Economics & Sociology

ISSN: 2071-789X eISSN: 2306-3459 DOI: 10.14254/2071-789X
Index PUBMS: f5512f57-a601-11e7-8f0e-080027f4daa0
Article information
Title: The Use of Lean Methods in Central Eastern European Countries: the Case of Czech and Slovak Republic
Issue: Vol. 11, No 2, 2018
Published date: 06-2018 (print) / 06-2018 (online)
Journal: Economics & Sociology
ISSN: 2071-789X, eISSN: 2306-3459
Authors: Rastislav Rajnoha
Рan-European University, Bratislava, Slovakia

Ján Dobrovič
University of Prešov

Kateřina Gálová
Tomas Bata University in Zlín, Zlín, Czech Republic
Keywords: Lean management, Operational performance, Business performance, Total Quality Management, Kaizen, Industrial companies, Total Productive Maintenance
DOI: 10.14254/2071-789X.2018/11-2/22
Index PUBMS: 0b81f23a-cdf0-11e8-92b1-901b0efa6e97
Language: English
Pages: 320-333 (14)
JEL classification: L60, M20, O14

Increasing competition, both at the global and local levels, shortening product life cycle, and strengthening customer's position are only some of the factors currently affecting the viability of businesses. To stay at a market, retain old and gain new customers businesses are constantly looking for new ways to improve. One of the possibilities to improve is the lean concept. This concept offers the ways to find the points with waste and eliminate them. The main objective of this research is to analyze the extent of lean methods’ use in Central Eastern European countries – Czech and Slovak Republics. Two surveys were carried out independently of each other between 2013 and 2017. The purpose of the researchers was to determine the extent of the selected industrial engineering methods’ use in both these countries through an online questionnaire survey. In general, the analyzed methods are more often implemented by businesses in Czech Republic, but the results also suggest that some of the analyzed methods are not implemented in these countries equally. E.g., Kaizen or 5S method are the methods more typical for the industrial companies in Czech Republic. On the other hand, for example, the Total Quality Management did not reveal statistically significant differences in the implementation by companies in Czech and Slovak Republics.


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