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Journal articles on the topic 'Industrial management – Philosophy'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Buczacki, Aleksander, Bartłomiej Gładysz, and Dariusz Timler. "Industrial Engineering for Healthcare Management – Example Lean Management and ICT Tools." Studies in Logic, Grammar and Rhetoric 60, no. 1 (2019): 19–32. http://dx.doi.org/10.2478/slgr-2019-0042.

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Abstract Industrial engineering is a field dealing with optimization of complex processes, systems, or organizations by developing, improving and implementing integrated systems of people, money, knowledge, information, equipment, energy, and materials. Hence, the scope of industrial engineering is wide and includes various fields, from manufacturing, through banking, different types of services, to administration and healthcare. Various industrial engineering tools could be implemented in healthcare settings. The use of such tools is popular in western economies. For example, simulation model

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2

Skonieczny, Jan, Oleksandra Vagonova, and Andriy Vilyanskiy. "Evaluation of the Innovation Potential of an Industrial Enterprise." Advanced Engineering Forum 22 (May 2017): 143–50. http://dx.doi.org/10.4028/www.scientific.net/aef.22.143.

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This article discusses the initial stage of formation of an enterprise activity management aimed at the innovative development. The structure of the sources of financing innovative activity of an enterprise is considered. Philosophy of management of the innovative activity of an industrial enterprise is given; factors affecting the level of the innovative activity of an enterprise are outlined. Management algorithm of the innovative activity of an enterprise is worked out.

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3

Hibbert, Noel. "Historical Changes in the Conservative Party's Industrial Relations Philosophy." Employee Relations 7, no. 3 (1985): 9–14. http://dx.doi.org/10.1108/eb055052.

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4

Huseby, Todd, and Seng‐cho T. Chou. "Applying a knowledge‐focused management philosophy to immature economies." Industrial Management & Data Systems 103, no. 2 (2003): 126–32. http://dx.doi.org/10.1108/02635570310463456.

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5

Taksa, Lucy. "Scientific Management: Technique or Cultural Ideology?" Journal of Industrial Relations 34, no. 3 (1992): 365–95. http://dx.doi.org/10.1177/002218569203400301.

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Interpretations of scientific management usually conflate the entire system with its technical features, particularly as these relate to the economic determinism of incentive wage payment schemes or deskilling. This has served to limit consideration of Taylor's strategies for social integration and/or cultural control. In this context it has been relatively easy for theorists to present scientific management as an outmoded form of technical control, which lacks current relevance. The following paper is intended to rescue Taylor's 'philosophy' from obscurity in order to show that its long-term

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6

Durr, Kenneth D. "The 'New Industrial Philosophy': US corporate recycling in World War II." Progress in Industrial Ecology, An International Journal 3, no. 4 (2006): 361. http://dx.doi.org/10.1504/pie.2006.011742.

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7

Thomas, William, and Lambert Williams. "The Epistemologies of Non-Forecasting Simulations, Part I: Industrial Dynamics and Management Pedagogy at MIT." Science in Context 22, no. 2 (2009): 245–70. http://dx.doi.org/10.1017/s0269889709002233.

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ArgumentThis paper is the first part of a two-part examination of computer modeling practice and philosophy. It discusses electrical engineer Jay Forrester's work on Industrial Dynamics, later called System Dynamics. Forrester developed Industrial Dynamics after being recruited to the newly-established School of Industrial Management at the Massachusetts Institute of Technology (MIT), which had been seeking a novel pedagogical program for management for five years before Forrester's arrival. We argue that Industrial Dynamics should be regarded in light of this institutional context. Unlike eco

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Popova, A. V. "The Axiology of «Metaphysics of Economy» according to S. N. Bulgakov or in Search of a State-Legal Ideal." Russian Journal of Legal Studies 5, no. 2 (2018): 205–9. http://dx.doi.org/10.17816/rjls18424.

