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Zeitschriftenartikel zum Thema „Production management“

Autor: Grafiati

Veröffentlicht am 4. Juni 2021

Zuletzt aktualisiert am 31. Juli 2024

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1

Alla, Sedelnikova. „ENHANCING ENTERPRISE PRODUCTION MANAGEMENT SYSTEM THROUGH LEAN PRODUCTION PRINCIPLES“. International Journal of Economics Finance & Management Science 08, Nr. 07 (11.07.2023): 09–15. http://dx.doi.org/10.55640/ijefms-9131.

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Efficient production management is essential for enterprises to maintain competitiveness and optimize resource utilization. Lean production principles have proven to be effective in streamlining operations, eliminating waste, and improving overall productivity. This study aims to enhance the enterprise production management system by implementing lean production principles. Through a systematic analysis of existing production processes, waste identification, and the application of lean tools and techniques, the study proposes strategies for process optimization, inventory management, quality improvement, and workforce engagement. The findings highlight the benefits of incorporating lean production principles into the enterprise production management system, leading to increased efficiency, cost reduction, and enhanced customer satisfaction.

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2

Rajendrakumar, Shiny, V. K. Parvati und Anandhalakshmy Ram. „Automation of Production Management System“. Bonfring International Journal of Software Engineering and Soft Computing 6, special issue (31.10.2016): 234–38. http://dx.doi.org/10.9756/bijsesc.8285.

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3

Kanabi, Idrees Sadeq, Diyar Abdulmajeed Jamil, Rozhgar Khorsheed Mahmood, Zaid Saad Ismail, Swran Jawamir Jwmaa, Saif Qudama Younus, Baban Jabbar Othman und Muhammed Khazal Rashad. „Production Management: Analyzing the alignment of knowledge management with production management“. Journal of Humanities and Education Development 4, Nr. 6 (2022): 22–37. http://dx.doi.org/10.22161/jhed.4.6.3.

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The development of new information in the field of project management has had a significant effect on the manufacturing industry. As a result, it is critical that service development procedures be optimized in every project. The rise in cement manufacturing production was supposed to be accomplished through the utilization of knowledge management principles and knowledge management as a mediator, which was the purpose of this research. The research was carried out across a number of different cement-producing sites in the Kurdistan area of Iraq. The researchers looked at four different aspects of knowledge management in order to determine how much production could be increased by using knowledge management. These aspects were knowledge creation, knowledge storage management, knowledge sharing, and knowledge application, with knowledge management acting as a mediator. The researchers utilized a quantitative research methodology in the form of a survey in order to carry out the current analysis that is being presented. The questionnaire was handed out in a randomized fashion to around one hundred and forty administrative staff members working for a variety of cement production enterprises in the Kurdistan area. However, the researchers did manage to gather a total of 128 completed surveys. The study employed hierarchical multiple regression analysis as well as the Sobel test in order to evaluate the research hypotheses that had been created. According to the findings, each component of knowledge management—knowledge creation, knowledge storage development, knowledge sharing, and knowledge application—had a distinct and significant positive relationship with increased production at carpet manufacturers in the Kurdistan region of Iraq. This was the case regardless of which component of knowledge management was examined. In addition, the findings indicated that all knowledge management concepts with a mediator (a project management development program) had an indirect positive and significant relationship with increased production at cement manufacturing facilities in the Kurdistan region of Iraq. The mediator in this case was the project management development program.

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4

PS, Sellero. „Quality Management, Production Process, Innovation and Productivity“. Open Access Journal of Waste Management & Xenobiotics 2, Nr. 3 (2019): 1–3. http://dx.doi.org/10.23880/oajwx-16000124.

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This paper aims to analyse quality management systems, production process, innovation and productivity of manufacturing firms. In order to obtain that, we have taken into account aspects such as product standardization, the use of quality management systems, the complexity of the production system and some con siderations on technological innovation.

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5

Negru, Ion, und Radu Negru. „The interdependence between production management and logistics“. Vìsnik Marìupolʹsʹkogo deržavnogo unìversitetu. Serìâ: Ekonomìka 10, Nr. 20 (2020): 25–30. http://dx.doi.org/10.34079/2226-2822-2020-10-20-25-30.

