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Relevant bibliographies by topics / Project production

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Academic literature on the topic 'Project production'

Author: Grafiati

Published: 28 June 2021

Last updated: 17 February 2022

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Journal articles on the topic "Project production"

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Slater, Mark. "Locating Project Studios and Studio Projects." Journal of the Royal Musical Association 141, no. 1 (2016): 167–202. http://dx.doi.org/10.1080/02690403.2016.1151241.

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ABSTRACTVia a longitudinal case study of a studio project (Middlewood Sessions, 2004–12), this research explores processes of music-making in the increasingly prevalent context of the project studio to give an insight into contemporary music-making practices. Predicated upon technologies of decreasing size but increasing processing power, project studios represent a diversification of musical creativity in terms of the persons and locations of music production. Increasingly mobile technologies lead to increasingly mobile practices of music production, which presents a challenge to the seemingly simple question: where is the project studio? In response, I propose an ontology of project-studio music-making that sets out what conditions have to be met for location, as an active proposition, to take place.

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Humphreys, Geoff. "PESA production and development review 2009." APPEA Journal 50, no. 1 (2010): 121. http://dx.doi.org/10.1071/aj09009.

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Australian hydrocarbon production reached record levels in 2009 due to strong growth in production of LNG from the North West Shelf Venture. Domestic gas production also reached record levels. Coal seam gas production continued to grow, with the continuing development of existing fields and the development of the Kenya and Talinga projects in Queensland. Two new conventional gas projects also came into production: Blacktip in the Timor Sea and Longtom in the Gippsland Basin. However oil production was below that in the previous year, reflecting natural field decline and the absence of large scale projects reaching production. The project sanction highlight of the year was the final investment decision on the $43 billion Gorgon LNG project. This project will comprise three LNG trains with total capacity of 15 million tonnes per annum plus a domestic gas plant. The first gas from this project is planned for 2014. Eight other potential LNG projects are in various stages of front end engineering and design, most targeting final investment decisions in 2010 or 2011. The pipeline of committed and potential LNG projects has a combined value estimated to be well over $100 billion. These projects have the potential to significantly increase Australian LNG production over the next five to ten years. In the near term the start-up of the Van Gogh, Pyrenees and Turrum oil projects are expected to provide some respite from the decline in Australian oil production. Cost estimates for new projects are again escalating and skills shortages in all parts of the project delivery chain threaten the ability to deliver all of the projects under consideration.

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Ivanenko, Tetiana, Viktor Hrushko, and Anatolii Frantsuz. "Optimal investment decision making on the model of production enterprise with limited resources." Investment Management and Financial Innovations 15, no. 4 (October 23, 2018): 61–68. http://dx.doi.org/10.21511/imfi.15(4).2018.05.

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Investments are among the most important factors of national economic growth. Selection of optimal investment project is the first priority for any enterprise with limited financial resources. This study is dedicated to a choice among mutually exclusive projects, which are impossible to complete partially, so, one project must be chosen and all others must be rejected. An investor must find among all possible projects the one that allows to better achieve all investor’s aims. A mathematical model of multi-purpose multi-criteria investor decision making is proposed for investment project selection problem. Efficiency and riskiness of studied projects are evaluated using such indicators as profit, rate of return, payback period, marginal cost of capital, also taking into account subjective characteristics, namely the investor’s attitude towards financial risks, importance assessment of decision making criteria, etc. Decision making assessment methods for the situations of risk and uncertainty are applied to resolve the problem of optimal project selection, such as Wald’s pessimistic criterion, maximax optimistic criterion, as well as Hurwicz’s, Laplace’s, Bayes- Laplace, Hodges-Lehmann criteria, and Savage’s minimax risk criterion. Calculations carried out and results obtained indicate that the best investment project chosen that way will provide the highest absolute profit, despite certain disadvantages such as lower rate of return, longer payback period and higher risk than other projects.

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McBride, Tom, Brian Henderson‐Sellers, and Didar Zowghi. "Software development as a design or a production project." Journal of Enterprise Information Management 20, no. 1 (January 2, 2007): 70–82. http://dx.doi.org/10.1108/17410390710717147.

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PurposeThe paper seeks to investigate whether project managers regard software development projects as design problems or production problems.Design/methodology/approachProject management literature was examined to determine what evidence there should be to indicate whether a software development project was regarded as a problem to be solved or a product to be produced. Data were then collected through structured interview of project managers currently engaged in managing software development projects. The data were analysed to determine how project managers regarded their projects and whether this matched a theoretical expectation.FindingsThe empirical data indicated that most project managers regard their projects as production problems, where it is assumed that the underlying problem is largely understood, the project encapsulated in a planned schedule of activities and there will be an emphasis on monitoring the project against the planned progress.Research limitations/implicationsOwing to the small sample size of fewer than 30 project managers, external validity is weak. More research is needed to confirm these results over a larger sample and to probe more subtle orientation to production or design projects.Practical implicationsThe research developed a simple test to indicate the degree of novelty of the application to be developed. The test indicates whether the application is novel and should be treated as a design problem, or well known and therefore should be treated as a production problem.Originality/valueThe paper draws attention to the need for project managers to evaluate the type of application to be developed and to adopt an appropriate project management approach. The paper also provides a simple test to achieve that objective.

