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Managing enterprise performance in the food industry

Goncharuk A. G.

Polish Journal of Management Studies

2012

Vol. 5

86-101

The paper is devoted to the development of important elements of the system of enterprise performance management. Author proposes to divide the entire staff of the enterprise into the three categories: main production personnel; subsidiary workers and engineering personnel; managers, clerks and other personnel. The model of personnel motivation and model of internal performance benchmarking are developed. The results of successful introduction of these models on the food enterprises of Ukraine are described.

Artykuł poświęcony jest rozwojowi ważnych elementów systemów zarządzania wydajnością przedsiębiorstwa. Autor proponuje by podzielić cały personel przedsiębiorstwa na trzy kategorie: główny personel produkcyjny, pracowników pomocniczych i kadra inżynierska, menedżerowie, urzędnicy i inni pracownicy. Opracowany został model motywacji personelu i model wewnętrznego porównania skuteczności. Opisane zostały wyniki udanego wprowadzenia tych modeli do przedsiębiorstw przemysłu spożywczego na Ukrainie.

Benchmarking wewnętrzny w systemie zarządzania bezpieczeństwem i higieną pracy

Gajdzik B.

Zarządzanie Przedsiębiorstwem

2010

Vol. 13, nr 2

12-20

Thinking in categories of workplace safety is one of the instruments of efficiency and effectiveness improvement in the operational management of production enterprises. Internal benchmarking helps the executives to monitor the situation as well as the results of actions in reference to particular basic, background or managerial operations. One of the areas of analysis is the effect of action undertaken in order to provide workplace safety and hygiene. Internal benchmarking is used in big multi-section, global companies and is based on an assumption that in various sections of the company there are similar functions or/and identical actions performed, which may be the source of comparisons and reference of the course of processes to the models of such processes. Benchmarking allows for identification of the best practices in realisation of processes in an enterprise in order to improve them. One of the main reasons why inner benchmarking is used in workplace safety and hygiene is saving of time and lowering costs of introduction of more efficient solutions. It should be pointed out, however, that benchmarking must not be simple copying of the course of process from one company section to the other but should take into account the specifics of basic functions of an enterprise and the awareness level of the workers in reference to improvement of workplace safety and hygiene systems. This article refers to the inner comparative analyses applied in workplace safety and hygiene management systems in production enterprises. In the theoretical part of the article the assumptions of the properly realised inner benchmarking are presented with its place in a balanced results sheet together with the basic range of system assessment and example measuring tools used in production enterprises. In the practical part, the metallurgy company ArcelorMital Poland was used as case study. The company was constructed on the basis of the production companies taken over by it and is a part of the global capital group ArcelorMital (world steel and metallurgy products producer). The analysed enterprise has a workplace safety and hygiene management system and strives at a non-accident situation. On the basis of two production companies which were joined to the organisational structure of the enterprise on 1st January 2009, the analysis of the accident rate before and after takeover of the companies was conducted. The subject of the analysis included: the number of accidents, frequency rate and severity of the accidents. An assumption was made, that big industrial enterprises, which systematically follow the rules of the workplace safety and hygiene improvement policy quite quickly reach a high level of workplace safety in incorporated enterprises.