Abstract
Continuous Improvement is a concept recognized in literature and management practice as essential in today's business environment. This article deals with the analysis of the importance and placement of project management in the implementation and application of Continuous Improvement (CI) practices in manufacturing companies. The first part of the article presents the conclusions resulting from the literature review of the improvement projects management. The problems appearing in this area of the organization's activity were analyzed. Then are presented the results of the empirical research carried out in the production company. A case study has allowed the characteristics of the realized projects to be determined and the identification of the factors that are conducive to and obstructive to the achievements of their objectives.
Highlights
The concept of Continuous Improvement (CI) is treated as a way to maintain and improve the company's competitiveness by using all their employees' knowledge and involvement (MarinGarcia et al, 2008)
That CI make up ubiquitous and continuous activities, besides the standard roles of participants in order to identify and achieve results, which contribute to the achievement of organizational goals (Paul Brunet & New, 2003)
The analysis presented in the article draws attention to the pragmatic aspects of accomplishing the concept of continuous improvement in a production enterprise in relation to the management of a number of diverse projects aimed at introducing principles and techniques that make up the CI
Summary
The concept of Continuous Improvement (CI) is treated as a way to maintain and improve the company's competitiveness by using all their employees' knowledge and involvement (MarinGarcia et al, 2008). Despite the fact that the definitions emphasize that CI stands for small changes that do not require large investments, experience shows that a large amount of work and high organizational efficiency is necessary to launch a new way of thinking and the resulting practices This need is undoubtedly stronger after the analyses of a set of specific values, principles and many techniques recognized as basic CI procedures. They require the introduction of solutions that in many cases constitute a new challenge for the organization, e.g. Total Productivity Maintenance, Single Minute Exchange of Die (SMED) or Just in Time. The intention of the management should be the introduction of them within a specified period, without exceeding the set budget and, according to the assumed requirements
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