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At the present stage of globalization development, the priority in the world economic system remains for the industrialized countries over the so-called agricultural countries. This state of Affairs was justified in the theory of political economy, which became widespread during the XVIII-XX centuries on the basis of comparative historical and comparative legal analysis of the works of the famous philosopher of law, economist, a prominent representative of the idealistic direction of the Russian neoliberal political and legal doctrine of the turn of XIX-XX centuries. Sergey Bulgakov, the autho

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9

Fehr, M. "Management Tools in Engineering Education." Industry and Higher Education 13, no. 2 (1999): 112–18. http://dx.doi.org/10.1177/095042229901300203.

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Continuing from previous work in which a new teaching philosophy was developed, this paper discusses the management tools used to make it function in practice. Teaching has become virtual. Time has been promoted to the single most important resource, is used efficiently and accounted for accurately. Quality control has become a common tool of performance evaluation. The relationship between teacher and students mimics an industrial setting in which results are required and tolerance levels are low. Excellent technical documents are produced. The ratio of knowledge gained to time spent has reac

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10

Ibrahim, Khaled Abdullah. "The Impact Of Senior Management In The Application Of Quality Management." Iraqi Administrative Sciences Journal 2, no. 3 (2018): 41–60. http://dx.doi.org/10.33013/iqasj.v2n3y2018.pp41-60.

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Since the emergence of the world in the era of the first industrial revolution, and since the human relations took the nature of dealing between companies of different nationality from the countries of the world, and with the intensity of dealing with various facilities and technologies, and the resulting enormity of the quality and quality of different products, and with the intensification of competition between companies and countries, And the growing desire to dominate the local and global markets, which increased its motto, the world witnessed the economic crises and the repercussions of

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11

Rong, Jia Qi, and Lu Xing Ding. "Design and Optimization for Industrial Engineering Integrated Experimental System." Applied Mechanics and Materials 201-202 (October 2012): 963–66. http://dx.doi.org/10.4028/www.scientific.net/amm.201-202.963.

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According to the development trend of modern Industrial Engineering and professional talent training goal, combined with the characteristics of modern Industrial Engineering specialty, take full advantage of advanced technology and teaching philosophy, the modern Industrial Engineering teaching experimental system is designed. The experimental system based on a main course of Industrial Engineering experiment, containing a Material Storage System, Access to Material and Transfer System, Equipment Control Software, Management Software and Experimental Data Analysis Software. This modern Industr

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12

Leite, Marco, and Vanessa Braz. "Agile manufacturing practices for new product development: industrial case studies." Journal of Manufacturing Technology Management 27, no. 4 (2016): 560–76. http://dx.doi.org/10.1108/jmtm-09-2015-0073.

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Purpose – For decades multiple management philosophies directed toward lean production and mass were assumed as to respond to process inefficiencies and rampant consumerism, optimizing operation costs. However, new customization and flexible productions philosophies have been gaining ground in some industries, such as the agile manufacturing. From a literature review that addresses the history of this philosophy, it is clear that agile manufacturing is not fully comprehended, with very scarce information about practical cases. The paper aims to discuss these issues. Design/methodology/approach

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13

Macpherson, Wayne G., James C. Lockhart, Heather Kavan, and Anthony L. Iaquinto. "Kaizen: a Japanese philosophy and system for business excellence." Journal of Business Strategy 36, no. 5 (2015): 3–9. http://dx.doi.org/10.1108/jbs-07-2014-0083.

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Purpose – The purpose of this paper is to develop a definitive and insightful working definition of kaizen for practitioners and academics in the West through which they may better understand the kaizen phenomenon and its intangible but critical underpinning philosophy. Design/methodology/approach – A phenomenological study of the utility of kaizen within in the bounds of active kaizen environments in name Japanese industrial organisations was conducted over a three-year period in Japan. The research explored how Japanese workers acknowledge, exercise, identify and diffuse kaizen in a sustaina

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14

Pratt, D. J. "British Standard (BS) 5750 - quality assurance?" Prosthetics and Orthotics International 19, no. 1 (1995): 31–36. http://dx.doi.org/10.3109/03093649509078229.

