scholarly journals Specifics of business processes of petrochemical enterprises in the context of digitalization of the economy

2021 ◽  
pp. 64-72
Author(s):  
E. A. Dolonina ◽  
M. V. Shinkevich
Keyword(s):  
Industry 4.0 ◽  
Large Scale ◽  
Business Processes ◽  
New Technologies ◽  
Value Stream ◽  
Industrial Enterprises ◽  
Digital Production ◽  
Effective Decision ◽  
Effective Decision Making ◽  
Structured Approach

Digital transformation is more focused on the management aspects of digitalization. It is associated with a large-scale process of implementing digital technologies and corresponding organizational changes. The article reveals the features of designing business processes of petrochemical enterprises in the context of the transition to the digital economy and the introduction of new technologies in the production process. The paper identifies the main technologies of Industry 4.0 used in the chemical and petrochemical industries. The study analyses the key technologies and drivers of the development of traditional and digital production, as well as the barriers to their implementation. The author summarizes the key principles on which Industry 4.0 should be based in order to support effective decision-making in the industry. The paper notes that the design of business processes is determined by the production technology. In the direction of improving business processes, there is a need for wider use of decision support systems based on artificial intelligence and expert systems. The authors developed a model for the implementation of production processes that takes into account the design features of business processes of industrial enterprises in the conditions of digitalization of the economy. The distinctive feature of the presented model is the combination of the life cycle and the value stream with a structured approach to defining the components of Industry 4.0. 

scholarly journals ESTIMATION OF BUSINESS VALUE AS AN ELEMENT OF FORMATION OF BUSINESS MODELS OF INDUSTRIAL ENTERPRISES AND AGRICULTURAL COMPLEX IN THE CONDITIONS OF DIGITALIZATION OF THE ECONOMY

2020 ◽  
Author(s):  
Maksym Odnorog ◽  
◽  
Mykhailo Pivtorak ◽  
Oksana Zagorodniuk ◽  
◽  
...  
Keyword(s):  
Best Practices ◽  
Business Models ◽  
Business Processes ◽  
New Technologies ◽  
Digital Technologies ◽  
Economic Security ◽  
Digital Transformation ◽  
Enterprise Management ◽  
Industrial Enterprises ◽  
Digital Management

To date, digital technologies and their widespread practice have formed the potential for completely new business models. However, most organizations are either in the early stages of the digital transformation process, or do not yet dare to form a digital business model that will provide real benefits from digital technologies. In any case, taking into account the enormous pace of global digitalization, it is extremely important to adapt the best practices of digital transformation to the improvement of the Ukrainian economy as soon as possible. Based on this, consider the process of researching new and adapting existing management models. Digital transformation – the introduction of modern technologies to radically change the business models of enterprise management today is considered the most important topic for organizations around the world. The requirements of the new digital economy represent the digital transformation as a conscious strategic process of business modification through adaptive management and implementation of digital technologies, ie the restructuring of existing business models. The same happens at industrial and agro-industrial enterprises, the analog period of which is coming to an end. Industries are entering the digital age, thanks to which enterprises are developing in accordance with the new focus. For this reason, it is very important for the formation of digital models of enterprise management to strategically understand the possibilities of digital technology development in their connection with business processes and business models. The analysis of the main traditional models of effective management of enterprises was carried out and their fundamental differences from the Ukrainian approach to management were revealed, the possibilities of implementation of the principles of existing business models by Ukrainian enterprises were considered. In addition, a roadmap for the transition from a traditional to a digital enterprise was proposed for consideration. The process of modeling the digital management system of the enterprise is revealed. Currently, a prerequisite for the prosperity of the economy of industry and agriculture and, consequently, the economy of Ukraine, is adaptive digital management as a basis for economic security of the enterprise. It was found that the relentless introduction of digital technologies, «copying best practices» can later be in reality as dangerous as the refusal to master new technologies. Therefore, choosing the direction of your own digitization, you must first study everything thoroughly, so as not to miss the moment and not to remain in the ranks of the latter or in the past.

scholarly journals The “Smart Work” Myth: How Bureaucratic Inertia and Workplace Culture Stymied Digital Transformation in the Relocation of South Korea’s Capital

2021 ◽  
Author(s):  
JY Hur ◽  
Wonhyuk Cho ◽  
G Lee ◽  
Sarah Bickerton
Keyword(s):  
Large Scale ◽  
Business Processes ◽  
New Technologies ◽  
Central Government ◽  
Digital Transformation ◽  
Capital City ◽  
Digital Government ◽  
Face To Face ◽  
Work Routines ◽  
Traditional Work