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Modern trends in production management have increased the importance of the time factor in both production and logistics. However, there is much less room for maneuver in production than in logistics. Therefore, to reduce the duration of the main production cycle, many companies are trying to improve intra-production logistics by introducing new technologies and logistics systems. Of decisive importance for production management is the activity of supplying the necessary materials, including logistics operations. In this context, it is worth mentioning that at the present stage the basic links between production management and logistics have been concentrated by specialists in a new field that has been defined as logistics management. According to the Council of Supply Chain Management Professionals, “Logistics management is an integration function that coordinates and optimizes all logistics activities, as well as integrates logistics activities with other functions, including marketing, sales production, finance and information technology”(Supply Chain Management Definitions and Glossary, 2020). We believe that the concept of logistics management best meets all the links between production management and logistics.

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6

Mason, D. H., und J. A. Wiesenthal. „Production Computing Management“. SPE Computer Applications 3, Nr. 03 (01.05.1991): 21–27. http://dx.doi.org/10.2118/20340-pa.

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7

Polyakov, S., und P. Vershinin. „Production management fibreboard“. Актуальные направления научных исследований XXI века: теория и практика 3, Nr. 5 (02.12.2015): 390–94. http://dx.doi.org/10.12737/16286.

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8

Guigues, Vincent. „Robust production management“. Optimization and Engineering 10, Nr. 4 (24.04.2009): 505–32. http://dx.doi.org/10.1007/s11081-009-9086-2.

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9

Salama, Mamdouh M. „Sand Production Management“. Journal of Energy Resources Technology 122, Nr. 1 (01.12.1999): 29–33. http://dx.doi.org/10.1115/1.483158.

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Sand production may be inevitable in many fields that have a relatively low formation strength. Sand erosion and settling predictions and sand monitoring are important elements of any effective sand production management strategy. Sand erosion predictions are used to establish tolerable sand production rates, and, thus, well productivity, and to develop cost-effective inspection frequency for critical components. Prediction of critical flow rate to prevent sand settling is important for flowlines that are not designed for pigging. Quantitative sand monitoring is essential in verifying the effectiveness of sand control procedures and in generating an important input parameter for erosion and sand settling predictions. This paper presents equations for predicting sand erosion rate and sand settling flow rate, and assesses the accuracy of these equations. In addition, the paper presents an assessment of the sensitivity of commercially available nonintrusive acoustic and intrusive electrical resistance sand monitors. [S0195-0738(00)00201-6]

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Prosvirina, N. V., A. I. Tikhonov und H. I. Okagbue. „Lean Production Principles in Production Management“. Russian Engineering Research 41, Nr. 12 (Dezember 2021): 1263–68. http://dx.doi.org/10.3103/s1068798x21120352.

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11

Teles, Eduardo Oliveira, Ana Paula Maia Tanajura, Francisco Gaudêncio Mendonça Freires und Ednildo Andrade Torres. „Reactivation of Mature Oilfields: A Multifaceted Production Management“. International Journal of Materials, Mechanics and Manufacturing 4, Nr. 1 (2015): 36–39. http://dx.doi.org/10.7763/ijmmm.2016.v4.221.

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12

Meis, Jan Fabian, und Gunther Reinhart. „Continuous Production Requirements Management“. Applied Mechanics and Materials 794 (Oktober 2015): 500–506. http://dx.doi.org/10.4028/www.scientific.net/amm.794.500.

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Concurrent Engineering has been accepted as an integrated development concept offering significant benefits regarding to cost and development time. Despite of this agreement and the fact that shortened product lifecycles increase the necessity for stronger interaction between all stakeholders involved in product development, benefits are not achieved to the predicted extend. While reasons are manifold, a lack in structured and efficient communication between different departments can be identified as a key obstacle. Recent research activities had addressed requirements management processes outside the limited domain of software and product development and allowed for an integration of production requirements. This paper presents an approach which allows for a continuous requirements process within the production departments. Thus ensuring the integration of up-to-date requirements in all development activities.

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13

Rand, Graham K., D. W. Fogarty, T. R. Hoffmann und P. W. Stonebraker. „Production and Operations Management“. Journal of the Operational Research Society 42, Nr. 3 (März 1991): 260. http://dx.doi.org/10.2307/2583323.

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14

Wilborn, Robyn R., und Pamela S. Haney. „Production and Reproductive Management“. Veterinary Clinics of North America: Small Animal Practice 51, Nr. 4 (Juli 2021): 905–19. http://dx.doi.org/10.1016/j.cvsm.2021.04.008.