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BS5750 is the British Standard on “Quality Systems”. Its equivalent in European Standards is EN29000 and in the International Standards Organisation ISO9000. This paper points out that these standards lay down formalised procedures and require documentation but do not ipso facto lead to quality assurance. The author points to the Japanese post-war industrial success as being an example of Total Quality Management within the framework provided by the philosophy of Dr. W. Edwards Deming (1988 and 1993). This philosophy on the management of “systems” to provide high quality products and services

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15

Bieńkowska, Jolanta, and Czesław Sikorski. "Changing the philosophy of organization management in the times of e-economy." Management 21, no. 2 (2017): 1–13. http://dx.doi.org/10.1515/manment-2017-0001.

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SummaryThe paper highlights the fundamental changes in the way of thinking in science and the management practice caused by the transition from the era of industrial civilization to the information civilization. These include the change in the subject of management, i.e. the transition from the management of the organization to the management of joint projects; from the requirement of flexibility from own resources to the ability to use external resources and the departure from the methodological rationality of a decision to the material rationality.The change of management philosophy is parti

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16

Watson, Kevin J., John H. Blackstone, and Stanley C. Gardiner. "The evolution of a management philosophy: The theory of constraints." Journal of Operations Management 25, no. 2 (2006): 387–402. http://dx.doi.org/10.1016/j.jom.2006.04.004.

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17

Sankar, Yassin, and Samuel M. Natale. "Technological change, technostress, and industrial humanism." International Journal of Value-Based Management 3, no. 1 (1990): 91–103. http://dx.doi.org/10.1007/bf01560527.

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18

Motwani, Jaideep G., Victor E. Sower, and Martin E. Roosenfeldt. "Adapting Deming′s Philosophy: An Evaluative Model." Industrial Management & Data Systems 93, no. 8 (1993): 3–7. http://dx.doi.org/10.1108/02635579310043903.

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19

Morell-Santandreu, Oscar, Cristina Santandreu-Mascarell, and Julio J. Garcia-Sabater. "A Model for the Implementation of Lean Improvements in Healthcare Environments as Applied in a Primary Care Center." International Journal of Environmental Research and Public Health 18, no. 6 (2021): 2876. http://dx.doi.org/10.3390/ijerph18062876.

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Companies operate in a competitive and changing environment requiring increasingly effective and efficient management strategies. Lean is a proven philosophy in the industrial sector having helped companies to adapt to rapid market changes; to economic, technical, and social complexities; and to customer needs. For this reason, companies in the service sector are adopting Lean to improve their service management and to achieve economic, social, and environmental sustainability. This paper presents a model which uses Lean tools to facilitate the introduction of Lean in the management of primary

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20

Флек, Mikhail Flek, Угнич, and Ekaterina Ugnich. "Management System of Enterprise’s Innovative Development: Synergistic Approach." Economics 2, no. 6 (2014): 47–52. http://dx.doi.org/10.12737/6734.

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The task of innovative economy formation requires rethinking of enterprise’s management system. This task solution from the standpoint of synergistic approach will allow improve an efficiency of industrial enterprises’ potential use, accelerate the rate of their innovative development and ensure their competitiveness. The enterprise’s innovative development management system and its components have been considered in this paper through the prism of synergistic approach. Strategic vision of the enterprise management system focuses on improvement of busi

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21

Kusnezova, Natalia. "Roots and Philosophy of Russian Entrepreneurship." Journal of East European Management Studies 4, no. 1 (1999): 46–73. http://dx.doi.org/10.5771/0949-6181-1999-1-46.

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22

Ackers, Peter. "Pluralisms? Social philosophy, social science and public policy in employment relations and human resource management." Journal of Industrial Relations 63, no. 2 (2021): 263–79. http://dx.doi.org/10.1177/0022185620983970.

