Andrea Sujová, Katarína Marcineková and Ľubica Simanová
Corporate performance management presents a way of motivation and management by objectives characterised using quantitative performance indicators. Besides the application of traditional methods in business, successful economic development and market environment development also require the application of new modern methods adapted to contemporary market needs. One modern approach is based on corporate performance evaluation by measuring the performance of internal processes ( Sujová, 2013 ). Business processes are objects of the process approach
This paper continues the research started by Závadský, Korenková, Závadská, Kadárová and Tuček (2019) . The previous research was based on the most frequently used key performance indicators worldwide. This paper uses the same indicators but also offers a deeper view of theory and practical implications, which is a novelty.
The paper has several research objectives. The first objective is to identify the group of indicators that are most widely used in the manufacturing area worldwide. The second objective is to identify the responsibility and
Krzysztof Dziekoński, Omar Hesham Mohamed Fawzy Ibrahim, Abdul-Majeed Mahamadu and Patrick Manu
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João Pedro Sousa, Katarzyna Krot and Ricardo G. Rodrigues
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Beata Ślusarczyk, Muhammad Haseeb and Hafezali Iqbal Hussain
The fourth industrial revolution is most significant in having the latest technology, which leads to improved performance. This industrial revolution has a key role in the attainment of higher performance ( Lalic et al., 2017 ; Nagy et al., 2018 ; Sandengen et al., 2016 ; Tonelli et al., 2016 ) by promoting production and services in an organisation. Industry 4.0 provides the latest technology for the manufacturing process, which promotes organisational performance. It can also deliver improved services through the latest and unique technology
Joseph Afolabi Oluwaseyi, Morakinyo Kehinde Onifade and Olumide F. Odeyinka
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 Adamu, M.O., Budlender, N. & Idowu, G.A. (2014). A note on Just-in-Time scheduling on flow shop machines. Journal of the Nigerian
The paper presents the work performance analysis of timber harvesting with the use of Highlander harvester produced by KONRAD Forsttechnik GmbH. The analysis was performed based on the timing of the working day. We also assessed the organization of the machine operation in the research area and its functional capability. The study was conducted in Miçdzylesie Forest Department, Nowu Wieś Forestry in fresh mixed mountain forest, where the machine acquired spruce. Timing was perfonned based on the registration of the machine operation on a video camera and the measurements of collected assortment. Based on the results of measurements it was found that organization of the machine operation was not the best. A one-shift work system and short duration of a shift caused that the effective working time occupied only 67.9% of the shift time (about 4 hours). This resulted in reduction of the operating perfonnance on a working day which was only 12,7 m3·h−1, while an effective high-efficiency was 18.7 m3·h−1.
The paper presents analysis of efficiency of the logging unit comprising Belarus 820 farm tractor and PD80 logging trailer equipped with Ryś-1 crane. Analysis was made based on the working day timing. The unit logged 1- meter long tree pieces (hornbeam, oak, birch) from the area where material for logging was distributed irregularly on the entire felling site. Unfavourable atmospheric conditions were reported during the working day (a thick layer of snow, low temperature, not frozen soil) which could have influenced the unit operation performance. Despite that the performance of the logging unit was comparable to similar logging units described in the literature. Determined coefficient of use of the operating time of the machine K02 was 0.93, coefficient of use of the shift working time K04 − 0.9, coefficient of use of the shift exploitation time K07 − 0.8. Hourly performance in the shift exploitation time was 4.98 m3·h−1, efficiency in the shift working time W02 − 4.80 m3·h−1 and performance in the general shift time W07 − 4.30 m3·h−1.
Božić, L., & Rajh, E. (2016). The Factors Constraining Innovation Performance of SMEs. Economic Research-Ekonomska Istraživanja , 29 (1), 314-324. doi: 10.1080/1331677X.2016.1168040
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Demichela, M., Baldissone, G., & Camuncoli, G. (2017). Risk-Based Decision Making for the Management of Change in Process Plants: Benefits of Integrating Probabilistic And