Volume 6 - 2015

Integrating Reliability-Centered Maintenance with Cost Optimization & Application in Plant of Hard Chrome Plating (pp. 85-92)

Tadpon Kullawong, Suthep Butdee
This paper describes the application of reliability-centered maintenance (RCM) methodology and cost optimization to the development of maintenance & cost management for the plant of Hard Chrome Plating. The main objective of reliability-centered maintenance and cost optimization is the effective maintenance & cost management of the plant components inherent reliability value. Consequently, this research aims to manage the costs necessary to extend the service life of a plant through the use of probabilistic methods and simulation techniques in order to better identify the importance of every components in a plant with respect to maintenance costs. As a result of this research, our costing model allows to develop a methodology to determine maintenance costs which must be applied to some subsets of the elements of a plant, grouped according to their criticality and to identify the gap of costs between the true solution and the optimal maintenance interval.

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Testing the Genetic Algorithm Suitability for Disassembly Sequence Optimization in a Case of Recycling of Obsolete Mobile Phones (pp. 93-99)

Juraj Šebo, Veronika Szabóová, Juraj Kováč
There are a number of studies of product disassembly sequence optimization based on different methods (linear programming, genetic algorithms, petri nets, neural networks, case-based reasoning, etc.). The article is focused on disassembly sequence optimization based on genetic algorithms. We test the suitability of genetic algorithm (GA) on disassembly sequence optimization of mobile phones. Through modification of “stop” rules and the mutation operator we analyze alternative outcomes of the GA. We found some limitations of regular “stop” rules and some difficulties in practical application of the GA. Better results were reached under reduced “stop” rules only to a number of generations (in our case 40). Difficulties in practical application are related to time demanding adjustment of the mutation operator, because of needed specification of switchable genes, and to limitations of product structure representation. On the basis of our findings, we do not consider GA as viable mean of optimization in conditions where there is a need to optimize disassembly of a large number of different products in a short time period.

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How does Logistics Outsourcing Influence Organisation Performance? (pp. 101-107)

Klemen Kavčič, Dušan Gošnik, Ivan Beker, Jana Suklan
The purpose of this research is to provide an understanding how logistics outsourcing leads to performance improvement from an organisational policy perspective. The paper aims to focus on the contribution and on the characteristics of logistics outsourcing (basic, customised and advanced outsourcing). The research provides an empirical analysis from a survey of 295 representatives of Slovenian organisations. Our intention is to focus on the outsourcing of logistics services, when a company decide to outsource a logistic service and which criteria or characteristics of such services are important for them. We found out that basic and advanced outsourcing services are closely connected to Slovenian organisations. The findings are useful for business practice in general and for managers, as they will better understand the influences of advanced outsourcing services as the key element of long-term supply-chain success.

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Sharpening the Industrial Engineering and Management Qualification Profile: Research Findings from Austria (pp. 109-120)

Bernd Markus Zunk, Christoph Sadei
Since the introduction of Industrial Engineering and Management (IEM) degree programs at Austrian Higher Education Institutions (HEIs) in the 1950’s, the number of IEM degree programs has been rising continuously. Accelerated by changes in the educational system on the European Union level started in 1990, problems regarding the comparability of IEM qualification profiles have increased. To sharpen the IEM qualification profile, this paper presents (i) a recommendation of an IEM qualification profile approved by alumni associations of German-speaking countries, (ii) a structure to compare IEM degree programs and (iii) results from two online surveys among IEM professionals and IEM students, as well as human resource managers.

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Industrial Engineering and Management Curriculum Profile: Developing a Framework of Competences (pp. 121-131)

Diana Mesquita, Rui M. Lima, Maria A. Flores, Claisy Marinho-Araujo, Mauro Rabelo
This paper presents a framework of competences developed for Industrial Engineering and Management that can be used as a tool for curriculum analysis and design, including the teaching and learning processes as well as the alignment of the curriculum with the professional profile. The framework was applied to the Industrial Engineering and Management program at University of Minho (UMinho), Portugal, and it provides an overview of the connection between IEM knowledge areas and the competences defined in its curriculum. The framework of competences was developed through a process of analysis using a combination of methods and sources for data collection. The framework was developed according to four main steps: 1) characterization of IEM knowledge areas; 2) definition of IEM competences; 3) survey; 4) application of the framework at the IEM curriculum.The findings showed that the framework is useful to build an integrated vision of the curriculum. The most visible aspect in the learning outcomes of IEM program is the lack of balance between technical and transversal competences. There was not almost any reference to the transversal competences and it is fundamentally concentrated on Project-Based Learning courses.The framework presented in this paper provides a contribution to the definition of IEM professional profile through a set of competences which need to be explored further. In addition, it may be a relevant tool for IEM curriculum analysis and a contribution for bridging the gap between universities and companies.

