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The book summarizes the main results of the the project ENABLE-S3
covering the following aspects: validation and verification
technology bricks (collection and selection of test scenarios, test
executions envionments incl. respective models, assessment of test
results), evaluation of technology bricks in selected use cases and
standardization and related initiatives. ENABLE-S3 is an
industry-driven EU-project and aspires to substitute todays'
cost-intensive verification and validation efforts by more advanced
and efficient methods. In addition, the book includes articles
about complementary international activities in order to highlight
the global importance of the topic and to cover the wide range of
aspects that needs to be covered at a global scale.
The book summarizes the main results of the the project ENABLE-S3
covering the following aspects: validation and verification
technology bricks (collection and selection of test scenarios, test
executions envionments incl. respective models, assessment of test
results), evaluation of technology bricks in selected use cases and
standardization and related initiatives. ENABLE-S3 is an
industry-driven EU-project and aspires to substitute todays'
cost-intensive verification and validation efforts by more advanced
and efficient methods. In addition, the book includes articles
about complementary international activities in order to highlight
the global importance of the topic and to cover the wide range of
aspects that needs to be covered at a global scale.
Essay from the year 2004 in the subject Business economics -
Business Management, Corporate Governance, grade: 1, Glynd r
University, Wrexham known as NEWI (NEWI - Wales, Business School),
14 entries in the bibliography, language: English, abstract: Before
discussing the concept of Leadership and Management within the
Manufacturing Industry, it's important to define clearly what does
Leadership and Management mean, because these two words are often
used interchangeably. Most people think there exists no difference
between a Manager and a Leader, therefore they think, that the
person who seems to be the Leader must be a Manager, or the other
way round, every Manager must be a Leader. In this paper the
differences of Leadership and Management is defined. Furhtermore it
discusses several management systems as well as several Leadership
models. The difference between Leadership and Management is
elaborated and discussed. Management can be seen as the formal
structure of an organisation. The main goal is to find a structure,
in which the people can work together very effective, to increase
productivity. On the other hand Leadership deals with people. It
tries to change the behaviour of the superior itself admit a better
co-operation between each employee. Therefore the communication and
trust between superior and subordinate as well as the communication
between subordinates becomes very important. It can be also seen as
the informal structure of an organisation. Who are the people who
trust people, and are willing to follow?
Scholarly Research Paper from the year 2004 in the subject Business
economics - Industrial Management, grade: 2, Glynd r University,
Wrexham known as NEWI (Mechanical engineering), 4 entries in the
bibliography, language: English, abstract: This paper discusses the
impact of SPC for an organization. What SPC can do for an
organization as well as what the organization has to provide for
SPC to work successfully. This paper doesn't discuss, how SPC works
or how it can be installed into an organization. It discusses the
requirements for SPC to work successfully as well as the output of
SPC, and how it can be used for the organization to move forward,
on the basis of organization, which do already use SPC
successfully. (Oakland 1990 a) Statistic process control (SPC) is a
strategy for reducing variability, the cause of most quality
problems. Variation of products can be caused by nearly everything,
delivering times, in ways of doing things, raw material, people
attitudes, equipment, and its use, maintenance, and so one. SPC can
help to improve processes continually by reducing its variability.
The basic question therefore, which should be asked recurrently is:
Can we do the job more consistently? Therefore, there must be
willingness, to implement changes in every parts of business, to
achieve continuous improvement. SPC is not just control; it enables
reliable and consistent processes, and continuous improvement,
which is important to fulfil long-term requirements of the
customers, and the company. Quality can't be inspected it must be
built. Therefore creating quality is not the job of the quality
department, it's the job of everybody in the company. Knowledge of
the current statement of the process is essential for both
operational as well as strategic decisions for design and
technology functions. The following questions helps to get this
information, which should be asked contiguously. - Can we do the
job correctly? - Are we doing the job correctly? - Have we
Scholarly Research Paper from the year 2004 in the subject Business
economics - Accounting and Taxes, grade: 2, Glynd r University,
Wrexham known as NEWI (Business school), 5 entries in the
bibliography, language: English, abstract: During the last decades
there was a change in organisations from managing vertical to
managing horizontal. The organisations started to become process
orientated instead of function orientated, and new management
styles, like total quality management, just in time, benchmarking,
or business process reengineering appeared. Which lead into an
increase of overheads. (Drury 2004a) The most important cost
factors changed from direct costs like labour costs or materials,
into indirect costs like set-up costs or administration costs.
Therefore the traditional costing systems became more or less
useless, because they presented poor cost information, which leads
into decision errors. Therefore the ABC- system of cost calculation
seems to be a solution. The most important difference between
traditional systems, and the ABC system, is the breakdown of
overheads. In traditional costing systems, they are divided into
cost centres, and accumulated products by using direct cost
drivers. In the ABC system, they will be assigned to activities,
which creates a greater number of cost centres with different cost
drivers. They will be accumulated to products in the percentage of
usage of an activity. In this paper the ABC-system of cost
calcualton is discussed and how it can be inplemented successfully
within an organisation. Attention is also trwon to the most
important failure in implementation of an ABC-approach, which
should be avoided. To establish an ABC-approach within an
organisation more than just a new calculation system is needed. An
ABC-approach has to be implemented in the management system (ABM)
and in the budgetting process (ABB). All in all, Activity based
costing is much more than juast a costing tool. Successfully
implemented it will h
Bachelorarbeit aus dem Jahr 2010 im Fachbereich
Ingenieurwissenschaften - Wirtschaftsingenieurwesen, Note: 1,3,
Hochschule Aschaffenburg, Sprache: Deutsch, Anmerkungen:
Projektmanagement, Projektmanagementsystem, Prozesse und Bausteine
in der Projektleitung., Abstract: Ein permanenter Wandel der
Herausforderungen, mit denen sich die Industrie konfrontiert sieht,
ist nicht mehr von der Hand zu weisen und dies wurde auch von den
Geschaftsleitungen der Firmen erkannt. Projektmanagement wird nun
als ein unverzichtbarer Erfolgsfaktor fur Unternehmen angesehen.
Umso erstaunlicher ist jedoch wie viele Projekte unsystematisch und
nicht ausreichend gut geplant angegangen werden und schliesslich
scheitern. Gesteckte Ziele werden nicht erreicht, Termine nicht
eingehalten oder Kosten uberschritten. Ein gutes Projektmanagement
beweist sich in der Erfullung der Vorgaben durch eine erfolgreiche
Umsetzung der Planung und eine effiziente Projektabwicklung .Dies
stellt aber gerade die Projektleiter in kleineren und mittleren
Unternehmen vor grosse Schwierigkeiten. Oftmals haben diese von der
ursprunglich rein fachlichen nun auch die organisatorische
Verantwortung fur die Realisierung der Zielvorgaben. Weiterhin sind
die wenigsten von ihnen umfassend mit den gangigen
Projektmanagementmethoden und -werkzeugen vertraut. Auch fehlt es
vielmals an einer klaren Projektmanagementkultur im Unternehmen, an
der sich die Projektleiter orientieren konnen. Solch eine
Projektkultur wird optimaler weise als ein firmeneigenes
Projektmanagementsystem realisier
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