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15

Nakane, Jinichiro. „Production management in CIM.“ IEEJ Transactions on Industry Applications 108, Nr. 6 (1988): 535–39. http://dx.doi.org/10.1541/ieejias.108.535.

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16

RIIS, JENS O. „Games in production management“. Production Planning & Control 5, Nr. 2 (März 1994): 229–33. http://dx.doi.org/10.1080/09537289408919491.

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17

Koch, Carolyn. „Dance Production and Management“. Journal of Dance Education 14, Nr. 4 (02.10.2014): 156. http://dx.doi.org/10.1080/15290824.2014.929376.

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18

Burbidge, J. „Back to production management“. Manufacturing Engineer 74, Nr. 2 (01.04.1995): 66–71. http://dx.doi.org/10.1049/me:19950208.

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19

Smith, A. C., und A. Tsaregorodtsev. „DIRAC: data production management“. Journal of Physics: Conference Series 119, Nr. 6 (01.07.2008): 062046. http://dx.doi.org/10.1088/1742-6596/119/6/062046.

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20

Rand, Graham K. „Production and Operations Management“. Journal of the Operational Research Society 42, Nr. 3 (März 1991): 260–61. http://dx.doi.org/10.1057/jors.1991.56.

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21

Kuhlmann, T., R. Lamping und C. Massow. „Agent-based production management“. Journal of Materials Processing Technology 76, Nr. 1-3 (April 1998): 252–56. http://dx.doi.org/10.1016/s0924-0136(97)00356-7.

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22

Matthews, G. A. „Pasture production and management“. Crop Protection 17, Nr. 4 (Juni 1998): 367. http://dx.doi.org/10.1016/s0261-2194(97)00114-2.

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23

Zimny, Adam. „SOLARIS Production Management System“. IFAC Proceedings Volumes 39, Nr. 22 (September 2006): 102–5. http://dx.doi.org/10.1016/s1474-6670(17)30121-0.

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24

Barash, Moshe M. „Modelling production management systems“. Journal of Manufacturing Systems 6, Nr. 2 (Januar 1987): 157–60. http://dx.doi.org/10.1016/0278-6125(87)90039-2.

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25

Augustin, Siegfried, und Ralph Gündling. „Decentralized production management systems“. Computers in Industry 6, Nr. 6 (Dezember 1985): 411–12. http://dx.doi.org/10.1016/0166-3615(85)90022-3.

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26

Pels, H. J. „Modelling production management systems“. Computers in Industry 6, Nr. 4 (August 1985): 279–88. http://dx.doi.org/10.1016/0166-3615(85)90050-8.

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27

Southern, Geoff. „Production and operations management“. European Management Journal 8, Nr. 1 (März 1990): 81–82. http://dx.doi.org/10.1016/0263-2373(90)90064-d.

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28

Koskela, Lauri, und Glenn Ballard. „Is production outside management?“ Building Research & Information 40, Nr. 6 (Dezember 2012): 724–37. http://dx.doi.org/10.1080/09613218.2012.709373.

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29

Schuh, G., S. Gottschalk und T. Höhne. „High Resolution Production Management“. CIRP Annals 56, Nr. 1 (2007): 439–42. http://dx.doi.org/10.1016/j.cirp.2007.05.105.

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30

Hale, A. R. „Safety management in production“. Human Factors and Ergonomics in Manufacturing 13, Nr. 3 (2003): 185–201. http://dx.doi.org/10.1002/hfm.10040.

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31

Babb, Emerson M. „Production and operations management“. Agribusiness 2, Nr. 4 (1986): 421–29. http://dx.doi.org/10.1002/1520-6297(198624)2:4<421::aid-agr2720020405>3.0.co;2-3.

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32

Zuzik, Ján, Vladimíra Biňasová, Martin Gašo, Beáta Furmannová und Marta Kasajová. „Workshop production management methods“. Technológ 16, Nr. 1 (2024): 91–94. http://dx.doi.org/10.26552/tech.c.2024.1.16.

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The contribution is devoted to a mechanical engineering company, then the methods of workshop production management and the systems that are used in this management are discussed in detail. At the beginning of the practical part, the current state of workshop management is identified using a questionnaire. In the second part, there is an analysis of workshop management in the company and a proposal for improving the given management

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33

Marciniak, Stanisław. „The role of economy and management in production engineering“. Scientific Papers of Silesian University of Technology. Organization and Management Series 2017, Nr. 108 (2017): 255–62. http://dx.doi.org/10.29119/1641-3466.2017.108.23.

