614 research outputs found
Management, Technology and Learning for Individuals, Organisations and Society in Turbulent Environments
This book presents the collection of fifty two papers which were presented on the First International Conference on BUSINESS SUSTAINABILITY â08 - Management, Technology and Learning for Individuals, Organisations and Society in Turbulent Environments, held in Ofir, Portugal, from 25th to 27th of June, 2008. The main motive of the meeting was the growing awareness of the importance of the sustainability issue. This importance had emerged from the growing uncertainty of the market behaviour that leads to the characterization of the market, i.e. environment, as turbulent. Actually, the characterization of the environment as uncertain and turbulent reflects the fact that the traditional technocratic and/or socio-technical approaches cannot effectively and efficiently lead with the present situation. In other words, the rise of the sustainability issue means the quest for new instruments to deal with uncertainty and/or turbulence.
The sustainability issue has a complex nature and solutions are sought in a wide range of domains and instruments to achieve and manage it. The domains range from environmental sustainability (referring to natural environment) through organisational and business sustainability towards social sustainability. Concerning the instruments for sustainability, they range from traditional engineering and management methodologies towards âsoftâ instruments such as knowledge, learning, creativity. The papers in this book address virtually whole sustainability problems space in a greater or lesser extent. However, although the uncertainty and/or turbulence, or in other words the dynamic properties, come from coupling of management, technology, learning, individuals, organisations and society, meaning that everything is at the same time effect and cause, we wanted to put the emphasis on business with the intention to address primarily the companies and their businesses.
From this reason, the main title of the book is âBusiness Sustainabilityâ but with the approach of coupling Management, Technology and Learning for individuals, organisations and society in Turbulent Environments.
Concerning the First International Conference on BUSINESS SUSTAINABILITY, its particularity was that it had served primarily as a learning environment in which the papers published in this book were the ground for further individual and collective growth in understanding and perception of sustainability and capacity for building new instruments for business sustainability. In that respect, the methodology of the conference work was basically dialogical, meaning promoting dialog on the papers, but also including formal paper presentations. In this way, the conference presented a rich space for satisfying different authorsâ and participantsâ needs. Additionally, promoting the widest and global learning environment and participativeness, the Conference Organisation provided the broadcasting over Internet of the Conference sessions, dialogical and formal presentations, for all authorsâ and participantsâ institutions, as an innovative Conference feature.
In these terms, this book could also be understood as a complementary instrument to the Conference authorsâ and participantsâ, but also to the wider readershipsâ interested in the sustainability issues.
The book brought together 97 authors from 10 countries, namely from Australia, Finland, France, Germany, Ireland, Portugal, Russia, Serbia, Sweden and United Kingdom. The authors ârangedâ from senior and renowned scientists to young researchers providing a rich and learning environment.
At the end, the editors hope and would like that this book will be useful, meeting the expectation of the authors and wider readership and serving for enhancing the individual and collective learning, and to incentive further scientific development and creation of new papers.
Also, the editors would use this opportunity to announce the intention to continue with new editions of the conference and subsequent editions of accompanying books on the subject of BUSINESS SUSTAINABILITY, the second of which is planned for year 2011.info:eu-repo/semantics/publishedVersio
Management, Technology and Learning for Individuals, Organisations and Society in Turbulent Environments
This book presents the collection of fifty papers which were presented in the Second International Conference on BUSINESS SUSTAINABILITY 2011 - Management, Technology and Learning for Individuals, Organisations and Society in Turbulent Environments , held in PĂłvoa de Varzim, Portugal, from 22ndto 24thof June, 2011.The main motive of the meeting was growing awareness of the importance of the sustainability issue. This importance had emerged from the growing uncertainty of the market behaviour that leads to the characterization of the market, i.e.
environment, as turbulent. Actually, the characterization of the environment as uncertain and turbulent reflects the fact that the traditional technocratic and/or socio-technical approaches cannot effectively and efficiently lead with the present situation. In other words, the rise of the sustainability issue means the quest for new instruments to deal with uncertainty and/or turbulence.
The sustainability issue has a complex nature and solutions are sought in a wide range of domains and instruments to achieve and manage it. The domains range from environmental sustainability (referring to natural environment) through organisational and business sustainability towards social sustainability. Concerning the instruments for sustainability, they range from traditional engineering and management methodologies towards âsoftâ instruments such as knowledge, learning, and creativity. The papers in this book address virtually whole sustainability problems space in a greater or lesser extent. However, although the uncertainty and/or turbulence, or in other words the dynamic properties, come from coupling of management, technology, learning, individuals, organisations and society, meaning that everything is at the same time effect and cause, we wanted to put the emphasis on business with the intention to address primarily companies and their businesses.
Due to this reason, the main title of the book is âBusiness Sustainability 2.0â but with the approach of coupling Management, Technology and Learning for individuals, organisations and society in Turbulent Environments. Also, the notationâ2.0â is to promote the publication as a step further from our previous publication â âBusiness Sustainability Iâ â as would be for a new version of software.