© 2019, © 2019 Asian Studies Association of Australia. Starting in 2012, the South Korean government has implemented a large-scale relocation of its central government agencies, which are now split between the existing capital city (Seoul) and a new administrative-capital city (Sejong). One of the most controversial aspects of the relocation has been the bureaucratic inefficiency caused by its split nature. ICT-enabled solutions, dubbed “Smart Work”, were adopted to deal with this challenge, but have not been effective in avoiding inefficiency. In this article, we argue that different forms of organisational inertia created resistance to switching from traditional work routines to Smart Work’s ICT-assisted equivalents. Various forms of inertia–psychological (anxiety around learning new technologies), cognitive (culture/norms in face-to-face work routines), technological (stickiness of pre-existing IT system), political (continued influence from elected officials), and resource allocation (success bias from previous digital government projects)–significantly influenced public managers’ work practices in Sejong. These types of inertia, we argue, have reinforced face-to-face communication rather than digital communication, on-site visits rather than video-conferencing, and fixed-time work rather than flex-work. Our findings challenge dominant views from functionalist models of digital transformation and emphasise the importance of cultural congruency between workplace norms and technophilic business processes.

scholarly journals Digitalization of Business Processes of Enterprises of the Ecosystem of Industry 4.0: Virtual-Real Aspect of Economic Growth Reserves

2021 ◽  
Vol 18 ◽  
pp. 569-580
Author(s):  
Kateryna Kraus ◽  
Nataliia Kraus ◽  
Oleksandr Manzhura
Keyword(s):  
Economic Growth ◽  
Virtual Reality ◽  
Data Storage ◽  
Industry 4.0 ◽  
Large Scale ◽  
Business Processes ◽  
Digital Transformation ◽  
Cloud Services ◽  
Scale Production ◽  
Cloud Platform

The purpose of the research is to present the features of digitization of business processes in enterprises as a foundation on which the gradual formation of Industry 4.0 and the search for economic growth in new virtual reality, which has every chance to be a decisive step in implementing digital strategy for Ukraine and development of the innovation ecosystem. Key problems that arise during the digitalization of business processes in enterprises are presented, among which are: the historical orientation of production to mass, “running” sizes and large batches; large-scale production load; the complexity of cooperation and logic between production sites. It is determined that high-quality and effective tools of innovation-digital transformation in the conditions of virtual reality should include: a single system of on-line order management for all enterprises (application registration – technical expertise – planning – performance control – shipment); Smart Factory, Predictive Maintenance, IIoT, CRM, SCM. Features of digital transformation in the part of formation of enterprises of the ecosystem of Industry 4.0 are revealed. The capabilities and benefits of using Azure cloud platform in enterprises, which includes more than 200 products and cloud services, are analyzed. Azure is said to support open source technologies, so businesses have the ability to use tools and technologies they prefer and are more useful. After conducting a thorough analysis of the acceleration of deep digitalization of business processes by enterprises, authors proposed to put into practice Aruba solution for tracking contacts in the fight against COVID-19. Aruba technology helps locate, allowing you to implement flexible solutions based on Aruba Partner Ecosystem using a USB interface. It is proposed to use SYNTEGRA – a data integration service that provides interactive analytics and provides data models and dashboards in order to accelerate the modernization of data storage and management, optimize reporting in the company and obtain real-time analytics. The possibilities of using Azure cloud platform during the digitization of business processes of enterprises of the ecosystem of Industry 4.0 in the conditions of virtual reality are determined.

Affordances of Data Science in Agriculture, Manufacturing, and Education

Web Services ◽  
2019 ◽  
pp. 953-978
Author(s):  
Krishnan Umachandran ◽  
Debra Sharon Ferdinand-James
Keyword(s):  
Big Data ◽  
Large Scale ◽  
Data Science ◽  
Data Generation ◽  
Large Scale Data ◽  
Big Data Applications ◽  
Effective Decision ◽  
Effective Decision Making ◽  
Text Images ◽  
Scale Data

Continued technological advancements of the 21st Century afford massive data generation in sectors of our economy to include the domains of agriculture, manufacturing, and education. However, harnessing such large-scale data, using modern technologies for effective decision-making appears to be an evolving science that requires knowledge of Big Data management and analytics. Big data in agriculture, manufacturing, and education are varied such as voluminous text, images, and graphs. Applying Big data science techniques (e.g., functional algorithms) for extracting intelligence data affords decision markers quick response to productivity, market resilience, and student enrollment challenges in today's unpredictable markets. This chapter serves to employ data science for potential solutions to Big Data applications in the sectors of agriculture, manufacturing and education to a lesser extent, using modern technological tools such as Hadoop, Hive, Sqoop, and MongoDB.