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O'Brien, Geoff, Monica Campi, and Graeme Bethune. "2013 PESA production and development review." APPEA Journal 54, no. 1 (2014): 451. http://dx.doi.org/10.1071/aj13044.

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The boom in Australian oil and gas development continued in 2013, with record overall investment of $60 billion. This investment resulted from spending on the seven LNG projects under development, together with that on numerous other oil and gas developments. These projects are expected to collectively contribute up to 665 million barrels of oil equivalent (MMboe) to Australia’s oil and gas production, which totaled 513.8 MMboe in 2013. LNG, presently Australia’s seventh largest export, is likely to soon rival the nation’s largest export, iron ore. By the end of 2013, three of the LNG projects under construction—Gorgon, Queensland Curtis LNG (QCLNG) and Gladstone LNG (GLNG)—were more than 70% complete; first LNG will be before the end of 2014 for QCLNG and in 2015 for Gorgon, GLNG and Australia Pacific LNG (APLNG). The other three LNG projects—Wheatstone, Prelude and Ichthys—are close behind. These new LNG projects follow Pluto, Australia’s third LNG project, which commenced production in 2012. A full year of production from Pluto drove increased gas production in 2013. Woodside also completed the North Rankin redevelopment and continued development of the Greater Western Flank, both of which will extend the life of the North West Shelf (NWS) project. A number of other projects also commenced production. In the Carnarvon Basin, oil production began at Santos’s Fletcher-Finucane Field, and at BHP Billiton’s Macedon project, domestic gas production started. In the Timor Sea, PTTEP’s Montara Field began production of oil. In Victoria, the ExxonMobil Kipper-Turrum-Tuna project came online, with the production of gas from Tuna and oil from Turrum. Production of gas from Origin Energy’s Geographe Field (as part of the Otway Gas Project) commenced in mid-2013. Onshore oil production grew in 2013, with the Cooper-Eromanga Basin now producing more oil than any other onshore Australian basin. A major effort is underway to increase production from the western flank oil trend and to develop both the conventional and unconventional gas fields in the Cooper Basin. Spending on the development of new projects probably peaked in 2013 and there is growing concern about a dearth of future projects, with expansion of existing LNG projects and development of new projects being pushed back due to a combination of increased costs and growing international competition. There are also ongoing industry concerns about impediments to onshore gas exploration and development generally.

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Baranovski, A., D. Benjamin, G. Cooper, S. Farrington, K. Genser, S. Hou, T. Hsieh, et al. "CDF II Production Farm Project." Nuclear Instruments and Methods in Physics Research Section A: Accelerators, Spectrometers, Detectors and Associated Equipment 572, no. 1 (March 2007): 399–401. http://dx.doi.org/10.1016/j.nima.2006.11.048.

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Willetts, Jim. "Production and development review 2007." APPEA Journal 48, no. 1 (2008): 423. http://dx.doi.org/10.1071/aj07030.

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Australian petroleum production was close to record levels in 2007 with higher oil production and expansion of domestic gas, LNG and coal seam gas production. Growth in coal seam gas production has reached the point where it is not only providing a significant supply source for domestic gas and power station projects, but is proposed as the source of supply to no less than four potential LNG export plants in Queensland. Five new oil and gas developments came on stream during the year. Four final investment decisions were taken on major projects, the largest being the Pluto project in the Carnarvon Basin. The pipeline of committed and potential projects now includes about 25 significant petroleum projects with a combined value of over $100 billion. Together these have the potential to significantly increase Australian production in the next five to ten years, primarily through growing gas production. In the near term significant new oil projects carry the prospect of higher oil production in 2008. Cost estimates for new projects continued to escalate sharply and skills shortages in all parts of the project delivery chain threaten the ability to deliver all of the projects as contemplated.

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van der Linden, Cornelis, and Bill Townsend. "Maximising value in mega-projects: Ichthys LNG project." APPEA Journal 56, no. 2 (2016): 576. http://dx.doi.org/10.1071/aj15082.

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The INPEX-led Ichthys LNG Project is one of the world's most complex gas developments, incorporating all elements of the production chain. It is three mega projects rolled into one. The offshore project includes the world’s largest semisubmersible central processing facility and a large floating production, storage and offloading facility. An 890 km subsea gas export pipeline joins offshore facilities to a state-of-the-art onshore processing plant near Darwin. Managing more than 30,000 personnel working across the globe to construct this project demands excellence in project management. INPEX’s approach allows seamless interface management and a tight grip on cost and schedule to deliver a complicated, giant project, and 40 years of future field operations.

