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Salhieh, Loay M. "Warehouse Maturity Level and Operational Efficiency." Logforum 20, no. 4 (2024): 533–44. https://doi.org/10.17270/j.log.001118.
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Van der Westhuizen, Erika. "Navigating Operational Risk: Developing Criteria for Operational Risk Management Maturity in the Wake of COVID-19." Journal of Governance Risk Management Compliance and Sustainability 5, no. 1 (2025): 41–54. https://doi.org/10.31098/jgrcs.v5i1.2665.
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The COVID-19 pandemic has caused many organizations to suffer losses and even close due to being unprepared to manage the effects of such a deadly disease. This pandemic can be regarded as an external event that is an underlying risk factor for operational risk. Therefore, it is apparent that the losses and disruptions caused by COVID-19 can be directly linked to operational risk, meaning that any loss and damage can be attributed to a shortcoming in adequate operational risk control measures. Although many organizations were prepared in one way or another, it seemed uncertain at what level of risk maturity an organization would have adequate control measures in place for operational risk exposures. The research aimed to establish criteria for operational risk management maturity. The research followed a non-systematic literature review to evaluate various criteria within the framework of risk management. The literature review identified 30 criteria that can help organizations assess, develop, and benchmark their operational risk maturity. The concept of risk maturity can help organizations determine their level of risk resilience to cope with major operational risk events. Future research can be conducted to confirm the criteria and assess their applicability in various organizations.
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Kalnay, Eugenia, Stephen J. Lord, and Ronald D. McPherson. "Maturity of Operational Numerical Weather Prediction: Medium Range." Bulletin of the American Meteorological Society 79, no. 12 (1998): 2753–69. http://dx.doi.org/10.1175/1520-0477(1998)079<2753:moonwp>2.0.co;2.
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Kenley, C. Robert, and Terry R. Creque. "Predicting technology operational availability using technical maturity assessment." Systems Engineering 2, no. 4 (1999): 198–211. http://dx.doi.org/10.1002/(sici)1520-6858(1999)2:4<198::aid-sys2>3.0.co;2-7.
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Rodgers, James, Christopher Delhom, Chanel Fortier, and Devron Thibodeaux. "Rapid measurement of cotton fiber maturity and fineness by image analysis microscopy using the Cottonscope®." Textile Research Journal 82, no. 3 (2011): 259–71. http://dx.doi.org/10.1177/0040517511431317.
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Two of the important cotton fiber quality and processing parameters are fiber maturity and fineness. Fiber maturity is the degree of development of the fiber’s secondary wall, and fiber fineness is a measure of the fiber’s linear density and can be expressed as mass per unit length. A well-known method for fiber maturity and fineness is a cross-section image analysis and microscopy measurement. In general, typical cross-section image analysis and microscopy methods for fiber maturity and fineness can be slow and tedious to perform. Much interest has been shown in improved and rapid routine measurements of fiber maturity and fineness in the laboratory. The Cottonscope® is a new small footprint instrument for measuring fiber maturity and fineness, consisting of a longitudinal measurement of weighted fiber snippets in water using polarized light microscopy and image analysis. A program was implemented to assess the potential and capabilities of the Cottonscope to measure cotton lint maturity and fineness and to determine the major operational impacts on the Cottonscope results. The measurement was fast and easy to perform. The major operational impact on the Cottonscope results was environmental conditions (room temperature and relative humidity), and its impact was a concern for fineness only. Very good method agreement was observed between the Cottonscope and image analysis and microscopy method for maturity and fineness, with moderate coefficients of determination, R2s, and low residuals. Recommended operational protocols for routine Cottonscope measurements were developed.
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AYORINDE, Thomas A., and Oseni K. OWOLARAFE. "Effect of operational parameters on the performance of a kenaf harvester." Spanish Journal of Agricultural Research 21, no. 4 (2023): e0209. http://dx.doi.org/10.5424/sjar/2023214-19688.
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Aim of study: To develop a kenaf harvesting technology, that will improve kenaf production efficiency. This study evaluated the effect of some operation parameters on the performance of a tractor-mounted kenaf (Hibiscus cannabinus L.) harvester.
 Area of study: The experiment was performed at the Teaching and Research Farm of the Obafemi Awolowo University, Ile Ife, Nigeria.