Concerning the Second International Conference on BUSINESS SUSTAINABILITY, its particularity was that it had served primarily as a learning environment in which the papers published in this book were the ground for further individual and collective growth in understanding and perception of sustainability and capacity for building new instruments for business sustainability.
In that respect, the methodology of the conference work was basically dialogical, meaning promoting dialog on the papers, but also including formal paper presentations. In this way, the conference presented a rich space for satisfying different authorsâ and participantsâ needs.
Additionally, promoting the widest and global learning environment and participation, in accordance with the Conference's assumed mission to promote Proactive Generative Collaborative Learning, the Conference Organisation shares/puts open to the community the papers presented in this book, as well as the papers presented on the previous Conference(s). These papers can be accessed from the conference webpage (http://labve.dps.uminho.pt/bs11).
In these terms, this book could also be understood as a complementary instrument to the Conference authorsâ and participantsâ, but also to the wider readershipsâ interested in the sustainability issues.
The book brought together 107 authors from 11 countries, namely from Australia, Belgium, Brazil, Canada, France, Germany, Italy, Portugal, Serbia, Switzerland, and United States of America. The authors ârangedâ from senior and renowned scientists to young researchers providing a rich and learning environment.
At the end, the editors hope, and would like, that this book to be useful, meeting the expectation of the authors and wider readership and serving for enhancing the individual and collective learning, and to incentive further scientific development and creation of new papers.
Also, the editors would use this opportunity to announce the intention to continue with new editions of the conference and subsequent editions of accompanying books on the subject of BUSINESS SUSTAINABILITY, the third of which is planned for year 2013.info:eu-repo/semantics/publishedVersio
The excellence in metrology
The excellence in Quality is possible⊠but only if theirs supports are excellences also. A Portuguese legal definition of Quality (in Decreto-Lei 142/2007) is: «Quality is the set of attributes and characteristics of an entity or product that determine their suitability to meet reach needs and expectations of society». It is important to note that what we want, it is no more to please the client or the customer, but to please the entire society. But, if the society needs Quality, an important item for the society satisfaction, so the society needs good supports of Quality. These supports are: Qualification; Standardization; and Metrology. We believe that Metrology is the special one support! Why we say that? Because the Metrology is the support of Quality with the complete structure and better international organization! In this paper we make to note the importance of the traceability concept and postulate that without good traceability it is not possible excellence in Metrology. And, without excellence in Metrology, there we will never have excellence in Quality. By this path â Quality, Qualification, Standardization and Metrology â we, the society, could expect the excellence!info:eu-repo/semantics/publishedVersio
Contribution to align the small/individual companies to the global players
Nowadays the quality of the products, customer satisfaction and customerâs fidelity are of most importance. However to commercialise a product itâs critical the âtime to marketâ, so how can the
small companies compete in the global market? And how can they work with the global players? We may think that to implement an organization into a Supply Chain Management (SCM) the companies must already be a global player (strong economic groups) and have a high developed dimension. Yet, smaller enterprises may still have many opportunities if they give significant importance to the âaptitudeâ to cooperate. Besides that, they must not only cooperate in business information, but also in technologies, capacities, and to take advantage of small gains to increase more and more business efficiency. The question that we will try to help the answer is: Is it possible to be a small company and participate in one or many global supply chains? We will see in this work that is possible but some procedures have to be implemented. Firstly this work intends to characterize the problem and then gives some orientations to prepare small /individual companies to work with the global âplayersâ. It defines a process of change of the traditional logistics management for the supply chain management, and above all alert to the need to collaborate in information, technology and process management.info:eu-repo/semantics/publishedVersio
Manufacturing system and enterprise management for Industry 4.0: Guest editorial
Industry 4.0 (I4.0) represents a significant step in the
processes transformation in practically every industry,
where the smart concept emerges in autonomous
decisions and cyber-physical systems based production
systems [1]. The role played by the usually referred
technological pillars of I4.0 (such as internet of things
(IoT), horizontal and vertical system integration,
simulation, autonomous robots, big data and analytics,
augmented reality, additive manufacturing, cloud
computing and cybersecurity), based on technological
advancements (mainly Information and
Communications Technology (ICT)), in adhering to
I4.0, are well known by the industry and academia
(attending the huge number of research papers
available), and have being implemented with more or
less success. Notwithstanding the significant expected
opportunities and impact of the fourth industrial
revolution identified by researchers, experts are not
convinced that the changes will be as significant as
forecasted [2 - 4]. According to [5], only rare and recent
attempts to understand the critical success factors of
I4.0 implementation in manufacturing companies can be
found in literature. A few recent studies reviewed in [5],
point out that some of the critical factors are related to
the management for I4.0. Cumulatively, the research in
the field of management for I4.0, is still scarce,
compared with the research on technologies for I4.0.
