(Wyższa Szkoła Biznesu - National-Louis University w Nowym Sączu, 2007) Bejma-Bąk, Izabela
Introducing integrated systems of management has indeed become a fashion of some sort. The more expensive program and the more sophisticatedmode, the better situation of a company on the market. The faster introduction the better managing staff - it has been a common belief. However, is it really true? What are the myths and what is the reality?
According to the sources, introducing an integrated system of management should bring about numerous measurable changes such as reduction of production time by 30%-40% or a more efficient utilization of resources. The companies which introduce the system seem to forget about the fact that the data concerns the 80-ties, when such elaborate logistic chains simply did not exist.
Logistic solutions in the field of production based on systems of integrated management are a considerable opportunity to enhance competitiveness and face increasing consument demands. Improper plans and prognoses may cause the risk of working assets lock-up. In the same time, failure to accomplish production orders due to materials deficiences may result in losing clients.
So how to make things work? For a manufacturer a production plan and a detailed schedule should be the most important issue to react properly and responsibly to environment
changes.