Journal of Engineering, Project, andProductionManagement (EPPM-Journal) reflect the journal’s multidisciplinary approach to management research and can be categorized as belonging to three general topics: ProjectManagement, EngineeringandProjectManagement, andProjectandProductionManagement.
This issue presents five papers selected from the 2013 (4th) International Conference on Engineering, Project, andProductionManagement (EPPM2013) held in Bangkok, Thailand. Three of the papers deal with scheduling problems faced in projectandproductionmanagement, while the remaining two focus on engineeringmanagement issues.
Another approach given in the literature is that spare parts are often managed by applying general inventory management principles which are independent on the specific characteristics of spare parts (Huiskonen, 2001). For example, Dekker et al. (1998) define the criticality of an equipment as its importance to sustain the production in a safe and efficient way. According to De Felice et al. (2014), as the spare parts have different importance for the safe operation of a device, different inventory management policies should be adopted for each spare part group. Our approach uses this perspective and restrictions concerning the compliance with the contracted customer service level and assurance of the maximum availability of the spare parts. The higher availability of spare parts improves significantly the service level, increasing the inventory costs. Insufficient stocks can lead to high downtimes of the equipment and excessive stock may increase the inventory costs and operating costs. As these factors are critical in efficient inventory manage- ment, it is important to have a detailed analysis of all the conditions that affect the logistics of spare parts in order to make the right decisions and apply the adequate inventory management policy.
Real-life applications during the teaching process are a desirable practice in simulation education. However, access to real cases imposes some difficulty in implement such practice, especially when the classes are large. This paper presents a teaching case for a computer simulation course in a productionengineering undergraduate program. The motivation for the teaching case was to provide students with a realistic manufacturing case to stimulate the learning of simulation concepts and methods in the context of industrial engineering. The case considers a virtual factory of skateboards, which operations include parts manufacturing, final assembly and storage of raw materials, work-in-process and finished products. Students should model and simulate the factory, under push and pull production strategies, using any simulation software available in the laboratory. The teaching case, applied in the last two years, contributed to motivate and consolidate the students’ learning of discrete-event simulation. It proved to be a feasible alternative to the previous practice of letting students freely choose a case for their final project, while keeping the essence of project-based learning approach. Keywords
Deborah is an interested and curious manager who holds a high tech company and leads an experienced team who is rewarded according to their individual´s and team´s performance. They are engaged in a project of productionand supply of an audio device that enables an instant translation from several languages to one another. They have established good connections with credible key opinion leaders among airlines, banks, ski resorts, hotels and restaurants, each of them well connected with their peers, as well as forums, tech blogs and magazines. In order to analyze the products’ approval, it is established a plan to examine sales history, to survey clients and to study social and technical feedback through magazines, threads, online reviews, etc. The strategy used to extent the name and knowledge of the product was to disclose the project throughout the connections accomplished with opinion makers, as well as via websites, social networks and direct contact with major potential clients. (4 – 4 – 2)
In May 1977, resulting from such critical situation, the ESA established the Board for Software Standardisation and Control (BSSC). Since then, the BSSC has produced a highly successful software engineering standard, first issued in 1984, which has been applied extensively, mainly in the context of the ESA cutting-edge software projects. The specifications released by the BSSC were named the ESA Software Engineering Standards and it is renewed every three or four years. The last issued version of these tandards is ESA PSS-05-0. The PSS-05-0 standard describes the processes involved in the complete life cycle of a single software project from its inception to the retirement of the software. The standard is divided into two areas, namely the Production Process, which has six phases and the Managing Process, which counts on four principal phases. The Production Process is composed by:
Industrial EngineeringandManagement (IEM) professionals need to solve interdisciplinary problems, mobilizing knowledge from different areas of knowledge, like production planning and control and ergonomics, and resources that are transferable between different professions and functions, like teamwork and leadership. The mobilization of resources, like knowledge, abilities and values, to solve specific professional problems is an evidence of the use of competences (Le Boterf, 1997). Competences related to specific technical areas of IEM are referred in this work as technical competences. Competences that can be transferred between different professional areas and functions will be referred in this work as transversal competences. The professional practice implies the combination of both (technical and transversal) in order to solve engineering problems. A study from Lima et al. (2013) showed that job advertisements for IEM professionals have much more inputs for transversal competences than for technical competences or areas of professional practice. The need for developing transversal competences is reinforced by engineering accreditation bodies (ABET, 2013; Institute for Higher Education Policy, 2008) and several IEM profile studies (Institute of Industrial Engineers, 2012; Mesquita et al., 2015). A previous work showed that the majority of the courses of an IEM degree do not formally specify what transversal competences can be developed in each course (Mesquita et al., 2015). Furthermore, in the comparison of several European IEM curricula, it is not clear that students can interact with companies during their initial training phase (Lima et al., 2012).
Japan’s Engineering Advancement Association (ENAA) founded a committee for the introduction, development and research on projectmanagement in 1999, which created A Guidebook of Projectand program Management for Enterprise Innovation – officially abbreviated P2M in 2001. Development of P2M and certification system appeared as the result of Japan’s enterprises needs to develop more innovative approaches for the development of their business. This is a very long and detailed document that contains 420 pages and it does not include only one projectmanagement but contains areas of program management.