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Lenihan, Vanessa. "Cleaner production to drive water efficiency." Water Supply 10, no. 4 (September 1, 2010): 541–45. http://dx.doi.org/10.2166/ws.2010.147.

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South East Water Limited (SEWL) commenced the cleaner production program in 2006. The program has allowed SEWL to engage with industrial customers to reduce Total Dissolved Solids (TDS), colour and heavy metals. It has also had the benefit of reducing water consumption. The holistic approach to water saving projects has allowed a better understanding of the actual pay back on projects. In addition to this work, the Smart Water Fund commissioned a review of industrial ecology opportunities for Melbourne. This project was completed in 2008. The paper outlines the project outcomes and how it has been embedded in the cleaner production program at South East Water.

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Aurich, Jan C., and P. Barbian *. "Production projects – designing and operating lifecycle-oriented and flexibility-optimized production systems as a project." International Journal of Production Research 42, no. 17 (September 2004): 3589–601. http://dx.doi.org/10.1080/00207540410001696348.

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Dissertations / Theses on the topic "Project production"

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Cho, Chung-suk. "Development of the project definition rating index (PDRI) for building projects /." Digital version accessible at:, 2000. http://wwwlib.umi.com/cr/utexas/main.

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Smith, Tristan. "Window-based project scheduling algorithms /." view abstract or download file of text, 2004. http://wwwlib.umi.com/cr/uoregon/fullcit?p3153800.

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Thesis (Ph. D.)--University of Oregon, 2004.
Typescript. Includes vita and abstract. Includes bibliographical references (leaves 189-198). Also available for download via the World Wide Web; free to University of Oregon users.

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Jonsson, Henric. "Production Strategy in Project Based Production within a House-Building Context." Doctoral thesis, Linköpings universitet, Kommunikations- och transportsystem, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-143262.

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A production strategy enables companies to effectively manage the different challenges that the production function face in a competitive environment. A production strategy helps a company to make operational and strategic decisions that follow a logical pattern and supports the corporate strategy and the competitive priorities of the company. When no strategy exists the decisions may be arbitrary and unpredictable leading to an under-achieving production system. Production strategy involves decisions that shape the long term capabilities of a producing company. For the traditional production industry there are a number of production strategy frameworks that facilitates the process of designing production systems. However, these frameworks typically leave project based production out of the scope or treat project based production as one type of production system, when in fact project based production systems can be multifaceted depending on product design and market requirements. This thesis focus on project based manufacturing in a house-building context. Houses can be produced by different types of production systems, and depending on how the production systems are designed they have strengths and weaknesses in different areas of competition. To be able to meet the increasing demand for residential houses, and improve performance in the house-building industry, the way houses are produced have to match different market requirements in a more effective and efficient way. To do this a production strategy has to exist. Typically there is a trade-off between productivity and flexibility, hence a production system designed to meet customer requirements concerning product design is probably not the best process choice if the customer thinks price and delivery time are the most important. A production strategy helps a company to make decisions so that the output of the production system meets customer requirements in the best possible way. Due to the fact that project based production is typically left out of the scope in traditional production strategy literature and that there is a lack of research concerning production strategy in a house-building context, the purpose of this research is: … to extend the production strategy body of knowledge concerning project based production in a house-building context. To fulfil the purpose the following four research questions are studied and answered: RQ1: What aspects can be useful in a classification matrix contrasting different production systems for house-building? RQ2: Which competitive priorities are important to measure when evaluating different production systems on a production strategy level in a house-building context, and how can they quantitatively be measured? RQ3: How does the characteristics of the production system, i.e. the process choice, affect information exchange in a house-building context? RQ4: How can a new production strategy be formulated and implemented in an industrialised house-building context and what challenges are important to consider in that process? To answer RQ1 a classification matrix was developed that classify production systems along two dimensions: a product dimension (degree of product standardisation) and a process dimension (degree of off-site assembly). The two dimensions are related, for example a high degree of standardisation should be matched with a high degree of off-site assembly and consequently a low degree of product standardisation should be matched with a low degree of off-suite assembly. A mismatch, e.g. high degree of off-site assembly and low degree of standardisation, typically leads to poor performance and should hence be avoided. To be able to see how different types of production systems perform in different areas of competition key performance indicators (KPIs) were developed. The KPIs presented in this research can be used to measure quality, delivery (speed and dependability), cost (level and dependability), and flexibility (volume and mix) at a production strategic level (RQ2). Furthermore, to answer RQ3, a production strategy perspective was taken on information exchange by relating information exchange to the design of the production system. The results indicate that employing different types of production systems leads to different approaches to information exchange. Employing a production systems using traditional production methods on-site and a low degree of product standardisation lead to a traditional approach to information exchange, e.g. project meetings, telephone and mail. Production systems employing some degree of off-site assembly have less complex and more stable supply chains and use ICT-solutions to a higher extent, which facilitates information exchange. The findings also indicate that a high degree of product standardisation facilitates the use of ICT-solutions such as ERP and BIM. RQ4 concerns the production strategy process, i.e. formulation and implementation. Failure in this processes can jeopardise the whole business. Based on a longitudinal case study of an industrialised house-builder a suggested production strategy process was developed, including both production strategy formulation and implementation. The study also identified context specific challenges that have to be considered in an industrialised house-building context, e.g. the complexity that comes with using two different production processes (off-site and on-site) in the same production system. The research is case based and a total number of eight different production systems have been studied. Data has been collected through interviews, observations, and review of company documents.