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Alan Fox's frames of reference has sparked over half a century of debate between employment relations/human resource management pluralists, radicals and unitarists. But the notion of industrial relations pluralism itself continues to be highly disputed. This commentary tracks the journey from classical pluralism to neo-pluralism, then addresses three articles that offer a variety of radical pluralist alternatives. A fourth paper discussed, suggests a quantitative approach to testing Fox's frames, but this article makes a case for retaining the qualitative, case study method. A fifth explores t

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23

Szymańska, Anna Irena. "Implementacja systemu TQM w podnoszeniu pozycji konkurencyjnej przedsiębiorstwa przemysłowego." Studies of the Industrial Geography Commission of the Polish Geographical Society 17 (January 1, 2011): 243–60. http://dx.doi.org/10.24917/20801653.17.20.

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The main aim of each industrial enterprise is to achieve the long-term financial success. The source of that is customer satisfaction, benefits for organisation and its members. Customer is satisfied when he receives high quality product. Therefore the essential task of industrial enterprise is the continuous improvement of product quality. Realisation of TQM principles is of great importance.The TQM philosophy is an innovative way of company management. It promotes building of comprehensive, individual organisational culture of enterprise with common aims and values. The change of philosophy

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24

Besnard, Denis, and Erik Hollnagel. "I want to believe: some myths about the management of industrial safety." Cognition, Technology & Work 16, no. 1 (2012): 13–23. http://dx.doi.org/10.1007/s10111-012-0237-4.

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25

Bonasso, Samuel G. "Engineering, Leadership, and Integral Philosophy." Journal of Professional Issues in Engineering Education and Practice 127, no. 1 (2001): 17–25. http://dx.doi.org/10.1061/(asce)1052-3928(2001)127:1(17).

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26

Singh, Amarjit. "Philosophy of Conscience in Law." Journal of Professional Issues in Engineering Education and Practice 130, no. 2 (2004): 124–27. http://dx.doi.org/10.1061/(asce)1052-3928(2004)130:2(124).

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27

Sadri, Sorab G., and Francisca Lukose. "Cross-cultural industrial relations: An empirical examination." International Journal of Value-Based Management 3, no. 2 (1990): 1–20. http://dx.doi.org/10.1007/bf01732410.

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28

WEIZSACKER, ERNST ULRICH VON. "Change in the philosophy of work†." International Journal of Production Research 24, no. 4 (1986): 743–48. http://dx.doi.org/10.1080/00207548608919762.

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29

Veldsman, Theo H. "Fish Without Water? Subject Philosophy as Study of the Water Within Which Industrial/Organizational Psychologists Swim." Human Relations 43, no. 4 (1990): 349–68. http://dx.doi.org/10.1177/001872679004300404.

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30

Ohba, H. "Manufacturing is the Prime Driving Force for Economic and Social Development—My Management Philosophy and its Practices." Proceedings of the Institution of Mechanical Engineers, Part B: Journal of Engineering Manufacture 209, no. 2 (1995): 83–89. http://dx.doi.org/10.1243/pime_proc_1995_209_059_02.

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This paper gives an outline of the author's management philosophy, how he used four principles in his restructuring programme to turn Kawasaki from a loss-making company to the hugely successful manufacturing complex it is today and how he is promoting three guidelines for management action in order to build up a resilient and tough corporate constitution. In relation to the three guidelines, quality assurance and productivity improvement using the Kawasaki production system are especially emphasized. In addition to its long links with Great Britain, Kawasaki has maintained relationships with

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31

SAGNER, JAMES S., and DAVID J. ROSNER. "Constitutional Philosophy, Pragmatism, and Economic Regulation*." Business and Society Review 113, no. 3 (2008): 421–39. http://dx.doi.org/10.1111/j.1467-8594.2008.00327.x.

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32

Singh, Amarjit. "The Philosophy of Reasonability in Law." Journal of Professional Issues in Engineering Education and Practice 132, no. 2 (2006): 145–48. http://dx.doi.org/10.1061/(asce)1052-3928(2006)132:2(145).

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33

Rarick, Charles A. "Workplace autonomy and industrial democracy: The equity solution." International Journal of Value-Based Management 1, no. 2 (1988): 91–96. http://dx.doi.org/10.1007/bf03184885.

