Use of Lean Management in an Example of a Building Industry

Abstract

One of the major problems in Hungary is the low level of productivity. This low level is extremely low among small-medium businesses. In the countries of the region and in Western European countries, the average productivity level of enterprises of this size is higher than in Hungary.
The current and expected short-term labor shortage environment puts businesses at the forefront. In the long run, wage growth can only be achieved through increased productivity. An organization with no increase in productivity remains at the bottom of both domestic and international-global competition.
One of the key elements in increasing the productivity and competitiveness of small and mediumsized enterprises in Hungary can be the use of modern management organizational and management systems, of which the use of lean management should be emphasized. In many industries where project production is going on for lean tools and methods, it is considered differently and not an applicable tool and method, but it is not necessarily the case. These systems are also well suited to these industries and drastic improvements in productivity can be achieved.
In our research we examine the construction processes, including the mapping of the value process of plasterboard construction processes and the elimination of mud. We put a strong emphasis on examining the growth of lead time and productivity, as illustrated by an example of a plasterboard company.