Management and Production Engineering Review (MPER) is a peer-refereed, international, multidisciplinary journal covering a broad spectrum of topics in production engineering and management. Production engineering is a currently developing stream of science encompassing planning, design, implementation and management of production systems. Orientation towards human resources factor differentiates production engineering from other technical disciplines. The journal aims to advance the theoretical and applied knowledge of this rapidly evolving field, with a special focus on production management, organisation of production processes, management of production knowledge, computer integrated management of production flow, enterprise effectiveness, maintainability and sustainable manufacturing, productivity and organisation, modelling and simulation, decision making systems, project management, innovation management and technology transfer, quality engineering and safety at work. Management and Production Engineering Review is published under the auspices of the Polish Academy of Sciences Committee on Production Engineering and Polish Association for Production Management.

The main purpose of Management and Production Engineering Review is to publish the results of cutting-edge research advancing the concepts, theories and implementation of novel solutions in modern manufacturing. Papers presenting original research results related to production engineering and management education are also welcomed.

We welcome original papers written in English. The Journal also publishes technical briefs, discussions of previously published papers, book reviews, and editorials.

Letters to the Editor-in-Chief are highly encouraged.

The main purpose of this article is to present an author’s methodology of production levelling

and to show the impact of levelling on the time during which the product passes

through the process and on staff performance. The article presents the analysis of literature

concerning the method of improving the production process, especially taking production

levelling into consideration. The authors focussed on the definition and methodologies of

production levelling. A diagram of interrelations showing determinants and efficiency measures

of production levelling as well as an author’s production levelling methodology have

been presented. An example of the implementation of production levelling in one of the departments

of a company manufacturing surgical instruments has also been shown. Analysis

of the current state, stages of implementation and end effects have been presented. Attention

was focussed on the time during which the product passes through the process and on staff

performance.