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34

Kuratchenko, Marina A., Yusuf O. Fadario, and Irina Belenok. "“Green cities” in China: philosophy and practice." E3S Web of Conferences 296 (2021): 04004. http://dx.doi.org/10.1051/e3sconf/202129604004.

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The concept of a “green city” is now closely related to the concept of a “smart city” and is not limited by construction of recreational areas; in other words, a park in the center does not make the city “green”. First of all, “Green City” is an area with effective management, developed infrastructure, energy-saving and emission-reducing technologies that harmoniously integrate urban development and environment. The philosophy of the “green city” reflects the idea of an appropriate social structure and values existing in a particular society and is not completely new. For example, the idea of

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35

Li, Minqi. "Workers’ Participation in Management and Firm Performance: Evidence from Large and Medium-Sized Chinese Industrial Enterprises." Review of Radical Political Economics 36, no. 3 (2004): 358–80. http://dx.doi.org/10.1177/0486613404267716.

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36

Zhang, Yan Li, Chun Lei Gu, and Yong Jian Ding. "The Application of Functional Safety Standards on the Safety Management of a Chemical Process Tank." Applied Mechanics and Materials 130-134 (October 2011): 1590–95. http://dx.doi.org/10.4028/www.scientific.net/amm.130-134.1590.

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This paper describes a systematic way to apply the functional safety standards IEC 61508 and IEC 61511 on the safety management of a chemical process tank. After a short introduction of the basic principle of the functional safety philosophy the risk based determination of the safety integrity level (SIL) for a special liquid tank application is given. Then a safety instrumented system (SIS) suitable to the SIL-level 2 has been designed to fulfill the qualitative and quantitative requirements in the safety standards. The experience gained can be seen as a guidance for process and I&C engin

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37

Sotnyk, Iryna, Kostiantyn Zavrazhnyi, Volodymyr Kasianenko, Hynek Roubík, and Oleksandr Sidorov. "Investment Management of Business Digital Innovations." Marketing and Management of Innovations, no. 1 (2020): 95–109. http://dx.doi.org/10.21272/mmi.2020.1-07.

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This paper considers the issue of investment management of digital innovations in modern business. The main purpose of the research is the development of approaches to the investment management of the innovative digitalisation processes of the enterprises and justification of the economic efficiency of investment projects on innovative information technologies use in the context of their relationship with existing information solutions for enterprise management. The relevance of the research is the necessity to change the methods of doing and managing the modern business, taking into account t

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38

Azhar, Imam. "Konseptualisasi Peningkatan Mutu Pendidikan Tinggi melalui Total Quality Management (TQM)." TARBIYA ISLAMIA : Jurnal Pendidikan dan Keislaman 8, no. 1 (2019): 1. http://dx.doi.org/10.36815/tarbiya.v8i1.342.

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Total Quality Management is a philosophy of continous improvement, which can provide any educational institution with 3 set of practical tools for meeting and exceeding present and future customers needs, wants and expectation. In modern concept, the higher education is service industrial that should pay any attention and focus on customers needs, wants and expectations that is students themselves and their prospective jobs. The implementation concept of TQM in higher education will be successful if it is supported by involving and empowering the employees at all levels of institution, such as

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39

Lottanti von Mandach, Stefania. "Neo-Confucianism and industrial relations in Meiji Japan." Journal of Management History 20, no. 4 (2014): 387–408. http://dx.doi.org/10.1108/jmh-07-2013-0031.

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Purpose – This paper sets out to explain the poor nature of industrial relations in Meiji Japan (1868-1911), especially the puzzling lack of Neo-Confucianist values. Design/methodology/approach – This paper combines two approaches. First, it draws on and scrutinizes the major literature. Second, it uses a case approach. Findings – First, we find that a widely accepted assumption used in many management (and other) studies on Japan, namely, that Neo-Confucianism was institutionalized in Tokugawa Japan (1603-1867), is distorted. Second, we find that the poor nature of labor relations in Meiji Ja

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40

Cywinski, Zbigniew. "Current Philosophy of Sustainability in Civil Engineering." Journal of Professional Issues in Engineering Education and Practice 127, no. 1 (2001): 12–16. http://dx.doi.org/10.1061/(asce)1052-3928(2001)127:1(12).

