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Lean manufacturing application in the frozen goods industry

Year 2022, Volume: 4 Issue: 2, 57 - 62, 31.12.2022
https://doi.org/10.58251/ekonomi.1182631

Abstract

The long-standing producer's market, in which the selling price was the sum of costs and desired profit, has been transformed by globalization into a buyer's market, where profit is the difference between the realized selling price and the production costs. Therefore, every company must approach the reduction of operating costs and the optimal use of the resources at its disposal. Lean thinking can help companies in reducing business costs and increasing productivity. Lean companies can improve their processes and increase their competitiveness in the market. The paper aims to present lean thinking implementation in manufacturing companies to improve procedures and increase competitiveness. Based on proposed improvements to business processes, Frozen Ltd. saved time and costs, making it more competitive in the market and confirming the hypothesis that the lean methodology can help a company perform its business processes better. The company needs to continue with its efforts to use lean since this is not a single event but a journey.

References

  • Abdulmalek, F.A., and Rajgopal, J. (2007). Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study, International Journal of Production Economics, 107(1): 223–236. doi.org/10.1016/j.ijpe.2006.09.009.
  • Alavi, S. (2003). Leaning the right way, IEE Manufacturing Engineer, 82: 32–35.
  • Alves, A.C., Dinis-Carvalho, J., and Sousa, R.M. (2012). Lean production as promoter of thinkers to achieve companies' agility, The Learning Organization,19(3): 219-237.
  • Balzer, W.K., Francis, D.E., Krehbiel, T.C., and Shea, N. (2016). A review and perspective on Lean in higher education, Quality Assurance in Education, 24(4): 442-462. doi.org/10.1108/QAE-03-2015-0011.
  • Bayou, M. E., and Korvin, A. (2008). Measuring the leanness of manufacturing systems: a case study of Ford Motor Company and General Motors, Journal of Engineering and Technology Management, 25(4): 287-304.
  • Bhasin, S. (2011). Improving Performance through Lean, International Journal of Management Science and Engineering Management, 6(1): 23-36.
  • Bicheno, J. (2004). The Lean Toolbox, Buckingham: PICSIE Books
  • Bittencourt, V. L., Alves, A.C., and Leao, C.P. (2019). Lean Thinking contributions for Industry 4.0: a Systematic Literature Review, IFAC PapersOnLine, 52(13): 904-909.
  • Carvalho, F., Santos, G., and Gonçalves, J. (2018). The disclosure of information on Sustainable Development on the corporate website of the certified Portuguese organizations, International Journal of Quality Research, 12(1): 253–276. doi.org/ 10.18421/IJQR12.01-14.
  • Doiro, M., Fernández, J.F., Félix, M.J., and Santos, G. (2017). ERP - machining centre integration: a modular kitchen production case study, Procédia Manufacturing, 13: 1159–1166.
  • Erceg, A., and Dotlić, P. (2014). Primjena racionalnog poslovanja u prodajnoj tvrtki. Poslovna izvrsnost, 8(1): 105-122.
  • Erceg, A., Dotlić, P., & Aleksijević, A. (2020) Lean thinking in healthcare – review and current situation in Croatia, Journal of Ekonomi, 2(2): 86-90.
  • Esenyel, V. (2020) Key Elements of Corporate Reputation, Journal of Ekonomi, 2(2): 76-79.
  • Gamage, P., Jayamaha, N.P., and Grigg, N.P. (2016). Acceptance of Taguchi's quality philosophy and practice by Lean practitioners in apparel manufacturing, Total Quality Management & Business Excellence, 28(11-12): 1-17.
  • Hertzler (2013). Aberdeen Lean Six Sigma Benchmark < https://www.hertzler.com/wp-content/uploads/2013/06/Hertzler_Aberdeen_Lean_Six_Sigma_Benchmark_Report.pdf> (accessed 22 September 2022)
  • Hidayati, J., Tarigan, U.P., and Tarigan, U.P. (2019). Implementation of Lean Service to Reduce Lead Time and Non Value-Added Activity in a Banking Institution. IOP Conference Series: Materials Science and Engineering, 505. doi.org/10.1088/1757-899X/505/1/012076.
