Operations management – operational activities

2019 ◽  
pp. 96-97
Keyword(s):  
Operations Management ◽  
Operational Activities

What is Needed to Advance Transformational E-Government and Why

2015 ◽  
pp. 1302-1322
Author(s):  
Shauneen Furlong
Keyword(s):  
Project Management ◽  
Operations Management ◽  
Process Management ◽  
Management Science ◽  
Design And Implementation ◽  
Management Processes ◽  
External Driver ◽  
Operational Activities ◽  
Tools And Techniques ◽  
The Impact

Throughout the millennia, project management methodologies were developed, and as projects were completed, both theoreticians and practitioners contributed to the development of project management science and codification. Throughout this time, project management science grappled with the problem of delineating project activities from on-going operational activities. Projects require project management while operations require business process management or operations management (PMI, 2008). In the project methodology world, a project is defined as unique, temporary, a definite start and finish (PMI, 2008). Without this definition, the science of project management cannot be applied. It is this definition that provides the credence for the creation and application of project management processes, tools, and techniques. However, the science of project management exists irrespective of a project. In fact, it is the application of project management to any endeavor that creates a project. Effective project management that will drive the design and implementation of transformational e-Government must be enhanced. This chapter proposes project management enhancements to the design, direction, management, and implementation of e-Government projects that focus on project problems rather than methodological processes. The enhanced project management solution provides the tools and educates the user to take into account the impact of the holistic, synergistic challenges and barriers that surround and influence e-Government projects – heretofore, in an unmanageable way that has inhibited change instead of promoting it. The enhanced project management solution is “exogenous” of the e-Government solution; it is its external driver.

What is Needed to Advance Transformational E-Government and Why

2014 ◽  
pp. 415-435
Author(s):  
Shauneen Furlong
Keyword(s):  
Project Management ◽  
Operations Management ◽  
Process Management ◽  
Management Science ◽  
Design And Implementation ◽  
Management Processes ◽  
External Driver ◽  
Operational Activities ◽  
Tools And Techniques ◽  
The Impact

Throughout the millennia, project management methodologies were developed, and as projects were completed, both theoreticians and practitioners contributed to the development of project management science and codification. Throughout this time, project management science grappled with the problem of delineating project activities from on-going operational activities. Projects require project management while operations require business process management or operations management (PMI, 2008). In the project methodology world, a project is defined as unique, temporary, a definite start and finish (PMI, 2008). Without this definition, the science of project management cannot be applied. It is this definition that provides the credence for the creation and application of project management processes, tools, and techniques. However, the science of project management exists irrespective of a project. In fact, it is the application of project management to any endeavor that creates a project. Effective project management that will drive the design and implementation of transformational e-Government must be enhanced. This chapter proposes project management enhancements to the design, direction, management, and implementation of e-Government projects that focus on project problems rather than methodological processes. The enhanced project management solution provides the tools and educates the user to take into account the impact of the holistic, synergistic challenges and barriers that surround and influence e-Government projects – heretofore, in an unmanageable way that has inhibited change instead of promoting it. The enhanced project management solution is “exogenous” of the e-Government solution; it is its external driver.

Production–operation management. The chosen aspects

2021 ◽  
Keyword(s):  
Sustainable Development ◽  
Operations Management ◽  
Industrial Enterprise ◽  
Shop Floor ◽  
Production Operation ◽  
Production Methods ◽  
Computer Aided Process Planning ◽  
Demand Chain ◽  
Operational Management ◽  
Operational Activities

