scholarly journals Mining machines accident problem solving via the Toyota A3 Report

Dependability ◽  
2019 ◽  
Vol 19 (4) ◽  
pp. 32-44
Author(s):  
Ljubia Papić ◽  
I. V. Gadolina ◽  
Milorad Panteli ◽  
Neda Papić
Keyword(s):  
Information Exchange ◽  
Process Management ◽  
Methodological Approach ◽  
Electric Power Industry ◽  
Maximum Size ◽  
Open Pit ◽  
Widespread Application ◽  
Industrial Management ◽  
Problem Resolution ◽  
Manufacturing Process Management

The Aim of the paper is to show the advantages associated with the application of the Toyota A3 Report as a standard method of information exchange. It must be noted that as of today this method has not found widespread application. It deserves better. Using specific examples of accidents involving mining machines, the authors show how a Report is completed hoping that this information will help in the adoption of this system in other enterprises. That may contribute to the solution of many problems of industrial management. This paper will be most useful for operators of mining machines.The Method consists in presenting material on an А3 sheet of paper, that is required in order to set forth all the information needed to solve a problem. Why the А3 format? A3 is the maximum size of a sheet of paper that can be faxed. Before the emergence of personal computers it was the most common tool of communication between Toyota Motor factories. The above example of application of the Toyota A3 Report contains such crucial sections as maintenance and reliability of mining machines, information on prior research, application of the “5 Why?” method and consideration of the human factor. In the example given in the paper, the report describes the circumstances of the accident involving the SRs 1200 24/4 (G2) excavator, that occurred on April 6, 1995 in the open-pit mine Field D, mining basin Kolubara by the Electric Power Industry of Serbia. The report also includes an estimate of the consequences and analysis of the causes of the accident.The Findings include the methodological approach to the solution of problems, brief format of information presentation, documentation and registration, so that other people involved in the process can review it; assuring the persons involved can form an idea of the operating procedures and outcome of problem resolution. A common language is provided for communication within the company along with a culture of Lean production. The А3 Report is a training process and foundation for future changes in the manufacturing process management.Conclusions. The Toyota A3 Report has two primary functions: submission of proposals and reporting on the approved measures per the submitted proposals. It allows strictly defining the problem and proceeding to the measures aimed at improving the situation. The practical application of the Report as part of communication within the company and with suppliers will enable quick and targeted solution of managerial problems. Initially developed in Japan within the Toyota company, the method currently finds wider application in Serbian enterprises and elsewhere.

Benefits and Challenges for Business Process Management in the Cloud

2015 ◽  
Vol 5 (2) ◽  
pp. 80-104 ◽  
Author(s):  
Ute Riemann
Keyword(s):  
Cloud Computing ◽  
Business Process ◽  
Information Exchange ◽  
Business Process Management ◽  
Process Management ◽  
Business Models ◽  
Business Processes ◽  
Cloud Services ◽  
Cloud Infrastructure ◽  
Business Application