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Affect of Disruptive Energy Supply to Different Type of Industrial and Business Players: An Overview of Concepts and Review of Studies from India (pp. 133-142)

Harjit Singh Mangat, Harpuneet Singh
An outage is registered whenever the electricity is completely interrupted for a minute or longer. It frequently takes place during a storm or after an accident when power lines are damaged. At other times, power may be off for quite a few days. From time to time the power company turns off the electricity to an area to save power for 1 to 2 hours at a time. The electricity is returned and after that turned off to another area. Time is money for every industrial as well as business player. Even a brief downtime thrive a wave of tension on the shop floor and ultimately put a blow on the profits of industrial and business players. Electricity plays an essential role in modern society, bringing benefits and progress to industrial, commercial, agricultural and residential sectors. For all human activities, electric power is vital for economic growth and quality of life. Terms and factors which can affect the electricity network and interrupt customers' supply will be conferred in detail. An endeavor has been made to thoroughly review and discuss the various key definitions, terms and concepts associated to power system reliability. An in depth effort has been carried out to discuss the various causes of power outages. A review of key studies from India related to the impact of power outages on different businesses and industries is done which reveals that economic impacts from these are immense and hence affect the economy of the nation.

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How to Control University Subsidiaries – the Management Approach of Graz University of Technology (pp. 143-151)

Ulrich Bauer, Heimo Theuretzbacher-Fritz
Universities are forced to exploit their research results and Intellectual Property Rights (IPRs). This means, that universities have to participate in spin-offs and research enterprises and also to manage them professionally. This leads to the question, how specific management tools can help to make university spin-offs and research subsidiaries successful and sustainable. This article introduces a theoretical framework which is adopted to universities spin-offs and competence centres and shows exemplary the implementation and management approach of Graz University of Technology.

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The Challenge of Controlling (pp. 153-163)

Nidžara Osmanagić Bedenik
Recent years in business have been characterized by a high level of dynamics and complexity. Today’s business problems cannot be solved with traditional methods and approaches from the past. It is clear that a new management architecture, new approaches and new methods are required. Controlling is one of the new approaches which helps management to adapt better to new circumstances, to build vital and vivid organisations, capable of facing new challenges. Controlling with controllers as experts provides proactive and neutral management support in their decision and management process. Not only do more and more theoretical papers and books bring evidence of the rise of controlling, empirical research studies also reflect its broad implementation in practise. Controlling is a success factor, no doubt. In companies in Croatia controlling is a relatively young function with increasing importance, still more intra- than extra-oriented, focused on operative business more than its strategic and normative aspects. Different perspectives in controlling development, e.g. controlling in SME’s, crisis controlling, project controlling, controlling in HR, finance, production as well as controlling in non-profit organisations and sustainability or ‘green’ controlling are some of its future directions.

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Controlling: Between Theory and Practice (pp. 165-170)

Veselin Perović, Milisav Vujičić
Even though controlling as a term dates from the Middle Age, it was accepted by Americans in the 18th century, when a clerk who was responsible for keeping the balance of government budget appears with an official title called comptroller. In the 1970s in Europe, German speaking countries accepted controlling as a more serious topic of conversation. Controlling can be described as a navigation process towards set goals of an enterprise or as an economic consciousness of an enterprise. In German speaking countries, the academic public became interested in controlling right after it was proven to be an effective tool practically. Corporate practice led to the emergence of Controlling in the academic field. In 1960s, positions of controllers started to appear in companies. Around the end of 1960s, the term Controlling was introduced by dr Albrecht Deyhle, who was the most influential person for introducing Controlling to German speaking countries. Because of this of dr Deyhle’s influence, faculties started to research the new phenomenon. The developtment of Controlling as a an academic discipline was driven by a large degree by its positive recognition in business practice. Controling has become a recognized discipline not only in practice, but also in research. An increasing demand for controllers in the business world paved the road for the developtment of Controlling chairs in Germany. In the beginning of 1970s, universities started to offer Controlling courses as a part of business administration degrees. In 1973 the first Controlling chair was established at the Technical University of Darmstadt. In 1974 the second Controlling chair was established at the University of Duisburg. By 1988 there were 14 and by 2004 were 72 chairs for Controlling. Starting in 2005, the course Controlling has been offered to students of specialistic studies at the Faculty of Technical Sciences, University of Novi Sad.

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Controlling Between Autonomy and Heteronomy (pp. 171-177)

Aleksandra Todorović – Dudić
The strategic playing field of controllers from the perspective of the services to be delivered and the relationships to internal customer, were frequent references to how controllers should adapt their abilities to such challenges. Controllers should therefore under no circumstances take comfort in their very strong internal competitive position, but have to work actively on its ongoing strategic development. If controllers focus consistently on identifying new services for managers, if they keep their managers' satisfaction in mind, if they measure their tasks in the same way that they plan and monitor business development, then there are strong arguments why they should be able to maintain their „market dominance“ in the area of management support.

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