The aim of the e-book is to present the theoretical, cognitive and practical aspects of the essence and complexity of operational management in a production company. The presented modern production methods together with the challenges and problems of contemporary enterprises should better help to understand the issues of sustainable development, with particular emphasis on waste. The book consists of six chapters devoted to relevant and topic issues relating to the core business of an industrial enterprise. Chapter 1 The nature of the industrial enterprise is an introduction to further considerations and deals with the essence of the basic aspects of the company. Both popular and less known definitions of an enterprise, its features, functions and principles of operation are presented. An important part of the chapter is the presentation and formulation of strategic, tactical and operational goals. Moreover, the division of enterprises is presented with the use of various criteria and the features of the industrial market, which make it distinct. Chapter 2 The operational management evolution and its role in the industrial enterprise discusses the evolution and concept of production and operational management. The management levels were also presented, indicating their most important functions. An integral part of the chapter is the essence of the production system, viewed through the prism of the five elements. Chapter 3 Functions and role in operations management presents the issues concerning the organization of production processes, production capacity and inventory management. This part also presents considerations on cooperation and collaboration between enterprises in the process of creating value. Chapter 4 Traditional methods used in operational activities focuses on methods such as benchmarking, outsourcing, core competences, JIT, MPR I and MRP II, as well as TQM and kaizen. Knowledge of these methods should contribute to understanding the activities of modern enterprises, the way of company functioning, the realization of production activities, as well as aspects related to building a competitive position. Chapter 5 Modern methods used in production-operations management discusses the less common and less frequently used production methods, based on a modern and innovative approach. In particular, it was focused on: Shop Floor Control and cooperative manufacturing, environment-conscious manufacturing (ECM) and life-cycle assessment ( LCA), waste management and recycling, Electronic Data Interchange (EDI), virtual enterprise, World Class Manufacturing (WCM), Quality Function Deployment (QFD) and House of Quality (HOQ), theory of constraints (TOC), Drum Buffer Rope (DBR), group technology (GT) and cellular manufacturing (CM), Demand Chain Management and competitive intelligence (CI). In the last section discusses: the role of sustainable statistical process control and Computer-Aided Process Planning in context formatting of information management. Chapter 6 Problems of sustainable development and challenges related to production and operations management describes the problem and challenges related to production and operations activities. In particular, attention was paid to the threats related to changes in global warming, the growing scale of waste, or the processes of globalization. It was pointed out that the emerging problem may be both a threat and a chance for the development of enterprises. An integral part of the chapter are also considerations on technical progress, innovation and the importance of human capital in operational activities.

Operations management e sanità: un sistema di supporto alle decisioni per la programmazione della chirurgia elettiva

MECOSAN ◽  
2014 ◽  
pp. 55-69
Author(s):  
Alessandro Agnetis ◽  
Alberto Coppi ◽  
Matteo Corsini ◽  
Gabriella Dellino ◽  
Carlo Meloni ◽  
...  
Keyword(s):  
Operations Management

Economic Turmoil in Islamic Banking Investment

ETIKONOMI ◽  
2020 ◽  
Vol 19 (2) ◽  
Author(s):  
Budiandru Budiandru ◽  
Sari Yuniarti
Keyword(s):  
Interest Rates ◽  
Stock Price ◽  
Time Series Data ◽  
Series Data ◽  
Islamic Banking ◽  
Vector Error Correction ◽  
Investment Financing ◽  
Vector Error ◽  
Operational Activities

Investment financing is one of the operational activities of Islamic banking to encourage the real sector. This study aims to analyze the effect of economic turmoil on investment financing, analyze the response to investment financing, and analyze each variable's contribution in explaining the diversity of investment financing. This study uses monthly time series data from 2009 to 2020 using the Vector Error Correction Model (VECM) analysis. The results show that the exchange rate, inflation, and interest rates significantly affect Islamic banking investment financing in the long term. The response to investment financing is the fastest to achieve stability when it responds to shocks to the composite stock price index. Inflation is the most significant contribution in explaining diversity in investment financing. Islamic banking should increase the proportion of funding for investment. Customers can have a larger business scale to encourage economic growth, with investment financing increasing.JEL Classification: E22, G11, G24How to Cite:Budiandru., & Yuniarti, S. (2020). Economic Turmoil in Islamic Banking Investment. Etikonomi: Jurnal Ekonomi, 19(2), xx – xx. https://doi.org/10.15408/etk.v19i2.17206.

The process of investigating Diocesan Curia in Lublin by the PRL’s apparatus of repression in the years 1946-1974

2013 ◽  
Vol 67 (1) ◽  
Author(s):  
Elżbieta Kosobudzka
Keyword(s):  
Catholic Church ◽  
Gain Control ◽  
Source Analysis ◽  
Secret Police ◽  
Personal Lives ◽  
Catholic Clergy ◽  
Recorded Data ◽  
The Government ◽  
Operational Activities ◽  
Intensive Surveillance