  • Holweg, M. (2007). The genealogy of lean production, Journal of Operations Management, 25(2): 420-437.
  • Hu, Q., Mason, R., Williams, S.J., and Found, P. (2015). Lean Implementation within SMEs: A Literature Review, Journal of Manufacturing Technology Management, 26(7): 980–1012.
  • Işık, C. (2013). The Importance of Creating a Competitive Advantage and Investing in Information Technology for Modern Economies: an ARDL Test Approach from Turkey, Journal of the Knowledge Economy, 4(4): 387–405. doi.org/10.1007/s13132-011-0075-2.
  • Jasti, N.V.K., and Kodali, R. (2016). An empirical study for implementation of Lean principles in Indian manufacturing industry, Benchmarking: An International Journal, 23(1): 183-207.
  • Jimenez, G., Hernandez, L., Hernandez, H., Cabas, L., and Ferreira, J. (2018). Evaluation of Quality Management for Strategic Decision Making in Companies in the Plastic Sector of the Colombian Caribbean Region Using the TQM Diagnostic Report and Data Analysis. In Stephanidis C. (Ed.) HCI International 2018 – Posters' Extended Abstracts (pp. 273-280) New York: Springer Cham.
  • Jimenez, G., Santos, S., Sa, J.C., Ricardo, S., Pulido, J., Pizarro, A., and Hernandez, H. (2109). Improvement of productivity and quality in the value chain through lean manufacturing - a case study, Procedia Manufacturing, 41: 882-889. doi.org/10.1016/j.promfg.2019.10.011.
  • Karuppan, M. C., Dunlap, E. N., & Waldrum, M. R. (2016). Operations management in health care, New York: Springer
  • Kolla, S., Minufekr, M., and Plapper, M. (2019). Deriving essential components of lean and industry 4.0 assessment model for manufacturing SMEs, Procedia CIRP 2019, 81: 753–758.
  • Kumar, N., Hasan, S. S., Srivastava, K., Ahtkar, R., Yadav, R. K., and Chaubey, V. (2022). Lean manufacturing techniques and its Implementation: A review, Materials Today: Pro., 64(3): 1188-1192.
  • Lee-Mortimer, A. (2006). A lean route to manufacturing survival, Assembly Automation, 26(4): 265–272.
  • Li, S., Fang, Y., and Wu, X. (2020). A systematic review of lean construction in Mainland China, Journal of Cleaner Production, 257: 120581.
  • Marques, C., Lopes, N., Santos, G., Delgado, I., and Delgado, P. (2018). Improving operator evaluation skills for defect classification using training strategy supported by attribute agreement analysis, Measurement, 119: 129–141.
  • McDonald, T., Van Aken, E.M., and Rentes, A.F. (2002). Utilizing simulation to enhance value stream mapping: a manufacturing, case application, International Journal of Logistics, Research and Applications, 5(2): 213–232.
  • Melton, T (2005). The Benefits of Lean Manufacturing – What Lean Thinking has to Offer the Process Industries, Chemical Engineering Research and Design, 83(6): 662-673. https://doi.org/10.1205/cherd.04351
  • Nandakumar, N., Saleeshya, P.G., and Harikumar, P. (2020). Bottleneck identification and process improvement by lean Six Sigma DMAIC Methodology, Materials Today Proceedings, 24(2): 1217–1224. doi.org/10.1016/j.matpr.2020.04.436.
  • Nawanir, G., Lim, K.T., and Othman, S.N. (2016): Lean manufacturing practices in Indonesian manufacturing firms, International Journal of Lean Six Sigma, 7 (2): 149-170.
  • Palange, A., and Dhatrak, P. (2021). Lean manufacturing a vital tool to enhance productivity in manufacturing, Materials Today: Proceedings, 46: 729-736. doi.org/ 10.1016/J.MATPR.2020.12.193.
  • Piškor, M. and Kondić, V. (2010). Lean production kao jedan od načina povećanja konkurentnosti hrvatskih poduzeća na globalnom tržišta, Tehnički Glasnik, 4(1-2): 37-41.
  • Pullan, T.T., Bhasi, M., and Madhu, G. (2013). Decision support tool for Lean product and process development, Production Planning & Control, 24(6): 449-464.
