The key principles of process manager motivation in production and administration processes in an industrial enterprise

The basic premise of sustainable development is that companies should completely re-evaluate their enterprise work logic and process organization. Most of the necessary changes concern employee stimulation and motivation. If we are truly interested in improving business results and the effectiveness of business processes – there would be no progress otherwise – we have to strive to break down the barriers between company management (leadership) and employees in order to establish effective relationships between firms and customers. This paper presents research results of process manager activities in modern industrial enterprises, connected with a methodology proposal for the systematically-oriented process manager motivation of employees in accordance with the increased competitiveness of production and administration processes. It also presents an effective methodology of how to increase the positive effects of welldefined employee motivations from the process manager´s perspective. The core benefit of this methodology lies in the design of a systematic approach to the motivation process from the process manager side, allowing for radical performance improvement via production and administrative processes and the increased competitiveness of enterprise processes

Ekonomika inovácie ako súčasť zvyšovania výkonnosti firmy

Základom dobre nastavenej inovácie je jej správna ekonomika, teda znalosť prietoku hodnoty, participujúcej v rôznych etapách na tvorbe inovácií a komplexnom inovačnom procese firmy. Prietok hodnoty má zásadný význam pre ekonomiku inovácie v tom, že na základe optimálne definovaných inovačných metrík dokáže identifikovať reálne ekonomické vstupy a výstupy a priamo poukázať na inovačný potenciál firmy a jeho úspešnosť z hľadiska zvyšovania budúcej výkonnosti firmy.The basis of a well balanced innovation is its right economy, that is so the knowledge of the value throughput, participating in the various phases of creating the innovation and of a complex innovation process of the company. Value throughput has an essential importance for the innovation economy there, where on the basis of optimally defined innovation metrics can be identified real economical inputs and outputs and directly the innovation potential of the ompany and its success from the point of view of the increase of its future efficiency

Productivity raising approaches in the logistic production system

This paper deals with the productivity of the logistic production system. The aim is to define the intermediate state of the production machines and equipment (OOE), identification of the material flows, idle time and breakdown forecasting, with the following purchase of the required spare parts. The goal of the system is the satisfaction of the customer´s needs and the minimalisation of not fulfilling the required terms for delivery with simultaneous increasing of the logistic production system productivity

Production process stability - Core assumption of INDUSTRY 4.0 concept

Today's industrial enterprises are confronted by implementation of INDUSTRY 4.0 concept with basic problem - stabilised manufacturing and supporting processes. Through this phenomenon of stabilisation, they will achieve positive digital management of both processes and continuously throughput. There is required structural stability of horizontal (business) and vertical (digitized) manufacturing processes, supported through digitalised technologies of INDUSTRY 4.0 concept. Results presented in this paper based on the research results and survey realised in more industrial companies. Following will described basic model for structural process stabilisation in manufacturing environment. © Published under licence by IOP Publishing Ltd

The effect of the fourth industrial revolution economies and management

The fourth industrial era (or Industry 4.0) refers to the recent trend of massive data collection, analysis and communication with intense process automation. Massive studies have been conducted in this field, though with the main focus on technical details, hardware and software. There still remains a considerable gap in the analysis of potential effects of the Fourth Industrial Revolution on economies and management. According to recent studies, from 45% to 60% of jobs around the globe are at risk of being automated or computerised. Despite the fact the new jobs such as automation engineers, programmers, data analysts and others are being created, the economies would get significant amount of workforce lacking necessary qualifications. A casual model that shows the effect of the increasing automation on economies has been developed and discusses potential implications. The paper suggests that economies and organisations would have to adopt “Algorithmic Management” to remain competitive in the new digital environment. © 2018, Springer International Publishing AG, part of Springer Nature

A structured review of the Six Sigma belt system

The Six Sigma methodology creates many possibilities for a radical improvement of process and product quality. Organizations that are embarking on the implementation of Six Sigma improvement initiatives need to overcome substantial barriers to ensure the effectiveness of the implemented approaches. In many cases, the implementation of improvement initiatives involves a significant investment in the establishment of a supporting infrastructure and training for the improvement initiatives. One of the most critical success factors for the implementation of Six Sigma is a strong organizational infrastructure led by different Six Sigma belts. Thus, the aim of the article is to provide a comprehensive overview of the current state of research regarding the Six Sigma belt system. A total of 62 journal papers about the Six Sigma belt system published during the period from 2000 to 2016 were selected for the analysis. The analysis reveals that the research regarding the Six Sigma belt system has so far been focused primarily on large manufacturing enterprises. The Six Sigma belt system has not been yet adequately studied within the context of smaller companies. Thus, the field on the application of Six Sigma in the small and medium enterprises provides valuable research opportunities. Furthermore, only 15 out of the 62 articles focus exclusively on the examination of the SS belt system rather than exploring general application of the Six Sigma methodology. However, these research papers only focused on Black Belts or Green Belts while neither the Master Black Belt nor Yellow Belt was a high priority in these studies.Internal Grant Agency of Tomas Bata University in Zlin [IGA/FaME/2018/005

