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Journal articles on the topic 'The production company'

Author: Grafiati

Published: 28 June 2021

Last updated: 1 February 2022

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1

WOLNIAK, Radosław. "Analysis of the 5S method functioning in a production company." Scientific Papers of Silesian University of Technology. Organization and Management Series 2020, no. 146 (2020): 523–31. http://dx.doi.org/10.29119/1641-3466.2020.146.37.

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Purpose: The goal of the paper is to analyses process of implementation and effectiveness of 5S method in an industrial enterprise. Design/methodology/approach: Critical literature analysis, questionnaire analysis, case study analysis. Findings: On theexample of industrial organization that was in the presented paper an analysis of effectivenes of 5S implementation. On the basis of conducted analysis the main objectives of using 5S are: order in the workplace, maintenance of cleanliness and efficiency of machines and devices, shorter duration of activities. The main causes of problems with 5S implementation are connected with no time to do the work and lack of funds. The overall rating of efficiency of 5S method in analyzed enterprise is very good. Originality/value: Detailed analysis of main objectives of using 5S method and the main causes of problems with it in the industrial enterprise

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2

Dźwigoł, Henryk, Lucyna Firlej, and Andreea Cipriana Muntean. "Production Control in the Company." Multidisciplinary Aspects of Production Engineering 1, no. 1 (September 1, 2018): 475–81. http://dx.doi.org/10.2478/mape-2018-0060.

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Abstract The aim of the article is to get to know the essence of production control in the activity of enterprises. This background presents: the role of control in the enterprise and its classification with particular emphasis on production control. Production control plays an important role in the proper course of the production process. On the one hand, it comes down to the preparation of production plans, creating cost budgets for the company's production parts, and on the other hand to control their implementation. In the scope of production control, economic control of production is taken into account, defined as a direct and indirect impact on the shape of the assortment- and quantity-related structure of production and its course in time and space to ensure, in the given circumstances, the best achievement of the organization's goals. Production control may refer to strategic planning, where the most important is to strike a balance between the flexibility of using production means and workforce, availability of technology and substitute technologies or operational planning, where the key task is to find and eliminate bottlenecks occurring in the production process.

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3

Chistovskii, V. "Production of the Altaikhemprom company." Chemical and Petroleum Engineering 31, no. 7 (July 1995): 358–59. http://dx.doi.org/10.1007/bf01150278.

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4

Wahyu Eni Maryati, Umar Wiwi. "aplikasi Metode Markov Chain untuk Meningkatkan Tingkat Persediaan bahan Naku yang Optinal." Jurnal Teknik Industri 1, no. 1 (April 29, 2010): 80. http://dx.doi.org/10.22219/jtiumm.vol1.no1.80-90.

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Organize company stocks, it's very important thing that company must be done, becauseoperationc osti s dependo n how companyo rganizeth eir stock.A nd lock of stocki t's cana .noycnaynsuch as production at activities company. PT. Domusindo Perdana is a company that makes productsuch as fi.rrniture to full fill consument needed. That company must be ready stock one's of theirproduckb ecauseth ey can't guessw ahatc onsumen.t Want's it's can makesa level of stock hotoptimal dependo n this phenomenao"n this thesisw ill explain a productiont hat using the rightmethode that finally can calculate stock at company thal will be asking with consument ard forcalcuiatec osto fstoc! it's will beu singM arkovC hainm ethode.

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5

Rosak-Szyrocka, Joanna, and Krzysztof Knop. "Quality Improvement in the Production Company." Multidisciplinary Aspects of Production Engineering 1, no. 1 (September 1, 2018): 521–27. http://dx.doi.org/10.2478/mape-2018-0066.

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Abstract The article discusses the quality improvement concept in terms of companies’ competitiveness and its operations. The research object is a production company located in Silesia province. We analyzed the quality problems occurring in the company based on the selected quality management tools: Ishikawa diagram and the Pareto-Lorenz. It was presented and discussed basic types of waste occurring in the enterprise. It was proposed improvement actions and highlights the importance of immaterial resources - the company's workers.

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6

Melody M. Bomgardner. "US company plans rare-earth production." C&EN Global Enterprise 99, no. 1 (January 4, 2021): 11. http://dx.doi.org/10.1021/cen-09901-buscon2.

