Integral management approach: Business ethics and tax accounting as important enterprise success factors

2011 ◽  
Vol 5 (35) ◽  
Author(s):  
Jernej Belak
Keyword(s):  
Business Ethics ◽  
Success Factors ◽  
Management Approach ◽  
Enterprise Success ◽  
Tax Accounting

scholarly journals Lean Management Implementation in Small and Medium Sized Companies – A Success Case Study in a Manufacturing Process

2021 ◽  
Vol 13 (1) ◽  
pp. 88-121
Author(s):  
Fernando Romana
Keyword(s):  
Cultural Change ◽  
Value Chain ◽  
Success Factors ◽  
Value Added ◽  
Global Market ◽  
Medium Size ◽  
Management Approach ◽  
Operational Flow ◽  
Special Relevance

Abstract Objective: The aim of this paper is to understand a production system of a forging and presses structure of a centenary factory in terms of a cultural change on the management approach. Methodology: The study was focused on many aspects such as the pieces production lead time, a time study of the setups, the Overall Equipment Effectiveness determination for the Computer Numeric Control machinery and an analysis of the production cells operational flow. Findings: For the aspects that were analysed during the study, the problems are identified, and the root causes determined. At the end of the assessment stage Lean tools and concepts for fixing the problems were proposed, like new rules for production planning, setups procedures, 5S toll usage and a Lean implementation plan that is adapted to the company. Value Added: The high industrial competitivity has dictated the development for this sector that – allied with the inconstant and unstable economic environment – makes the companies very vulnerable and highly dependent of the global market. This is a concern of special relevance for the Small and Medium Size companies that are increasingly adopting Lean solutions to continuously improve their operational value chain and the management approach, for a more systemic way of thinking. Recommendations: For some of the solutions an impact study with their implementation was made. An analysis of the success factors proposed in the literature that were verified during the assessment stage of the case study was performed as well.

National Interoperability Approach for Social Services Information Management in Finland

2012 ◽  
pp. 851-874
Author(s):  
Juha Mykkänen ◽  
Konstantin Hyppönen ◽  
Pekka Kortelainen ◽  
Antero Lehmuskoski ◽  
Virpi Hotti ◽  
...  
Keyword(s):  
Information Management ◽  
Social Services ◽  
Information Needs ◽  
Success Factors ◽  
National Level ◽  
Management Approach ◽  
Specific Information ◽  
Domain Specific ◽  
National Initiative ◽  
Definition Of

In this chapter, the authors introduce and discuss the approach for defining IT interoperability solutions on national level for social services in Finland. Goals and phases of the national initiative are presented, and various projects related to the transformation and unification of various aspects of supporting social services via interoperability solutions are illustrated. In addition, the path from general e-Government requirements through the definition of domain-specific information and documentation down to the development of technology solutions and dissemination plan is presented. The authors highlight several success factors and issues for the organization of multipartite collaboration, the specification of architectural and information management approach, the selection and definition of technology standards to support the domain-specific information needs and specifications and strategic alternatives for central information repositories.

scholarly journals Salinity Management in the Murray–Darling Basin, Australia

Water ◽  
2020 ◽  
Vol 12 (6) ◽  
pp. 1829 ◽  
Author(s):  
Barry Hart ◽  
Glen Walker ◽  
Asitha Katupitiya ◽  
Jane Doolan
Keyword(s):  
Land Surface ◽  
Success Factors ◽  
Management Strategies ◽  
Active Management ◽  
Management Approach ◽  
Governance System ◽  
European Settlement ◽  
Murray Darling Basin ◽  
The Future ◽  
Salinity Management

The southern Murray–Darling Basin (MDB) is particularly vulnerable to salinity problems. Much of the Basin’s landscape and underlying groundwater is naturally saline with groundwater not being suitable for human or irrigation use. Since European settlement in the early 1800s, two actions—the clearance of deep-rooted native vegetation for dryland agriculture and the development of irrigation systems on the Riverine Plains and Mallee region—have resulted in more water now entering the groundwater systems, resulting in mobilization of the salt to the land surface and to rivers. While salinity has been a known issue since the 1960s, it was only in the mid-1980s that was recognized as one of the most significant environmental and economic challenges facing the MDB. Concerted and cooperative action since 1988 by the Commonwealth and Basin state governments under a salinity management approach implemented over the past 30 years has resulted in salinity now being largely under control, but still requiring on-going active management into the future. The approach has involved the development of three consecutive salinity strategies governing actions from 1988 to 2000, from 2001 to 2015, and the most recent from 2016 to 2030. The basis of the approach and all three strategies is an innovative, world-leading salinity management framework consisting of: An agreed salinity target; joint works and measures to reduce salt entering the rivers; and an agreed accountability and governance system consisting of a system of salinity credits to offset debits, a robust and agreed method to quantify the credits and debits, and a salinity register to keep track of credits and debits. This paper first provides background to the salinity issue in the MDB, then reviews the three salinity management strategies, the various actions that have been implemented through these strategies to control salinity, and the role of the recent Basin Plan in salinity management. We then discuss the future of salinity in the MDB given that climate change is forecast to lead to a hotter, drier and more variable climate (particularly more frequent droughts), and that increased salt loads to the River Murray are predicted to come from the lower reaches of the Mallee region. Finally, we identify the key success factors of the program.

