BibTex RIS Kaynak Göster

Yalın Düşünce Sisteminin Üretime Sağladığı Katkılar

Yıl 2015, Sayı: 37, 23 - 37, 01.01.2015

Öz

Günümüzün küresel rekabet ortamında büyük ya da küçük her şirket çok sayıda rakibin olduğu bir ortamda var olabilmek için en iyi kalite, en düşük maliyet ve en iyi lojistik sistemine sahip olmak zorundadır. Günümüz müşterilerinin beklentilerini kitle üretimi ile karşılanmak mümkün değildir. Fazla üretim yapmak yerine, sadece müşterinin istediği zamanda istedigi kadar üretim yaparak gerekli kaynakları en etkin kullanmakdır. Yalın üretim hızı artırıp akış süresini azaltarak, ortaya çıkan israfları yok ederek üretimi verimli hale getirir. Tasarruf edilen kaynaklar daha fazla değer yaratacagından hem mevcut pazarlarda, hem de yeni pazarlarda gerçek yerini bulacaktır

Kaynakça

  • http://www.yalinenstitu.org.tr
  • Fawaz, A. (2003). Lean Manufacturing Tools and Techniques in the Process Industry with a Focus on Steel, Diss. University of Pittsburgh, 7-8.
  • Dibia, I. & Onuh, S. (2010). Lean Revolution and the Human Resource Aspects. Proceedings of the World Congress on Engineering. Vol IIIWCE 2010, June 30 - July 2, 2010, London, U.K.
  • Chen, J., Li, Y., & Shady, B. (2010). From value stream mapping toward a lean/sigma continuous improvement process: An industrial case study. International Journal of Production Research, 48(4), 1069-1086.
  • Hayes, R. (1981).Why Japanese factories Work. Harvard Business Review. Jul/Aug, pp. 56-66.
  • Veiga, G. L., De Lima, E. P., & Da Costa, S. E. G. (2008). A discussion on the strategic role of Lean Production Model. Electronic Journal of Systems & Management, 3(2), 92-113.
  • Jones, D. & Womack, J. (2002). Bütünü görmek: genişletilmiş değer akışı haritalama, The Lean Enterprise Institute, Version:1,0 Çeviri: Yalın Enstitü Derneği, 1, Massachusetts-USA.
  • Taninecz, G. Lean Beyond Production. Lean Enterprise Institute. Accessed 12.27 (2005): 07.
  • Katayama, H. & Bennett, D. Lean production in a changing competitive world: a Japanese perspective. International Journal of Operations & Production Management 16.2 (1996): 8-23.
  • Alukal, George (2003). Create a Lean, Mean Machiene, Quality Progress, 36 (4), 29-34.
  • Shah, R. & Ward, P. T. (2003). Lean manufacturing: context, practice bundles, and performance. Journal of operations management 21(2), 129-149.
  • Kennedy, F. A. & Brewer P. C. (2006). The lean enterprise and traditional accounting—is the honeymoon over?. Journal of Corporate Accounting & Finance, 17(6), 63-74.
  • Evans, J. R. (1997). Production / Operation Management, Quality, Performance and Value. West Group; 5 Sub edition.
  • Laraia, A. C., Moddy, P.E., & Hall, R.W. (1999). The Kaizen Blitz. [yy]:[yayl. y.]
  • Vincenti, A. (2002). Lean machine. Automotive Engineer, 28(1), 58-9.
  • Maskell, B. & Baggaley, B. (2004). Practical Lean Accounting: A Proven System for Measuring and Managing the Lean Enterprise, Productivity Press, New York.
  • Lander, E. & Liker, J. K. (2007). The Toyota Production System and art: making highly customized and creative products the Toyota way. International Journal of Production Research, 45(16), 3681-3698.
  • http://www.lean.org.tr (accessed on 05.05.2013)
  • Lean Enterprise Institute, 2009.
  • Bendell, T. (2006). A review and comparison of six sigma and the lean organisations. The TQM magazine, 18(3), 255-262.
  • Ohno, T. (1988). Toyota Production System: Beyond Large-Scale Production. NY: Productivity Press.Manufacturing Performance Institute. [22] The MPI Group, 2009/2010 Manufacturers Executive Summary, USA.
  • Womack, J. P., Jones, D. T., & Roos, D. (1990). Machine that changed the world. Rawson/Harper Perennial, New York.
  • Shingo, S. (1981). Study of Toyota Production System from Industrial Engineering View-Point, Japan Management Association, Tokyo. Business & Economics.
  • Krafchik, W. A., Small-scale Enterprises, Inward Industrialisation and Housing: A Case Study of Subcontractors in the Cape Peninsula Low-cost Housing Industry. Diss. University of Cape Town, 1990.
  • Karlsson, C., & Åhlström, P. (1996). The difficult path to lean product development. Journal of Product Innovation Management, 13(4), 283-295.
  • http://www.yalinenstitu.org.tr/yalin_yaklasim.asp
  • http://www.vdm.com.tr/tr/bilgi/YALIN
  • George, M. L. (2002). Lean Six Sigma: Combining Six Sigma Quality With Lean Speed. NY: McGraw-Hill.
  • Dailey, K.W. (2003). The lean manufacturing pocket handbook. DW Publishing Co
  • The Productivity Development Team (2003). Identifying Waste On The Shopfloor. SteinerBooks, NY: Productivity Press.
  • Tapping, D. (2003). The Lean Pocket Guide Tools for The Elimination Of Waste, Running Lean, MCS Media, Inc.
  • Poppendieck, M. (2002). Principles of Lean Thinking. Working paper.
  • Womack, J. P. & Jones, D. T. (1996). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. New York, Simon & Schuste.
  • Bhasin, S. (2012). An appropriate chage strategy for lean success, Department of Quality Assurance, NOMS Civil Service College, Newbold Revel, UK - Management Decision, 50(3), 439-458.
  • Kulaç, Ü. (2005). Yalın fabrika simulasyon oyunu. V. Ulusal Üretim Araştırmaları Sempozyumu, İstanbul Ticaret Üniversitesi, 25-27 Kasım, 687-690.
  • Womack, J. P., Jones, D. T., & Aras, N. (1998). Yalın düşünce, 120- 124, Sistem Yayıncılık, Yayın No: 163, İstanbul.
  • Akçagün, E. (2006). Hazır Giyim İşletmelerinde Yalın Üretim Tekniklerinin Araştırılması, Marmara Üniversitesi Fen Bilimleri Enstitüsü, Tekstil Eğitimi Anabilim Dalı Yüksek Lisans Tezi.
  • http://www.yalinenstitu.org.tr/yalin_donusum.asp
  • http://www.bpmproje.com (accessed on 23.02.2013)
  • http://www.yalinenstitu.org.tr/turkiyede_yalin.asp
  • http://www.sistempatent.com
  • http://www.1bilen.com/blogtr/post/atolye/127/Trkiyeden-Yaln- retim-Tecrbeleri
  • http://www.yalinenstitu.org.tr/yalin_dusuncenin_ilkeleri.asp