  • Rajenthirakumar, D., and Thyla, P. R. (2011). Transformation to Lean Manufacturing by an Automotive Component Manufacturing Company, International Journal of Lean Thinking, 2 (2): 1-13.
  • Rother, M., and Shook, J. (1999). Learning to See: Value Stream Mapping to Add Value and Eliminate Muda, Brookline: The Lean Enterprise Institute, Inc.
  • Samuel, D., Found, P., and Williams. S. J. (2015). How Did the Publication of the Book 'the Machine That Changed the World' Change Management Thinking? Exploring 25 Years of Lean Literature, International Journal of Operations & Production Management, 35(10): 1386–1407.
  • Santos, D., Rebelo, M., and Santos, G. (2017). The Integration of certified Management Systems. Case Study – Organizations located at the district of Braga, Portugal, Procedia Manufacturing, 13: 964–971. doi.org/10.1016/j.promfg.2017.09.168
  • Sharma, S., and Gandhi, P.J. (2017). Scope and Impact of Implementing Lean Principles & Practices in Shipbuilding, Procedia Engineering, 194: 232-240. doi.org/10.1016/j.proeng.2017.08.140.
  • Sieckmann, F., Ngoc, H.N., Helm, R., and Kohl, H. (2018). Implementation of lean production systems in small and medium-sized pharmaceutical enterprises, Procedia Manufacturing, 21: 814-821. doi.org/10.1016/j.promfg.2018.02.188.
  • Singh, B., Garg, S. K., Sharma, S. K., and Grewal, C. (2010). Lean implementation and its benefits to production industry, International Journal of Lean Six Sigma, 1(2); 157–168. doi.org/10.1108/20401461011049520.
  • Slack, N., Brandon-Jones, A., and Burgess, N. (2019). Operations Management, 9th Edition, London: Pearson
  • Smith, G., Poteat-Godwin, A., Harrison, L. M., and Randolph, G. D. (2012). Applying Lean principles and Kaizen rapid improvement events in public health practice, Journal of Public Health Management Practice, 18(1): 52–54. doi.org/ 10.1097/PHH.0b013e31823f57c0.
  • Storch, R.L., and Lim, S. (1999). Improving flow to achieve lean manufacturing in shipbuilding, Production Planning & Control, 10(2): 127-137. doi.org/10.1080/095372899233280.
  • Sundar, R., Balaji, A.N., and SatheeshKumar, R.M. (2014). A Review on Lean Manufacturing Implementation Techniques, Proceedia Engineering, 97: 1875-1885.
  • Taj, S., and Morosan, C. (2011). The impact of lean operations on the Chinese manufacturing performance, Journal of Manufacturing Technology Management, 22(2): 223-240.
  • Troncoso, A., Neira, D., Ortíz M., Jiménez, G., and Hernández, H. (2018). Using Discrete-Event-Simulation for Improving Operational Efficiency in Laboratories: A Case Study in Pharmaceutical Industry. In Tan, Y., Shi, Y., and Tang, Q. (Eds.), Advances in Swarm Intelligence. ICSI 2018. Lecture Notes in Computer Science; (pp. 440-451), New York: Springer Cham.
  • Vinodh, S., Arvind, K.R., and Somanaathan, M. (2010). Application of value stream mapping in an Indian camshaft manufacturing organization, Journal of Manufacturing Technology Management, 21 (7): 888-900. doi.org/10.1108/17410381011077973.
  • Womack, J. P., and Fitzpatrick, D. (1999). Lean thinking for Aerospace: The Industry that can Afford its Future, Atlanta: Lean Enterprise Institute
  • Womack, J. P., and Jones, D. (2003). Lean Thinking, New York: Free Press
  • Womack, J., Jones, D., and Roos, D. (1990). The Machine that Changed the World, New York: Rawson Associates
  • Yang, M.G., Hong, P., and Modi, S.B. (2011). Impact of Lean manufacturing and environmental management on business performance: an empirical study of manufacturing firms, International Journal of Production Economics, 129 (2): 251-261.
  • Zhu, X., Yuan, Q., and Zhang, W. (2018). Inventory Leanness, Risk Taking, Environmental Complexity, and Productivity: A Mediated Moderation Model, Journal of Manufacturing Technology Management, 29 (7): 1211–1232. doi.org/10.1108/JMTM-03-2018-0082.
  • Žvorc, M. (2013). Lean menadžment u neproizvodnoj organizaciji, Ekonomski vjesnik: Review of Contemporary Entrepreneurship, Business, and Economic Issues, 26 (2): 695 – 709.