scholarly journals Healthcare Engineering: A Lean Management Approach

2020 ◽  
Vol 2020 ◽  
pp. 1-17
Author(s):  
Abdallah A. Abdallah
Keyword(s):  
Cycle Time ◽  
Service Sector ◽  
Success Factors ◽  
Healthcare Services ◽  
Dominant Factor ◽  
Management Approach ◽  
Lean Management ◽  
Operational Cost ◽  
Implementation Framework ◽  
Lean Implementation

This work tries to answer the following question: can healthcare be engineered using lean management tools? Lean is known to achieve successful results when implemented in the manufacturing sector. Typical results are operational cost reduction, cycle time reduction, and higher customer satisfaction. The service sector, however, has seen mixed results. For the last two decades, educators and healthcare professionals are trying to implement lean tools in healthcare. Some reported success and many did not, for variety of reasons. In this paper, we search the literature and reveal the special nature of healthcare services, success factors, and barriers facing implementation of lean in healthcare. We then conduct a survey of 18 elite Jordanian hospitals to study the case holistically. Statistical analysis of the survey results confirmed some of what the literature revealed; organizational leadership seems to be the most dominant factor, followed by knowledge of employees about lean, training, and patient satisfaction (customer focus). Another important finding, not captured by the literature, is that lean implementation success depends on educating physicians about continuous improvement and lean and ensuring they are part of the improvement team. Based on the revealed enablers and obstacles, we created a full lean implementation framework. This framework was then used along with selected engineering tools to implement lean in a major hospital successfully. Implementation results showed 60% of reduction in cycle time, 80% reduction in operational cost, and many other benefits.

A Comprehensive Study to Evaluate the Critical Success Factors Affecting Lean Concept in Indian Manufacturing Industries

2014 ◽  
Vol 592-594 ◽  
pp. 2569-2576 ◽  
Author(s):  
S. Gunasekharan ◽  
D. Elangovan ◽  
P. Parthiban
Keyword(s):  
Lean Manufacturing ◽  
Structural Equation ◽  
Success Factors ◽  
Manufacturing Sector ◽  
Equation Modeling ◽  
Management Approach ◽  
Extensive Literature ◽  
Factors Affecting ◽  
Sustainable Performance ◽  
Modern Business

Change is the word that best characterizes the nature of modern Business scenario and determines the challenges that manager’s face.Staying competitive requires looking for new ways of reducing costs and increase the quality of the company’s products. Lean thinking is considered to be one potential approach for improving organizational performance.When the flexibility seems to be an important issue in today’s highly competitive environment Lean integrated as a complete system in the organization can ensure company’s adaptation. Developed as a production system eliminating wastes in the Toyota’s plants in the 1960’s, Lean is evolving into a management approach that improves all the processes at each level of an organization. This study aims to develop a comprehensive theoretical framework that suggest a detailed perspective of the Lean manufacturing to the managers whoconsider implementing it as a possible direction towards achieving sustainable performance for their organizations. The factors which affect the implementation of lean in manufacturing sector are identified by undertaking extensive literature review and consulting the experts from academia and industry. The factors identified are modeled to find the respective loading on Lean variable using Structural Equation Modeling.

scholarly journals A Qualitative Perspective of Enterprise Success Factors for SMEs: A case study in the UK Chemical Distribution Industry

2017 ◽  
Vol 4 (1) ◽  
pp. 49
Author(s):  
Evripidis Lampadarios
Keyword(s):  
Success Factors ◽  
Strategy Formulation ◽  
Senior Managers ◽  
Policy Makers ◽  
Key Stakeholders ◽  
Survey Strategy ◽  
Analyse Data ◽  
Chemical Distribution ◽  
The Uk ◽  
Enterprise Success

The UK chemical distribution industry is a significant and well-established, yet fragmented and subject to strong consolidation, part of the chemical industry and a major contributor to the UK economy and employment. However, it remains largely unexplored, with limited research in the factors contributing to SMEs success. This paper, which is part of a larger-scale study, addresses a well-established gap in the UK chemical distribution industry and provides a qualitative perspective of the enterprise (relating to the firm) factors critical to the success of small and medium-sized distributors. The original study follows a positivistic philosophy, is deductive in its approach, uses a concurrent embedded mixed methodology and utilises a survey strategy involving the use of self-administered questionnaires to collect both quantitative and qualitative data. No sampling techniques are utilised but instead a census is conducted as it has been possible to collect and analyse data from every possible group member. This research is based on the opinions of owners and very senior managers (Managing Directors, Directors, CEOs and CFO’s), an approach extensively used by other researchers. A total of 180 SMEs fulfilling the criteria of this study are identified with 118 owners/managers participating, generating a very satisfactory response rate of 65.5%. The paper informs key stakeholders and policy makers with a view to improve strategy formulation and decision-making process in supporting chemical distribution SMEs.

scholarly journals A Systematic Review of Lean Six Sigma Implementation in Food Industry