 Material and methods: The experiment was initiated after 10 weeks of planting kenaf on the experimental field. The experimental design was a 3 × 4 × 5 experiment evaluating the effect of kenaf maturity (average stem diameter at week after planting (WAP) 10, 12, 14 and 16), kenaf varieties (‘Cuba 108’, ‘Ifeken 400’ and ‘Ifeken Di 400’) and forward speed of the tractor (2, 3.5, 5, 6.5 and 7.7 km/h) on effective field capacity, field efficiency, and operational loses of the machine.
 Main results: The effective field capacity of the machine decreased with increase in plant maturity and increased with increase in forward speed of the machine. The optimal value of the effective field capacity was 2.13 ha/day, when harvesting ‘Ifeken 400’, at crop maturity of 10 WAP, and forward speed was 5 km/h. The field efficiency of the machine was found to decrease with increase in crop maturity and forward speed of the machine. The field efficiency of the machine was 97%, with ‘Ifeken 400’ crop maturity of 10 WAP and forward speed of 2 km/h.
 Research highlights: The crop maturity, Kenaf variety and forward speed of tractor have effect on the effective field capacity, field efficiency and the operational loss of the tractor-mounted kenaf harvester
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Mtotywa, Matolwandile Mzuvukile. "Developing a Quality 4.0 Maturity Index for Improved Business Operational Efficiency and Performance." Quality Innovation Prosperity 26, no. 2 (2022): 101–27. http://dx.doi.org/10.12776/qip.v26i2.1718.
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Purpose: Technological advances and increased environmental turbulence require a transition in quality management. The study aimed at developing a Quality 4.0 maturity index for improved business operational efficiency and performance. Methodology/Approach: This conceptual paper introduces a theoretical business evaluative model that allows an integrated analysis of technology-driven, quality management dimensions. The model is based on theoretical and empirical information and describes Quality 4.0 business analysis by a theoretical central business dimensional concept, formal statistical analytical methods and uses these data to assign a maturity index score to the business. Findings: The study builds the Quality 4.0 maturity index following the analysis of seven continuous quality improvement dimensions. The maturity of these dimensions in the business is assessed with a five-point maturity level. The effectiveness of the index should be confirmed with fit as covariation and a composite score for the level of Quality 4.0 maturity. Research Limitation/Implication: The research is based on theory and has not been validated with empirical data. It is recommended that a validation study be conducted based on the approach and guidelines provided in the paper. Originality/Value of paper: The study helped develop a theoretical aspect of total quality management during an era of the fourth industrial revolution. It also aimed at practically benefiting a business by focussing on improved business capacity and capability to mitigate the environmental turbulence associated with pandemics. The paper provides novel work, as it describes one of the first Quality 4.0 maturity index models that may be used to improve business.
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Kenley, C. Robert, and Terry R. Creque. "3.5.2 Predicting Technology Operational Availability Using Technical Maturity Assessment." INCOSE International Symposium 8, no. 1 (1998): 628–34. http://dx.doi.org/10.1002/j.2334-5837.1998.tb00091.x.
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NISTOR, Florin, and Lucian Valeriu SCIPANOV. "On the Maturity of Operational Art in Romanian Military Thinking." Romanian Military Thinking 2024, no. 4 (2024): 10–25. https://doi.org/10.55535/rmt.2024.4.01.
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Going through the scientific military analyses of the ongoing Russian-Ukrainian and Middle Eastern wars, one can see their reference to a ubiquitous paradigm – the operational art. Within this approach, the authors intend to capture the philosophy of the concept of “operational art” through doctrinal introspection and the influence of the international schools on Romanian military thinking. It highlights the importance of operational art as a planning tool for a modern thinking school. The authors have traced the premises of the emergence, development, use, and doctrinal adaptation of the main characteristics of the concept related to the development of military art. This is also the purpose of this article, on the one hand, to promote and campaign for a deeper understanding of the concept, and on the other hand, to find a solution for the cognitive institutionalization of operational art (for example, a scientific centre). Thus, this paperwork does not aim for an exhaustive approach to the operational art but aims at briefly presenting the general progress of the operational art, as well as the evolution throughout Romanian military history. Interspersed with examples of how to apply it and of the effects it produces, the approach may arouse interest in paying more practical and theoretical attention to this important concept.