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41

Merckel, Loic, and Toyoaki Nishida. "Multi-interfaces approach to situated knowledge management for complex instruments: first step toward industrial deployment." AI & SOCIETY 25, no. 2 (2009): 211–23. http://dx.doi.org/10.1007/s00146-009-0247-9.

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42

GOLHAR, DAMODAR Y., and CAROL LEE STAMM. "The just-in-time philosophy: A literature review." International Journal of Production Research 29, no. 4 (1991): 657–76. http://dx.doi.org/10.1080/00207549108930094.

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43

Honig, Benson, and Elizabeth Leslie Black. "The industrial revolution and beyond." Journal of Management History 13, no. 3 (2007): 269–89. http://dx.doi.org/10.1108/17511340710754716.

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44

At-Twaijri, Mohammed I. "The negotiating style of Saudi industrial buyers: An empirical investigation." International Journal of Value-Based Management 5, no. 1 (1992): 1–15. http://dx.doi.org/10.1007/bf02919228.

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45

Bugdol, Marek. "The implementation of the TQM philosophy in Poland." TQM Magazine 17, no. 2 (2005): 113–20. http://dx.doi.org/10.1108/09544780510583191.

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Kodrat, Dr Denny. "Growth Mindset of Quality Management in an Islamic School." Jurnal Kajian Peradaban Islam 3, no. 1 (2020): 22–26. http://dx.doi.org/10.47076/jkpis.v3i1.37.

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The work aims at clarifying how the growth mindset plays a vital role in quality management at the Islamic school. As an active response towards industrial revolution 4.0, an Islamic school is faced with complex external challenges, from the issue of radicalism, anti-multiculturalism to tight competitiveness with the public (general) school. An Islamic school tends to feel satisfied with the output that school graduates are Al-Quran memorizers, while the school seems to ignore the input and process. At the same time, the government has stipulated the regulation dealing with national education

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47

Wilson, James M. "Deconstructing the reinvention of operations management." Journal of Management History 24, no. 2 (2018): 128–55. http://dx.doi.org/10.1108/jmh-06-2017-0028.

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Purpose The purpose is to provide an intellectual history of Operations Management, particularly noting recent developments and its underlying continuity with earlier systems and thinking. Operations Management as a discipline identifies its “modern” incarnation as dating from the 1960s when it became more rigorous and managerially focused. This re-invention constructed a “narrative” that the profession still follows, yet a critical perspective reveals significant, though under-appreciated continuity with earlier theory and practice. Design/methodology/approach This paper presents a comprehens

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48

LARSEN, N. E., and L. ALTING. "Criteria for selecting a production control philosophy." Production Planning & Control 4, no. 1 (1993): 54–68. http://dx.doi.org/10.1080/09537289308919419.

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Glushchenko, V. "Scientific Theory of Brands, Branding and Rebranding (Brandology) and the Tasks of Its Practical Use in Organizations." Bulletin of Science and Practice 6, no. 5 (2020): 326–45. http://dx.doi.org/10.33619/2414-2948/54/43.

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Article performs a scientific theory of brands, branding and rebranding (brandology) and the task of its practical use in organizations; the object of the article is dedicated to the post-industrial organizations; the aim is to increase the efficiency of the process of creating brands, branding and rebranding of post-industrial organizations; to achieve this goal, solved the following tasks: examines the value of brands, branding and rebranding in the management of a modern organization; study of the functions and roles of branding and rebranding organizations; the scientific theory of brands,

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50

Csaba, László. "On the new economic philosophy of crisis management in the European Union." Society and Economy 35, no. 2 (2013): 121–39. http://dx.doi.org/10.1556/socec.35.2013.2.1.

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