Manufacturing Strategy – A Neglected Success Factor for Improving Competitiveness

Primary percutaneous coronary intervention (PPCI) is recommended by the European Society of Cardiology (ESC) treatment guidelines as the preferred treatment for ST-elevation acute myocardial infarction (STEMI) whenever it is available within 90–120 minutes of the first medical contact. A survey conducted in 2008 in 51 ESC countries found that the annual incidence of hospital admissions for acute myocardial infarction is around 1,900 patients per million population, with an incidence of STEMI of about 800 per million. It showed that STEMI patients’ access to reperfusion therapy and the use of PPCI or thrombolysis (TL) vary considerably between countries. Northern, western and central Europe already have well-developed PPCI services, offering PPCI to 60–90 % of all STEMI patients. Southern Europe and the Balkans are still predominantly using TL. Where this is the case, a higher proportion of patients are left without any reperfusion treatment. The survey concluded that a nationwide PPCI strategy results in more patients being offered reperfusion therapy. To address the inequalities in STEMI patients’ access to life-saving PPCI, and to support the implementation of the ESC STEMI treatment guidelines in Europe, the Stent for Life (SFL) Initiative was launched jointly by the European Association of Percutaneous Cardiovascular Interventions (EAPCI) and EuroPCR in 2008. National cardiac societies from Bulgaria, France, Greece, Serbia, Spain and Turkey signed the SFL Declaration at the ESC Congress in Barcelona in 2009. The aim of the SFL Initiative is to improve the delivery of, and STEMI patients’ access to, life-saving PPCI and thereby reduce mortality and morbidity. Currently, 10 national cardiac societies support the SFL Initiative in their respective countries. SFL national action programmes have been developed and are being implemented in several countries. The formation of regional PPCI networks involving emergency medical services, non-percutaneous coronary intervention hospitals and PPCI centres is considered to be a critical success factor in implementing PPCI services effectively. This article describes examples of how SFL countries are progressing in implementing their national programmes, thus increasing PPCI penetration in Europe.

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Benchmarking - A key success factor for product development

10.2514/6.1994-4526 ◽

1994 ◽

Author(s):

Clark Swain

Keyword(s):

Product Development ◽

Success Factor ◽

Key Success Factor

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MODEL e-GOVERNMENT PEMERINTAHAN DESA

Majalah Ilmiah UNIKOM ◽

10.34010/miu.v17i1.2223 ◽

2019 ◽

Vol 17 (1) ◽

pp. 53-60

Author(s):

Ronal Watrianthos

Keyword(s):

High Potential ◽

Success Factor ◽

Critical Success Factor ◽

Critical Success

Pembangunan e-Government sudah menjadi komitmen pemerintah sebagaimana ditetapkan pada Inpres 3/2003 tentang Kebijakan dan Strategi Nasional Pengembangan E-Government. Namun kebijakan pemerintah ini belum sepenuhnya berjalan di pemerintahan lokal sehingga menjadikan e-Government sebagai ujung tombak pemerintahan tidak dapat berjalan dengan baik. Resistensi terhadap perubahan adalah salah satu faktor penghambat dalam pengembangan e-Government. Undang-Undang No.6 Tahun 2014 Tentang Desa menyatakan penyelenggaraan pemerintahan desa dengan memanfaatkan Teknologi Informasi bisa dilakukan melalui e-Government Desa. Diperlukan kajian mendalam terhadap model yang cocok untuk e-Government desa ini. Proses identifikasi terhadap kebutuhan e-Government Desa dilakukan dengan analisis Critical Success Factor (CSF). Hasil analisis menghasilkan empat tahapan model yang terbagi atas dimensi kompleksitas teknologi dan organisasi dengan tingkat integrasi data dan informasi. Sedangkan hasil dari future portfolio dari perkembangan model ini menggunakan McFarlan’s Analyst Grid sehingga modul strategic, high potential, support, dan key operational dapat dijabarkan. Keywords : e-Government, CSF, Desa

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Critical Success Factors of High Performance Work System (HPWS) Practices: Findings from Malaysian SMEs

11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES - Global Conference on Business and Social Sciences Proceeding ◽

10.35609/gcbssproceeding.2020.11(162) ◽

2020 ◽

Vol 11 (1) ◽

pp. 162-162

Author(s):

Noor Hassanah Husin ◽

Nur Naha Abu Mansur ◽

Beni Widarman Yus Kelana

Keyword(s):