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Kolukısa Tarhan, Ayça, Vahid Garousi, Oktay Turetken, Mehmet Söylemez, and Sonia Garossi. "Maturity assessment and maturity models in health care: A multivocal literature review." DIGITAL HEALTH 6 (January 2020): 205520762091477. http://dx.doi.org/10.1177/2055207620914772.
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Background The maturity of practices and infrastructure in the health care domain directly impacts the quality and efficiency of health care services. Therefore, various health care administrations (e.g. from hospital management to the nationwide health authority) need to assess and improve their operational maturity. Objective This study aimed to review and classify studies that propose/use maturity assessment or maturity models (MMs) as a vehicle to achieve operational excellence in the health care domain. Method To achieve this objective, we performed a multivocal literature review (MLR) – a form of systematic review that includes data from the grey literature (e.g. white papers and online documents) in addition to formal, peer-reviewed literature. Results Based on 101 sources, 80 from peer-reviewed literature and 21 from the grey literature, we identified 68 different MMs on, for example, telemedicine, care pathways and digital imaging. We reviewed them with respect to various aspects, including types of research and contribution, list of MMs proposed/used with their subject areas, elements of maturity/capability and application scope or scale. In the synthesis of empirical benefits of using MMs, two were found to be significant: (a) identifying issues and providing guidance for improvement in health care contexts, and (b) improving efficiency, effectiveness, performance and productivity. Conclusion This MLR provides an overview of the landscape and serves as an index to the vast body of knowledge in this area. Our review creates an opportunity to cope with the challenges in obtaining an overview of the state-of-the-art and practice, choosing the most suitable models or developing new models with further specialties.
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Tubis, Agnieszka A., Emilia T. Skupień, Kasper K. Jędrzychowski, and Hubert Jędrzychowski. "A Sector-Specific Digital Maturity Model for Inland Waterway Transport." Systems 13, no. 5 (2025): 347. https://doi.org/10.3390/systems13050347.
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This article presents a sector-specific digital maturity model (DMM) to assess digital transformation in inland waterway transport (IWT). Inland waterway transport plays a crucial yet underutilized role, and digitalization can enhance its efficiency, safety, and competitiveness. This study proposes a structured model to evaluate digital maturity in four key areas: (i) Customer Area: manages orders and cargo handling, (ii) System Management and Compliance: covers documentation and regulatory processes, (iii) Ship Maintenance: shifts from reactive to predictive maintenance, and (iv) Operational Management: enhances navigation and communication. The model uses a five-level maturity scale, assessing technological adoption and operational efficiency. It is validated through the assessment of two European inland waterway transport systems: the Oder and the Rhine. The analysis shows that the Rhine system has higher digital maturity, particularly in customer service and system management, while both systems exhibit similar gaps in operational ship maintenance. The results demonstrate that the model can be used as both a benchmarking tool and roadmap for digital transformation. The study underscores the need for continuous technological advancements and contributes to both academic research and practical applications in transport system digitalization.
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Chala, Oksana V., and Yevgen O. Bogatov. "Knowledge-oriented model of business process at the initial level of process management maturity." Management Information System and Devises, no. 183 (December 4, 2024): 74–81. https://doi.org/10.30837/0135-1710.2024.183.074.
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The subject of the research is business processes at the initial level of process maturity. The aim is to develop a knowledge-oriented approach to representing business processes at the initial level of process maturity to enable the construction of a business process model at the managed level of process maturity. To achieve this goal, the following tasks are addressed: hierarchical structuring of knowledge representation in the business process model based on business rules; development of a knowledge-oriented business process model. A hierarchical structuring of knowledge representation in the business process model based on business rules has been performed. A knowledge representation that reflects behavioral, operational, and structural business rules at the first level of process maturity has been developed. Behavioral rules are represented using «Future» type temporal rules, operational rules using «Next» type rules, and structural rules based on a set of permissible values for business process log event attributes. A knowledge-oriented model of business process at the initial level of process maturity is proposed, reflecting the sequence of actions, individual actions with capabilities and limitations of resource access, and process resources based on behavioral, operational, and structural business rules. The proposed model enables the implementation of process management by constructing a standardized process description based on dependencies between actions defined in the form of business rules.
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Draganić, Melita. "Managing the Company's Digital Capability." Journal of information and organizational sciences 47, no. 1 (2023): 223–43. http://dx.doi.org/10.31341/jios.47.1.13.
