The article presents a proposal of use a decision table to support the decision-making process in scope of maintenance management in mining companies. In particular, it refers to decisions related to evaluation and improvement of mining machinery use in the mining production process. The article presents the theoretical foundations of decision tables building and characteristics of the most important stages of creating this table. This whole process was tried to refer specifically the mining industry. For this reason, during construction of the decision tables, the results of research on the effectiveness of the selected mining machines were used. The conducted research provided a lot of data, information and knowledge on the work of the particular mining machines, especially regarding the number and reasons for unplanned breaks during the machines’ work. The developed decision table will consist of conditions, rules and actions whose purpose is to define the recommendations for the particular groups of participants in the mining production process. The obtained results will form the basis for the development of the recommendations and proposals of actions to improve the level of use of mining machines. The authors focused mainly on the practical use of tables to support the decision-making process regarding maintenance and improvement of effectiveness of mining machines. The obtained results confirm the validity of the adopted assumptions. Decision tables can become an important tool that supports the decision-making process within mining companies.
The aim of the article is to show the relations in the innovation process planning model. The relations argued here guarantee the stable and reliable way to achieve the result in the form of an increased competitiveness by a professionally directed development of the company. The manager needs to specify the effect while initiating the realisation of the process, has to be achieved this by the system of indirect goals. The original model proposed here shows the standard of dependence between the plans of the fragments of the innovation process which make up for achieving its final goal. The relation in the present article was shown by using the standard Business Process Model and Notation. This enabled the specification of interrelations between the decision levels at which subsequent fragments of the innovation process are planned. This gives the possibility of a better coordination of the process, reducing the time needed for the achievement of its effect. The model has been compiled on the basis of the practises followed in Polish companies. It is not, however, the reflection of these practises, but rather an idealised standard of proceedings which aims at improving the effectiveness of the management of innovations on the operational level. The model shown could be the basis of the creation of systems supporting the decision making, supporting the knowledge management or those supporting the communication in the innovation processes.
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