Business processes are not only variable they are as well dynamic. A key benefit of Business Process Management (BPM) is the ability to adjust business processes accordingly in response to changing market requirements. In parallel to BPM, enterprise cloud computing technology has emerged to provide a more cost effective solution to businesses and services while making use of inexpensive computing solutions, which combines pervasive, internet, and virtualization technologies (). Despite the slow start, the business benefits of cloud computing are as such that the transition of BPM to the cloud is now underway. Cloud services refer to the operation of a virtualized, automated, and service-oriented IT landscape allowing the flexible provision and usage-based invoicing of resources, services, and applications via a network or the internet. The generic term “X-as-a-Service” summarize the business models delivering almost everything as a service. BPM in the cloud is often regarded as a SaaS application. More recently, BPM is being regarded as a PaaS as it facilitates the creation and deployment of applications, in this case business process solutions. The PaaS landscape is the least developed of the four cloud based software delivery models previously discussed. PaaS vendors, such as IBM, Oracle, and Microsoft delivered an application platform with managed cloud infrastructure services however, more recently the PaaS market has begun to evolve to include other middleware capabilities including process management. BPM PaaS is the delivery of BPM technology as a service via a cloud service provider. For the classification as a PaaS a BPM suite requires the following capabilities: the architecture should be multi-tenant, hosting should be off premise and it should offer elasticity and metering by use capabilities. When we refer to BPM in the cloud, what we are really referring to is a combination of BPM PaaS and BPaaS (Business Process as a Service). Business Process as a Service (BPaaS) is a set of pre-defined business processes that allows the execution of customized business processes in the cloud. BPaaS is a complete pre-integrated BPM platform hosted in the cloud and delivered as a service, for the development and execution of general-purpose business process application. Although such a service harbors an economic potential there are remaining questions: Can an individual and company-specific business process supported by a standardized cloud solution, or should we protect process creativity and competitive differentiation by allowing the company to design the processes individually and solely support basic data flows and structures? Does it make sense to take a software solution “out of the box” that handles both data and process in a cloud environment, or would this hinder the creativity of business (process) development leading to a lower quality of processes and consequently to a decrease in the competitive positioning of a company? How to manage the inherent compliance and security topic. Within a completely integrated business application system, all required security aspects can be implemented as a safeguarding with just enough money. Within the cloud, however, advanced standards and identity prove is required to monitor and measure information exchange across the federation. Thereby there seems to be no need for developing new protocols, but a standardized way to collect and evaluate the collected information.

scholarly journals METHODOLOGICAL GOING IS NEAR MANAGEMENT COMPETITIVE EDGES ON BASIS OF BALANCED OF MONEY STREAMS

2021 ◽  
Vol 5 (40) ◽  
pp. 236-247
Author(s):  
O. Guseva ◽  
S. Lehominova ◽  
R. Dymenko ◽  
O. Voskoboieva ◽  
O. Romashchenko
Keyword(s):  
High Speed ◽  
Process Management ◽  
Methodological Approach ◽  
Jel Classification ◽  
Competitive Advantages ◽  
Active Object ◽  
Continuous Training ◽  
Combined Use ◽  
Balanced Distribution ◽  
Further Development

Abstract. Taking into account global development trends, integration and globalization processes, encourage the search for and further development of new products, services and management mechanisms. The economic-mathematical model of optimization of parameters of type NBIC-direction of competitive advantages is developed. The model is formed by the criterion of maximizing  the net discounted cashflow. Based on the developed scientific and methodological approach, 4 types of NBIC-direction of competitive advantages of telecommunication enterprises are proposed, which are based on a combination of levels of innovative activity of the enterprise (from low to high) and complementarity of cashflow management (from low to high). As a result, the types of NBIC-direction of competitive advantages of the enterprise are proposed: adaptive-passive, adaptive-active, object-oriented; foresight-progressive. Complementary cashflow management involves a balanced distribution of cashflows by certain NBIC-components, namely: Nano-components (application of Nano-development stop rovide high-speed telecommunications), Bio-components (introduction of artificial intelligence in organizational culture, implementation of self-organization in the enterprise), Info-components (introduction of innovative standards of telecommunication activity, information software in business process management), Cogno-components (cognitive flexibility of top and middle managers, ability of personnel to complementarity, development of knowledge management system at enterprise, introduction of system of continuous training of all employees links). Thus, the combined use of these components provides an increase in cashflows and forms a modern platform for breakthrough competitive development of enterprises. Keywords: management, competitive advantage, cashflow, innovation, complementarity. JEL Classification B26,  D61 Formulas: 14; fig.: 3; tabl.: 2; bibl.: 15.