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The framework for assessing the company's digital capability includes six key areasthat can be individually evaluated to consider the overall maturity of a company's digitalcapability. According to this framework key areas are innovation capability,transformation capability and IT excellence as digital transformation enablers andcustomer centricity, effective knowledge worker and operational excellence as digitaltransformation goals. The focus of this research is the area of operational excellence.The purpose of the paper is to assess how the manufacturing company manages thedigital transformation of the operational excellence. In the paper, the digital capabilitymaturity model (DCMM) and its corresponding business transformation managementmethodology (BTM2) are used for this assessment. The BTM2 includes ninemanagement disciplines and each of them is individually evaluated for the case of theoperational excellence. These are the following disciplines: strategy management,value management, risk management, business process management, IT management,change management, training management, project management and metamanagement. According to the obtained assessment results the maturity of managementdisciplines for the case of operational excellence within the examined company ismostly reactive (maturity level 2). In order to improve the digital transformation of thecompany's operational excellence, it is necessary to define digital use cases based onthe new technologies and map them to the existing maturity model of operationalexcellence of the company. It is necessary to consider the requirements of stakeholdersregarding the benefits and risks of new digital technologies to improve the operationalexcellence of the company. Accordingly, the company should to define a new strategicplan and align it with the new IT strategy. For this purpose, COBIT 5 framework isused in the paper. The contribution of this research is in the proposed and describedthree-step approach to managing the operational excellence of companies andimproving the level of digital capabilities of companies.
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Panduru, Dan Andrei, Cezar Scarlat, and Alexandra Ioanid. "Developing a Business Maturity Framework (BMF) in the Oil and Gas Industry." European Journal of Sustainable Development 13, no. 1 (2024): 263. http://dx.doi.org/10.14207/ejsd.2024.v13n1p263.
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This study explores the utility of business maturity models in navigating dynamic business landscapes. It assesses existing models, develops an industry-specific Business Maturity Framework (BMF), and emphasizes foundational considerations for effective implementation aligned with organizational goals. The study concludes by highlighting the perpetual nature of business maturity and the BMF's efficacy in enhancing operational excellence, competitiveness, and sustainable growth in the oil and gas sector. The paper contributes to specialized literature by introducing a novel dimension that evaluates market and customer readiness for future digitalization levels, thereby providing a comprehensive approach to business maturity.
 Keywords: business transformation, digital process maturity, business maturity framework (BMF), incremental changes, maturity assessment, disruptive changes, oil and gas industry
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Nelsen, David, Jeff Keller, and Adam Rogensues. "Building Operational Maturity: Development of a Functional Process Control Plan." Proceedings of the Water Environment Federation 2016, no. 5 (2016): 2767–78. http://dx.doi.org/10.2175/193864716819715699.
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Maasouman, Mohammad Ali, and Kudret Demirli. "Development of a lean maturity model for operational level planning." International Journal of Advanced Manufacturing Technology 83, no. 5-8 (2015): 1171–88. http://dx.doi.org/10.1007/s00170-015-7513-4.
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Al-Marri, Rashid, Galal Abdalla, and Elsadig Mahdi. "A Project-Based Organizational Maturity Assessment Framework for Efficient Environmental Quality Management." Systems 13, no. 4 (2025): 289. https://doi.org/10.3390/systems13040289.
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This research aims to develop and validate an organizational maturity framework (OM framework) to assess an organization’s maturity and improve the operational performance of the EQM. The study adopts a multi-methods approach. Qualitative data are sourced from 18 respondents and analyzed through thematic analysis. The analysis reveals that pollution control and energy efficiency are the primary EQM concerns. The maturity assessment occurs through data from one or multiple sources, with the most preferred models being the five-phase models. Finally, maturation has diverse effects on EQM, which mirrors continuous improvement expectations. The quantitative study involved 212 respondents drawn from PBOs across the country. The data were analyzed through SEM, culminating in hypothesis testing. Three of the eight hypotheses were supported, including H4: Legal requirements have a statistically significant impact on PBO maturity (β = −0.150, p = 0.015); H5: Sustainability has a positive statistically significant impact on PBO maturity (β = 0.169, p = 0.045); and H1: the level of maturity determines efficiency in EQM (β = 0.066, p = 0.050). The rest of the variables have an inverse relationship or effects that are not statistically significant. The assessment of weightings for the determinants of PBO maturity culminates in the realization that the variables whose hypothesized relationships were confirmed received moderate priority. These findings explain why the determinants of PBO maturity only explain 8.8% of the variance in maturity, while the entire model explains only 3% of the EQM efficiency. The findings culminate in the validity of the operational instructions for improvement in the task specificity of PBO maturity for EQM performance and an improvement in the conceptualization of EQM efficiency among the PBOs.