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Dittmar, Stefan H., Peter C. Ellsworth, Philip MacD Hartman, Edward C. Martin, William B. McCloskey, Mary W. Olsen, Robert L. Roth, Jeffrey C. Silvertooth, and Russell E. Tronstad. "1998 Demonstration Project of Arizona Irrigated Cotton Production." College of Agriculture, University of Arizona (Tucson, AZ), 1999. http://hdl.handle.net/10150/197070.

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The Demonstration project was conducted on the Demonstration Farm at the Maricopa Agricultural Center. In this project all current guidelines and recommendations disseminated by the University of Arizona were integrated in a systems approach. The management decisions were made by the Extension Specialists in agronomy, entomology, irrigation management, weed sciences, and plant pathology following the University recommendations. On a 50.5 acre field 80% Bt and 20% non-Bt cotton was planted dry and watered up. Due to the cold spring and sand-blasting, only a stand of 30,900 plants/A could be established with 84% terminal damage. 72 acreinches of water were used with 41.3 acre-inches in postplant irrigations. Weed control could be achieved with one preplant application and three cultivations. Three sprays against Lygus and one spray against whiteflies were necessary after the thresholds were exceeded. A total of 4120 lb seedcotton per acre were harvested, with 32.7% lint turnout (2.81 bales/A) and 45.9% seed turnout (1891 lb/A). After harvesting a field budget was established. The variable costs per acre were $915, the total cost $1266/acre. In spite of the lack of replications this project validates the usefulness and compatibility of University recommendations and the potential for integration of all disciplinary guidelines in one system.

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Nicolas, Lionel. "Efficient production of linguistic resources : the Victoria project." Nice, 2010. http://www.theses.fr/2010NICE4114.

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L’efficacité de la grande majorité des outils utilisés pour le Traitement Automatique des Langues Naturelles (TALN) dépend directement ou indirectement des ressources linguistiques informatisées sur lesquels ils reposent. Pour des langues internationalement employées telles que le français ou l’espagnol, bien des ressources de référence sont encore dans un état précaire de développement. Pour d’autres langues ayant une communauté moins importante, ces ressources sont souvent inexistantes. Cette situation est la conséquence directe des ambigüités et des irrégularités des langues naturelles. Ces dernières rendent leur formalisation complexe, leur description manuelle fastidieuse et leur acquisition automatisée difficile. De nos jours, pour les aspects linguistiques ayant des formalismes de description consensuels, la principale limitation à la création des ressources linguistiques est le coût humain prohibitif induit par leur création et amélioration manuelle. Comme le formalise la loi de Zipf, améliorer la qualité et la couverture d’une ressource linguistique devient toujours plus laborieux lorsque l’on compara les efforts investis aux améliorations obtenues. La difficulté est donc moins de savoir comment décrire l’aspect linguistique d’une langue que d’en réaliser une description dont la couverture et la qualité répondent aux besoins d’applications performantes. Construire de telles ressources requiert donc des années d’efforts constants débouchant trop souvent sur des résultats d’une qualité relative et d’une visibilité limitée. L’acquisition et la correction rapides et efficaces de ressources linguistiques sont donc des problèmes peu résolus et d’une importante capitale pour les développement dans le domaine du TALN. Dans ce contexte, mes recherches ont pour but premier de faciliter la production de ressources linguistiques symboliques ayant trait à l’analyse syntaxique. Elles s’inscrivent dans un projet, appelé Victoria, dont l’objectif est de développer un ensemble de techniques, d’outils et de stratégies pour l’acquisition et la correction de règles morphologiques, de lexiques morphosyntaxiques et de grammaires lexicalisées. L’application pratique de ces développements nous a permis de créer et/ou d’améliorer des ressources linguistiques pour le français, l’espagnol et le galicien. Plus particulièrement, mes efforts se sont concentrés sur : des stratégies pratiques pour minimiser les efforts nécessaires à la création et l’amélioration de ressources linguistiques ; l’acquisition automatique des règles morphologiques d’une langue à morphologie concaténative ; la correction semi-automatique de lexiques morpho-syntaxiques à large couverture.

