Scholarly record

LEAN SHIPYARDS. APPLICATION OF LEAN MANAGEMENT PRACTICES IN THE SHIPBUILDING INDUSTRY.

Tomasz Stefanski

Abstract

Lean management has long transcended its origins in the automotive industry and is increasingly recognized as a leading philosophy for managing organizations across both manufacturing and service sectors. Its emphasis on waste elimination, continuous improvement, and value creation has proven adaptable to diverse operational contexts. The aim of this article is to compare selected cases of lean management implementation in the shipbuilding industry with those in the automotive sector. The study analyzes key dimensions of implementation, including the scope of application, underlying motivations, and the specific tools and techniques employed in each industry. Particular attention is given to differences resulting from production characteristics, such as project-based versus mass production environments. Furthermore, the paper identifies and evaluates major barriers to implementation, including organizational resistance, complexity of processes, and workforce-related challenges. The research also assesses the benefits achieved through lean adoption, such as improved efficiency, cost reduction, enhanced quality, and increased flexibility. By highlighting both similarities and differences, the article contributes to a deeper understanding of how lean principles can be effectively adapted across industries with distinct operational conditions.

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