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Benmoussa, Rachid, Charkaoui Abdelkabir, Achraf Abd, and Marouane Hassou. "Capability/maturity based model for logistics processes assessment." International Journal of Productivity and Performance Management 64, no. 1 (2015): 28–51. http://dx.doi.org/10.1108/ijppm-08-2012-0084.
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Purpose – The purpose of this paper is to study how a general standardized processes assessment capability/maturity model, such as Capability Maturity Model Integration (CMMI), can be combined to a standardized benchmark of logistics processes best practices, such as FD X50-604, to propose a new approach that evaluates logistics processes capability/maturity. Design/methodology/approach – First, an analysis study of CMMI model and X50-604 standard is performed. In order to prove their coherence, a deep comparative analysis of CMMI and X50-604 practices is conducted. As illustration, the paper focuses on a particular application of this approach to evaluate capability/maturity of distribution logistics activities. An industrial case study that aims the validation of this particular application is finally conducted in a furniture company. Findings – The authors estimate that the paper findings provide an operational guide for industrials to evaluate their distribution processes that is a practical, verifiable, repeatable and extensible to other logistics process areas and an interesting opportunity to evolve the standard FD X50-604 regarding CMMI requirements to assess capability/maturity of logistics processes. Originality/value – In general, the few capability/maturity-driven models analyzed in literature present some limits that do not allow their diffusion in the industrial level, especially in logistics. This study proposes a new approach based on standards that provide an operational guide for industrials to evaluate their distribution processes based on capability/maturity concept.
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Feliciano, João Faria, André Marques Arsénio, Joana Cassidy, Ana Rita Santos, and Alice Ganhão. "Knowledge Management and Operational Capacity in Water Utilities, a Balance between Human Resources and Digital Maturity—The Case of AGS." Water 13, no. 22 (2021): 3159. http://dx.doi.org/10.3390/w13223159.
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Digitalization and knowledge management in the water sector, and their impacts on performance, greatly depend on two factors: human capacity and digital maturity. To understand the link between performance, human capacity, and digital maturity, six AGS water retail utilities were compared with all Portuguese utilities using Portuguese benchmark data (2011–2019). AGS utilities achieved better results, including in compound performance indicators, which are assumed to be surrogates for digital maturity. These compound indicators were also found to correlate positively with better performance. In fact, AGS utilities show levels of non-revenue water (NRW) (<25%) below the national median (30–40%), with network replacement values similar to the national median (<0.5%). These results seem to imply that higher digital maturity can offset relatively low network replacement levels and guarantee NRW levels below the national average. Furthermore, regarding personnel aging index and digital maturity—two internally developed indicators—there was an increase in the digital maturity and aging of the staff, which, again, raises questions about long-term sustainability. The growing performance and the slight increase in digital maturity can be attributed to group-wide capacity building and digitalization programs that bring together staff from all AGS utilities in year-long activities.
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Werner-Lewandowska, Karolina, Ewa Wiecek-Janka, and Grzegorz Pawłowski. "Determinants of Sustainability Maturity in Family Businesses." Sustainability 17, no. 5 (2025): 1818. https://doi.org/10.3390/su17051818.
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Background: Previous research on sustainability has shown that several growing problems—environmental ones related to the uneven implementation of climate protection requirements worldwide; economic ones related to the instability of markets; and finally social ones perceived through the uneven distribution of wealth in different parts of the world (globally) and regions related to political and economic instability—particularly affect family firms because of their need for intergenerational continuity. Methods: The aim of our study is to enrich research by defining the factors that determine the maturity level of family firms in terms of sustainability. Given the scarcity of a general sustainability maturity model for family firms, we propose a model that allows for the comprehensive assessment of a family firm’s sustainability maturity. Results: This study examined the sustainability maturity of family firms and identified its determinants in this sector. The results show that family firms often reach the first level of sustainability maturity, but the highest level remains unattainable for them. The determining factor for a high level of sustainability maturity is the number of employees, while the main inhibiting factor is market experience. The overall conclusion leads us to believe that a high level of sustainability maturity can be achieved by a family-owned company with a manufacturing profile, a large payroll, and 30 years of operational experience. Conclusions: The overall findings lead us to conclude that a high level of sustainability maturity can be achieved by a family-owned company with a manufacturing profile, a large payroll, and 30 years of operational experience in the global market, where long-term decisions are made by experts.