2019 ◽  
Vol 7 (4.14) ◽  
pp. 319
Author(s):  
Nurul Najihah Azalanzazllay ◽  
Sarina Abdul Halim Lim
Keyword(s):  
Systematic Review ◽  
Quality Management ◽  
Six Sigma ◽  
Food Industry ◽  
Success Factors ◽  
Resistance To Change ◽  
Lean Six Sigma ◽  
Management Approach ◽  
Management Support ◽  
Change Factors

Lean Six Sigma (LSS) is the most current quality management approach being applied recently in many industries to improve food quality and subsequently process excellence in the businesses. The objectives of this paper are to determine the barriers and resistance to change factors of implementing LSS approach in the food industry. This study was conducted as to determine the benefits of applying LSS and comparing the trend of quality management being used in the food industry. It is also based on the application of systematic review of 113 LSS articles, involving a structured approach of data collection and data extraction. The listed barriers and resistance to change factors shown are top management support, lack of quality improvement knowledge, poor training and insufficient skills amongst employees and lack of financial budget thus causing the limitation of LSS approach in the food industry. The result mapped the current quality management approaches implemented in the food industry. The academics and the food industry practitioners may have an insight from this paper by considering their critical success factors, barriers and resistance to change factors that could facilitate towards a successful LSS implementation.   

Beyond Knowledge Management

2011 ◽  
pp. 396-411
Author(s):  
Audrey Grace ◽  
Tom Butler
Keyword(s):  
Knowledge Management ◽  
Knowledge Economy ◽  
Success Factors ◽  
Learning Management Systems ◽  
Management Approach ◽  
Approach To Learning ◽  
Key Success Factors ◽  
World Class ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

In the knowledge economy, a firm’s intellectual capital represents the only sustainable source of competitive advantage; accordingly, the ability to learn, and to manage the learning process are key success factors for firms. The knowledge management approach to learning in organizations has achieved limited success, primarily because it has focused on knowledge as a resource rather than on learning as a people process. Many world-class organizations, such as Procter & Gamble, Cisco Systems and Deloitte Consulting, are now employing a new breed of systems known as Learning Management Systems (LMS) to foster and manage learning within their organizations1. This article reports on the deployment of an LMS by a major US multinational, CEM Corporation, and proposes a framework for understanding learning in organizations, which highlights the roles that LMS can play in today’s knowledge-intensive organizations.

National Interoperability Approach for Social Services Information Management in Finland

2011 ◽  
pp. 254-278 ◽  
Author(s):  
Juha Mykkänen ◽  
Konstantin Hyppönen ◽  
Pekka Kortelainen ◽  
Antero Lehmuskoski ◽  
Virpi Hotti
Keyword(s):  
Information Management ◽  
Social Services ◽  
Information Needs ◽  
Success Factors ◽  
National Level ◽  
Management Approach ◽  
Specific Information ◽  
Domain Specific ◽  
National Initiative ◽  
Definition Of

In this chapter, the authors introduce and discuss the approach for defining IT interoperability solutions on national level for social services in Finland. Goals and phases of the national initiative are presented, and various projects related to the transformation and unification of various aspects of supporting social services via interoperability solutions are illustrated. In addition, the path from general e-Government requirements through the definition of domain-specific information and documentation down to the development of technology solutions and dissemination plan is presented. The authors highlight several success factors and issues for the organization of multipartite collaboration, the specification of architectural and information management approach, the selection and definition of technology standards to support the domain-specific information needs and specifications and strategic alternatives for central information repositories.

Understanding project success through analysis of project management approach

2014 ◽  
Vol 7 (4) ◽  
pp. 638-660 ◽  
Author(s):  
Asbjørn Rolstadås ◽  
Iris Tommelein ◽  
Per Morten Schiefloe ◽  
Glenn Ballard
Keyword(s):  
Project Management ◽  
Analytical Model ◽  
Social Relations ◽  
Success Factors ◽  
Project Success ◽  
Model Development ◽  
Management Approach ◽  
Project Organization ◽  
Content Type ◽  
Review Model

Purpose – The purpose of this paper is to show that project success is dependent on the project management approach selected, relative to the challenges posed by the project, and to develop an analytical model for analyzing the performance of the project organization. Design/methodology/approach – The research is based on literature review, model development, interviews, and case studies. Findings – The findings define two different approaches in project management: The prescriptive approach focusses on the formal qualities of the project organization, including governing documentation and procedures. The adaptive approach focusses on the process of developing and improving a project organization, project culture and team commitment. The two approaches have been identified through studies of three different case projects. An analytical model, referred to as the Pentagon model, has been applied for analyzing the performance of the project organization and explaining the project management approach. The model focusses on five different organizational aspects: structure, technologies, culture, social relations and networks, and interaction. Research limitations/implications – The research is limited to megaprojects and to project management success. Practical implications – It is suggested that project teams consider and select their project management approach at project initiation, and accordingly decide on relevant success factors to focus on. The adapted Pentagon model can be applied to develop the project management organization and assess its performance in the course of project delivery. Originality/value – The contribution of the research is the application of the analytical model, and the identification as well as illustration of the prescriptive, vs adaptive management approach.

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