Process management of ergonomic workplace based on augmented reality principles

Ergonomics is an important element of managing performance and productivity in a company. Nowadays, the ergonomic parameters are set in line with the implementation of the Industry 4.0 concept. The paper highlights the link between virtual reality (VR) and augmented reality (AR), when combined with the traditional ergonomic procedure. Automation and digitization contribute to a significant extent to the creation of ergonomic workplaces and the elimination of the negative effects of non-ergonomic workplaces on people. The aim of the paper is to determine the essential elements of the system process approach to ergonomics management. This is achieved through an analysis of the current approaches from Industry 4.0 and a focus on the augmented reality approach. The backbone of the triple combination of "man-machine-environment" determines the ergonomic setting of work and the workplace. Subsequently, the presented case study examines the link between ergonomic workplace principles and data analytics for VR/AR technology. The scientific contribution of the paper lies in the discussion of the case study results, which is beneficial for the ergonomic design of workplaces. © 2022 Jan Holoči, & Felicita Chromjaková, and the Centre of Sociological Research, Poland

A review of critical success factors for the successful implementation of Lean Six Sigma and Six Sigma in manufacturing small and medium sized enterprises

Organizations embarking on implementation of Lean Six Sigma and Six Sigma improvement initiatives need to overcome substantial barriers to ensure effectiveness of the implemented approaches. In many cases, implementation of improvement initiatives involves significant investment in establishment of supporting infrastructure and training for the improvement initiatives. While Lean Six Sigma and Six Sigma were initially applied within large corporations, the interest of small and medium-sized enterprises in improvement initiatives is increasing. Implementation of Lean Six Sigma and Six Sigma faces unique barriers in small and medium-sized enterprises associated with the size and availability of the resources. Thus, the aim of this article is to examine the critical success factors that condition successfulness of Lean Six Sigma and Six Sigma implementation in manufacturing small and medium-sized enterprises. Based on seven articles from six countries (the United Kingdom, India, Italy, Kenya, the Netherlands, and Malaysia), the importance of the different critical success factors are examined and compared. Further, the proposed study examines differences in the importance of the critical success factors between small and medium sized enterprises and large corporations. For the conduct of this analysis, six additional papers from Europe, India, and Brazil concerning critical success factors for the implementation of Six Sigma and Lean Sigma in larger manufacturing enterprises were taken into account. Moreover, five priority groups of critical success factors are developed for both organization sizes based on a percentile distribution. The analysis of the identified groups demonstrates similarities in the critical success factors for both types of organizations. In conclusion, it can be stated that “top management commitment” and “linking Six Sigma to business strategy” are the top priority critical success factors, for both small and medium-sized enterprises and large organizations. Additionally, for small and medium-sized enterprises, it is necessary to develop a good communication plan and link Six Sigma to customers. © 2018, © 2018 Taylor & Francis.Internal Grant Agency of Tomas Bata University in Zlin [IGA/FaME/2018/005]; Visegrad Fund [51700045

Continuous improvement and organizational practices in service firms: Exploring impact on cost reduction

A growing importance of services sectors for global trade invokes the question of how to combat the innate complexity and inefficiency of service operations. As a response to the growing request for enhancement of service efficiency, companies implement Continuous Improvement (CI) initiatives to reduce costs of operations. However, the researchers failed to reach consensus on the effect of CI operations efficiency in non-manufacturing environment. Thus, the proposed study attempts to answer an important question of impact of CI on cost reduction in the services environment by applying Structural Equation Modeling to the 304 survey responses collected in the course of the study. Furthermore, the research investigates how organizational practices impact relationship between CI and cost reduction. The study suggests that CI itself is unable to reduce costs and requires a support of multiple organizational practices, such as Rewards and Recognition of Employees, Quality Culture, Employee Training and Goal setting, to obtain the benefits of cost reduction. Consequently, the research results allow for a conclusion with a vast practical implication that there is need to develop a comprehensive infrastructure of organizational practices to support CI in order to attain cost reduction. The research findings provide recommendations for CI implementation and investment prioritization in service organizations. © 2019, Serbian Journal of Management.Internal Grant Agency of Tomas Bata University in Zlin [IGA/FAME/2017/008, IGA/FAME/2018/005]; Visegrad Fund [51700045

Environmental management systems: An effective tool of corporate sustainability

The paper addresses corporate environmental policy concentrating on the current relationship of business activities towards environmental management in the Czech Republic. The pressure to adopt environmentally responsible behaviors motivates companies to initiate ecological practices, such as environmental and energy management systems, green balanced scorecard or green supply chain management. The efforts beyond the legislative requirements that are justified by potential cost reduction together with need for risk-based thinking, support investments into sustainable projects. This paper attempts to provide an in-depth view of the current enterprise practices and behavior in environmental management within the selected industrial sector in the Czech Republic region. Based on the mix of qualitative and quantitative approaches, the authors carried out structured in-depth interviews combined with a questionnaire survey with the aim to analyse the Czech environmental policy practices. A sample of 247 medium and large-sized Czech manufacturing companies was used for the survey. Three levels of environmental management system were identified: legal, basic and mature. The findings underscore the critical role of the management strategy approach and stakeholder requirements' monitoring. The research revealed that an important atribute in environmental activies in business area is the ownership structure. The foreign ownership has positive impact on the level of environmental management system adoption. The study makes practical contribution in that it explains the mature environmental management system concept and shows a possible path in the environmental behavior to companies not meeting the requirements of the mature system. The authors highlight also the need for awareness raising of business owners and top management to increase their interest in being more involved in environmental activities. © 2019 by author(s) and VsI Entrepreneurship and Sustainability Center.Tomas Bata University in Zlin [VaVIP-RO/2018/03]; Environmental and energy risk management in relation to the triple bottom line concept within selected industrial sector in the Czech Republic [IGA/FaME/2017/016