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Medvedeva, Margarita V. "MECHANISM FOR ASSESSING THE MATURITY OF THE QUALITY MANAGEMENT SYSTEM OF OPERATIONAL ACTIVITIES." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 3/11, no. 156 (2025): 22–33. https://doi.org/10.36871/ek.up.p.r.2025.03.11.003.
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The article presents a mechanism developed by the author for assessing the maturity of the quality management system of operational activities (QMSOA), which provides a systematic approach to measuring and analyzing the maturity level of a complex socio-economic management system. The mechanism includes principles, methods, tools and an algorithm adapted for use in organizations of various sizes. The developed mechanism is focused on the telecommunications sector, but is scalable for use in other industries. The effectiveness of the mechanism is confirmed by its ability to identify problem areas and develop corrective measures for sustainable improvement of the organization's management systems.
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Li, Lan. "Evaluation of Digital Transformation Maturity of Small and Medium-Sized Entrepreneurial Enterprises Based on Multicriteria Framework." Mathematical Problems in Engineering 2022 (July 11, 2022): 1–11. http://dx.doi.org/10.1155/2022/7085322.
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This paper firstly constructs a set of digital maturity evaluation system for small and medium-sized enterprises based on the maturity model theory and adopts the AHP-DEMATEL evaluation method to evaluate the digital maturity of small and medium-sized enterprises. The four dimensions of digital strategy, operational technology, cultural organization capabilities, and ecosystem explore the impact mechanism of digitalization on enterprise product transformation capabilities. This research fully combines theory with practice and effectively makes up for the lack of digital theory research of small- and medium-sized enterprises.
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Vincent, Nishani Edirisinghe, Julia L. Higgs, and Robert E. Pinsker. "IT Governance and the Maturity of IT Risk Management Practices." Journal of Information Systems 31, no. 1 (2015): 59–77. http://dx.doi.org/10.2308/isys-51365.
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ABSTRACT The Securities and Exchange Commission's enhanced disclosure rule on risk oversight, state laws requiring public disclosure of compromised customer information, and high-profile customer information breaches have caused Information Technology (IT) risk management practices to be a major concern for boards of directors and management. The Committee of Sponsoring Organizations of the Treadway Commission's (COSO) Enterprise Risk Management (ERM) framework emphasizes the importance of the board's oversight role while also bringing attention to the firm's reporting structure. Consequently, our study examines whether the maturity of IT risk management practices depends on Chief Information Officer (CIO) reporting structure and Chief Executive Officer (CEO)/Chairman duality. We develop a scale to measure strategic and operational maturity under the larger auspice of IT risk management and distribute a survey to high-level IT professionals. Our survey also captures the reporting structure of their firms. Consistent with our hypothesis, we find that the maturity of strategic IT risk management practices are higher when the CIO reports directly to the CEO. However, contrary to expectations, we do not find that operational risk management is more mature when the CIO reports to the Chief Financial Officer (CFO). Instead, operational risk management is higher when the CIO reports to the CEO. For public firms, the maturity of IT risk management practices are higher when the CEO is also the chairman of the board of directors. As C-level officers may have asymmetric access to the board, understanding reporting structures may inform firms, regulators, and interested stakeholders on how well IT risk is managed and factors that affect IT governance.
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Daly, Mary, and Frederic Adam. "Understanding Organisational Decision Support Maturity." International Journal of Decision Support System Technology 3, no. 2 (2011): 57–78. http://dx.doi.org/10.4018/jdsst.2011040105.
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Forty years after Gorry and Scott Morton’s seminal paper on DSS, supporting decisions in organisation is still a critical objective. Given the elapsed time since DSSs were first introduced, it is important to gauge the scope and quality of decision support provided to managers. Using Executive MBA students as informants about decision making in their organisations, the authors carried out 10 case studies of Irish organisations to assess their maturity in terms of decision support usage. The findings indicate that, in the vast majority of firms, decision support is still not available to help manage in situations involving high levels of abstraction. As was the case at the beginning of the history of DSS, the operational level is still where DSSs are used most consistently across firms. Furthermore, this study illustrates that engaging with managers on the topic of decision making is difficult, given the possibility of bias and misrepresentation inherent in the reality of decision making.