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7

Kaiser, Mark J. "Coal company valuation, production and reserves." International Journal of Oil, Gas and Coal Technology 6, no. 4 (2013): 367. http://dx.doi.org/10.1504/ijogct.2013.054854.

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8

Gusakova, Zh Yu, A. V. Nupreichik, I. V. Pavlov, and O. A. Timoshenko. "Production of GK transformer OilatanKhK company." Chemistry and Technology of Fuels and Oils 46, no. 1 (April 23, 2010): 34–36. http://dx.doi.org/10.1007/s10553-010-0181-z.

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9

Kulkarni, Vikrant Apoorva, Komal Chopra, Krishnakant Roy, Raji Vamadevan, and Sajeesh Hamsa. "ProdVal – production challenges!" Emerald Emerging Markets Case Studies 2, no. 8 (October 17, 2012): 1–5. http://dx.doi.org/10.1108/20450621211301066.

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Subject area Operations management. Study level/applicability Management post graduate and corporate executives. Case overview ProdVal Flow Controls Pvt Ltd was company in the SME sector in India. The company focused on quality products and timely delivery. The major challenge for ProdVal was increasing their production capacity. They had no control over their existing suppliers resulting in delay in raw materials delivery. Retention of vendors had an effect on inventory carrying cost. The company had limited production facilities and the workers were outsourced. The company operated with unskilled workers. The case presents the various issues faced by the company based on which strategies to practice and plan the company's future plans could be designed. This is a disguised case and all excerpts from interviews have been anonymized. Expected learning outcomes This case study will give an insight to students to understand how inventory management; impacts production. It even gives an idea about how ProdVal has used the strategy of outsourcing of technology and labour and maintained a good growth rate. Social implications - Production-related outsourcing. Production management in small scale industry. Organization structure of a manufacturing unit. Concept of outsourcing HR and technology in an SME. Supplementary materials Teaching notes are available, please consult your librarian to access.

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10

Gorener, Ali, Humeyra Baser, and Ali Türkyılmaz. "Lean Production Applications in a Manufacturing Company." International Journal of Research in Business and Social Science (2147-4478) 2, no. 2 (January 3, 2013): 16–27. http://dx.doi.org/10.20525/ijrbs.v2i2.64.

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Lean production is a production model which comes about the pursuit of companies to be able to meet competition and make effective production. The main purpose of lean production is to get control about the wastage. This study includes the requirements for the success of the lean production and how the lean production system can be established. In this paper, lean production techniques were applied to the electric water heater line. Measurements using lean initiatives were made, operation cycle times were determined, and Kaizen improvement methods and line balancing methods were applied according to the results. And the last section of study showed conclusion of lean implementation.

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11

Zhang, Min, Peng Zhao, Yang Zhang, and Yun Fei Lv. "Application of Lean Production in Company K." Advanced Materials Research 655-657 (January 2013): 2367–70. http://dx.doi.org/10.4028/www.scientific.net/amr.655-657.2367.

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The implementation of lean production can reduce the inventory and increase production efficiency. Company K is the first one in the world producing vacuum equipment. It faces many problems of production management now. The implementation process of lean production in company K is studied, including 5S, value stream, JIT and Kanban pull mode, cell production and standardization. The aim of this research is to provide some suggestion to other companies to increase their management level and economic benefits.

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12

Ugboya, Paul A. "Process Inventory Management in a Production Company." Journal of Advances in Science and Engineering 2, no. 1 (May 31, 2019): 53–59. http://dx.doi.org/10.37121/jase.v2i1.42.

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This paper analyses the economics of material management in the 7up Bottling Company, Benin for the duration (2011 – 2015) with a view of designing a process inventory. The specific objectives were to determine the level of efficiency and product improvement in material management, investigate whether the material management practice permit high stock turnover validation and to proffer useful suggestions on how to effectively manage the company materials. The variance analysis and Economic Order Quantity (EOQ) model were used to analyse the data collected. The results showed that the company spent a total of 118.8 million naira for production process and made a total sale of 395.84 million naira. This implies that the company optimises production by adopting the EOQ model into their production process and management. Based on these findings, the study recommends that optimal quantity and timing of material ordering in production process is a key to profit maximisation.

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13

Rao, B. Madhu, Petros Xanthopoulos, and Qipeng Phil Zheng. "Case—Production Scheduling at DeLand Crayon Company." INFORMS Transactions on Education 20, no. 2 (January 2020): 99–101. http://dx.doi.org/10.1287/ited.2019.0216cs.

