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Patrycja Hąbek and Juan Jose Lavios Villahoz

References Alay, C., Säfsten, K. and Johansson, G. (2017). Conceptual sustainable production principles in practice: Do they reflect what companies do?, Journal of Cleaner Production 141 pp. 693-701. Bluszcz, A. (2017). Ecological Growth Boundaries. Management Systems In Production Engineering, Volume: 25, Issue: 1, pp. 55-59. Hąbek, P. and Brodny, J. (2017). Corporate Social Responsibility Report - An Important Tool to Communicate with Stakeholders. In 4th International Multidisciplinary Scientific Conference

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Valentin Grecu

References [1]. Merad, M., Dechy, N., Serir, L., Grabisch, M., & Marcel, F. (2013). Using a multi-criteria decision aid methodology to implement sustainable development principles within an organization. European Journal of Operational Research, 224(3), 603-613. [2]. Grecu, V. and Denes, C., (2012a) A Decision Support System for the Transition Towards the Sustainable University, Proceedings of the International Conference on Engineering & Business Education, Innovation and Entrepreneurship, Sibiu, Romania, 18 - 21 October, 2012, pp319-324 [3

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Katarzyna Szczepańska-Woszczyna and Joanna Kurowska-Pysz

References Augier, M., & Teece, D. J. (2009). Dynamic capabilities and the role of managers in business strategy and economic performance. Organization Science, 20(2), 410-421. Baumann-Pauly, D., Wickert, C., Spence, L. J., & Scherer, A. G. (2013). Organizing corporate social responsibility in small and large firms: Size matters. Journal of Business Ethics, 115(4), 693-705. Bos‐Brouwers, H. E. J. (2010). Corporate sustainability and innovation in SMEs: evidence of themes and activities in practice. Business

Open access

Valentin Grecu

9. References 1. Azapagic, A. and Perdan, S., (2000), Indicators of sustainable development for industry: a general framework, Trans IChemE, Part B, Proc Safe Env Prot, volume 78, issue 4, pp243–261 2. Petrini, M., & Pozzebon, M. (2009). Managing sustainability with the support of business intelligence: Integrating socio-environmental indicators and organisational context. The Journal of Strategic Information Systems, 18(4), 178-191. 3. Grecu, V. and Nate, S., (2014), Managing sustainability with eco-business intelligence instruments, Management

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Rafael Popper, Monika Popper and Guillermo Velasco

References Andersen, M. M. (2002). Organising interfirm learning as the market begins to turn Green. In T. de Bruijn, A. Tukker (Eds.), Partnership and Leadership eBuilding Alliances for a Sustainable Future (pp. 103-119). Publishers, Dordrecht, The Netherlands: Kluwer Academic. Anttila, V. (2016). Report on CASI-F implementation. Brussels, Belgium: European Commission. Carrillo-Hermosilla, J., del González, P. R., & Könnölä, T. (2009). Eco-innovation: when sustainability and competitiveness shake hands. London

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Aldona Kluczek

References Armina, E. and Vilsi, A. L. (2015). Key Performance Indicators for Sustainable Manufacturing Evaluation in Cement Industry. Procedia CIRP, 26, pp. 19-25. De Benedetto, L., Klemes, J. (2009). The Environmental Performance Strategy Map: an integrated LCA approach to support the strategic decision-making process. Journal of Cleaner Production, 17, pp. 900-906. Da Silva, P. R. S. and Amaral, F. G. (2009). An integrated methodology for environmental impacts and costs evaluation in industrial processes

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Jolanta Bijańska, Aleksandra Kuzior and Krzysztof Wodarski

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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Ionela Magdalena Rotaru

Abstract

The world we are living in is shaped by what is a reality for years already: globalisation of economy. The lack of borders makes the impact that technology has on society to be a major one. The virtual world so accessible today is not just about new markets, access to cheaper work force, work online but also fierce competition. The common denominator of most efforts in the area of industry is performance. Limits continuously moving willingness to pay for products that delineate the performance delivered be the same range. Here too we can see the role of the education. For example, Landes1 shows that both knowledge and know-how are the ones that determine how well off societies are. The education of engineers is therefore critical to every nation to ensure the prosperity of its citizens. This paper here intends to approach the educational process of the engineering specific area of knowledge from the management perspective. The training process becomes sustainable in accordance with the requirements of the future: trained specialists for sustainable enterprises.

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Andrzej N. Wieczorek and Radosław Kruk

References [1] A.N. Wieczorek. „Projektowanie maszyn i urządzeń zgodne z zasadą zrównoważonego rozwoju”, in Management Systems in Production Engineering, vol. 1(17), May 2015, pp. 28-34. [2] L. Kaźmierczak-Piwko. „Rozwój instrumentów zrównoważonego rozwoju sektora przedsiębiorstw”, in Management Systems in Production Engineering, vol. 4(8), October 2012, pp. 37-39. [3] V. Veleva, M. Hart, T. Greinerm and C. Crumbley. „Indicators of sustainable production”, in Journal of Cleaner Production, vol. 9(5), October

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Marcin Sikora, Maciej Kwiatkowski, Hanna Prosół, Daria Nowicka, Karolina Lorenc and Laurena Pham

Abstract

The aim of the paper is to present the philosophy of Lean Management as an instrument of improving sustainable management of enterprises. The article presents the origins, characteristics of the broadly understood concept of Lean Management and describes the idea of Sustainable Development (SD). At the same time implications for the application and development of the instruments which operationalize the assumptions of SD at the level of enterprises are discussed. The paper specifies those areas of functioning of contemporary companies in which Lean Management can be implemented and compares them with the features of traditional management in particular subjects.