Lean manufacturing application in the frozen goods industry

Year 2022, Volume: 4 Issue: 2, 57 - 62, 31.12.2022
https://doi.org/10.58251/ekonomi.1182631

Abstract

The long-standing producer's market, in which the selling price was the sum of costs and desired profit, has been transformed by globalization into a buyer's market, where profit is the difference between the realized selling price and the production costs. Therefore, every company must approach the reduction of operating costs and the optimal use of the resources at its disposal. Lean thinking can help companies in reducing business costs and increasing productivity. Lean companies can improve their processes and increase their competitiveness in the market. The paper aims to present lean thinking implementation in manufacturing companies to improve procedures and increase competitiveness. Based on proposed improvements to business processes, Frozen Ltd. saved time and costs, making it more competitive in the market and confirming the hypothesis that the lean methodology can help a company perform its business processes better. The company needs to continue with its efforts to use lean since this is not a single event but a journey.

References

  • Abdulmalek, F.A., and Rajgopal, J. (2007). Analyzing the benefits of lean manufacturing and value stream mapping via simulation: A process sector case study, International Journal of Production Economics, 107(1): 223–236. doi.org/10.1016/j.ijpe.2006.09.009.
  • Alavi, S. (2003). Leaning the right way, IEE Manufacturing Engineer, 82: 32–35.
  • Alves, A.C., Dinis-Carvalho, J., and Sousa, R.M. (2012). Lean production as promoter of thinkers to achieve companies' agility, The Learning Organization,19(3): 219-237.
  • Balzer, W.K., Francis, D.E., Krehbiel, T.C., and Shea, N. (2016). A review and perspective on Lean in higher education, Quality Assurance in Education, 24(4): 442-462. doi.org/10.1108/QAE-03-2015-0011.
  • Bayou, M. E., and Korvin, A. (2008). Measuring the leanness of manufacturing systems: a case study of Ford Motor Company and General Motors, Journal of Engineering and Technology Management, 25(4): 287-304.
  • Bhasin, S. (2011). Improving Performance through Lean, International Journal of Management Science and Engineering Management, 6(1): 23-36.
  • Bicheno, J. (2004). The Lean Toolbox, Buckingham: PICSIE Books
  • Bittencourt, V. L., Alves, A.C., and Leao, C.P. (2019). Lean Thinking contributions for Industry 4.0: a Systematic Literature Review, IFAC PapersOnLine, 52(13): 904-909.
  • Carvalho, F., Santos, G., and Gonçalves, J. (2018). The disclosure of information on Sustainable Development on the corporate website of the certified Portuguese organizations, International Journal of Quality Research, 12(1): 253–276. doi.org/ 10.18421/IJQR12.01-14.
  • Doiro, M., Fernández, J.F., Félix, M.J., and Santos, G. (2017). ERP - machining centre integration: a modular kitchen production case study, Procédia Manufacturing, 13: 1159–1166.
  • Erceg, A., and Dotlić, P. (2014). Primjena racionalnog poslovanja u prodajnoj tvrtki. Poslovna izvrsnost, 8(1): 105-122.
  • Erceg, A., Dotlić, P., & Aleksijević, A. (2020) Lean thinking in healthcare – review and current situation in Croatia, Journal of Ekonomi, 2(2): 86-90.
  • Esenyel, V. (2020) Key Elements of Corporate Reputation, Journal of Ekonomi, 2(2): 76-79.
  • Gamage, P., Jayamaha, N.P., and Grigg, N.P. (2016). Acceptance of Taguchi's quality philosophy and practice by Lean practitioners in apparel manufacturing, Total Quality Management & Business Excellence, 28(11-12): 1-17.
  • Hertzler (2013). Aberdeen Lean Six Sigma Benchmark < https://www.hertzler.com/wp-content/uploads/2013/06/Hertzler_Aberdeen_Lean_Six_Sigma_Benchmark_Report.pdf> (accessed 22 September 2022)
  • Hidayati, J., Tarigan, U.P., and Tarigan, U.P. (2019). Implementation of Lean Service to Reduce Lead Time and Non Value-Added Activity in a Banking Institution. IOP Conference Series: Materials Science and Engineering, 505. doi.org/10.1088/1757-899X/505/1/012076.