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14

Elyasiani, Elyas, and Yong Wang. "Bank holding company diversification and production efficiency." Applied Financial Economics 22, no. 17 (April 18, 2012): 1409–28. http://dx.doi.org/10.1080/09603107.2012.657351.

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15

Grotkiewicz, Katarzyna, Agnieszka Peszek, and Przemysław Obajtek. "Supply Chain Management in a Production Company." Agricultural Engineering 23, no. 3 (September 1, 2019): 61–69. http://dx.doi.org/10.1515/agriceng-2019-0026.

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AbstractThe purpose of the supply chain management is to ensure a competitive advantage as well as specific added value for the benefit of all supply chain links. Appropriate management practices generate many benefits, allow for savings in particular segments of the supply chain by means of cost reduction, which in turn directly leads to the competitiveness of enterprises belonging to a specific chain. The above-mentioned issues have become the subject of this thesis. Therefore, the British American Tobacco distribution network is strategically analyzed. A location and number of distribution centers will be i.a. taken into account. Reduction in the number of distribution centers will be suggested in order to reduce logistics costs in the supply chain, i.e. transport and storage. The studies were carried out based on the analysis of flows and route planning of the logistics operator for the transport of the company's products.

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16

H. Netland, Torbjørn, and Arild Aspelund. "Company-specific production systems and competitive advantage." International Journal of Operations & Production Management 33, no. 11/12 (November 11, 2013): 1511–31. http://dx.doi.org/10.1108/ijopm-07-2010-0171.

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17

Nasution, Vani Maharani, and Graha Prakarsa. "Optimization of Items Production using Fuzzy Logic Mamdani Methods." Rekayasa 13, no. 1 (March 25, 2020): 82–87. http://dx.doi.org/10.21107/rekayasa.v13i1.5893.

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The availability of a production item is still difficult to monitor by the company, because the system used still relies on manual calculations from employees of the company. Assisting the company in predicting the availability of production goods effectively then used the fuzzy logic calculations. During this time the availability of production goods in Salman Collection is seen from customer's request. This makes the company not get the maximum profit because there is no planning the amount of production of goods, if the number of products manufactured by the company is less than the number of requests then the company will lose the opportunity to Gain maximum profit. Conversely, if the number of products produced is much more than the number of requests then the company will suffer losses. Application of goods production optimization using Fuzzy logic Mamdani method is an application intended to solve the problem of goods production in Salman Collection is uncertain. Implementing Fuzzy logic on solving the problem of production goods can help the company to optimize the production of goods. The construction of this application the company can determine the amount of production that corresponds to consumer demand and by applying Fuzzy logic Mamdani methods Most of the demand in Salman Collection is fulfilled and more optimal than With the old system or the amount in production by the company.

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18

Bornás Huerta, Rafael V. "CARIBBEAN VENEER COMPANY." Cuadernos de difusión, no. 3 (April 30, 1993): 95–111. http://dx.doi.org/10.46631/jefas.1993.n3.06.

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Case study of a small company founded in 1987 by «amateur" entrepreneurs who entrusted their management to operational executives used to «command done» without considering the importance of a plan and without basic technical information. The objective is to apply operational research to a production process of a company seeking to establish a level of input-process-product combination that maximizes the company's income or profit and /or minimizes its operating costs. Simple and easily interpreted mathematical models are used. The case claims the importance of guiding the production manager towards basic analytical information that allows him to identify the current state of the company and its resources in order to make technically feasible and economically profitable decisions. It shows that the application of the operational investigation does not imply the modification of the installed capacity of the company; on the contrary, their solutions correct the greater or lesser use of that capacity, bringing the input-output relationship closer to the maximum usable, which implies greater profits.

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19

Walters, Peter G. P., and Leslie Yip Sai-Chung. "Wah Hoi Industrial Company." Entrepreneurship Theory and Practice 22, no. 3 (April 1998): 87–99. http://dx.doi.org/10.1177/104225879802200305.

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The changing environment faced by Hong Kong-based entrepreneurs undertaking production in southern China provides the broad context for the Wah Hoi case. Since starting production in Guangdong province in 1988, Wah Hoi has grown rapidly. However, in the mid-1990s, the founder and owner of Wah Hoi, Mr. Fred Mok, has to address a number of problems. These include a need to re-evaluate several joint venture agreements; pressures from cost inflation and regulatory changes in China; a tough competitive environment in overseas markets; and policy issues relating to Wah Hoi's international marketing strategy.

