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Chosen Development Problems of Wheeled Armoured Transporters


Modern wheeled armoured vehicles are constructed as multipurpose. Universal construction of vehicle is achieved in two separate ways: as specialized versions of vase model or by using exchangeable mission-modules. Realization of various tasks requires different equipment; ensure adequate level of protection and firepower. Increase of protection level, implementation of weapon systems, characterized by high firepower despite technological advancement in this field affect vehicles weight increase and therefore, it also affects requirements for other vehicle systems. Ensuring high mobility requires use of high power, turbocharged diesel engines, hydro mechanical transmission, hydro pneumatics suspension, possibility of clearance adjustment, use of central wheel pumping system enabling tire pressure change according to the surface on witch vehicle runs. This study gathers and compares characteristics of selected wheeled armoured personnel carriers and determines possible directions of development for future wheeled vehicles.

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The Clusters - Collaborative Models of Sustainable Regional Development

implementarea în România a conceptului de cluster inovativ. available at retrieved on 0.07.2013 Ministry of Industry, (2013) Harta parcurilor industriale şi a clusterelor din România , available at retrieved on 10.07.2013 Ministry of Regional Development and Public Administration, The Regional structures and Strategies available at and retrieved on 10

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Efficiency of the Principle of Sustainable Development in the European Union Law

REFERENCES Adamczyk, J., Nitkiewicz, T., 2007. Programming of Sustainable Development of Enterprises (in Polish), PWE, Warszawa. Baker, S., 2003. The European Union: Integration, Competition, Growth-And Sustainability [in:] Lafferty, W.M., Meadowcroft, J., Implementing Sustainable Development: Strategies and Initiatives in High Consumption Societes , Oxford Scholarship Online, Oxford. Bara, M., Kmita, T., Korzekwa, J., 2016. Microstructure and properties of composite coatings obtained on aluminium alloys . Arch. Metall. Mater., 61, 1107

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New Product Development (NPD) Process – An Example of Industrial Sector

REFERENCES [1] G. Barczak and D.L. Wilemon, “Leadership Differences in New Product Development Teams”, Journal of Product Innovation Management , vol. 6, no. 4, pp. 259-267, 1989. [2] A. Bryman, Social Research Methods . Oxford: Oxford University Press, 2008. [3] K.H. Chang, E-Design, Computer-Aided Engineering Design . Oxford: Academic Press, 2015. [4] B. Cimatti and G. Campana, “Modern industrial product development and organizational impact”, International Journal of Organizational Innovation , vol. 8, no. 3, pp. 7-17, Jan. 2016

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The Concept for the Development of a Functional Area Illustrated by the Case of the Functional Area of the Oder Communes

]. Warszawa, Poland: PWN. Christopherson, S. (2008). Local and regional development. Economic Geography, 84(2), 241-242. Commission of the European Communities. (2008). Communication from the Commission to the Council, the European Parliament, the Committee of the Regions and the European Economic and Social Committee, Green Paper on Territorial Cohesion Turning territorial diversity into strength, COM(2008) 616 final. Retrieved from Commission of

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Automation of the Calibration Process as One of the Directions of Development of Military Metrology

–147 [ Sources of time and frequency. Current status and directions of development — available in Polish]. [7] Standard PN-EN ISO/IEC 17025. [8] Wojskowe Centrum Metrologii [Military Center of Metrology], [online], [access 28.01.2019].

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An integrative Model Based Systems Engineering (MBSE) and lean-based approach for development of new complex products

., Lockett, H. (2017). An Investigation into the Interrelationship between. Aircraft Systems and Final Assembly Process Design, Procedia CIRP, 60, pp. 62-67. Marseu, E., Kolberg, D., Birtel, M. and Zuhlke D. (2016). Interdisciplinary Engineering Methodology for changeable Cyber-Physical Production Systems, IFAC-PapersOnLine, 49-31, pp. 85-90 [Accessed: 20 Apr 2018]. Morgan, J., Liker, J. (2006). The Toyota Product Development System. New York: Productivity Press. Oehmen, J. (2012). The Guide to Lean Enablers for Managing Engineering Programs, PMI, INCOSE

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Social Perception of Hard Coal Mining in Perspective of Region’s Sustainable Development

REFERENCES [1] “Communication from the Commission to the European Parliament, the Council and the European Economic and Social Committee,” Implementing the Partnership for Growth and Jobs: Making Europe a Pole of Excellence on Corporate Social Responsibility, Brussels (2006). [2] J. Dubiński. “Sustainable Development of Mining Mineral Resources,” Journal of Sustainable Mining, no. 1, pp. 1-6. (2013). [3] J. Dubiński, J. & M. Turek. Proces restrukturyzacji a ochrona środowiska na terenach górniczych, “ Bezpieczeństwo Pracy i Ochrona

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Strategic development of cargo transit services: a case study analysis

Literature Androniceanu, A. (2017). Improving citizens’ satisfaction concerning the social welfare services at urban level. Theoretical and Empirical Researches in Urban Management, 12 (4), 67-82. Блудова, Т. В. (2006). Транзитний потенціал України: формування та розвиток [ Transit potential of Ukraine: formation and development ]. Kyiv, Ukraine: NIPMB. Britchenko, I., & Cherniavska, T. (2017). Transport security as a factor of transport and communication system of Ukraine self-sustaining development. Scientific bulletin Polissia, 1 (1

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Sustainable Business Development Through Leadership in SMEs

business, enterprise of the future - change management concepts and paradigms]. Warszawa, Poland: Poltext. Hall, J. K., Daneke, G. A., & Lenox, M. J. (2010). Sustainable development and entrepreneurship: Past contributions and future directions. Journal of Business Venturing, 25(5), 439-448. Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of management review, 9(2), 193-206. Hemingway, C. A., & Maclagan, P. W. (2004). Managers' personal values as drivers

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