The title of this Special Issue âManufacturing System
and Enterprise Management for Industry 4.0â is aligned
with that concern and its content should be seen as a
contribution to overcome management deficit problem
of I4.0 implementation success. Nowadays, the
challenges are related to the way how I4.0 is
implemented and managed, in order to achieve the
desired outcomes, economic, environmental, and social.First, our acknowledgments and greatest thanks go to
Professor Bosko Rasuo, Editor-in-Chief of the FME
Transactions, for his highest support and
professionalism and, more importantly, his highest
collaboration, understanding and patience during the
development of this Special Issue. Next, our
acknowledgments go to the authors, for their
contributions and collaboration, and to the reviewers,
for their great effort during the review process and for
the suggestions they provided to the authors.
Acknowledgments go also to our institutions, University
of Minho and Polytechnic of Porto, and to the Research
centres within which this project on this Special Issue
has been developed, namely to ALGORITMI Research
Center of the University of Minho and INESC TEC - Institute for Systems and Computer Engineering,
Technology and Science.
The guest editors want to acknowledge as well that
this work has been supported by FCT â Fundação para a
CiĂȘncia e Tecnologia within the R&D Units Project
Scope: UIDB/00319/2020.info:eu-repo/semantics/publishedVersio
An Approach About the Value Analysis Methodology
The markets globalization requires enterprises to continually investing in innovation, competitiveness and excellence. It is important to create a value culture in organizations, through methods such as Value Analysis (VA). We pretend to enhance the relevance of the value concept and the creation of a value culture in the organizations, in order to foment and increment their success. In this paper we intend to provide a better knowledge of value analysis and suggest possible ways of its application. These allow us to put on perspective in a sustainable way new slopes to be incorporated that contributes to increase surplus values in the enterprises.info:eu-repo/semantics/publishedVersio
Value Analysis: a way to increase the value creation
The value analysis is an important tool to create a value culture in organizations. It is intended to enhance the relevance of the value concept and the creation of a value culture, to foment and increment the success of the methodology application. The importance of the value analysis increases with the application in the conception phase, so it is necessary to expand the boundaries of the method utilization to every type of project or configuration models. The differentiation of a product can be defined by the constant seek in joining more and new values to the products. We pretend to provide a better knowledge of value analysis and suggest possible ways of its application to increase surplus values in the organizations.info:eu-repo/semantics/publishedVersio
A contribution to clarification of definitions and relationship between processes, operations, process plans, jobs, tasks and orders
The terminology and semantics concerning process plans, operations, orders, jobs and tasks are unfortunately not used in a canonical way, and many times there is misunderstandings, confusion or even ignorance of the relationships between the terms, among the practitioners and students. This paper contributes to clarification of basic canonical definitions and relationship between processes, operations, process plans, jobs, tasks and orders. The paper presents the concepts of âProcess Planâ, job, task, orders and their relationship. It is suggested that adoption of canonical forms of these concepts, definitions and relationships will facilitate implementation of advanced methodologies and technologies and techniques and integration with other systems and partners (networking).info:eu-repo/semantics/publishedVersio
Domain of applicability of Value Analysis approach in the pre-selection of resources
For the project of an Agile/Virtual Enterprise (A/V E) the resources selection is a key factor. The output of the selection process should be prepared to guarantee quality, efficiency and cost-attractiveness, in order to ensure the agility and integrability of the A/V E. Despite the potential of Value Analysis (VA), none of the
resources selection models found in the literature incorporates the VA integration.
The main objective is to quantify the selection process performance with VA integrated into the pre-selection of resources in accordance with the developed model. The paper presents through the simulation results analysis, some of the benefits of VA application: greater applicability domain for candidate resources and number of tasks; and reduction of the selection time.info:eu-repo/semantics/publishedVersio
A contribution for the development of new resources selection models for the agile/virtual enterprises
The process of resources systems selection, takes an important part in Agile / Virtual Enterprises (A/V E) integration because the efficient resources selection, or resources systems selection, running in useful time and cost and with efficient solution, is an important operation within the A/V E design phase and certainly will contribute for the flexibility of an A/V E within the phase of its reconfiguration. The resources systems selection is a difficult matter to solve in A/V E because: it can be of exponential complexity resolution; it can be a multi criteria problem; and because there are different types of A/V Es with different requirements that have originate the creation of a specific resources selection model for each one of them.
This kind of selection approach models will be reviewed from literature and analyzed its limitations and the consequent necessities of development new ones. At the first time we identified necessities that never were thought before, like performance measures for the selection model, and the necessities of identifying the sponsor for the selection process. We will see too that the models fit uniquely the requirements of a unique A/V E are rigid and not flexible enough to satisfy the requirements of another A/V E. These limitations that we highlight in this work are important to be considered in the development of new models and were simultaneously considered in the development of our selection model for the project of the BM_Virtual Enterprise.info:eu-repo/semantics/publishedVersio
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