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20

Látečková, A., and M. Kučera. "Management of agricultural production in the conditions of information society." Agricultural Economics (Zemědělská ekonomika) 53, No. 8 (January 7, 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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21

Klega, René. "IMPROVEMENT OF PRODUCTION PLANNING IN COMPANY PARS KOMPONENTY." Acta logistica 1, no. 1 (March 31, 2014): 1–7. http://dx.doi.org/10.22306/al.v1i1.9.

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22

Babkina, N. I. "Production program as tool of company industrial policy." St. Petersburg State Polytechnical University Journal. Economics 211, no. 1 (March 2015): 71–83. http://dx.doi.org/10.5862/je.211.7.

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23

Csikósová, Adriana, and Mária Antošová. "Supply Chain Management in Condition of Production Company." Applied Mechanics and Materials 718 (December 2014): 168–72. http://dx.doi.org/10.4028/www.scientific.net/amm.718.168.

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Contribution presents application of logistic access, solved through Supply Chain Management (SCM) with orientation mainly to the capacity planning of production with aim to increase flexibility and productivity of production process. Such changes are necessary to be realized by change of company strategy, as well as by project’s preparation and change of investment’s aims for realization of transition to new system of production management. Discussion is orientated to concrete conditions of polygraph company in Slovakia, orientated to production, refinement and sale of flexible foils for packages.

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24

Kaiser, Mark J. "Oil and Gas Company Production, Reserves, and Valuation." Journal of Sustainable Energy Engineering 1, no. 3 (September 1, 2013): 220–35. http://dx.doi.org/10.7569/jsee.2013.629527.

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25

Niewelt, Alina. "PROJECTS IN MAKING CHANGES IN A PRODUCTION COMPANY." Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, no. 463 (2017): 225–35. http://dx.doi.org/10.15611/pn.2017.463.19.

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26

Brown, Gerald, Joseph Keegan, Brian Vigus, and Kevin Wood. "The Kellogg Company Optimizes Production, Inventory, and Distribution." Interfaces 31, no. 6 (December 2001): 1–15. http://dx.doi.org/10.1287/inte.31.6.1.9646.

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27

Hariga, M. A. "A Production Planning Model for an Aluminum Company." Journal of King Saud University - Engineering Sciences 6, no. 2 (1994): 241–63. http://dx.doi.org/10.1016/s1018-3639(18)30610-x.

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28

Marinaccio, Rocco, and Jonathon Morris. "Work and Production Reorganization in a ‘Japanized’ Company." Journal of General Management 17, no. 1 (September 1991): 56–69. http://dx.doi.org/10.1177/030630709101700104.

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29

Chung, Samuel, Kyu-Hwang Lee, Ho-Kyung Lee, and In-Beum Lee. "Optimal production planning model of a fertilizer company." IFAC Proceedings Volumes 34, no. 25 (June 2001): 661–66. http://dx.doi.org/10.1016/s1474-6670(17)33900-9.

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30

Molnár, Vieroslav, Petr Průša, Jan Strohmandl, and Michal Legát. "Analysis of Workplaces Supply in a Production Company." MATEC Web of Conferences 134 (2017): 00040. http://dx.doi.org/10.1051/matecconf/201713400040.

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31

Signorelli, Valentina. "Daitona: Meet the most innovative Italian production company." Journal of Italian Cinema & Media Studies 8, no. 3 (June 1, 2020): 437–39. http://dx.doi.org/10.1386/jicms_00037_7.

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32

Peter, Kathrin, and Gisela Lanza. "Company-specific quantitative evaluation of lean production methods." Production Engineering 5, no. 1 (October 27, 2010): 81–87. http://dx.doi.org/10.1007/s11740-010-0276-8.

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33

Gershbaum, L. A., A. G. Kats, V. I. Kuryaev, and V. I. Ostashkov. "Development of compressor production at Penzkompressormash Holding Company." Chemical and Petroleum Engineering 31, no. 11 (November 1995): 703–7. http://dx.doi.org/10.1007/bf01155762.

