Wyniki wyszukiwania - BazTech

1

By awarii było jak najmniej : standard zarządzania utrzymaniem ruchu w cementowni

Stańczyk Emil

Surowce i Maszyny Budowlane

|

2019

|

nr 1

86--88

PL

Do tego, jak ważne w prawidłowym funkcjonowaniu zakładu są odpowiednie służby utrzymania ruchu, chyba nikogo nie trzeba przekonywać. Czasem warto zmienić utarty sposób działania i nie opierać się zmianom, bo mogą one przynieść wymierne korzyści.

2

Analysis of use of Methods and Quality Management Tools in a Group of Production Enterprises

Skuza Zbigniew

New Trends in Production Engineering

|

2019

|

Vol. 2, Iss. 2

241-253

EN

The publication presents the results of research on the scope of practical use of available methods and tools of quality management by enterprises. The analysis was based on surveys conducted at the Production Management Institute of the Faculty of Production Engineering and Materials Technology of the Częstochowa University of Technology. The presented study applies only to the information collected so far as the research work commenced is still being continued. Currently, data (correctly completed questionnaires) has been collected from fifty one small, medium and large production companies located primarily in the Śląskie and Łódzkie region. Both the organizations surveyed for the needs of this project and the cases cited in the literature indicate that the group of the most commonly used tools and methods is quite limited and in a sense comes down to the most known. This situation may partly result from the specifics of the industry and the nature of production. In addition, providing questionnaire response suggestions (as examples, the most frequently used methods and techniques) may have influenced the choices made by the respondents. At the same time, in some cases, low awareness or insufficient substantive knowledge may have contributed to the belief among the respondents that the techniques are implemented in the enterprise while in reality these techniques have never been used. All remarks and observations noticed at this stage of the research will be taken into account in subsequent analyzes.

3

Koszty i korzyści wdrażania EMAS

Krzyczkowski M.

Przegląd Komunalny

|

2014

|

nr 4

64--66

PL

Rozważania, czy opłaca się wdrażać EMAS, są jak rozważania, czy warto inwestować w rozwój. Oczywiste jest, że kiedy nie podejmujemy żadnych działań, nie tylko stoimy w miejscu, ale wręcz się cofamy. Możemy sprawdzać, liczyć i zastanawiać się, czy warto inwestować w EMAS, a tymczasem konkurencja będzie już w połowie drogi do kapitalizowania zysków.

4

The role of project management in business operation

Janusz A.

Acta Innovations

|

2012

|

no. 4

[1--44]

EN

The main objective of the study “The role of project management in the hospitality business operation” was to develop recommendations for the selection of project management standards which will allow the effective achievement of their objectives, in particular to define and adjust their management standards. The study was carried out in the period from 01/01 to 31/12/2011, while the fundamental phase of the study fell in the period from 01/08 to 30/11. A set of 5 specific objectives was used which were operationalized into 7 research questions and 5 research techniques, both quantitative and qualitative. The study used secondary data which constituted statistical and demonstrative material, as a result of which it was possible to develop a typology of projects implemented in hotel companies and compare project management standards. The above compilations were used to construct research tools in order to obtain primary data - the results of surveys and individual in-depth interviews. The study allowed the following main conclusions to be drawn: 1. The natural and cultural values of the region as well as regional and local tourist products are not perceived by hotel companies as attractive resources for creating their own offer. 2. Low propensity of hotel businesses to cooperate in integrating promotional activities for the region as an attractive tourist destination. 3. Low interest of hotel companies in the activities of sustainable development. 4. Low effectiveness of dialogue and cooperation between the hotel industry and other actors of the regional tourism market. 5. Moderate satisfaction of hotel companies with the implemented projects, there are no grounds to unequivocally state that the project was successful. 6. Hotels operating in the Łódź region conduct individual marketing activities on a small scale being focused exclusively on the promotion of their own offer. 7. Low propensity of hotel companies to establish cooperation within the tourism industry. 8. Hotel companies in the Łódź Voivodeship implement projects using few management standards. For these conclusions detailed recommendations were formulated indicating possible remedial actions aimed at reversing adverse trends or strengthening positive effects.