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Berglund, Andreas. "Production Development : Layout Project at Lundqvist Trävaru AB." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-77077.

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The purpose of the master thesis has been to examine the production system at the company Lundqvist Trävaru AB and use the gathered information to create a layout suggestion together with a couple of improvement ideas. The thesis is the final part of the Industrial Design Engineering programme at Luleå University of Technology (LTU). Lundqvist Trävaru AB is a manufacturing company that specializes in producing prefabricated building kits out of wood, but the insufficient size of their current factory located in the industrial area of Öjebyn on the outskirts of Piteå, have created a need to relocate to alarger site. This new site is located at Haraholmen south of Piteå. The aim and objective have therefore been to develop a layout suggestion as well as a couple of improvement ideas, with the purpose of solving the identified problems at the current factory, thereby making sure that they do not reappear at the new site. Methods in the form of interviews, observations and documentation reviews were performed to identify potential problems with the production system and the work organization. To aid the investigation of the current factory, literature reviews of scientific books and articles were also performed during the project, with the purpose of giving the thesis a solid scientific foundation. After an overview of the production system had been created, the next step was to analyze the identified problems. These affected many different aspects of the company, for instance the material handling, work organization, flow ofinformation, production flexibility, inventory capacity and production flow. The main problem that in turn caused many of the identified problems was the insufficient inventory capacity, which led to problems with overflowing inventories and long delivery times for materials. This in turn affected thematerial handling negatively and made it hard to keep track of materials in the factory. Additional problems that were identified was divided workstations, scattered areas for material storage, an increasing amount of special orders with dimension outside of the ordinary size range, a lack of standardized working methods and lack of communication between the office and the production team. After the problems had been identified, the next part of the project was dedicated to performing creative methods with the purpose of developing layout concepts as well as improvement ideas. The methods that were used to fulfill this task was brainstorming, mind map, requirement specification, proximity chart and workshop. After these methods had been performed the result was four layout concepts and several improvement ideas. The next step was to evaluate the layouts and the ideas with the help of the requirements that had been specified together with the management at Lundqvist. The evaluations resulted in a final layout together with the most promising improvement ideas. These ideas were to standardized drawings and working methods, increase the work with creating manuals for the different stations and machines, adapt the workstations for special orders, purchase tablet computers for each workstation thereby allowing better information sharing and contact between the production team and the office, create a digital map of the factory, use markings and colors at inventories to facilitate identification of specific materials, better routines for the disposal of production waste and larger passages for trucks and wheel loaders. The result of the last part of the project was a 3D-model of the factory and the site, which showed the placement of the different machines, workstations and inventories used during the production of the prefabricated building kits. The benefits of the suggested layout and improvement ideas are bettermaterial handling, increased inventory capacity, better information sharing, standardized working methods and drawings, a straighter production flow and an increased production flexibility, which gives a better ability to produce special orders. If it turns out that it is hard to implement the layout at thepresent, the recommendation for Lundqvist Trävaru AB is to start with implementing the improvement ideas and then successively implement the layout. The suggested ideas and layout will make the company more prepared for the future and increase their ability to handle the planned productionincrease, while also making sure that they are able to better keep production deadlines, attract more customers and successfully establish themselves at Haraholmen. Which in turn will lead to reduced unemployment and increased tax revenue for Piteå municipality
Syftet med examensarbete har varit att undersöka produktionssystemet hos företaget Lundqvist Trävaru AB, samt använda den insamlade informationen för att skapa ett layoutförslag tillsammans med ett par förbättringsidéer. Detta examensarbete är sista delen av programmet Teknisk Design vid Luleå Tekniska Universitet (LTU). Lundqvist Trävaru AB är ett tillverkningsföretag som är specialiserade på att producera prefabricerade byggsatser gjorda av trä, men otillräckligt utrymme vid deras nuvarandefabriken belagd i industriområdet Öjebyn i utkanten av Piteå, har skapat ett behov av att flytta till en större anläggning. Denna nya anläggning är placerad i Haraholmen söder om Piteå. Syftet och målet har därför varit att utveckla ett layoutförslag, såväl som ett antal förbättringsförslag, med syftet att lösa de identifierade problemen vid den nuvarande fabriken och därmed se till att de inte dyker upp igen vid den nya anläggningen. Metoder i form av intervjuer, observationer och dokumentgranskningar utfördes för att identifiera potentiella problem med produktionssystemet och arbetsorganisationen. För att underlätta undersökningen av den nuvarande fabriken utfördes också litteraturgranskningar av vetenskapliga böcker och artiklar under projektets gång, i syfte att ge examensarbetet en stabil vetenskaplig grund. Efter att en översikt av produktionssystemet hade skapats var nästa steg att analysera de identifierade problemen, vilket påverkade många olika aspekter av företaget, bland annat materialhanteringen, arbetsorganisationen, informationsflödet, produktionsflexibiliteten, lagerkapaciteten och produktionsflödet. Huvudproblemet som i sin tur orsakade många av de identifierade problemen, var den otillräckliga lagerkapaciteten, som lede till problem med överfyllda lager och långa leveranstider för material. Detta påverkade i sin tur materialhanteringen negativt och gjorde det svårt att hålla reda på material i fabriken. Ytterligare problem som identifierades var uppdelade arbetsstationer, utspridda områden för materiallagring, en ökande mängd specialbeställningar med dimensioner utanför det vanliga storleksområdet, brist på standardiserade arbetsmetoder samt brist på kommunikation mellan kontoret och produktionsteamet. Efter att problemen hade identifierats ägnades nästa del av projektet åt att utföra kreativa metoder i syfte att utveckla layoutkoncept och förbättringsidéer. Metoderna som användes föratt utföra denna uppgift var brainstorming, mind map, kravspecifikation, närhetsanalys och workshop. Efter att dessa metoder hade utförts blev resultatet fyra layoutkoncept och flera förbättringsidéer. Nästa steg var att utvärdera layouterna och idéerna med hjälp av de krav som hade specificerats tillsammans med ledningen hos Lundqvist. Utvärderingen resulterade i en slutlig layout tillsammans med de mest lovande förbättringsidéerna. Dessa idéer var att standardisera ritningar och arbetsmetoder, öka arbetet med att skapa manualer för de olika stationerna och maskinerna, anpassa arbetsstationerna för specialbeställningar, köpa surfplattor för varje arbetsstation och därmed möjliggör bättre informationsdelning och kontakt mellan produktionsteamet och kontoret, skapa en digital karta över fabriken, använda markeringar och färger vid lager för att underlätta identifiering av specifikt material, bättre rutiner för hantering av produktionsavfall och större passager för truckar och traktorer. Resultatet av projektets sista del var en 3D-modell av fabriken och tomten, som visade placeringen av de olika maskinerna, arbetsstationerna och lagren som används under produktionen av de prefabricerade byggsatserna. Fördelarna med den förslagna layouten och förbättringsidéerna är bättre materialhantering, ökad lagerkapacitet, bättre informationsdelning, standardiserade arbetsmetoder och ritningar, ett rakare produktionsflöde samt ökad produktionsflexibilitet, vilket ger en bättre förmåga att producera specialbeställningar. Om det visar sig vara svårt att implementera layouten i nuläget är rekommendationen för Lundqvist Trävaru AB att börja med att implementera förbättringsidéerna och sedan succesivt implementera layouten. De förslagna idéerna samt layouten kommer att göra företaget mer förberett för framtiden och öka deras förmåga att hantera den planerade produktionsökningen, samtidigt som de ser till att de kan hålla produktionsdeadlines bättre, locka fler kunder och framgångsrikt etablera sig på Haraholmen. Vilket i sin tur kommer att leda till minskad arbetslöshet och ökade skatteintäkter för Piteå kommun.