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34

Hron, J., und T. Macak. „Synergistic effect in the management of agricultural production “. Agricultural Economics (Zemědělská ekonomika) 59, No. 11 (29.11.2013): 489–95. http://dx.doi.org/10.17221/92/2013-agricecon.

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Generally, when a certain type of agricultural production is optimized, an interaction is said to exist between two factors when the response (the yield of agricultural production) at the different levels of one factor is affected by the level of the other factor present. Thus, the combined effect of the two factors is not simply the sum of their separate effects, but either more than this sum (synergistic interaction) or less than this sum (antagonistic interaction). A 3 factor interaction between the factor f<sub>1</sub>, f<sub>2</sub>, and f<sub>3</sub> occurs when the nature of the interaction between f<sub>1 </sub>and f<sub>2</sub> is different at the various levels of f<sub>3</sub>. Higher order interactions can be similarly defined but these become increasingly more difficult to interpret. A disadvantage of this approach is that it explores each of the agricultural sub-process unrelated to the follow-up sub-process (e.g., this approach optimizes the process of fertilization without links to the crops distribution process and unrelated to the price optimization). This is because each sub-process has a different response unit that is the subject of optimization. Therefore, it is appropriate to investigate the interaction of agricultural production in its integrated form, through a universal response of variables (e.g., in the form of utility from the response). This new approach is introduced in the paper. Thus, the objective of the paper is to present a new method for the formal determination of synergistic effects of the agricultural enterprises management.  

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Veselina Kodzheykova, Veselina Kodzheykova, und Yordanka Yankova -Yordanova. „METHODOLOGY FOR LOGISTICS SYSTEM MANAGEMENT IN MEDIUM SERIAL PRODUCTION“. Journal Scientific and Applied Research 16, Nr. 1 (06.06.2019): 32–41. http://dx.doi.org/10.46687/jsar.v16i1.261.

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The set logistic parameters have a significant impact on industrial production, investment decisions and economic performance. The degree of detail also depends on the available information flows embedded in the batch production process from a logistical point of view. The established logistical parameters directly affect the flows themselves (material, personnel, information, technological, and waste disposal) along the entire production chain-from production to marketing- including their changing state in terms of technological features of the equipment and aggregates. It also affects the management and organizational structure.

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36

Mardiana, Siti, Retno Widhiastuti und Sumono Sumono. „Management and Employees Perception Analysis on Sugar Industry Waste Management Based on Cleaner Production“. Indian Journal of Applied Research 3, Nr. 10 (01.10.2011): 1–4. http://dx.doi.org/10.15373/2249555x/oct2013/67.

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37

ALZATE MONTOYA, PAOLA MARCELA, BRIGITH DANIELA HURTADO NIETO und MARIANA GÓMEZ JIMENEZ. „GESTIÓN DE LA PRODUCCIÓN: EVOLUCIÓN Y TENDENCIAS DE INVESTIGACIÓN“. Revista Ingeniería, Matemáticas y Ciencias de la Información 9, Nr. 18 (31.07.2022): 29–46. http://dx.doi.org/10.21017/rimci.2022.v9.n18.a118.

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Production management is a progressively relevant issue for the industrial sector, constituted as a business advantage by integrating fundamental decentralized activities for the processes. Organizations manage to optimize their productive resources and be potentially sustainable in a world where competition is increasingly stronger and globalized by incorporating productive management mechanisms. The present study presents a systematic review of the literature on production management, using bibliometric instruments and methods. The Scopus database was implemented for the bibliographic exploration published between 2000 and 2021. The results obtained were processed using the Bibliometric, Software R and Gephi tools. The documents were classified by applying the tree metaphor, which orders them by means of three categories, classical, structural and recent, the latter allow identifying research perspectives, which address issues such as energy efficiency methods applied to processes of production, techniques for distribution systems in production and diffusion techniques. Finally, an agenda for future research is presented.

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38

Berawi, M. A., und R. M. Woodhead. „Application of knowledge management in production management“. Human Factors and Ergonomics in Manufacturing 15, Nr. 3 (2005): 249–57. http://dx.doi.org/10.1002/hfm.20024.

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39

BORGEN, E. „Production management principles in newspaper pre-press production“. Production Planning & Control 7, Nr. 1 (Januar 1996): 96–98. http://dx.doi.org/10.1080/09537289608930329.