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34

Lager, Thomas, Peter Samuelsson, and Per Storm. "Modelling company generic production capabilities in process industries." International Journal of Operations & Production Management 37, no. 2 (February 6, 2017): 126–61. http://dx.doi.org/10.1108/ijopm-11-2014-0544.

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Purpose In the process industries, it is essential to have a well-articulated manufacturing strategy within companies. However, to facilitate manufacturing strategy development, it is important to start with a good characterisation of the material transformation system and company production capabilities. The paper aims to discuss these issues. Design/methodology/approach A grounded theory approach, with inspiration from configuration modelling, attempted to characterize the material transformation system as a set of variables. The variable development was based on a literature review and the knowledge base of five industry experts. Two exploratory mini-case studies were carried out, primarily to illustrate the use of the model, but additionally to test its industrial usability. Findings A set of 31 variables was developed, and related measures and scales were tentatively defined. Two mini-cases supported the usability of the model. The model, focussing on company generic process capabilities, is a conceptual taxonomy and the study’s theoretical contribution. Research limitations/implications The lucidity of the definitions and scales for the variables are open to further refinement, and the limited discussions of variable relationships in this study are addressed in an agenda for further research. Practical implications The model can be deployed as a facilitative instrument in the analysis of company material transformation systems and may serve as a platform in further discussions on companies’ strategy development. Originality/value The model is a new instrument for analysing company generic process capabilities and an effort to build new theory rather than to test an existing one.

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35

Ćwikła, Grzegorz, Agnieszka Sękala, and Marcin Woźniak. "The Expert System Supporting Design of the Manufacturing Information Acquisition System (MIAS) for Production Management." Advanced Materials Research 1036 (October 2014): 852–57. http://dx.doi.org/10.4028/www.scientific.net/amr.1036.852.

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This paper describes the expert system created to support development of Manufacturing Information Acquisition System (MIAS) for any company, regardless of companys technological processes characteristics. Proper acquisition of data describing the state of the production processes is crucial in the management of a company, because real-time information is a base for decision making and achieving operational excellence. Information on the state of production system have to be automatically acquired from various sources, pre-processed and made available for higher-layers IT systems (MES, ERP). One of the stages of development of MIAS is the synthesis of technical and organizational solutions responsible for the acquisition of various types of data. In order to support designers an expert system MIAS Advisor has been developed, supporting the choice of methods and technical means for the acquisition of data on various aspects of the operation of a company. The algorithm of the expert system operation, which allows easy updating of a set of rules of the system has been presented.

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36

Ioana, Adrian, Augustin Semenescu, and Cezar Florin Preda. "Elements of Quality Analysis in Metallic Materials Production." Applied Mechanics and Materials 657 (October 2014): 881–85. http://dx.doi.org/10.4028/www.scientific.net/amm.657.881.

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The paper presents the main methods of technical-economical analysis of the quality of the metallic material production. The technical - economical analysis of the electric steels quality can be processed both for the product (electric steel) and for the company (electric steelworks). Both the analysis methods for products (A) and the ones for companies (B) are presented in comparison. There are mainly presented and analyzed a specific analysis models for steels elaboration in Electric Arc Furnace (EAF). The main elements specific to the two categories of analysis methods, including mathematical models. The quality of the steels elaborated in the EAF is a very important parameter. From this point of view, there is the need of analyzing the electric steels quality in various methods, including by technical-economical ones. The technical - economical analysis of the electric steels quality can be processed both for the product (electric steel) and for the company (electric steelworks). For the technical - economical analysis for the electric steels quality, we can use two methods: methods of the analysis for the products quality (MAPQ); methods of the analysis for the companys (MACQ).

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37

Коновалова, Галина, and Galina Konovalova. "SYSTEM APPROACH BASED INVESTIGATION OF PRODUCTION AND ENGINEERING COMPANY MANAGEMENT." Bulletin of Bryansk state technical university 2016, no. 4 (December 28, 2016): 295–303. http://dx.doi.org/10.12737/23267.