Benefits and Challenges for Business Process Management in the Cloud

2016 ◽  
pp. 2096-2121
Author(s):  
Ute Riemann
Keyword(s):  
Cloud Computing ◽  
Business Process ◽  
Information Exchange ◽  
Business Process Management ◽  
Process Management ◽  
Business Models ◽  
Business Processes ◽  
Process Development ◽  
Cloud Service ◽  
Cloud Infrastructure

Business processes are not only variable they are as well dynamic. A key benefit of Business Process Management (BPM) is the ability to adjust business processes accordingly in response to changing market requirements. In parallel to BPM, enterprise cloud computing technology has emerged to provide a more cost effective solution to businesses and services while making use of inexpensive computing solutions, which combines pervasive, internet, and virtualization technologies (). Despite the slow start, the business benefits of cloud computing are as such that the transition of BPM to the cloud is now underway. Cloud services refer to the operation of a virtualized, automated, and service-oriented IT landscape allowing the flexible provision and usage-based invoicing of resources, services, and applications via a network or the internet. The generic term “X-as-a-Service” summarize the business models delivering almost everything as a service. BPM in the cloud is often regarded as a SaaS application. More recently, BPM is being regarded as a PaaS as it facilitates the creation and deployment of applications, in this case business process solutions. The PaaS landscape is the least developed of the four cloud based software delivery models previously discussed. PaaS vendors, such as IBM, Oracle, and Microsoft delivered an application platform with managed cloud infrastructure services however, more recently the PaaS market has begun to evolve to include other middleware capabilities including process management. BPM PaaS is the delivery of BPM technology as a service via a cloud service provider. For the classification as a PaaS a BPM suite requires the following capabilities: the architecture should be multi-tenant, hosting should be off premise and it should offer elasticity and metering by use capabilities. When we refer to BPM in the cloud, what we are really referring to is a combination of BPM PaaS and BPaaS (Business Process as a Service). Business Process as a Service (BPaaS) is a set of pre-defined business processes that allows the execution of customized business processes in the cloud. BPaaS is a complete pre-integrated BPM platform hosted in the cloud and delivered as a service, for the development and execution of general-purpose business process application. Although such a service harbors an economic potential there are remaining questions: Can an individual and company-specific business process supported by a standardized cloud solution, or should we protect process creativity and competitive differentiation by allowing the company to design the processes individually and solely support basic data flows and structures? Does it make sense to take a software solution “out of the box” that handles both data and process in a cloud environment, or would this hinder the creativity of business (process) development leading to a lower quality of processes and consequently to a decrease in the competitive positioning of a company? How to manage the inherent compliance and security topic. Within a completely integrated business application system, all required security aspects can be implemented as a safeguarding with just enough money. Within the cloud, however, advanced standards and identity prove is required to monitor and measure information exchange across the federation. Thereby there seems to be no need for developing new protocols, but a standardized way to collect and evaluate the collected information.

Managing Information Exchange in E-Government Initiatives

2011 ◽  
pp. 1185-1189
Author(s):  
V. Homburg
Keyword(s):  
Information Exchange ◽  
Organizational Design ◽  
Process Management ◽  
Research Question ◽  
Complex Mixture ◽  
Interorganizational Relations ◽  
Organizational Boundaries ◽  
Governmental Agencies ◽  
Front Office ◽  
Back Office