  • Holweg, M. (2007). The genealogy of lean production, Journal of Operations Management, 25(2): 420-437.
  • Hu, Q., Mason, R., Williams, S.J., and Found, P. (2015). Lean Implementation within SMEs: A Literature Review, Journal of Manufacturing Technology Management, 26(7): 980–1012.
  • Işık, C. (2013). The Importance of Creating a Competitive Advantage and Investing in Information Technology for Modern Economies: an ARDL Test Approach from Turkey, Journal of the Knowledge Economy, 4(4): 387–405. doi.org/10.1007/s13132-011-0075-2.
  • Jasti, N.V.K., and Kodali, R. (2016). An empirical study for implementation of Lean principles in Indian manufacturing industry, Benchmarking: An International Journal, 23(1): 183-207.
  • Jimenez, G., Hernandez, L., Hernandez, H., Cabas, L., and Ferreira, J. (2018). Evaluation of Quality Management for Strategic Decision Making in Companies in the Plastic Sector of the Colombian Caribbean Region Using the TQM Diagnostic Report and Data Analysis. In Stephanidis C. (Ed.) HCI International 2018 – Posters' Extended Abstracts (pp. 273-280) New York: Springer Cham.
  • Jimenez, G., Santos, S., Sa, J.C., Ricardo, S., Pulido, J., Pizarro, A., and Hernandez, H. (2109). Improvement of productivity and quality in the value chain through lean manufacturing - a case study, Procedia Manufacturing, 41: 882-889. doi.org/10.1016/j.promfg.2019.10.011.
  • Karuppan, M. C., Dunlap, E. N., & Waldrum, M. R. (2016). Operations management in health care, New York: Springer
  • Kolla, S., Minufekr, M., and Plapper, M. (2019). Deriving essential components of lean and industry 4.0 assessment model for manufacturing SMEs, Procedia CIRP 2019, 81: 753–758.
  • Kumar, N., Hasan, S. S., Srivastava, K., Ahtkar, R., Yadav, R. K., and Chaubey, V. (2022). Lean manufacturing techniques and its Implementation: A review, Materials Today: Pro., 64(3): 1188-1192.
  • Lee-Mortimer, A. (2006). A lean route to manufacturing survival, Assembly Automation, 26(4): 265–272.
  • Li, S., Fang, Y., and Wu, X. (2020). A systematic review of lean construction in Mainland China, Journal of Cleaner Production, 257: 120581.
  • Marques, C., Lopes, N., Santos, G., Delgado, I., and Delgado, P. (2018). Improving operator evaluation skills for defect classification using training strategy supported by attribute agreement analysis, Measurement, 119: 129–141.
  • McDonald, T., Van Aken, E.M., and Rentes, A.F. (2002). Utilizing simulation to enhance value stream mapping: a manufacturing, case application, International Journal of Logistics, Research and Applications, 5(2): 213–232.
  • Melton, T (2005). The Benefits of Lean Manufacturing – What Lean Thinking has to Offer the Process Industries, Chemical Engineering Research and Design, 83(6): 662-673. https://doi.org/10.1205/cherd.04351
  • Nandakumar, N., Saleeshya, P.G., and Harikumar, P. (2020). Bottleneck identification and process improvement by lean Six Sigma DMAIC Methodology, Materials Today Proceedings, 24(2): 1217–1224. doi.org/10.1016/j.matpr.2020.04.436.
  • Nawanir, G., Lim, K.T., and Othman, S.N. (2016): Lean manufacturing practices in Indonesian manufacturing firms, International Journal of Lean Six Sigma, 7 (2): 149-170.
  • Palange, A., and Dhatrak, P. (2021). Lean manufacturing a vital tool to enhance productivity in manufacturing, Materials Today: Proceedings, 46: 729-736. doi.org/ 10.1016/J.MATPR.2020.12.193.
  • Piškor, M. and Kondić, V. (2010). Lean production kao jedan od načina povećanja konkurentnosti hrvatskih poduzeća na globalnom tržišta, Tehnički Glasnik, 4(1-2): 37-41.
  • Pullan, T.T., Bhasi, M., and Madhu, G. (2013). Decision support tool for Lean product and process development, Production Planning & Control, 24(6): 449-464.
  • Rajenthirakumar, D., and Thyla, P. R. (2011). Transformation to Lean Manufacturing by an Automotive Component Manufacturing Company, International Journal of Lean Thinking, 2 (2): 1-13.
  • Rother, M., and Shook, J. (1999). Learning to See: Value Stream Mapping to Add Value and Eliminate Muda, Brookline: The Lean Enterprise Institute, Inc.