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Today at engineering companies there is the fol-lowing problem: the inconsistency in management decision-making causing high production costs, a longer duration of a production cycle and a nonobservance of timing of orders. To solve this problem the author of this paper has analyzed with system positions produc-tion and management at an engineering company. A system model is offered, there is described an enlarged structure, hierarchy and kinds of ends, a functional model of engineering company management is formed. In the functional model there are presented functions of a company, production and information flows. In the management scheme of a company there are formulated strategies, ends and indices of efficiency in the field of investigations and developments, finances, marketing, production. A production strategy, budget and orders connect the scheme of company management and the scheme of production management. In the scheme of production management there is located a development of processes for decision-making support, scheduling, online planning, production control, material procurement, resources control, servicing management, company shipments. The scheme of production management has two levels: a company level and a workshop one. Functions of online production planning at a company level provide the formation of a production program, plan-schedules of manufacturing products, parts, units, material requirements, manhours, production costs. Functions of on-line production planning at the workshop level ensure the formation of production schedule and working up urgent plan tasks for production sections (brigades). The influence of external and internal factors upon management system formation is described. The technical solutions offered are introduced at the closed company of “UK “Bryansk Engineering Plant” and have a universal character and may be used at all engineering companies of the country.

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38

Jones, Emlyn L., and Terry Watne. "Development of Integrated Shipyard Pipe Production Facility." Journal of Ship Production 11, no. 03 (August 1, 1995): 187–95. http://dx.doi.org/10.5957/jsp.1995.11.3.187.

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Jesse Engineering Company of Tacoma, Washington is the parent company of the Wallace Coast Machinery Company, which has designed and built pipe bending machines for many years. Working on a pipe bending machine application led to a complete pipe production modernization project in Southern China. Engineers jointly developed the design specifications for the machinery and automated controls. The overall engineering requirement was to automatically collect and sort the pipe processing requirements; route and track each spool through the shop; and provide automated bending, cutting, flange welding, and bending of the pipes. This paper describes and illustrates the shipyard system and explains the machinery and features of the new pipe production facility.

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39

Kim. "Production Planning to Reduce Production Cost and Formaldehyde Emission in Furniture Production Process Using Medium-density Fiberboard." Processes 7, no. 8 (August 9, 2019): 529. http://dx.doi.org/10.3390/pr7080529.

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This research seeks to improve the production process in the Korean furniture industry by reducing the amount of medium-density fibreboard, that is commonly used to produce furniture, in order to reduce production costs and formaldehyde emissions. This research selects a representative company from the Korean furniture industry to examine its optimal amount of medium-density fibreboard used, using the variables of a previous company; the sale levels, the Korea National Productivity Award Index, and technical efficiencies obtained from a previous study. By using its 2016 production level, we compare it with the amount of medium-density fibreboards actually used in 2016, and apply the results to the entire Korean furniture industry. In conclusion, the Korean furniture industry can minimize the amount of medium-density fibreboards used without reducing current production levels, and thereby save production costs, and contribute to substantially reducing formaldehyde emissions.

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40

Choeriyah, Sahara Syarifatul, and Eko Budi Setiawan. "Supply Chain Management Implementation on Snacks Production Process." International Journal of New Media Technology 5, no. 2 (March 19, 2019): 62–70. http://dx.doi.org/10.31937/ijnmt.v5i2.840.

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PQR’s company is a company that located in Citeureup Tasikmalaya. The company is engaged in the production of snacks such as mie lidi. The production strategy that used by this company is a make to stock. The company organizes activities from upstream to downstream. Activities that occur in the upstream is to procure raw materials to suppliers by purchasing department. However, some problem was found when the purchasing department has difficulty determining the amount of raw material for the procurement process. This is due to uncertain demand from distributors. While the activities in downstream is sending the product to distributor by shipping department. Some problem that occurs in the downstream were shipping department has difficulty to make schedule product shipments because there was a delay in the product delivery process. All problem occurs because there is no system that can manage supply chain information. So, the implementation of supply chain management by using the forecasting method of single moving average and calculation of sale limits of raw material and product inventory using safety stock method, it was expected to provide a solution to this problem.

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41

Mukayati, Mukayati. "THE CONTROL AND MANAGEMENT OF RAW MATERIAL RESOURCES IN MAINTAINING THE PRODUCTION DIVISIONS OF BANANA CAKRA BAWANA PASURUAN." IJTI (International Journal of Transportation and Infrastructure) 1, no. 2 (March 9, 2018): 47–51. http://dx.doi.org/10.29138/ijti.v1i2.630.

