Enterprise Management No. 2 (2012) 
CONTENTS:
Adriana
HALIKOWSKA, Zofia WILIMOWSKA
MODEL OF MANAGEMENT OF RISK WITH USE MULTIAGENT SYSTEM – (ABSTRACT)
Justyna
PATALAS-MALISZEWSKA
STRATEGIC MANAGING INTELECTUAL CAPITAL IN AN INNOVATIVE SME – (ABSTRACT)
Jan
REWILAK, Tomasz TOKAJ
PRODUCTION PART APPROVAL PROCESS (PPAP) AS A SUPPLIER QUALITY ASSURANCE
STANDARD (SQA) FOR MANUFACTURING COMPANIES – (ABSTRACT)
Marek
WIRKUS, Karol B¡K
RESULTS ON IMPLEMENTATION OF ROLING WAVE PLANNING IN A FURNITURE FACTORY – (ABSTRACT)
Abstract:
Adriana
HALIKOWSKA, Zofia WILIMOWSKA
MODEL OF
MANAGEMENT OF RISK WITH USE MULTIAGENT SYSTEM
Key words: return on
investment, risk, risk management, multiagent system, agent
Abstract: The
globalization of world economies, global changes in economic conditions in the
world today . the increasing volatility of commodity prices, exchange rates,
interest rates heighten the risk of running business activity. It requires considering
the impact of risk on decisions effects. Variability and complexity of the
environment mean that the risk can be considered as a common factor associated
with almost any activity. Risk should not be considered only in terms of
threat, as it often creates opportunities that are inspiration of human action.
Therefore it needs to be considered as one of determinants of entrepreneurship.
It contributes to carrying out research, creation of new theories and atempting
their application in practice. Thus it can be regarded as a source of progress
and activation, and therefore it can be considered as a useful factor - under
condition that it can be inspected and controled. Enterprise management system
performs, among other things, option of risk management.
Classical methods of
risk management are largely based on knowledge, ideas and preferences of
decision maker. Under this approach it is very easy to make errors in
investment evaluation. Very often such errors may lead the company into
bankruptcy.
The use of multi-agent systems in risk management will minimize the
number of wrong decisions resulting from in correct calculations and lack of
objectivity of the decision maker. The use of multi-agent systems in management
of investment risk, alows to create the database. The information stored in it
can be used by users of the system in the future. It is worth noting that,
thanks to usage of self-learning module by the system over time, the system
becomes more and more independent. This approach is common to contemporary
theories that focus on developing models to help decision-makers not only make
decisions but also are able to show the effects of those decisions. In modern
models of investment risk management it should be considered taking into
account the different sources of risk. This follows from the fact that in
modern approach the decision maker first must have knowledge of the way the
company works. On this basis, it is able to, not only decide on investment, but
also suggest some improvements in the enterprises risk management. A similar
approach is presented in the model proposed in the article. To summarize, the
proposed solution completely fulfills the requirements of modern models for
managing risk.
Dr hab. in¿. Zofia
WILIMOWSKA, prof. nadzw. PW
zwilim@pwsz.nysa.pl
Mgr in¿. Adriana
HALIKOWSKA
ahalikowska@pwsz.nysa.pl
Abstract:
Justyna
PATALAS-MALISZEWSKA
STRATEGIC MANAGING
INTELLECTUAL CAPITAL IN AN INNOVATIVE SME
Key words: intelectual
capital, an innovative SME company, strategic management of intelectual capital
Abstract: Knowledge,
skils and intangibles have now a decisive role in building a competitive
advantage of company [20]. For enterprises of smal and medium-sized enterprises
(SME), consistent with the author.s developed reference SME model, proposed a
personnel usefulness function, that alows to determine the value of knowledge
in the enterprise. This paper presents selected results of research focused on
the level of innovations of the SME sector. Consequently a set of indicators,
that describe innovative company and the procedure of strategic managing
intelectual capital in an innovative SME were formulated. Use of the presented
procedure could be a guarantee of achieving the assumed level of innovation in
the enterprise.
Dr in¿. Justyna
PATALAS-MALISZEWSKA
j.patalas@izp.uz.zgora.pl
Abstract:
Jan
REWILAK, Tomasz TOKAJ
PRODUCTION PART
APPROVAL PROCESS (PPAP) AS A SUPPLIER QUALITY ASSURANCE STANDARD (SQA) FOR
MANUFACTURING COMPANIES
Key words: Production Part
Approval Process (PPAP), flow chart, FMEA, control plan, MSA, SPC
Abstract: It is a common
knowledge, that quality of a manufactured product highly depends on quality of
its components. This especially might be a problem, if a component comes from external
supplier, whose processes are normally beyond our control. The paper addresses
a procedure called PPAP (Pro-duction Part Approval Process . abbreviation known
from Ford, Chrysler, General Motors manuals, issued by AIAG) which has been
widely used in automotive industry to assure good quality deliveries from
suppliers, beginning from early stage of cooperation, before start of
production. PPAP requirements are shown as a way customer and supplier agrees
upon not only product quality, but also upon Manufacturing process, which must
meet specified standards, set by customer (e.g. documentation, records,
capability, stability, confidence in measurements etc.). The paper includes authors.
assessment of resources necessary for a supplier to provide in order to meet
customer.s PPAP requirements. Also, reasons and perspectives of PPAP
development are discussed, basing on documents proving PPAP . like practices noticeable
in industries having little or nothing in common with automotive industry. In
conclusion, PPAP is presented as a procedure imposed on suppliers by customers,
who, being well aware of weaknesses of certified Quality Management Systems
with respect to management of preventive actions in supplier.s manufacturing
processes, needs a strong proof that a supplier effectively introduced relevant
preventive actions to a manufacturing process before it starts production of
goods for a customer.
Dr in¿. Jan
REWILAK
jr@tqm.pl
Mgr in¿. Tomasz
TOKAJ
t.tokaj@malbox.com.pl
Abstract:
Marek
WIRKUS, Karol B¡K
RESULTS ON IMPLEMENTATION
OF ROLLING WAVE PLANNING IN A FURNITURE FACTORY
Key words: rolling wave
planning, production cycle, planning cycle, improvement production planning,
production improvement
Abstract: Rolling wave
planning is the process of planning for a project in waves as the project
becomes clearer and unfolds. It is important in such projects to at least
highlight in the initial plan the key milestones for the Project. Rolling Wave
Planning acknowledges the fact that we can see more clearly what is in close
proximity, but looking further ahead our vision becomes less clear [3].
Article
shows benefits of rolling wave planning in production field. Based on the same
data, there are two forecast calculations. First calculation is about current
state of weekly cycle planning, second calculation is about future state of rolling
wave planning (wave is the period of one day).
Problem of current state is lack
of production cells capacity, that makes costs of overtime. After research of
implementing rolling wave planning there is shown estimations for new level of
production cells capacity. New way of planning brings benefits in better aggregations,
which reduce time for exchanges. Reduced time we can use for extra value-added process
witch rise production cells capacity. Figure 5 include both calculations and
final results.
Dr hab. in¿.
Marek WIRKUS, prof. PG
mwir@zie.pg.gda.pl
Mgr in¿. Karol B¡K
bakkarol@wp.pl
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