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Enhancing efficiency by implementation of integrated management system in order to align organisational culture and daily practice

Zaloga Viliam, Dyadyura Konstiantyn, Rybalka Iryna, Pandova Iveta, Zaborowski Tadeusz

Management Systems in Production Engineering

2020

nr 4 (28)

304--311

The main aim of presented article is present methodology how sophisticated products as compressor equipment can be considered and analyzed as a complex technical system which consists of jointly operating components – a set of hardware, software, operational staff and documented information. In process modeling, these components can be in different processes of inputs, outputs, mechanisms (resources) or management. Based on the regulatory requirements for each component of the system, a key indicator efficiency can be identified. This will allow to control the process and make appropriate decisions to improve the system. The application of the proposed methodology for the development and implementation of an integrated management system reduce the cost of resources and significantly improve the quality of the implementation of processes.

Analyzing sustainable competitive advantage: strategically managing resource allocations to achieve operational competitiveness

Malek N. A., Shahzad K., Takala J., Bojnec S., Papler D., Liu Y.

Management and Production Engineering Review

2015

Vol. 6, No. 4

70--86

In today’s dynamic business environment, a key challenge for all companies is to make adaptive adjustments to their manufacturing strategy. This study demonstrates the competitive priorities of manufacturing strategy in hydro-power case company to evaluate the level of sustainable competitive advantage and also to further analyze how business strategies are aligned with manufacturing strategies. This research is based on new holistic analytical evaluation of manufacturing strategy index, sense and respond, and sustainable competitive advantage models. These models help to describe, evaluate, and optimize resource allocation to meet the performance requirements in dynamic decision making. Furthermore, these models evaluate operational competitiveness for manufacturing strategies according to the multi-criteria priority. The results show that the adjustments of competitive priorities in manufacturing strategies by implementing the proposed holistic analytical models are helpful in strategically managing business operations. The discussion derives the most critical attributes in business operations while alignment of resource allocation with competitive priorities help to strategically focus those attributes. In conclusion, we argue that resource allocation and manufacturing strategies have become the most important capabilities in a business environment where companies focus to get a sustainable competitive advantage.