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Veenendaal, Erik. "Test Maturity Model integration (TMMi): Test Maturity in the Financial Domain." American Journal of Computer Science and Technology 7, no. 2 (2024): 43–50. http://dx.doi.org/10.11648/j.ajcst.20240702.13.
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Software quality is of utmost importance to the financial sector. Software testing plays a critical role in achieving software product quality. Financial institutions benefit from rigorous testing by having confidence in the reliability and performance of the software. This can lead to improved customer experience, increased operational efficiency, and reduced risks of system failures or security breaches. A questionnaire-based survey was designed and subsequently an international survey was conducted involving sixty financial institutions, e.g., banking, insurance companies and pension funds, from across the globe to understand their level of test maturity. As a reference framework against which to measure their test maturity, the Test Maturity Model integration (TMMi) was used. In this paper their motivations for doing test process improvement and the benefits they achieved are discussed. Concrete examples of the benefits achieved are provided. The role of test automation with test process improvement at the financial institutions is also reported upon in this paper. The most common level of test maturity achieved, measured against the TMMi, is TMMi level 3 “Defined” which represents a more than average level of test maturity. Benefits are reported by the financial institutions, especially in the areas of software quality and testing productivity. The benefits achieved show a high level of correlation with the motivations for investing in test process improvement. Almost all of financial institutions also use test automation to improve their testing in parallel with process improvement, with test automation at system level being by far the most popular.
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Maalouf, Miguel Malek, Peter Hasle, Jan Vang, and Abu Hamja. "Complementarities between Operations and Occupational Health and Safety in Garments." Sustainability 13, no. 8 (2021): 4313. http://dx.doi.org/10.3390/su13084313.
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There is an ongoing debate in the extant literature regarding whether the relationship between occupational health and safety (OHS) and operational practices is contradictory or complementary. However, previous research has focused on companies situated in developed and highly industrialized countries. We contribute to the debate by investigating the relationship between OHS and operational practices in 50 selected garment factories in the context of a developing country (Bangladesh). We investigated OHS and operational practices in a developing country because the institutional context and the industrial tradition are different from those in developed countries, and these factors are very likely to influence how companies invest in enhancing work conditions and improving operational practices. Indeed, the main contribution of this study is that, in contrast to findings from developed countries, our results indicate that both the maturity levels of OHS and operational practices and the complementarity between them depended on plant size. In particular, large plants had higher levels of maturity and were more likely to perform well in both OHS and operational practices than small and medium plants. Based on these findings, we emphasize that, to enhance work conditions and remain competitive, small and medium companies must embrace multi-stakeholder initiatives involving international buyers, local government, and international labor. Organizations can contribute to building the capabilities of suppliers and balance the pressure of cost reduction with investment in OHS improvement.
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Aggogeri, Francesco, Nicola Pellegrini, and Claudio Taesi. "Towards Industrial Robots’ Maturity: An Italian Case Study." Robotics 13, no. 3 (2024): 42. http://dx.doi.org/10.3390/robotics13030042.
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This paper aims to investigate the impact of industrial robotics, examining the process integration in a sample of +600 companies located in the Province of Brescia, an intensive industrial area in the North of Italy. Through a detailed economic investigation, this study analyses the adoption of robotic solutions in companies of varying sizes, using a survey and financial databases to investigate the most used types of robots, their applications, the impacts at the operational and personnel level, and the companies’ growth (sales, employees, other). The results highlight a significant presence of robotic solutions, particularly articulated robots, in the large companies involved. Robotics diffusion positively correlates with significant improvements in terms of productivity and quality. The introduction of robots is associated with increased corporate growth indicators, including staff expansion. Large companies demonstrate a superior ability to adapt to these technologies, supported by more significant financial resources and a wide range of internal competencies for managing robots. Furthermore, large companies proactively hire qualified personnel or initiate internal training courses. Small and medium-sized enterprises (SMEs), although currently less equipped with robotic technologies, exhibit a significant interest in future adoption, highlighting the opportunity for growth and innovation. The results suggest that integrating robotics in the manufacturing sector not only constitutes an effective means to enhance operational performance but also acts as a catalyst for developing human capital and strengthening the local economy.
