| Abstract [eng] |
In the modern business environment, the catering sector faces extremely dynamic changes driven by growing competition, rapidly changing consumer habits, increasing quality requirements, fluctuations in raw material prices, and technological advancements. These factors encourage food service companies to seek effective management approaches that enable more efficient use of resources, reduction of waste, improvement of service quality, and maintenance of competitiveness in the market. One of the modern management philosophies that can contribute to achieving these objectives is Lean, which is based on the principles of continuous improvement, elimination of non-value-adding activities, and creation of greater value for the customer. The object of the research is the application of the Lean concept in food service companies. The aim of the research is to examine the prerequisites and challenges of applying the Lean concept in food service companies. The theoretical analysis revealed that although Lean methodology was originally developed for the manufacturing sector, its principles are increasingly being applied in service industries, including food service enterprises. The application of Lean in food service companies enables optimization of kitchen and service processes, reduction of food waste, shortening of order fulfilment time, improvement of workplace organization, and enhancement of customer satisfaction. However, the implementation process is often hindered by challenges such as employee resistance to change, lack of knowledge, insufficient management involvement, and inadequate control systems. The results of the empirical research indicate that the most effectively used Lean tools in food service companies are the 5S system, the Kanban method, and Value Stream Mapping (VSM), which contribute to waste reduction, process optimization, improved inventory management, and higher service quality. The study also demonstrated that the success of Lean implementation in the food service sector largely depends on a clear management vision, employee involvement, consistent performance control, and a continuous learning culture. Based on the theoretical analysis and empirical findings, a conceptual Lean implementation model for food service companies was developed, encompassing key stages such as defining Lean application goals, management commitment, identification of potential barriers, selection of appropriate methods, process optimization, performance evaluation, and continuous improvement. In conclusion, the application of the Lean concept in food service companies has significant potential to enhance operational efficiency, reduce losses, and improve service quality; however, successful implementation requires systematic organizational preparedness and active employee engagement. |
