mgr Anna WENDT – Politechnika Gdańska, Wydział Zarządzania i Ekonomii, ul. Gabriela Narutowicza 11/12, 80-233 Gdańsk, Polska, e-mail: anna.wendt@pg.edu.pl
Received 9.06.2025. Accepted 17.06.2025
ABSTRACT
Purpose: Diagnosis, evaluation and determination of the impact of applying the Lean Management concept on the organization’s success in the 27th edition of the Pomeranian Quality Award.
Design/methodology/approach: The research was conducted using a case study. An analysis of source materials from the 27th edition of the Pomeranian Quality Award was conducted, i.e. application forms containing the self-presentation of the organization taking part in the competition and reports from the self-assessment and external assessment of the organization prepared by external experts (auditors from a renowned certification body).
Findings/conclusions: The analyses carried out show that the application of the idea of continuous improvement, by the Kaizen philosophy, as well as the implementation of Lean Management tools and techniques, significantly contribute to the high assessment of the organization in the Pomeranian Quality Award Competition. All organizations that qualified as finalists in this edition of the competition demonstrate a systemic approach to improvement – they conduct activities for the standardization of processes, their optimization and the consistent elimination of waste. These practices are consistent with the key assumptions of both the EFQM model and Lean Management. Three of the analyzed organizations directly referred in their application forms to the implementation of the lean philosophy as the foundation of their strategy. These organizations were awarded places on the podium in their competition categories, which is strong evidence that the consistent implementation of Lean Management principles, while maintaining compliance with the EFQM model framework, translates into measurable successes in quality competitions.
Research limitations: The study refers to the results of research on a single, purposefully selected edition of the Pomeranian Quality Award Competition.
Practical application: Selecting the best lean organizations among the finalists of the 27th edition of the Pomeranian initiative can be used to exchange good practices in this area, e.g. during meetings of the Pomeranian Quality Award Club, during industry conferences. The study can also be a guide for potential participants of such initiatives. The article indicates what lean methods and tools are used by the competition winners, which can enrich the pro-quality potential in the region.
Originality/value: There are very few publications on regional quality competitions based on excellence models. The analysis of the use of the Lean Management concept by the finalists of the 27th edition of the Pomeranian Quality Award competition leads to the conclusion of how important the approach based on this concept is and that it has a real impact on success in the competition based on organizational excellence.
KEYWORDS
continuous improvement, EFQM, Pomeranian Quality Award, Lean Management, PDCA cycle