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40

RIIS, JENS O. „The use of production management concepts in the design of production management systems“. Production Planning & Control 1, Nr. 1 (Januar 1990): 45–52. http://dx.doi.org/10.1080/09537289008919293.

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41

Guziur, Janusz F., und Konrad Turkowski. „Economic aspects of table carp production under various management conditions“. Acta Ichthyologica et Piscatoria 20, Nr. 2 (31.12.1990): 109–18. http://dx.doi.org/10.3750/aip1990.20.2.09.

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42

Lennartsson, Martin, und Anders Björnfot. „Production Resource Management in the Industrialised House-Building Supply Chain.“ Journal of Engineering, Project, and Production Management 2, Nr. 2 (31.07.2012): 78–87. http://dx.doi.org/10.32738/jeppm.201207.0004.

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43

Látečková, A., und M. Kučera. „Management of agricultural production in the conditions of information society“. Agricultural Economics (Zemědělská ekonomika) 53, No. 8 (07.01.2008): 354–58. http://dx.doi.org/10.17221/922-agricecon.

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Nowadays the development of information systems and technologies secures an effective solution of the production process. The implementation of a qualitative software solution is a competitive advantage for agricultural companies as well. In this article, we pay our attention to problematic fields which need to be respected in the process of automated management of agricultural production. We consider as the most important part the creation of adequate information infrastructure which respects the company organization structure and manager’s requirements for information accessibility; data monitoring in terms of environmental economy (nitrate directive) and we suggest selected aspects for automated company information system.

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Tezel, Algan, Lauri Koskela und Patricia Tzortzopoulos. „Visual management in production management: a literature synthesis“. Journal of Manufacturing Technology Management 27, Nr. 6 (04.07.2016): 766–99. http://dx.doi.org/10.1108/jmtm-08-2015-0071.

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Purpose The purpose of this paper is to holistically discuss, explore and synthesise the key literature on visual management (VM), an important, yet highly fragmented subject that is frequently referred in lean production accounts. Design/methodology/approach An extensive literature review was conducted to classify the current literature, to explore the different aspects and limitations of the current discussions on the subject, to clarify in what ways VM benefits manifest themselves in a workplace and to identify the future research focus. Findings VM is an important close-range communication strategy based on cognitively effective information conveyance. This strategy has been frequently discussed in the production management literature. However, the literature is fragmented as to the roles of VM in a production setting; the body of literature lacks integrated focus and cohesion with an abundance of related terminology from scholarly works and consultant books; a practical VM tools taxonomy and a visual workplace implementation framework were presented; there is poor clarity with regards to the functions (benefits) that VM may provide within organisations, nine conceptual VM functions were proposed; a wide array of future research directions related to VM was identified. Originality/value This paper synthesises the key literature related to VM, providing a conceptual picture of the current knowledge.

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Khoroshko, L. L., und P. M. Kuznetsov. „Management of Short-Run Production“. Russian Engineering Research 40, Nr. 12 (Dezember 2020): 1107–8. http://dx.doi.org/10.3103/s1068798x20120333.

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46

Tubel, Paulo. „Production and Reservoir Management Applications“. Journal of Petroleum Technology 51, Nr. 10 (01.10.1999): 40–42. http://dx.doi.org/10.2118/1099-0040-jpt.

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47

Ingald, Manuela. „PRODUCTION MANAGEMENT OF WINDOW HANDLES“. Production Engineering Archives 5/4 (Dezember 2014): 14–17. http://dx.doi.org/10.30657/pea.2014.05.04.

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48

Bitkowska, Agnieszka. „Knowledge management in production enterprises“. Production Engineering Archives 15 (Juni 2017): 23–26. http://dx.doi.org/10.30657/pea.2017.15.06.

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49

Sarwar, M., M. A. Khan, M. Nisa, S. A. Bhatti und M. A. Shahzad. „Nutritional Management for Buffalo Production“. Asian-Australasian Journal of Animal Sciences 22, Nr. 7 (25.06.2009): 1060–68. http://dx.doi.org/10.5713/ajas.2009.r.09.

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50

Gregory, Geoffrey, und Terry Hill. „Small Business: Production/Operations Management.“ Journal of the Operational Research Society 39, Nr. 7 (Juli 1988): 696. http://dx.doi.org/10.2307/2582196.

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