The knowledge management is a field that assists in the knowledge and creation process, related mainly to information, technology and innovation (Madeira, Vick and Nagano, 2013). To minimize earlier forms of privatization, in the early 80s, it began developing partnerships between the private and public sector (Robertson and Verge, 2012) with the introduction of public-private partnerships (PPP) for different nature problems solution. PPP is “as long term contract between a private part and a government agency, to provide a public benefit or a public service, where the former is the responsible for risks, as well as for the management” (World Bank Institute, 2012, p 11).
The term lean was used for the first time by Krafcik (1988) in the article “Triumph of the lean production system”, contrasting the traditional belief of the “buffered” production system. Nonetheless, it became trendy only two years later, when it was leveraged by James P. Womack, Daniel T. Jones and Daniel Roos in their book “The Machine That Changed the World” in 1990. Womack et al., (1990: 256) propose that “lean production… is “lean” because it uses less of everything compared with mass production – half the human effort in the factory, half the manufacturing space, half the investment in tools, half the engineering working hours to develop a new product in half the time. Also, it requires keeping far less than half the inventory on site, results in fewer defects, and produces a greater quality of products.” Zooming in on the managerial perspective, lean has its roots in the Toyota Production System (TPS) developed by Taiichi Ohno of Toyota Motor Company (Ohno, 1988). TPS focuses on removing any kind of waste and inconsistency in the production system based on two concepts: Just-in- Time (JIT) and Jidoka (Sugimori et al., 1977; Ohno, 1988; Liker, 2004). The JIT method concentrates on producing the right product at the right time, while keeping a minimum level of stock, reducing buffer inventories, decreasing working capital and minimizing time to market (Abdulmalek & Rajgopal, 2007; Tiwari et al., 2011). However, TPS is not just focused on the elimination of waste, but also on the improvement of the product quality through Jidoka. Sugimori et al. (1977) refer to Jidoka as a machine with human intelligence, which task is to detect a deviation from a standard and stop, while waiting for help.
This program, as other similar programs, is very useful for researchers who have never had contact with the basics of managementand entrepreneurship for assessing the commercial viability of products or services that can be obtained from their science/technology proposals. During 3-4 months, the program give the tools to assess the viability of the projects in terms of team management, product idea generation, intellectual property, legal issues, financials, business models and business plan development, very important skills to move towards science to business inducing entrepreneurial and technology commercialization skills in the participants. In the beginning, we were completely focused on the scientific aspects of CATALVALOR project, but soon realized that important aspects, such as market, uniqueness, need for the product or service, surpassed the scientific content. Consequently, during the program the research project was step by step, slowly turned into a business project, CATALVALOR– a catalyst for change: a solid catalyst, X-CAT, and a disruptive technology for efficient low-cost biodiesel production, Figure 3.
this worker can be either the commercial manager of the project, the project technician, or a member of the materials management team. This employee has the responsibility of tracking the progress of a project in the Project Status Poster (Annex V), of controlling the work of suppliers, warehouse workers, andproduction employees, and in that way increase the perception of the flow of information associated with the project. In order to avoid confusion, project managers (the current designation adopted by the company) are referred as commercial managers from this point of the dissertation. Budget Validation – Project technicians often detect budgeting errors such as lack of material, absence of material, or inconsistencies between what is reported by the commercial manager as the will of the customer and what is, in fact, reflected in the approved budget. Instead of requesting rework from estimators and delegating the task of rectifying the approved budget to the construction supervisor, it is recommended that the director of the estimators’ department takes the responsibility of approving a final version of the budget with the corresponding commercial manager. This change aims to increase this director’s experience and technical know-how, prevent the loss of knowledge when the construction supervisor (who has a considerate working experience) leaves the company, avoid the occurrence of mistakes and incoherencies, and create a more linear flow in the Activity 2 highlighted in the «as-is» responsibility matrix represented in Annex F. In the proposed responsibility matrix of Annex AB, estimators are no longer consulted during the course of the technical treatment. In case of doubt about the customer’s request, the commercial manager is contacted.
Desde há muitos anos que existem várias filosofias de gestão no Japão. Dessas filosofias, uma das mais utilizadas era a JIT (Just in Time) (Low, 2015). Apesar das diversas metodologias existentes no país, nenhuma era reconhecida pelo PMAJ (ProjectManagement Association of Japan) (Low, 2015). Com o passar dos anos, o P2M (Projectand Program Management) foi criado por Shigenobu Ohara do Nippon Institute of Technology com o apoio do Ministério da Economia e Indústria do Japão (Siang & Yih, 2012). O P2M foi o primeiro guia reconhecido de gestão de projetos e programas por parte do PMAJ (Low, 2015). Entre o ano de 1993 e 2002, o Japão passou por uma crise económica e por esse motivo o país optou pela criação do P2M em 2001 (Low, 2015). Este modelo tem como objetivo o melhoramento dos negócios japoneses a nível internacional e o melhoramento dos valores na gestão de projetos (Siang & Yih, 2012). O P2M é o tipo de metodologia que pretende encontrar ideias e soluções para situações complexas em empresas e organizações (Siang & Yih, 2012). Apesar de este guia ter sido criado com intenção de melhorar as empresas japonesas, pode ser aplicada a qualquer empresa mundial (Siang & Yih, 2012).
