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Reflections on Discussions About Technical Efficiency of Innovativeness of Countries

://webdoc.sub.gwdg.de/ebook/serien/lm/vwl_diskussionsreihe/279.pdf [Accessed February 1, 2019]. [5] Borrás, S., Edquist, Ch., 2016. Conceptual Underpinnings for Innovation Policy Design: Indicators and Instruments in Context . Unpublished paper prepared for the OECD Blue Sky Conference III, September 19-21 2016, Ghent, Belgium. [6] Borrás, S., Edquist, Ch., 2013. The Choice of Innovation Policy Instruments . CIRCLE - Center for Innovation, Research and Competences in the Learning Economy. Lund: Lund University. [7] Caballero, J.R., 2014. Measuring Innovation Efficiency in Europe. A Färe-Primont TFP

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Management Efficiency

Management Efficiency

Modern management process may be viewed as one constant series of decision making and creation of conditions for effective decision realization. In the process of organizing it is important to verify the organization effectiveness and implement corrections in order to maintain or increase this effectiveness. For the purpose of situation diagnosis and improvement of organization's results, the three-efficiency-levels approach is used (organization level, process level, workstation level). Degree of decision effectiveness (efficiency) will depend on rationality of the problem solving process. Therefore, it is necessary to determine the primary and supporting goals as well as strategies for their realization and to take care of the quality of organization's internal activities, which includes full readiness for cooperation and flexibility towards changes.

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The Role of Banking Capital in Industrial Sector Micro Enterprises for Poverty Alleviation: A Study in East Java, Indonesia

. [4] Charoenrat, T., Harvie, C., Amornkitvikai, Y., 2013. Identifying Technical Inefficiency Factors for Thai Manufacturing Small Enterprises. ICSB World Conference Proceedings , 2(2), p.1. [5] De Silva, I., 2008. Micro-level Determinants of Poverty Reduction in Sri Lanka: A Multivariate Approach. International Journal of Social Economics , 35(3), pp.140-158. [6] Le, V., Harvie, C., 2010. Technical Efficiency of Manufacturing SMEs in a Transitional Economy: Evidence from Vietnam. ICSB World Conference Proceedings , p.1. [7] Badan Pusat Statistik

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Performance Evaluation Frameworks in the Context of Indian Microfinance Institutions

6 REFERENCES [1] Arun, T., Imai, K. and Sinha, F., 2006. Does the Microfinance Reduce Poverty in India? Propensity Score Matching based on a National-Level Household Data. Economics Discussion Paper, The University of Manchester, September. [2] Athanassopoulos, A.D., 1995. Performance Improvement Decision Aid Systems (PIDAS) in Retailing Organizations Using Data Envelopment analysis. Journal of Productivity Analysis , 6(2), pp.153-170. [3] Athanassopoulos, A.D., 1997. Service Quality and Operating Efficiency Synergies for Management Control

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Using Material Flow Cost Accounting (Mfca) to Identify Benefits of Eco-Efficiency and Cleaner Production in a Paper and Pulp Manufacturing Organization

efficiency. Clean Technologies and Environmental Policy, 14 (6): 1037-1045. [16] Environmental Strategies (online), 2013. Available: http://www.unido.org/en/what-we-do/envir onment [17] Ferreira, A., Moulang, C., Hendro, B., 2010. Environmental management accounting and innovation: an exploratory analysis. Accounting, Auditing &Accountability Journal, 23 (7): 920- 948. [18] Foelkel, C., 2008. Eco-efficiency and cleaner production for the eucalyptus pulp and paper industry (online). Available: http://eucalyptus com.br [19] Fore, S., Mbohwa, G.T., 2010. Cleaner

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The Predictive Maintenance Concept in the Maintenance Department of the “Industry 4.0” Production Enterprise

Abstract

Modern technical environments require a high degree of reliability both in machinery and in equipment. Technological progress has, on the one hand, increased this efficiency but on the other hand, it has changed the way in which this equipment and these machines have traditionally been maintained. The authors have set the following assumptions. In order to survive in the market and develop, modern production enterprises realize the assumptions of Industry 4.0, wherein the optimization of maintenance processes is important because of the financial situation. This includes the profits made by the production company and differs from traditional maintenance, by shifting towards new trends such as predictive maintenance; as such, it is crucial for the development of the company. The article is devoted to the most modern predictive maintenance strategy, in the maintenance department of a manufacturing company. The publication describes the meaning of the method, its potential and the theory of action.

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The Determination of Performance Measures by Using a Balanced Scorecard Framework

Abstract

The aim of this study was to determine the contributions of the balanced scorecard (BSC) methods to identify the relationship between the objectives and activities and examine how the BSC should be formed in a manufacturing company. The BSC framework was examined via a case study in a yarn manufacturing company. The activities to be carried out by the company to achieve its objectives and how the appropriate measures are determined in evaluating the contribution of the activities to the achievement of objectives are explained under the BSC approach. The BSC implementation and adaptation have facilitated in a family owned company because of its fast decision-making process. Objectives are made clear in accordance with the company’s strategy and causal relationship between objectives and activities are linked by the strategy map. The BSC implementation shows that financial measures are not enough to evaluate the effects of all the activities on the objectives in a company. The cooperation between departments in the company and the efficiency of corporation meetings increases. The meetings have become more result-oriented due to clarifying objectives and responsibility of individual levels.

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An Evaluation of the Effectiveness of Applying the Mes in a Maintenance Department – A Case Study

, Y., 2009. Realization of Manufacturing Execution System for a Batched Process Manufacturing Industry. In: Proceedings of the International MultiConference of Engineers and Computer Scientists 2009, Hong Kong, China, 18-20 Martch 2009. Vol II, IMECS 2009. [9] Szafrański, M., 2007. Elementy ekonomiki jakości w przedsiębiorstwach (Elements of Qual-ity Economics in Enterprises). Poznań: Wydaw-nictwo Politechniki Poznańskiej. [10] Skrzypek, E., 2000. Jakość i efektywność (Quali-ty and Efficiency). Lublin: Wydawnictwo UMCS, pp.190

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Working Capital Management and Corporate Profitability: Empirical Evidence from Vietnam

-691. [23] Raheman, A., Nasr, M., 2007. Working Capital Management and Profitability: Case of Pakistani Firms. International Review of Business Research Papers, 3, pp.279-300. [24] Sagan, J., 1955. Toward a Theory of Working Capital Management. Journal of Finance, 10(2), pp.121-129. [25] Schiff, M., Lieber, Z., 1974. A Model for the Integration of Credit and Inventory Management. Journal of Finance, 29, pp.133-140. [26] Shin, H.H., Soenen, L., 1998. Efficiency of Working Capital and Corporate Profitability. Financial

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Green Marketing Orientation and Environmental and Social Performance of Hospitality Firms in South Africa

on Consumer Buying Behaviour. European Journal of Economic and Political Studies , 5(1), pp.5-21. [11] Briggs, J., Claiboborne, M.C., Cole, E., 2006. Total Optimal Performance Scores: a Practical Guide for Integrating Financial and Nonfinancial Measures in Performance Evaluation. Management Accounting Quarterly , 8(1), pp.11-23. [12] Camilleri, M.A., 2018. Closing the Loop for Resource Efficiency, Sustainable Consumption and Production: A Critical Review of the Circular Economy. International Journal of Sustainable Development , 1, pp.1-22. [13

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