Outstanding Contributions of Lean Thinking System to Production

Yıl 2015, Sayı: 37, 23 - 37, 01.01.2015

Öz

In today’s global competitive environment, every company big or small, they need to survive by providing best quality, low price, and shipping cost. At the same time, meeting the expectations of today’s customers with the logic of mass production is not possible. Long time ago, the trend was to produce more than necessary and now, thanks to rapid production techniques, the products are produced in small batches and just enough to satisfiy the customers’ needs. Lean production rate provides guidance on how to use the resources in a more productive way, resulting in less wasteful resources. By directing the saved resources to create more value, the broader economic opportunities can be realized in both current markets as well as growth into new markets

Kaynakça

  • http://www.yalinenstitu.org.tr
  • Fawaz, A. (2003). Lean Manufacturing Tools and Techniques in the Process Industry with a Focus on Steel, Diss. University of Pittsburgh, 7-8.
  • Dibia, I. & Onuh, S. (2010). Lean Revolution and the Human Resource Aspects. Proceedings of the World Congress on Engineering. Vol IIIWCE 2010, June 30 - July 2, 2010, London, U.K.
  • Chen, J., Li, Y., & Shady, B. (2010). From value stream mapping toward a lean/sigma continuous improvement process: An industrial case study. International Journal of Production Research, 48(4), 1069-1086.
  • Hayes, R. (1981).Why Japanese factories Work. Harvard Business Review. Jul/Aug, pp. 56-66.
  • Veiga, G. L., De Lima, E. P., & Da Costa, S. E. G. (2008). A discussion on the strategic role of Lean Production Model. Electronic Journal of Systems & Management, 3(2), 92-113.
  • Jones, D. & Womack, J. (2002). Bütünü görmek: genişletilmiş değer akışı haritalama, The Lean Enterprise Institute, Version:1,0 Çeviri: Yalın Enstitü Derneği, 1, Massachusetts-USA.
  • Taninecz, G. Lean Beyond Production. Lean Enterprise Institute. Accessed 12.27 (2005): 07.
  • Katayama, H. & Bennett, D. Lean production in a changing competitive world: a Japanese perspective. International Journal of Operations & Production Management 16.2 (1996): 8-23.
  • Alukal, George (2003). Create a Lean, Mean Machiene, Quality Progress, 36 (4), 29-34.
  • Shah, R. & Ward, P. T. (2003). Lean manufacturing: context, practice bundles, and performance. Journal of operations management 21(2), 129-149.
  • Kennedy, F. A. & Brewer P. C. (2006). The lean enterprise and traditional accounting—is the honeymoon over?. Journal of Corporate Accounting & Finance, 17(6), 63-74.
  • Evans, J. R. (1997). Production / Operation Management, Quality, Performance and Value. West Group; 5 Sub edition.
  • Laraia, A. C., Moddy, P.E., & Hall, R.W. (1999). The Kaizen Blitz. [yy]:[yayl. y.]
  • Vincenti, A. (2002). Lean machine. Automotive Engineer, 28(1), 58-9.
  • Maskell, B. & Baggaley, B. (2004). Practical Lean Accounting: A Proven System for Measuring and Managing the Lean Enterprise, Productivity Press, New York.
  • Lander, E. & Liker, J. K. (2007). The Toyota Production System and art: making highly customized and creative products the Toyota way. International Journal of Production Research, 45(16), 3681-3698.