The experiment was conducted in Faisalabad (Pakistan) having soil of Aridisol-fine-silty, mixed, hyperthermic Ustalfic, Haplargid (USDA soil classification) and Haplic Yermosols (FAO classification scheme) (Naeem et al. 2013). Composite samples were prepared from subsamples collected from 30, 45 and 60 cm depth and then homogenized to determine the physico-chemical properties of the experimental soil for proper fertilization and to formulate appropriate agronomic management plan. Sandy clay loam was the textural class of the experimental soil and was severely deficient in nitrogen and phosphorous along with organic matter. The pH of the experimental soil remained between 7.7 – 7.9 during all three years (Table 1). The climate of experimental area is classified as semi-arid (Koppen- Geiger classification). The mean daily temperature remained 40.6 – 41.7 o C during the crop growing seasons, while total
In recent years, new strategies, methods, instruments, and technologies have been studied in order to improve the sustainability of agricultural ecosystems. A potential tool to improve the agro-enviromental perfomance in farms is the use of humic acids as plant biostimulants. These active natural compounds obtained from soil and compost organic matter can enhance yield and quality parameters of crops, nutrient efficiency, physiological performance of horticultural crops, and abiotic stress tolerance (Calvo et al. 2014). However, the potential of humic acids for grapevines has received little research attention. Canellas et al. (2015) reported that most humic substances used in agricultural systems are in the present produced from non-renewable resources. This is why new sustainable sources of humic commercial products need to be identified. Vermicomposts could be a potential source to develop new humic commercial products. Aguiar et al. (2013) noted that vermicomposts are an environmentally friendly substitute for peat and that it is enriched with highly bioactive humic acids substances. Foliar applications of biostimulants have been widely recognized to improve plant growth, yield and physiological processes of horticultural crops. Foliar applications require fewer amounts of biostimulants and it allows for nutrients to be absorbed fast and directly by the leaf. According to Ferrara and Brunetti (2010), foliar sprays of humic compounds applied at different plant phenological growth stages increases berry weight and it enhanced grape fruit quality parameters such as titratable acidity and soluble solids.
Return on Investment Calculation: Allows the manager to track use of information, the amount of value-adding processing required and the amount of error prevention and correction required adding value. In this case, the manager relates the eventual business value back to the costs associated with generating that business value 558 . Information flow model is used when the organization need to know how information flows around, into and out of the business. This shows how information flows work between business functions (within the business) and between business and external functions (as entities like suppliers or customers).
results confirm the existence of genetic variability among the cultivars, above all, in the potential for production of nodules and snap bean pod yields. The importance of the Phaseolus vulgaris L. genotype on the symbiosis process has been known for a long time, in addition to the importance of the strain (Nutman 1967). For common bean, it is well known that different varieties exhibit different potentials for nitrogen fixation, as well as different rhizobia inoculation requirements (Hardarson 1993; Kipe-Nolt et al. 1993; Franco et al. 2002), mainly depending on climate and soil conditions and interactions among all these factors (Soares et al. 2016). However, for snap beans, this is the first report on different symbiotic relationships with rhizobia strains in Brazil (the third report in the world). Because common bean and snap bean belong to the same species, we hypothesized that they would behave in the same way. Indeed, we found effects of both strains on the snap bean cultivars and of their interaction under the same environmental conditions. Among the limiting factors for BNF in Phaseolus vulgaris L., the host plant may affect nitrogenase activity and the speed of nodule senescence (Hernández-Jiménez et al. 2002; Alcântara et al. 2009). As this senescence occurs naturally at the beginning of anthesis, due to generalized signal synthesis in the shoots or during grain filling, this process is accelerated in shorter cycle genotypes (Puppo et al. 2005). The early nodule senescence occurs without necessarily reducing the effectiveness of the nodules and the active period of biological fixation of N 2 and it does
The whole process of getting a job refers to a set of measures, from the identification of the opportunity to offer a new job to the consolidation of the relationship with the new employee starting the first day after accepting the job. Once the opportunity is defined, it is crucial to specify as clearly as possible the requirements of the respective job as well as to identify the necessary experience, skills and other attributes that a candidate must have so that (s)he may get the respective job.
Performance management strategy aims to provide the means through which better results can be obtained from the organization, teams and individuals by understanding and managing performance within an agreed framework of planned goals, standards and competence requirements. It involves the development of processes for establishing shared understanding about what is to be achieved, and an approach to managing and developing people in a way that increase the probability that it will be achieved in the short and longer term. Evaluating periodically the human resource inside the organization can increase the motivation and commitment of employees and enable individuals to develop their abilities, increase their job satisfaction and achieve their full potential to their own benefit and that of the organization as a whole. Unfortunately not all organizations provide opportunities for personnel evaluation. An example: Personnel evaluation in Latin America and Spain. 114