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Jali, Sakhiwo. "The sustainability of KwaZakhele's permaculture vegetable production project." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/12138.

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The current study aimed at investigating the sustainability of KwaZakhele's Permaculture Project and was conducted in the Eastern Cape Province within the Nelson Mandela Metro Municipality at Ward 22 according to Municipal Ward demarcations. The researcher was motivated to carry out this study due to the fact that many food production projects in the NMMM are not sustainable and thus contribute to food insecurity and a high rate of unemployment. The purpose of this study was to investigate the potential of permaculture projects in solving some of the food insecurity and unemployment issues in the NMMM. The KwaZakhele Permaculture Project (KPP) is a vegetable garden which produces different types of vegetables for marketing purposes and for household consumption. The KPP is supported financially by overseas-based organisations and have created ten direct work opportunities for KwaZakhele community. All the project members of the KPP are women. A qualitative research approach was employed in this study, with the emphasis of collecting primary data from the project participants as well as consulting secondary data from sources such as academic journals, books and government policy documents. The study reveals that permaculture design training and project monitoring are the most important developmental support permaculture projects need before and after implementation. The study also determined that the costs of establishing permaculture project can be higher or lower depending on the project size. Consultation and co-ordination fees account for a greater portion of the funding followed by permaculture infrastructure. The results of the study also indicate that permaculture design principles and ethics are seen as a strength for the sustainability of KPP.

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Alcaraz, Bosca Neus. "Lean project management. Assessment of project risk management processes." Thesis, KTH, Industriell ekonomi och organisation (Avd.), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-97888.