  • http://www.lean.org.tr (accessed on 05.05.2013)
  • Lean Enterprise Institute, 2009.
  • Bendell, T. (2006). A review and comparison of six sigma and the lean organisations. The TQM magazine, 18(3), 255-262.
  • Ohno, T. (1988). Toyota Production System: Beyond Large-Scale Production. NY: Productivity Press.Manufacturing Performance Institute. [22] The MPI Group, 2009/2010 Manufacturers Executive Summary, USA.
  • Womack, J. P., Jones, D. T., & Roos, D. (1990). Machine that changed the world. Rawson/Harper Perennial, New York.
  • Shingo, S. (1981). Study of Toyota Production System from Industrial Engineering View-Point, Japan Management Association, Tokyo. Business & Economics.
  • Krafchik, W. A., Small-scale Enterprises, Inward Industrialisation and Housing: A Case Study of Subcontractors in the Cape Peninsula Low-cost Housing Industry. Diss. University of Cape Town, 1990.
  • Karlsson, C., & Åhlström, P. (1996). The difficult path to lean product development. Journal of Product Innovation Management, 13(4), 283-295.
  • http://www.yalinenstitu.org.tr/yalin_yaklasim.asp
  • http://www.vdm.com.tr/tr/bilgi/YALIN
  • George, M. L. (2002). Lean Six Sigma: Combining Six Sigma Quality With Lean Speed. NY: McGraw-Hill.
  • Dailey, K.W. (2003). The lean manufacturing pocket handbook. DW Publishing Co
  • The Productivity Development Team (2003). Identifying Waste On The Shopfloor. SteinerBooks, NY: Productivity Press.
  • Tapping, D. (2003). The Lean Pocket Guide Tools for The Elimination Of Waste, Running Lean, MCS Media, Inc.
  • Poppendieck, M. (2002). Principles of Lean Thinking. Working paper.
  • Womack, J. P. & Jones, D. T. (1996). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. New York, Simon & Schuste.
  • Bhasin, S. (2012). An appropriate chage strategy for lean success, Department of Quality Assurance, NOMS Civil Service College, Newbold Revel, UK - Management Decision, 50(3), 439-458.
  • Kulaç, Ü. (2005). Yalın fabrika simulasyon oyunu. V. Ulusal Üretim Araştırmaları Sempozyumu, İstanbul Ticaret Üniversitesi, 25-27 Kasım, 687-690.
  • Womack, J. P., Jones, D. T., & Aras, N. (1998). Yalın düşünce, 120- 124, Sistem Yayıncılık, Yayın No: 163, İstanbul.
  • Akçagün, E. (2006). Hazır Giyim İşletmelerinde Yalın Üretim Tekniklerinin Araştırılması, Marmara Üniversitesi Fen Bilimleri Enstitüsü, Tekstil Eğitimi Anabilim Dalı Yüksek Lisans Tezi.
  • http://www.yalinenstitu.org.tr/yalin_donusum.asp
  • http://www.bpmproje.com (accessed on 23.02.2013)
  • http://www.yalinenstitu.org.tr/turkiyede_yalin.asp
  • http://www.sistempatent.com
  • http://www.1bilen.com/blogtr/post/atolye/127/Trkiyeden-Yaln- retim-Tecrbeleri
  • http://www.yalinenstitu.org.tr/yalin_dusuncenin_ilkeleri.asp
Toplam 43 adet kaynakça vardır.

Ayrıntılar

Birincil Dil Türkçe
Bölüm Makaleler
Yazarlar

Nevin Aydın

Yayımlanma Tarihi 1 Ocak 2015
Yayımlandığı Sayı Yıl 2015 Sayı: 37

Kaynak Göster

APA Aydın, N. (2015). Yalın Düşünce Sisteminin Üretime Sağladığı Katkılar. Anadolu Bil Meslek Yüksekokulu Dergisi(37), 23-37.


All site content, except where otherwise noted, is licensed under a Creative Common Attribution Licence. (CC-BY-NC 4.0)

by-nc.png