Affordances of Data Science in Agriculture, Manufacturing, and Education

2017 ◽  
pp. 14-40 ◽  
Author(s):  
Krishnan Umachandran ◽  
Debra Sharon Ferdinand-James
Keyword(s):  
Big Data ◽  
Large Scale ◽  
Data Science ◽  
Data Generation ◽  
Large Scale Data ◽  
Big Data Applications ◽  
Effective Decision ◽  
Effective Decision Making ◽  
Text Images ◽  
Scale Data

Continued technological advancements of the 21st Century afford massive data generation in sectors of our economy to include the domains of agriculture, manufacturing, and education. However, harnessing such large-scale data, using modern technologies for effective decision-making appears to be an evolving science that requires knowledge of Big Data management and analytics. Big data in agriculture, manufacturing, and education are varied such as voluminous text, images, and graphs. Applying Big data science techniques (e.g., functional algorithms) for extracting intelligence data affords decision markers quick response to productivity, market resilience, and student enrollment challenges in today's unpredictable markets. This chapter serves to employ data science for potential solutions to Big Data applications in the sectors of agriculture, manufacturing and education to a lesser extent, using modern technological tools such as Hadoop, Hive, Sqoop, and MongoDB.

scholarly journals The “Smart Work” Myth: How Bureaucratic Inertia and Workplace Culture Stymied Digital Transformation in the Relocation of South Korea’s Capital

2021 ◽  
Author(s):  
JY Hur ◽  
Wonhyuk Cho ◽  
G Lee ◽  
Sarah Bickerton
Keyword(s):  
Large Scale ◽  
Business Processes ◽  
New Technologies ◽  
Central Government ◽  
Digital Transformation ◽  
Capital City ◽  
Digital Government ◽  
Face To Face ◽  
Work Routines ◽  
Traditional Work

© 2019, © 2019 Asian Studies Association of Australia. Starting in 2012, the South Korean government has implemented a large-scale relocation of its central government agencies, which are now split between the existing capital city (Seoul) and a new administrative-capital city (Sejong). One of the most controversial aspects of the relocation has been the bureaucratic inefficiency caused by its split nature. ICT-enabled solutions, dubbed “Smart Work”, were adopted to deal with this challenge, but have not been effective in avoiding inefficiency. In this article, we argue that different forms of organisational inertia created resistance to switching from traditional work routines to Smart Work’s ICT-assisted equivalents. Various forms of inertia–psychological (anxiety around learning new technologies), cognitive (culture/norms in face-to-face work routines), technological (stickiness of pre-existing IT system), political (continued influence from elected officials), and resource allocation (success bias from previous digital government projects)–significantly influenced public managers’ work practices in Sejong. These types of inertia, we argue, have reinforced face-to-face communication rather than digital communication, on-site visits rather than video-conferencing, and fixed-time work rather than flex-work. Our findings challenge dominant views from functionalist models of digital transformation and emphasise the importance of cultural congruency between workplace norms and technophilic business processes.

Directions of Development of the Mineral Fertilizer Industry in the Digital Age

2020 ◽  
Vol 9 (2) ◽  
pp. 4-11
Author(s):  
E. Kulyasova ◽  
N. Kulyasov ◽  
N. Grinev
Keyword(s):  
Industry 4.0 ◽  
Large Scale ◽  
Institutional Environment ◽  
Digital Technologies ◽  
Mineral Fertilizer ◽  
Digital Transformation ◽  
High Tech ◽  
Industrial Enterprises ◽  
Fertilizer Industry ◽  
High Level

This article is devoted to the development of a model for enhancing the development of the mineral fertilizer industry, which involves the use of a sequentially-parallel approach to implement state support measures and digital transformation of enterprises in this industry. Currently, there is a growing influence of Industry 4.0 and digital technologies on enterprises of the mineral fertilizer industry. These enterprises are of strategically important economic interest for the national economy, as they are objects whose hallmarks are their large-scale, high-tech, high level of dependence on environmental conditions. An analysis of the level of development of the mineral fertilizer industry made it possible to identify a high level of export orientation of the products of enterprises in this industry. The digital transformation of the mineral fertilizer industry is currently hampered by the one-sidedness of the adopted state programs for the development of the industry, which are based on an extensive increase in production capacities that can gradually solve the problem of physical deterioration of fixed assets, but which does not provide an effective institutional environment that stimulates the creation of innovations and the introduction of digital technologies. While the experience of leading countries indicates that the implementation of the Industry 4.0 concept, aimed at the widespread adoption of digitalization processes, can increase the organization’s innovative potential and ensure the world level of competitiveness of mineral fertilizer products. A model for enhancing the development of the mineral fertilizer industry is proposed, based on the use of a sequentially-parallel method in the development and implementation of a set of measures, the implementation of which covers all levels of management both to create and maintain a favorable innovative climate in the framework of macroeconomics as a whole, and to develop the interaction of participants in the industry level and at the level of industrial enterprises themselves.

