Search Results

1 - 10 of 10 items :

  • "Process Performance" x
Clear All
Influence of Modern Process Performance Indicators on Corporate Performance — the Empirical Study

internal processes should be determined in a way that enables to monitor the fulfilment of corporate key result indicators or strategic key success factors. This is the reason why the literature review of the article focused on this part of the business process measurement. Modern management approaches require using modern methods and indicators for performance evaluation. The interconnection between process performance measurement and corporate performance evaluation has not been addressed in scientific publications. Most of the scientific works deal with corporate

Open access
Assessment of Selected Technical Parameters of Soya Seeds Oil Pressing Process

Abstract

The objective of the paper was to determine the impact of the value of the oil pressing pressure with the cold pressing method in a screw press on the pressing course and performance. Varied values of pressure were obtained through the use of three replaceable attachments of the pressing unit with a varied diameter of the outlet conduit (ф1=2 mm, ф2=4 mm and ф3=6 mm). The soya oil pressing process performance was determined in relation to the applied attachment and the soya cultivar. Seeds of 7 Polish non-genetically modified soya cultivars constituted research material. It was proved that both variable pressure values and the used soya cultivars have impact on the pressing performance. Based on the analysis of the obtained research results it was proved that varied technical parameters and soya cultivars influence both the process performance and the remaining parameters and pressing conditions.

Open access
Management of changes in business processes: an empirical study in Slovak enterprises

, 2 , 1-21. Rut, J. (2017). Production Process Optimization in the Researched Company. Marketing i Rynek , 7 , 625-633. Simanová, Ľ., & Gejdoš, P. (2015). The Use of Statistical Quality Control Tools to Quality Improving in the Furniture Business. Procedia Economics and Finance , 34 , 276-283. doi: 10.1016/S2212-5671(15)01630-5 Sujova, A., & Marcinekova, K. (2014). The Impact of Using Modern Process Performance Indicators on Financial Perormance of Woodworking Companies. Management of Companies , 4 (1), 30-35. Sujova, A., & Marcinekova

Open access
Analysis of the Evolution of SMEs in Western Romania Between 2011–2014, Using the Mathematical Modelling

alternative applications for your technologies. R&D Management, 40(4). 7. Blei, D.M. (2008) Hierarchical clustering, Princeton University, 2-83. 8. Porras, B, G (coord) (2014) European Union, Regional Innovation Scoreboard, printed in Belgium, 14-21. 9. Bostan, I. (2014) Legislative Study on the Government regulation on some economic recovery measures, Journal of Public Administration, Finance and Law, Issue 6. 10. Brad, B., Mocan, B., Brad, E., & Fulea, M. (2014) Leading Innovation to Improve Complex Process

Open access
Reduction of defects in the lapping process of the silicon wafer manufacturing: the Six Sigma application

in sigma units and is known as the process capability. The process capability measurement index is the process performance index (Ppk). Once a process has been brought under statistical control through the implementation of a Six Sigma project, Ppk estimates how stable these improvements would be in the longterm and how closely they would meet customer expectations. The larger the Ppk value, the less is the process variability and the higher the long-term stability. To satisfy customers, the Ppk value should be greater than 1.67 ( Kotz, 1993 ; Raman & Basavaraj

Open access
Linking a performance management system and competencies: Qualitative research

attributes of particular indicators by means of the Z-MESOT method can help eliminate problems resulting in incorrectly defined responsibilities and powers in the course of measurement and performance evaluation processes. Performance and measurement responsibilities were explicitly defined in most key performance indicators. Managers positively evaluated a combination of suggested indicators that cover key business performance areas. Competent managers express their opinion that measuring and evaluating performance for them is a necessary tool for successful corporate

Open access
The National Spatial Strategy: Lessons for implementing a National Planning Framework

, 15-19. Walsh, J. (2013) The National Spatial Strategy: Rationale, process, performance and prospects. Administration, 60 (3), 13-41.

Open access
Fifty years of urbanisation in Ireland: Structural and spatial evolution of the urban hierarchy since Buchanan

Irish urban system: An overview. Geographical Viewpoint, 9 , 29–48. Walsh, J. (2013). The National Spatial Strategy: Rationale, process, performance and prospects. Administration, 60 (3), 13–40. Zipf, G. (1949). Human behavior and the principle of least effort . Cambridge, MA: Addison-Wesley.

Open access
Analysis of Possibility of Yeast Production Increase at Maintained Carbon Dioxide Emission Level

Technology, 21 (4) (1968) pp. 180-186. 10. Gawdzik A., Włodarczyk B.: Effects of the industrial wastes purification system on the productivity of the yeast factory Lesaffre in Wolczyn , Environmental Engineering, DOI: 10.3846/enviro.2014.020 11. George S., Larsson G., Olsson K., Enfors S:, Comparison of the Baker's yeast process performance in laboratory and production scale , Bioprocess Enfineering, 18 (1998) pp. 135-142. 12. Hugo E.: Handbook of cane sugar engineering , Elsevier Publ. Comp., New York, 1974. 13. Ifrim G., Bahrim G., Rapeanu G

Open access
Visions and plans for regional development in Ireland

and place: A census atlas of the Republic of Ireland. Maynooth: NIRSA, Maynooth University. Walsh, J. A. (2009). Space and place in the National Spatial Strategy in the Republic of Ireland. In S. Davoudi & I. Strange (Eds), Conceptions of space and place in strategic spatial planning (pp. 95–124). London: Routledge. Walsh, J. A. (2013). The National Spatial Strategy: Rationale, process, performance and prospects. Administration, 60 (3), 13–40.

Open access