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Every company either a service company or a manufacturing company must have the same goal of earning profit. But to achieve that goal is not easy because it is influenced by several factors, and the company must be able to handle these factors. One of the factors that affect the problem is the smoothness of production. The production problem is a very important problem for the company because it is very influential on the profits obtained by the company. If the production process runs smoothly then the company's goal can be achieved, but if the production process does not run smoothly then the company's goals will not be achieved. While the smoothness of the production process itself is influenced by the presence or absence of raw materials will be processed in production.

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Ling, Shao Hua, Chang Yong Jing, and Xiao Liang Li. "Float Glass Production Line Cleaner Production Opportunities Analysis." Advanced Materials Research 726-731 (August 2013): 3180–84. http://dx.doi.org/10.4028/www.scientific.net/amr.726-731.3180.

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Float glass production line of a company, for example, cleaner production audit analysis. For glass production process, the the process sewage node and pollutants governance status quo, analysis of the clean production levels of the glass production process on the basis of material balance, and found the opportunity of clean production, float glass production, energy conservation, energy, pollution reduction and efficiency as a starting point, the glass production process cleaner production.

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Kasakow, Georg, and Jan Christian Aurich. "Reactive Production Control - Information to Control a Production." Applied Mechanics and Materials 869 (August 2017): 151–58. http://dx.doi.org/10.4028/www.scientific.net/amm.869.151.

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Sustainable protection and expansion of the competitiveness of the industrial location Germany is an important topic of current research. How can manufacturing companies in high wage countries counter the challenges of market turbulences? Crucial for the competitiveness of these companies is the compensation of wage and salary costs through highly efficient processes. A promising approach is to increase the responsiveness of a company. Responsiveness means, to react as quickly as possible to events or changes of the market, which are not yet evident and can not be foreseen at the time of production system planning. An increase of responsiveness enables companies to react quickly and flexible to market turbulences. The question arises, which market information are relevant, to which a company has to react as quickly as possible in order to handle market turbulence. This paper addresses this issue and identifies relevant information, that are already known during the phase of product development, and the unknown information of the market, to which an existing production system has to react in order to compensate market turbulences. The interplay of known and unknown information enables a responsive production control. The origin and usage of this information, which enables reactive production control, are a part of this article and are explained therein.

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Camarotto, João Alberto, Nilton Luiz Menegon, and Rosangela Maria Vanalle. "Production Strategies and Cumulative Trauma Disorders." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, no. 30 (July 2000): 5–605. http://dx.doi.org/10.1177/154193120004403064.

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This poster reports on an exploratory survey carried out in an industrial company with the purpose of establishing the relations between different forms of work reorganisation, based on strategies to improve productivity and competitiveness, and the evolution of incidences of Cumulative Trauma Disorders (CTDs) in the reorganised sectors of the company. The ultimate objective of the survey was to increase our understanding of the reasons for the appearance and incidence of these disorders and, thus, contribute to the study of preventive models.

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Urbanová, Martina, and Jana Dundelová. "Work culture of the Bata company." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 60, no. 7 (2012): 487–94. http://dx.doi.org/10.11118/actaun201260070487.

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The paper deals with the Thomas Bata Company from its establishment until 1932. After defining the concepts, methods and goals, the authors remind Bata’s trips to America, which were crucial for changes in the company. The text then focuses on the Bata’s organization of production based on the workshop autonomy system (Bata is often called the pioneer of self-government in industry). Bata’s production method, even if entirely original, represents an example of masterful adaptation of scientific knowledge in the field of production to the specific local conditions of life in town of Zlín. This paper is also a reminder of the Bata’s tragic death in 12th July 1932 – 80 years has passed since that date.

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Mansur, Masriah, Ahmad Afif Ahmarofi, and Anderes Gui. "Designing the Re-layout of the Production Floor Using Integrated Systematic Layout Planning (SLP) and Simulation Methods." International Journal of Industrial Management 10 (March 5, 2021): 151–59. http://dx.doi.org/10.15282/ijim.10.1.2021.6058.

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In the manufacturing company, an efficient production floor affects the productivity of the company. Thus, a well design production floor layout assists the company to achieve its objectives. In this regard, this study aims to design a new alternative production floor layout for the XYZ manufacturing company. The company facing the facility layout problem (FLP) where their workstation on the production floor was not located based on the activity-relationship. Thus, the company struggles to reduce the distance travel of their workers from one station to another by re-layout their production floor. The Systematic Layout Planning (SLP) method was used to determine the best new alternative layout for the company. Subsequently, the AnyLogic simulation software was utilized to test the effectiveness of the layout by using the number of steps as the parameter. As a result, it is found that the total number of steps of workers in the production floor can be reduced from 16,554 steps (in existing layout) to 15,956 steps (in new alternative layout).

