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.

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

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

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?

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