High Performance ◽

Manufacturing Industry ◽

Small And Medium Enterprises ◽

Success Factor ◽

Good Reliability ◽

Work System ◽

Critical Success ◽

Innovative Work ◽

High Performance Work System ◽

Medium Enterprises

Innovation plays a major role and is a crucial component of the organization’s growth. Creativity and innovation have become increasingly popular as key contributors to firm success in the last few decades or so. The incoming technology of Industrial Revolution 4.0 forced many companies to be innovative to compete in technological era. However, many SMEs are not ready and less innovative. Furthermore, there is lack of research focus on HPWS implementation amongst SMEs indicates that further research must be conducted along these lines. Therefore, this study aim to investigate the effect of high performance work system (HPWS) towards innovative work behaviour of employees in small and medium enterprises. This study used quantitative approach to identify the critical success factor of high performance work systems (HPWS) in Malaysian small and medium enterprises (SME) manufacturing industry. This study used descriptive analysis to analyze the data. Five-point Likert scales items ranging from (1-strongly disagree, 5 – strongly agree) employed for measuring the HPWS. Therefore, the total of 81 items survey questions were adapted to obtain the respondents for SME manufacturing industry. Reliability analysis shows that all the HPWS dimensions have very good reliability with Cronbach’s alpha value range from 0.884 to 0.976. According to Tang et al (2014), Cronbach’s alpha range between 0.70 and 0.80 considered as good reliability whereby 0.80 and 0.90 considered as very good reliability. Result also showed that selective staffing has the highest mean score followed by employee participation, which are 3.951 and 3.833 respectively. This proved that selective staffing is most important critical success factor in the HPWS implementation for Malaysian SME manufacturing industry. Keywords: high performance work system, work engagement, innovative work behaviour, small and medium enterprise.

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MODELS FOR DESCRIBING AND SUPPORTING AUTOMATED SYSTEM SCENARIOS

СИСТЕМЫ УПРАВЛЕНИЯ И ИНФОРМАЦИОННЫЕ ТЕХНОЛОГИИ ◽

10.36622/vstu.2020.72.37.004 ◽

2020 ◽

pp. 18-22

Author(s):

В.П. Хранилов ◽

П.В. Мисевич ◽

А.Э. Ермилов

Keyword(s):

Fuzzy Logic ◽

Life Cycle ◽

Automated System ◽

Just In Time ◽

Success Factor ◽

Situational Analysis ◽

Frame Model ◽

Information Logistics ◽

The Right ◽

The Mathematical Model

В статье представлены модели описания сценариев функционирования автоматизированных систем (АС). Вводится и анализируется категория "жизненный цикл сценариев АС". Наиболее важными этапами жизненного цикла сценария являются следующие: этап формирования событийного набора для формирования сценария, этап выполнения последовательности сценарных событий и этап ситуационного анализа внешней и внутренней среды события. В статье предложена математическая модель функционирования АС, которая используется для поддержки этапа выполнения последовательности сценарных событий и основана на принципе информационной логистики: каждый параметр (набор данных) находится в нужном месте в АС, "точно в срок" и в нужном формате. Для поддержки ситуационного анализа предлагается модифицированная фреймовая модель. Ситуационный анализ используется для разработки алгоритмов событий и определения следующего события в сценарии. Модифицированная фреймовая модель основана на использовании нечетких логических процедур в фреймовой сети. The paper presents models for describing the operating scenarios of automated systems. The authors introduce and analyze the category “the life cycle of automated system scenarios”. The life cycle consists of a sequence of stages. The leading success factor of any scenario is the support of the scenario during all stages of its life cycle. The most important stages of the scenario life cycle are the following: the stage of forming the event set for generating the scenario, the stage of performing the sequence of scenario events and the stage of situational analysis of the external and internal environment of the event. In the article it is proposed to use a theoretical set model in order to select an element from a set of alternatives. The elements are events for designing a scenario. The model uses fuzzy logic and is based on the process of controlling an array of parameters if variants are available. The model is used to support the stage of forming a set of events for generating the scenario. The mathematical model of automated system operation which is used to support the stage of performing the sequence of scenario events is suggested in the article. The model is based on the principle of information logistics: each parameter (a set of data) is in the right place in the automated system, ‘just-in-time’ and in the required format. A modified frame model is proposed to support situational analysis. The situational analysis is used to operate the event algorithms and to determine the next event in the scenario. The modified frame model is based on the use of fuzzy logic procedures in a frame network.

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Value creation through appreciation? An exploration of the perception of diversity management in a transnational aviation group

Tourism Analysis ◽

10.3727/108354220x15959709547437 ◽

2020 ◽

Author(s):

Nicolai Scherle

Keyword(s):

Value Creation ◽

Social Research ◽

Diversity Management ◽

Flight Attendants ◽

Success Factor ◽

Qualitative Social Research ◽

The Face ◽

Methodological Principles ◽

Tourism And Hospitality ◽

Diversity Strategy

In view of certain socio-cultural and economic meta-processes, workforce diversity or diversity management become an increasingly important entrepreneurial success factor. Yet, the scholarly examination of diversity in the tourism and hospitality sector is still in its infancy; a fact that applies to qualitative studies in particular. This paper addresses the perception of diversity and diversity management within one of the world’s leading aviation corporations, the Lufthansa Group. Following the methodological principles of qualitative social research, this study reports the results of a survey of Lufthansa flight attendants, a stakeholder group that interacts like no other in the area of overlap between the corporation and its customers. Specifically, the survey focuses on Lufthansa’s diversity strategy – based on the principle of ‘value creation through appreciation’ – and how it is perceived by representatives of the cabin crew, in an attempt to identify potential conflicts and prejudices that may arise in the face of employee heterogeneity.

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