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Tu, Yiliu. "Production planning and control in a virtual One-of-a-Kind Production company." Computers in Industry 34, no. 3 (December 1997): 271–83. http://dx.doi.org/10.1016/s0166-3615(97)00046-8.

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Bogdanović, Mario, and Dino Baćac. "PROCESNI MENADŽMENT KAO SREDSTVO UNAPRJEĐENJA OBUKE NA PRIMJERU PROIZVODNE TVRTKE." FBIM Transactions 9, no. 1 (April 15, 2021): 12–27. http://dx.doi.org/10.12709/fbim.09.09.01.02.

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This article presents a methodology for training process improvement using process management and a systemic approach to training on the production company example. There is explicated the training process improvement systematically. Concretely, there is identified and presented existing training process (by BPMN graphic language), it is analyzed its appropriateness/efficacy (by experience, customer complaints, and questionnaire method), also are explained supportive measures for operative monitoring and new training process control. Offered methodology for training process improvement can be used in all companies where continuous training processes for new employees are needed. Using process solution this study resolved three research problems and validated three hypotheses: a) customer complaint level, skill level, and satisfaction after training process was not optimal; b) training process is redesigned according to defined weaknesses of the existing training process and according to systemic training approach; c) supporting tools to the new training process are new operative systems of evidence, evaluation, and control. In such a manner it is created a model with training target outcomes (high quality of skills after training process in sense of speed and quality of working performance) by which are generated the presumptions for efficacy improvement on the level of production workers and a production company.

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Gherghea, Ion Cosmin, Constantin Bungau, and Dan Claudiu Negrau. "Best Practices to Increase Manufacturing Productivity - Comparative study." MATEC Web of Conferences 290 (2019): 07007. http://dx.doi.org/10.1051/matecconf/201929007007.

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Nowadays, manufacturing companies are involved in a big competition, each of them looking to increase productivity and profit by implementing best practices within the company. The present paper presents an analysis of best practices of manufacturing companies which contributes to increasing and improving the productivity, and also have been identified new trends regarding best practices implemented in manufacturing companies. In order to accomplish this research, has been analyzed a successful manufacturing company in the field of manufacturing and automation from Romania. To collect data for this study there were accessed two databases, different specialized websites in the field, but the most important source of information was obtained from the analyzed company. One of the best practices identified in this study was to improve the productivity through re-engineering, practice that the company studied has implemented. In order to highlight this good practice, namely reengineering, were analyzed in parallel both of existing manufacturing types from the analyzed company, respectively production on CNC processing centers and classical production. The exemplification of both types of productions was done by using a Lean Manufacturing method, namely Value Stream Mapping, identifying the operational flow of both types of production.

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Regawa, Hans Gerald. "Perancangan alat bantu untuk memperbaiki proses perencanaan produksi pada PT X." Jurnal Manajemen Maranatha 19, no. 1 (November 14, 2019): 21–34. http://dx.doi.org/10.28932/jmm.v19i1.1003.

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Production planning is part of the operational management that is important in a company. By managing production planning properly, the production process in a company will be able to run better. PT X is a company that produces vehicle spareparts for private cars. The company runs make to order system to fulfill the production procss. In the make to order system, a new product will begin to be produced by the company if there is an order from the customer. In this system, a company has inventory i.e. raw material and work in process. The problem are PT X have lack of raw materials and the absence of lead time given by the company to customers about when a product will be sent. To overcome this problem, improvements are made to the existing production planning system. Improvements begin by changing the way raw materials are purchased. This is done by treating the system with order point. With this system, company will never experience a shortage of raw materials because when raw material below order point, company must immediately order new raw materials. Thus the production process will not be disturbed and can run smoothly. In determining when a product will be completed and sent to customers, a production planning system with DSS tools (decision support system) is made using Microsoft Excel tools. By using DSS, the system will automatically display when a product will be finished and when it can be sent to the customer, when to buy raw materials, and how much production order is. Accordingly, the company can provide certainty of information to customers when the products have been produced and shipped.

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