  • Samuel, D., Found, P., and Williams. S. J. (2015). How Did the Publication of the Book 'the Machine That Changed the World' Change Management Thinking? Exploring 25 Years of Lean Literature, International Journal of Operations & Production Management, 35(10): 1386–1407.
  • Santos, D., Rebelo, M., and Santos, G. (2017). The Integration of certified Management Systems. Case Study – Organizations located at the district of Braga, Portugal, Procedia Manufacturing, 13: 964–971. doi.org/10.1016/j.promfg.2017.09.168
  • Sharma, S., and Gandhi, P.J. (2017). Scope and Impact of Implementing Lean Principles & Practices in Shipbuilding, Procedia Engineering, 194: 232-240. doi.org/10.1016/j.proeng.2017.08.140.
  • Sieckmann, F., Ngoc, H.N., Helm, R., and Kohl, H. (2018). Implementation of lean production systems in small and medium-sized pharmaceutical enterprises, Procedia Manufacturing, 21: 814-821. doi.org/10.1016/j.promfg.2018.02.188.
  • Singh, B., Garg, S. K., Sharma, S. K., and Grewal, C. (2010). Lean implementation and its benefits to production industry, International Journal of Lean Six Sigma, 1(2); 157–168. doi.org/10.1108/20401461011049520.
  • Slack, N., Brandon-Jones, A., and Burgess, N. (2019). Operations Management, 9th Edition, London: Pearson
  • Smith, G., Poteat-Godwin, A., Harrison, L. M., and Randolph, G. D. (2012). Applying Lean principles and Kaizen rapid improvement events in public health practice, Journal of Public Health Management Practice, 18(1): 52–54. doi.org/ 10.1097/PHH.0b013e31823f57c0.
  • Storch, R.L., and Lim, S. (1999). Improving flow to achieve lean manufacturing in shipbuilding, Production Planning & Control, 10(2): 127-137. doi.org/10.1080/095372899233280.
  • Sundar, R., Balaji, A.N., and SatheeshKumar, R.M. (2014). A Review on Lean Manufacturing Implementation Techniques, Proceedia Engineering, 97: 1875-1885.
  • Taj, S., and Morosan, C. (2011). The impact of lean operations on the Chinese manufacturing performance, Journal of Manufacturing Technology Management, 22(2): 223-240.
  • Troncoso, A., Neira, D., Ortíz M., Jiménez, G., and Hernández, H. (2018). Using Discrete-Event-Simulation for Improving Operational Efficiency in Laboratories: A Case Study in Pharmaceutical Industry. In Tan, Y., Shi, Y., and Tang, Q. (Eds.), Advances in Swarm Intelligence. ICSI 2018. Lecture Notes in Computer Science; (pp. 440-451), New York: Springer Cham.
  • Vinodh, S., Arvind, K.R., and Somanaathan, M. (2010). Application of value stream mapping in an Indian camshaft manufacturing organization, Journal of Manufacturing Technology Management, 21 (7): 888-900. doi.org/10.1108/17410381011077973.
  • Womack, J. P., and Fitzpatrick, D. (1999). Lean thinking for Aerospace: The Industry that can Afford its Future, Atlanta: Lean Enterprise Institute
  • Womack, J. P., and Jones, D. (2003). Lean Thinking, New York: Free Press
  • Womack, J., Jones, D., and Roos, D. (1990). The Machine that Changed the World, New York: Rawson Associates
  • Yang, M.G., Hong, P., and Modi, S.B. (2011). Impact of Lean manufacturing and environmental management on business performance: an empirical study of manufacturing firms, International Journal of Production Economics, 129 (2): 251-261.
  • Zhu, X., Yuan, Q., and Zhang, W. (2018). Inventory Leanness, Risk Taking, Environmental Complexity, and Productivity: A Mediated Moderation Model, Journal of Manufacturing Technology Management, 29 (7): 1211–1232. doi.org/10.1108/JMTM-03-2018-0082.
  • Žvorc, M. (2013). Lean menadžment u neproizvodnoj organizaciji, Ekonomski vjesnik: Review of Contemporary Entrepreneurship, Business, and Economic Issues, 26 (2): 695 – 709.
There are 55 citations in total.

Details

Primary Language English
Subjects Economics
Journal Section Research Articles
Authors

Aleksandar Erceg 0000-0002-1141-1919

Publication Date December 31, 2022
Submission Date September 30, 2022
Published in Issue Year 2022 Volume: 4 Issue: 2

Cite

APA Erceg, A. (2022). Lean manufacturing application in the frozen goods industry. Journal of Ekonomi, 4(2), 57-62. https://doi.org/10.58251/ekonomi.1182631

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