, 50-62, June 2013.
  20. Relich M., A decision support system for alternate project choice based on fuzzy neural networks, Management and Production Engineering Review, 1, 4, 46-54, December 2010.
  21. Jenkins S., Forbes S., Durrani T.S., Banerjee S.K., Managing the product development process - Part I: an assessment; Part II: case studies, International Journal of Technology Management, 13, 4, 359-378, 1997 (I), 379-394 (II).
  22. Cooper R.G., What's Next? After Stage-Gate. Progressive companies are developing a new generation of idea-to-launch processes, Research-Technology Management (RTM) Journal, 57, 1, 20-31, January- February 2014.
  23. Kusiak A., Concurrent Engineering: Automation, Tools and Techniques, New York: John Wiley & Sons, Inc., 1993.
  24. Ma Y., Chen G., Thimm G., Paradigm Shift: Unified and Associative Feature-based Concurrent Engineering and Collaborative Engineering, Journal of Intelligent Manufacturing, 19, 6, December 2008, Special Issue on Advanced Technologies for Collaborative Manufacturing (Guest Editors: Lihui Wang and Andrew Y.C. Nee), pp. 625-641.
  25. Quan W., Jianmin H., A Study on Collaborative Mechanism for Product Design in Distributed Concurrent Engineering, Proceedings of the 7th International Conference on Computer-Aided Industrial Design and Conceptual Design - CAIDCD '06, 17-19 November 2006, Hangzhou, pp. 1-5, IEEE Xplore digital library, DOI: 10.1109/CAIDCD. 2006.329445.
  26. Bader M., Bode A., Bungartz H.-J., Gerndt M., Joubert G.R., Peters F. [Eds.], Parallel Computing: Accelerating Computational Science and Engineering (CSE), Advances in Parallel Computing, 25, March 2014.
  27. Andersson R., Manfredsson P., Hilletofth P., Lean Six Sigma Strategy: A case study from Sweden, Proceeding of the International Conference on Technology Innovation and Industrial Management - TIIM, Seoul, South Korea, 2014, pp. 141-154.
  28. Andersson R., Hilletofth P., Manfredsson P., Hilmola O.P., Lean Six Sigma strategy in telecom manufacturing, Industrial Management & Data Systems, 114, 6, 904-921, 2014.
  29. Iorga D., Scarlat C., Matrix-type model to control the business processes, UPB Scientific Bulletin, Series D, 76, 1, 243-256, 2014.
  30. Jacobs F.R., Chase R.B., Operations and Supply Chain Management. The Core (Third edition), New York, NY: McGraw- Hill/Irwin, 2013.
  31. Zylstra K.D., Lean Distribution. Applying Lean Manufacturing to Distribution, Logistics, and Supply Chain, Hoboken, NJ: John Wiley & Sons, 2006.
  32. Schroeder R.G., Goldstein S.M., Rungtusanatham M.J., Operations Management in the Supply Chain. Decisions and Cases (Sixth edition), New York, NY: McGraw-Hill, 2013.
  33. Kamauff J., Manager's Guide to Operations Management, Madison, WI: McGraw-Hill by CWL Publishing Enterprises, 2010.
  34. Reusch P.J.A., Reusch P., How to develop lean project management? Proceedings of the 2013 IEEE 7th International Conference "Intelligent Data Acquisition and Advanced Computing Systems (IDAACS)", Vol. 2, 12-14 September 2013, Berlin, pp. 547-550.
  35. Peter K., Lanza G., Company-specific quantitative evaluation of lean production methods, Production Engineering, 5, 1, 81-87, February 2011.
  36. Stevenson W.J., Operations Management. Theory and Practice (Eleventh edition), Great Britain: McGraw-Hill Education, 2012.
  37. Hargreaves N., Endlar L., The Impact of Cultural Dimensions on the Project Management Triple Constraint Model, Proceedings of the 10th European Conference on Research Methodology for Management and Business Studies, Marie Ashwin [Ed.], 20-21 June 2011, Caen, France, Reading, UK: Academic Publising Limited, pp. 232-240.
  38. Imai M., Gemba Kaizen [in Romanian], Bucuresti: Finmedia, 2009.
  39. Fogarty D.W., Blackstone J.H.JR., Hoffmann T.R., Production & Inventory Management (2nd edition), Mason, OH: South-Western Publishing Co., 1991.
  40. Heizer J., Render B., Operations Management. Sustainability and Supply Chain Management (Eleventh edition), Essex, England: Pearson Education Limited, 2014.
  41. Song X.M., Perry M.E., A cross national comparative study of new product development processes: Japan and the United States, Journal of Marketing, 61, 1-18, 1997.
  42. Spalek S., The influence of country of origin on project management: an international empirical study, 19th International Scientific Conference "Economics and Management 2014 (ICEM-2014)", 23-25 April 2014, Riga, Latvia. Procedia - Social and Behavioral Sciences, Vol. 156, 26 November 2014, pp. 4-7, Available online at:
  43. Shenhar A.J., Dvir D., Levy O., Maltz A.C., Project success: A multidimensional strategic concept, Long Range Planning, 34, 6, 699- 725, 2001.
  44. Shenhar A.J., Tishler A., Dvir D., Lipovetsky S., Lechler T., Refining the search for project success factors: a multivariate, typological approach, R&D Management, 32, 2, 111-126, March 2002.
  45. Hong K.K., Kim Y.G., The critical success factors for ERP implementation: an organizational fit perspective, Information & Management, 40, 1, 25-40, October 2002.
  46. Ika L.A., Project Success as a Topic in Project Management Journals, Project Management Journal, 40, 4, 6-1, 20099.
  47. Minarro-Viseras E., Baines T., Sweeney M., Key success factors when implementing strategic manufacturing initiatives, International Journal of Operations & Production Management, 25, 2, 151-179, 2005.
  48. Tatikonda M.V., Rosenthal S.R., Technology novelty, project complexity, and product development project execution success: A deeper look at task uncertainty in product innovation, IEEE Transactions on Engineering Management, 47, 74-87, 2000.
  49. Popescu D., Project management for implementing Japanese methodology - Kaizen at Assa Abloy Romania, Proceedings of the International Academic Conference "Strategica, Management, Finance, and Ethics", October 2-3, 2014, Bucharest: Tritonic, Bratianu C, Zbuchea A., Pinzaru F., Vatamanescu E.M. [Eds.], pp. 371-386.
  50. Aubry M., Hobbs B., A Fresh Look at the Contribution of Project Management to Organizational Performance, Project Management Journal, 42, 1, 3-16, 2011.
Cytowane przez
Udostępnij na Facebooku Udostępnij na Twitterze Udostępnij na Google+ Udostępnij na Pinterest Udostępnij na LinkedIn Wyślij znajomemu