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Traditional methods of project management are not appropriate for complex projects anymore. Since projects are becoming increasingly complex and uncertain, interaction between activities and resources is growing in ways not considered by these methods. Nowadays, managers need more agile project management methods that are able to recognize and deal with uncertainty and to produce the expected results. Lean project management, the most recent approach of lean methodology, appears as an alternative approach capable of dealing with complexity and uncertainty. The latest investigations in the field show that traditional methods are still adequate for simple projects, while lean methods are more appropriate for complex projects. This thesis aims to investigate the nature of lean project management and to examine project risk management processes so that managers can assess the complexity of projects before their beginning and decide which method to apply in order to manage them.

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Tai, Chia-Hung C. "A stochastic project scheduling problem with resource constraints /." free to MU campus, to others for purchase, 1997. http://wwwlib.umi.com/cr/mo/fullcit?p9842569.

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Scanlan, Jill. "Playing the audience: A reader's production of Between the Acts." CSUSB ScholarWorks, 1986. https://scholarworks.lib.csusb.edu/etd-project/419.

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Books on the topic "Project production"

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W, Bronn John, and Humphreys Gary C, eds. Project and production scheduling. Chicago, Ill: Probus Pub. Co., 1987.

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Project scheduling handbook. New York: Marcel Dekker, 2004.

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Ege, Svein. Peasant production and development: Project outline. Dragvoll, Norway: Ethiopia Research Programme, College of Arts and Science, University of Trondheim, 1988.

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Kim, Casey. Audio post-production in your project studio. Boston, Mass: Thomson Course Technology, 2008.

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Kim, Casey. Audio post-production in your project studio. Boston, Mass: Thomson Course Technology, 2008.

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Pulat, P. Simin, Subhash C. Sarin, and Reha Uzsoy, eds. Essays in Production, Project Planning and Scheduling. Boston, MA: Springer US, 2014. http://dx.doi.org/10.1007/978-1-4614-9056-2.

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Lean performance ERP project management: Implementing the virtual lean enterprise. Boca Raton: Taylor & Francis, 2008.

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Lean Performance ERP project management: Implementing the virtual supply chain. Boca Raton, Fla: St. Lucie Press, 2002.

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Martin, R. B. Project progress review, January 1992. Causeway, Harare, Zimbabwe: WWF Multispecies Project, 1992.

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Demeulemeester, Erik L. Project scheduling: A research handbook. Boston: Kluwer Academic Publishers, 2002.

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Book chapters on the topic "Project production"

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Weekhout, Hans. "Organizing a Project." In Music Production, 177–89. Third edition. | New York, NY : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9780429459504-17.

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Skivington, J. J. "Project Planning." In Computerizing Production Management Systems, 93–102. Dordrecht: Springer Netherlands, 1990. http://dx.doi.org/10.1007/978-94-009-0427-9_9.

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Cano, J. L., M. J. Sáenz, and J. A. Cebollada. "Project management interactive learning and project oriented learning organizations." In Global Production Management, 85–95. Boston, MA: Springer US, 1999. http://dx.doi.org/10.1007/978-0-387-35569-6_11.

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Paganoni, Marco. "The EUAsiaGrid Project." In Production Grids in Asia, 41–45. Boston, MA: Springer US, 2009. http://dx.doi.org/10.1007/978-1-4419-0046-3_3.

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Fewings, Peter, and Christian Henjewele. "Engineering the production process." In Construction Project Management, 242–73. Third edition. | Abingdon, Oxon ; New York, NY : Routledge is an imprint of the Taylor & Francis Group, an Informa Business, 2019.: Routledge, 2019. http://dx.doi.org/10.1201/9781351122030-10.

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Doyle, Barbara Freedman. "Planning Your Project." In Understanding Design in Film Production, 120–37. London ; New York, NY : Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9781315163642-13.

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Denkena, Berend, Adrian Rienäcker, Gunter Knoll, Friedrich-Wilhelm Bach, Hans Jürgen Maier, Eduard Reithmeier, and Friedrich Dinkelacker. "2 Project overview." In Lecture Notes in Production Engineering, 2–8. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-09692-6_2.

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Fay, Colin, Sébastien Rochette, Vincent Guyader, and Cervan Girard. "Structuring Your Project." In Engineering Production-Grade Shiny Apps, 27–54. Boca Raton: Chapman and Hall/CRC, 2021. http://dx.doi.org/10.1201/9781003029878-4.

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Yalaoui, Naïm, Frédéric Dugardin, Farouk Yalaoui, Lionel Amodeo, and Halim Mahdi. "Fuzzy Project Scheduling." In Production Engineering and Management under Fuzziness, 143–70. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-12052-7_8.

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Waldemar, Szczepaniak. "PROJECT PORTFOLIO MANAGEMENT AND QUALITY." In Quality Production Improvement - QPI, edited by Robert Ulewicz, 26–33. Warsaw, Poland: Sciendo, 2019. http://dx.doi.org/10.2478/9783110680591-004.

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Conference papers on the topic "Project production"

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Will, M. R., and D. C. Stewart. "Project Management for Small Projects: A Case Study." In SPE Production Operations Symposium. Society of Petroleum Engineers, 1991. http://dx.doi.org/10.2118/21701-ms.