SUMMARYThe article below focuses on the source analysis of the process of investigating Diocesan Curia in Lublin in the years 1946-1947, during the period when two Lublin ordinaries were in charge: Bishop Stefan Wyszyński (1946-1948) and Bishop Piotr Kałwa (1949-1974). Diocesan Curia, as the most important institution in the Church administrative hierarchy, was subject to intensive surveillance by PRL’s apparatus of repression.At the beginning, the process of investigating the management structure on the diocese level was not conducted by specially selected departments but was performed as a part of broadly conceived actions directed against Catholic clergy. In the years 1946-1948,when bishop Stefan Wyszyński was in charge, operational activities against the clergy and the bishops were led by 5th Section of 5th Department of Voivodeship Public Security Office (Sekcja V Wydziału V Wojewódzkiego Urzędu Bezpieczeństwa) in Lublin (until the February of 1953). It can be inferred from the recorded data that until 1949 the Diocesan Curia’s circle in Lublin was very poorly uncovered by Polish communist secret police and their activity amounted only to gathering and verifying data received from informants. The shortage of well-trained agents prevented taking more intensive actions against Bishop Wyszyński and Diocesan Curia in Lublin.In the years 1949-1974, when Bishop Piotr Kałwa was in charge, the 5th Section of the 5th Department of VPSO continued their operational activities aimed against the Lublin’s Curia. In 1953 a new department was created on the basis of 5th Section. The so-called 11th Department took over the entirety of cases pertaining to the Catholic Church. In 1955 the 11th Department was transformed into 6th Department of VPSO in Lublin. 3rd Department of VPSO in Lublin and 1st Section of 6th Department of Polish communist secret police of Voivodeship Polish Citizen Militia Headquarters in Lublin (referat Służby Bezpieczeństwa w Komendzie Wojewódzkiej Milicji Obywatelskiej), respectively, also conducted investigation activities concerning the bishops and Curia.As of 1949, the Diocesan Curia in Lublin was subject to intensive surveillance by the PRL’s security service apparatus. Its main aim at that point was to restrict the Curia’s activity so as to gain control over it. In order to achieve that, the activity of Curial employees and bishops was documented and revealed. Additionally, the conflicts between the bishops, Curial employees and KUL’s management were incited and deepened. What is more, the secret police attentively scrutinized bishops’ and Curial employees’ personal lives in order to gather compromising data, gained secret collaborators (47 secret agents were involved in the process) and limited Curia employees’ departures for studies abroad. Almost every type of operation activities was used against Bishop Piotr Kałwa. The secret police applied phone tapping, bugging, surveillance, reading mail and sending anonymous letters in order to undermine his authority. What is more, the secret police tried to set bishop Kałwa at variance with Primate Wyszyński. However, these actions did not change Bishops Kałwa’s stance who, until his death, unwaveringly defended the Catholic Church’s independence from the government.

Customs Risk Management System in the Context of Clearance of Customs Procedures

2020 ◽  
Vol 22 (1) ◽  
pp. 59-63
Author(s):  
Ihor Nestoryshen ◽  
◽  
Ivan Berezhnyuk ◽  
Alina Brendak ◽  
◽  
...  
Keyword(s):  
Risk Management ◽  
International Trade ◽  
Economic Activity ◽  
Management System ◽  
Control Measures ◽  
International Treaties ◽  
External Threats ◽  
Risk Management System ◽  
Operational Activities ◽  
International Conventions

Introduction. The article emphasizes that the current features of the implementation of foreign economic activity require consideration of two factors that are contradictory to each other. In particular, on the one hand, the growth of external threats is forcing the governments of many countries to tighten control measures when crossing the state border of goods and commercial vehicles. On the other hand, according to international conventions and agreements (Kyoto Convention, WMO Framework Standards for Security, WTO Facilitation Agreement), measures to reduce the interference of regulatory authorities in the operational activities of economic operators are envisaged. In this context, the use of risk-oriented customs control tools, which allow simplifying business without reducing the level of national security, is becoming especially important. Purpose. The purpose of the article is to generalize and systematize foreign and domestic approaches to simplification of customs procedures through the use of risk-oriented instruments of customs control, as well as to develop their own proposals for simplification of foreign trade entities in the domestic regulatory field by using subject-oriented criteria. Results. The authors analyzed the provisions of the International Convention on the Simplification and Harmonization of Customs Procedures, the Framework Standards for Security and Facilitation of International Trade, the WTO Agreement on Trade Facilitation, which are provided for significant simplification of international trade procedures by reducing the share of customs inspections and controls. Сustoms security, customs clearance of goods and vehicles on the territory of the subjects of foreign economic activity or in another place permitted by the customs, without the direct participation of customs officials. These measures are based on the widespread use of risk-oriented instruments of customs control. It is noted that some of the provisions of international conventions and agreements on the use of risk-oriented instruments of customs control and simplification of economic operators have been implemented in domestic customs legislation, namely Art. 320 of the Customs Code of Ukraine introduced selective customs control, it is determined that the forms and scope of control sufficient to ensure compliance with legislation on state customs and international treaties of Ukraine in customs clearance are selected by customs (customs posts) based on the results of risk management. Conclusion. The study analyzes the peculiarities of the customs risk management system application in customs control in Ukraine, and offers proposals for the use of subject-oriented criteria of customs control as a simplification for honest economic operators to reduce the selectivity of risk profiles ASUR.

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