scholarly journals Knowledge and Skills of Industrial Employees and Managerial Staff for the Industry 4.0 Implementation

2021 ◽  
Author(s):  
Sebastian Saniuk ◽  
Dagmar Caganova ◽  
Anna Saniuk
Keyword(s):  
Human Resources ◽  
Industry 4.0 ◽  
New Technologies ◽  
Training System ◽  
Human Resources Development ◽  
Knowledge And Skills ◽  
Industrial Enterprises ◽  
Education Process ◽  
Resources Development ◽  
Managerial Staff

AbstractThe development of the Industry 4.0 concept offers completely new technologies’ enablers using high level of automation and digitalization. There is a huge challenge for enterprises not only due to the application of modern technologies (such as Internet of Things, Big Data Analytics, Cloud Computing, etc.) related to the creation of Cyber-Physical Systems but also for a human resources development. Scientists and practitioners pay a lot of attention to technological changes in enterprises, but relatively little research is conducted on the issue of human resources development. The problem becomes more interesting in light of the Industry 4.0 era which resulted in changes in the employment structure, requirements for future industrial employees and managerial staff and also to the approach to the education process. The changing demand for skills is a quite well-researched topic in economics and management, but the changing skill demand for the Industry 4.0 is just the newest case of a quite old debate. The case of Industry 4.0 seems to be a particular case for the general change in skill demand due to digitalization. The main aim of the paper is to indicate the key areas of required knowledge and skills of employees essential to implement the Industry 4.0 concept. They are identified on the basis of a critical literature analysis and the conducted survey of selected industrial enterprises. The results of this research are particularly important for adapting the employee training system and the education process for students.

scholarly journals The use of artificial intelligence in the innovation activities of industrial enterprises

E-Management ◽  
2021 ◽  
Vol 4 (1) ◽  
pp. 29-37
Author(s):  
M. N. Oreshina
Keyword(s):  
Artificial Intelligence ◽  
Business Processes ◽  
New Technologies ◽  
Small Scale ◽  
Industrial Complex ◽  
Diagnostic Systems ◽  
Technical Parameters ◽  
Industrial Enterprises ◽  
Innovation Activities ◽  
Wide Range

The article considers innovative methods of conducting business activities of an enterprise based on the use of modern information systems, Web technologies, artificial intelligence technologies for creating digital counterparts of an enterprise, managing business processes and managing technical parameters of production. The introduction of innovations at the enterprises of the agro-industrial complex is due to the established stable system of distribution of new technologies based on modern scientific base, programs to support small-scale enterprises and their positioning in the market, for the purpose of developing regional structures, creation of specialized subcomplexes in the structure of processing enterprises, for example, in the food industry enterprises, where the introduction of innovations is associated with lower financial costsThe author gives the introduction of innovations in the implementation of digitalization measures at low-power enterprises on the basis of the development of measurement and computing complexes containing unified automation tools with a wide range of applications, modern software products for collecting and processing data on the progress of the technological process and generatingalarms, as well as diagnostic systems and instructions for the installation of equipment, operating both independently and managed through cloud servers.The paper proposes the measuring and computing complex for monitoring and regulating the parameters of complex processes for monitoring and regulating the parameters of small-scale food production enterprises, shows methods for predicting the properties of products with specified characteristics.The study determines the positive directions of digitalization that ensure the competitiveness and economic development of the enterprises of the agro-industrial complex.

scholarly journals INDUSTRY 4.0 – CHALLENGE TO HUMAN RESOURCES

2021 ◽  
Vol 2 ◽  
pp. 112-115
Author(s):  
Toni Mihova ◽  
Ivelina Ivanova
Keyword(s):  
Human Resources ◽  
Industry 4.0 ◽  
Business Processes ◽  
Digital Transformation ◽  
Main Method ◽  
Industrial Enterprises ◽  
Hr Managers

The report examines the key role of human resources in implementing the digital transformation of business processes in Bulgarian industrial enterprises. The survey was conducted in fifty-eight industrial enterprises in Bulgaria; the participants in the study were 232 HR managers and specialists. The main method of research is the questionnaire and the paper contains the results of the analysis of this questionnaire

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