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Narain, Mohit, and Talal Al-Nabhan. "Online Production Model." In SPE Project and Facilities Challenges Conference at METS. Society of Petroleum Engineers, 2011. http://dx.doi.org/10.2118/141229-ms.

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Hogan, S. J., M. J. Nowlan, and S. J. Wojtczuk. "GaAs concentrator cell production cost analysis." In Photovoltaic advanced research and development project. AIP, 1992. http://dx.doi.org/10.1063/1.42947.

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Fernando, Sam, David Thorpe, Kriengsak Panuwatwanich, and Steven Goh. "Looking Beyond Contemporary Project Management." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2015. http://dx.doi.org/10.32738/ceppm.201509.0037.

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Ko, Chien-Ho, and Shu-Fan Wang. "GA-Based Precast Production Planning System." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2014. http://dx.doi.org/10.32738/ceppm.201411.0013.

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Asmoro, Trian Hendro, and Autie Minati Putri. "Balancing Project Schedule & Cost on Sour Gas Development Project Case Study." In SPE International Production and Operations Conference & Exhibition. Society of Petroleum Engineers, 2012. http://dx.doi.org/10.2118/152022-ms.

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Benjamasutin, Pancheewa, Ponthong Rijana, Phongchayont Srisuwan, and Aussadavut Dumrongsiri. "NUMERICAL STUDY FOR THAILAND: MATHEMATICAL MODEL OF PRODUCTION AND LOGISTIC PLANNING FOR SUGARCANES USED IN BIOFUEL PRODUCTION." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2013. http://dx.doi.org/10.32738/ceppm.201310.0055.

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Porananond, Dundusid, and Natcha Thawesaengskulthai. "PROJECT RISK MANAGEMENT FOR NEW PRODUCT DEVELOPMENT." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2013. http://dx.doi.org/10.32738/ceppm.201310.0079.

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Kühlen, Anna, Rebekka Volk, Julian Stengel, and Frank Schultmann. "Deconstruction Project Planning Considering Local Environmental Impacts." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2014. http://dx.doi.org/10.32738/ceppm.201411.0003.

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Baroudi, Bassam. "Designing Postgraduate Project Management Programs for Success." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2014. http://dx.doi.org/10.32738/ceppm.201411.0011.

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Reports on the topic "Project production"

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Rafael Hernandez, Todd French, Sandun Fernando, Tingyu Li, Dwane Braasch, Juan Silva, and Brian Baldwin. Mississippi State Biodiesel Production Project. Office of Scientific and Technical Information (OSTI), March 2008. http://dx.doi.org/10.2172/927798.

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DeJarnett, B. Blakeney, Frank H. Lim, Lee F. Krystinik, and Mark L. Bacon. GREATER GREEN RIVER BASIN PRODUCTION IMPROVEMENT PROJECT. Office of Scientific and Technical Information (OSTI), November 2001. http://dx.doi.org/10.2172/810458.

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Hackman, Steven T., and Robert C. Leachman. An Aggregate Model of Project-Oriented Production. Fort Belvoir, VA: Defense Technical Information Center, February 1987. http://dx.doi.org/10.21236/ada179396.

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Fultonberg, D. N. Accelerator Production of Tritium - Project Execution Plan. Office of Scientific and Technical Information (OSTI), July 1997. http://dx.doi.org/10.2172/763184.

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Stephen P. Bergin. FISCHER-TROPSCH FUELS PRODUCTION AND DEMONSTRATION PROJECT. Office of Scientific and Technical Information (OSTI), April 2003. http://dx.doi.org/10.2172/820557.

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Carson, S. D., and P. K. Peterson. Accelerator Production of Tritium project process waste assessment. Office of Scientific and Technical Information (OSTI), September 1995. http://dx.doi.org/10.2172/110242.

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Berson, R. Eric. Ethanol Production from Biomass: Large Scale Facility Design Project. Office of Scientific and Technical Information (OSTI), October 2009. http://dx.doi.org/10.2172/1287284.

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DeJarnett, B. Blakeney, Frank H. Lim, Lee F. Krystinik, and Mark L. Bacon. Greater Green River Basin Production Improvement Project, Final Report. Office of Scientific and Technical Information (OSTI), October 2001. http://dx.doi.org/10.2172/797789.

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US Bonneville Power Administration. Preliminary Design Report for the Yakima/Klickitat Production Project. Office of Scientific and Technical Information (OSTI), April 1990. http://dx.doi.org/10.2172/920100.

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Steve Bergin. ULTRA-CLEAN FISCHER-TROPSCH FUELS PRODUCTION AND DEMONSTRATION PROJECT. Office of Scientific and Technical Information (OSTI), October 2003. http://dx.doi.org/10.2172/822688.

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