In the literature on e-government, the focus is predominantly on the organization of the front office and on the interaction among governmental agencies and citizens (Chadwick & May, 2003; Edmiston, 2003; Tat-Kei Ho, 2002). However, in order for e-government initiatives to be successful, back-office streamlining also has to be taken care of (Bekkers & Homburg, 2005; Homburg, 2005a). In a sense, back-office operations are the backbone of any form of e-government, and they may require information exchange and knowledge sharing among various units, departments, or organizations. The e-government phenomenon occasionally has paved the way for stirring rhetoric of technological and institutional change. For example, Wimmer, Traunmüller, and Lenk (2001) predict that “organizational boundaries will fade and give way to innovative organizational design. In this way, cooperation between administrative agencies will span wide: over distances, across organizational boundaries and even across hierarchical echelons” (p. 1). Actual e-government applications, however, show that the practice of e-government may not be as attractive as some of its benevolent proponents might claim. Back offices can be regarded as networks of organizations in which goals necessarily do not overlap and in which interests may collide. In practice, in these networks, information is the primary medium of value and exchange (Davenport, Eccles, & Prusak, 1992), and relatively uncontrolled sharing of such a powerful resource threatens information monopolies and may provide those organizations who receive information with significant power gains (Bekkers, 1998; Homburg, 1999, 2001; Homburg & Bekkers, 2002; Markus, 1983). Consequently, existing dependencies in organizational networks might be affected, and it can be expected that the exchange of information in back offices invokes a complex mixture of cooperation and conflict (Cunningham & Tynan, 1993; Homburg, 1999, 2001; Homburg & Bekkers, 2002; Knights & Murray, 1992; Kumar & van Dissel, 1996). In this article, I address the following research question: What does the nature and dynamics of interorganizational relations mean for the development and implementation of e-government information systems, and what methods and strategies are used to design and implement these systems? The focus in the analysis is on the interorganizational relations that are mobilized through the integration of various back-office systems (Bekkers & Homburg, 2005; Homburg & Bekkers, 2002). In the remainder of this article, I analyze existing e-government initiatives and, more specifically, information relations among various back offices, using a political economy view on information exchange (Homburg, 1999), and I explore methods and strategies of ICT process management in policy networks (de Bruijn, ten Heuvelhof, & In ’t Veld, 2002).

Process Management of Aircraft Manufacturing Based on Single Enterprise BOM

2013 ◽  
Vol 394 ◽  
pp. 222-227
Author(s):  
Zhou Yang Li ◽  
Yan Ni Lei
Keyword(s):  
Manufacturing Process ◽  
Process Management ◽  
Prototype System ◽  
Data Mapping ◽  
Manufacturing Enterprises ◽  
Management Platform ◽  
Whole Process ◽  
Aircraft Manufacturing ◽  
Manufacturing Process Management ◽  
Mass Information

nformation exchange and sharing are difficult in manufacturing process for manufacturing enterprises, especially for aircraft manufacturing enterprises, which have complex product to fabricate and mass information to handle. To solve this problem, a Single Enterprise BOM (SEBOM) based Aircraft Manufacturing Process Management System (AMPMS) is promoted to support the whole process of aircraft manufacturing, based on the analysis of aircraft manufacturing process and the process of data flowing. In AMPMS, in order to satisfy the information requirement, a SEBOM is established by unifying various BOM data. A unified SEBOM management platform is established to managing distributed and heterogeneous SEBOM data. Furthermore, the key technologies including BOM data mapping and BOM data agent management are discussed in detail. The validity and feasibility of AMPMS system are verified by developing a prototype system.

Integrated and Consistent Management of Product-Process Information

2012 ◽  
Author(s):  
Frédéric Demoly ◽  
Dimitris Kiritsis
Keyword(s):  
Process Management ◽  
Product Information ◽  
Product Lifecycle Management ◽  
Assembly Sequence Planning ◽  
Assembly Sequence ◽  
Levels Of Abstraction ◽  
Design Paradigm ◽  
Definition Of ◽  
Manufacturing Process Management ◽  
Relationships Management

The paper describes an approach to product relationships management in the context of concurrent engineering and product lifecycle management (PLM). Current industrial practices in Product Data Management and Manufacturing Process Management systems require better efficiency, flexibility, and sensitivity in managing product information at various levels of abstraction throughout its lifecycle. The aim of the proposed work is to manage vital yet complex and inherent product relationship information to enable concurrent product design and assembly sequence planning. Indeed, the definition of the product with its assembly sequence requires the management and the understanding of the numerous product relationships, ensuring consistency between the product and its components. This main objective stresses the relational design paradigm by focusing on product relationships along its lifecycle. This paper gives the detailed description of the background and models which highlight the need for a more efficient PLM approach; then the theoretical approach is described.

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