Basic Elements of Project Management on the Example of Lean Manufacturing Student Research Group Activities

2019 ◽  
Vol 3 (2) ◽  
pp. 30-38
Author(s):  
Katarzyna Styk ◽  
Klaudia Drobek
2019 ◽  
Vol 95 ◽  
pp. 01008
Author(s):  
Jakub Liszcz ◽  
Klaudia Drobek

Nowadays, in most of the manufacturing factories, entrepreneurs tries to “slim down” their processes. To achieve that they attempts to implement some of the “Lean Manufacturing” methodology’s methods and tools with better or worst effects. Most of the failures results from the wrong approach to that subject. Leaders wants their teams to do anything faster and cheaper but too often their teammates does not exactly know why they have to do something as they do not see the goal of them. The easiest way to improve the understanding of implementation of “Lean Manufacturing” is to train whole team and arrange workshops that can educate everyone and lead the team to the common objective. One of the ideas of such an activity is the project called “Effect in a minute” created by the students from the student research group called “Management” from University of Science and Technology from Cracow (AGH- Kraków). In this article, there will be described the practical aspect of such an activity and prospect of the project’s development based on the usage of production monitoring and indicator visualization system called VORNE 800XL.


2018 ◽  
Vol 136 (3) ◽  
pp. 393-429
Author(s):  
Susan Arndt

Abstract William Shakespeare’s Othello (1604) displays a critical agenda towards the emerging colonialist discourse of his time and may have encountered, or even been influenced by, African oral literature. This thesis will be probed in this article by comparing Othello with the folktale “The Handsome Stranger” and the Trickster character, well known all across Western Africa, touching lightly on Leo Africanus’s The History and Description of Africa (1550) in the process. In doing so, Othello’s most acknowledged source text, “Un Capitano Moro” by Giovanni Battista Giraldi (1565), will be involved, thus complementing earlier comparative readings of “Un Capitano Moro” and Othello. This postcolonial comparative reading will finally embrace Ahmed Yerima’s adaptation of Othello, entitled Otaelo (2002). In doing so, the article will discuss striking parallels among all four texts, as well as differences and diversions. The latter are, however, not read as counter arguments to the possibility of an encounter; rather, discursive diversions are contextualised historically and trans*textually. Before delving into this analysis, the article will explore both historical probabilities and methodological challenges of reading African oral literature as possible sources of Shakespeare’s Othello, as well as theorise trans*textuality (as related to and yet distinct from Kristeva’s intertextuality and Genette’s transtextuality).This article has developed from two papers, one held in 2015 at a symposium dedicated to Michael Steppat in Bayreuth, who, ever since, accompanied this project with most helpful critical input; I owe him my sincerest gratitude. A second workshop on this topic was held in 2016 in Berlin in the presence of Shankar Raman, Christopher Joseph Odhiambo, and a student research group from Bayreuth with Taghrid Elhanafy, Weeraya Donsomsakulkij, Samira Paraschiv, and Mingqing Yuan. Taghrid Elhanafy dedicates her MA and PhD thesis to comparing Romeo and Juliet with several Arabic and Farsi versions of Layla and Majnun (Cf. Elhanafy 2018). Moreover, this article owes sincere gratitude to a most challenging and expert editing by Shirin Assa, PhD candidate at Bayreuth University, as well as Omid Soltani. Moreover, I wish to thank Dilan Zoe Smida and especially Samira Paraschiv for supporting me while doing research and working on notes and bibliography.


2014 ◽  
Vol 10 (20) ◽  
Author(s):  
Tatyana A Suetina ◽  
Mikhail Y Odinokov ◽  
Dinara M Safina

2019 ◽  
Vol 5 (1) ◽  
Author(s):  
Enric Senabre Hidalgo ◽  
Mayo Fuster Morell

AbstractStrategic planning, a standard activity for project management in different areas and types of organisations, can contribute to improving the dynamics of collaboration in academia, and specifically in research processes. This paper joins the still scarce studies on strategic planning within research groups, contributing to the field of both team science and organisational management from a social sciences perspective and “strategy-as-practice” paradigm. Through the case study of an action research group, after the experimental co-creation of its long-term strategy involving different participatory design methodologies, we quantitatively analyze how this process influenced communication and group relations, both internally and in relation to its participation in the ecosystem with other stakeholders. Thus, as a result of a detailed content analysis in the different communication channels and tools of the group, we address its impact on the team’s agile project management (APM), adopted in a novel way by its members. Data compared between periods, once the strategic plan was co-created, suggest that this type of approach to co-created strategic thinking can improve coordination, cohesion and joint vision among participants. In agreement with emerging academic literature in this field, pertaining to the need to understand strategic planning as a process of socialization and dialogue, other relevant results of the study point to the particular suitability of this type of planning in research environments interested not only in its academic, but also social and ecosystemic impact. The results obtained and discussed also provide elements of assessment when considering the applicability of this type of strategic co-creation process in other areas of knowledge and disciplines.


Author(s):  
Tatyana Belchik ◽  
Ilia Ezhov

The present research featured the implementation of lean manufacturing based on project management technology. The research objective was to substantiate the possibility of using tools and methods of lean production at industrial enterprises. The study involved such scientific methods as participant and non-participant observation, statistical methods, process modeling, and survey. At industrial enterprises, lean production methods should be implemented as a project activity, i.e. in different business units and at different levels. To achieve total inclusiveness, managers should be trained in the basics of project, and all other employees – in the basics of lean production. Even separate projects of lean production can increase efficiency and labor productivity. However, the use of certain tools often becomes an end in itself, and not a way to solve the actual problems. Employees involved in lean manufacturing projects often lack awareness and motivation. Insufficient experience in independent project slows down the implementation of lean production projects. Nevertheless, the authors proved that lean production projects can be effective if implemented properly. They also identified some problems specific to industrial enterprises and outlined activities that can improve operational efficiency.


Sign in / Sign up

Export Citation Format

Share Document