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Xavier, Amanda, Tatiana Reyes, Améziane Aoussat, Leandro Luiz, and Lucas Souza. "Eco-Innovation Maturity Model: A Framework to Support the Evolution of Eco-Innovation Integration in Companies." Sustainability 12, no. 9 (2020): 3773. http://dx.doi.org/10.3390/su12093773.
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The urgency for sustainable changes in product performance and around the processes of the different organizational areas highlights the potential of eco-innovation as a management strategy. However, this holistic approach to eco-innovation is still a challenge for businesses. In this sense, this research was structured on two central premises, which justify the central problem of the study. The first is that companies face organizational barriers to the implementation of eco-innovation in a holistic manner. The second is that companies face operational barriers to the implementation and global integration of eco-innovation, such as lack of models, methods, and support tools. This operational barrier mainly includes the lack of maturity approaches and prescriptive methods of eco-innovation evaluation. In order to overcome these barriers, this research proposes an Eco-innovation Maturity Model (Eco-Mi), a framework to support eco-innovation integration and evolution of organizational maturity. Based on a review of the literature, it was possible to develop a first version of the Eco-innovation Maturity Model, consisting of the eco-innovation maturity levels and a guide to eco-innovation practices. The model has been improved through expert evaluation with the use of the Delphi Method, which contributed to increase its validity and reliability. The results confirm the research hypothesis and, therefore, the validity of the Eco-Mi model as support for the integration and evolution of eco-innovation in organizations and as a reference for the field of knowledge.
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Szydło, Joanna, Agnieszka Sakowicz, and Filippo Di Pietro. "University maturity model – a bibliometric analysis." Economics and Environment 91, no. 4 (2025): 938. https://doi.org/10.34659/eis.2024.91.4.938.
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In today's dynamic and competitive environment, universities play a key role in generating, transmitting, and applying knowledge and innovation. The growing interest in evaluating university performance at national and international levels has led to developing and applying university maturity models as effective assessment tools. This article aims to present various approaches to modelling university maturity. A bibliometric analysis was based on publications in the Web of Science and Scopus databases. The research query included TITLE-ABS-KEY ("maturity model" and universit*) for Scopus and TS = ("maturity model" and universit*) for the Web of Sciences database. A total of 123 publication records were analysed. Materials published between 1994 and 2024 in English were examined. A total of 123 publications were selected for the final analysis. Based on the literature review, key factors that may influence university maturity across nine areas were identified. A theoretical University Maturity Model (UMM) is also presented, which should undergo expert evaluation in subsequent stages. Findings suggest that the application of maturity models can significantly enhance universities' management and operational efficiency, offering valuable insights for policymakers in formulating educational policies.
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Gracel, Jaroslaw, and Piotr Łebkowski. "The Concept of Industry 4.0 Related Manufacturing Technology Maturity Model (Manutech Maturity Model, MTMM)." Decision Making in Manufacturing and Services 12 (April 1, 2019): 17–31. http://dx.doi.org/10.7494/dmms.2018.12.1-2.17.
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The main objective of this article is to describe Industry 4.0 and key manufacturing-technology-related technological and business challenges for manufacturing companies. The groups especially interested in the industry 4.0 implementation are operations, technical and production directors responsible for operational excellence of manufacturing plants, strategic development and business continuity. Based on latest Industry 4.0 and manufacturing technology market research, factories located in Poland are less technologically advanced than its counterparts in West European plants. Accordingly, development of the model for assessing the current level of maturity for manufacturing technology related to Industry 4.0 initiative becomes a relevant research task. In the article, key Industry 4.0 related technological areas will be described. Based on the extensive research into international references and industrial consulting experiences in industrial business consulting conducted in Polish manufacturing companies, the manufacturing technology ManuTech Maturity Model (MTMM) concept related to Industry 4.0 will be developed and presented. A substantial and innovative part of the article will be devoted to the adjustment of proposed maturity model to specific features of the Polish industrial and manufacturing sector. This will be relevant due to noticeable differences in the level of technological advancement between Western and Eastern Europe sectors.
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Sanjaya, Lia D., and Dodie Tricahyono. "Digital Maturity Level Measurement and Strategic Improvement Maturity Level at PT.XYZ." International Journal of Scientific Research and Management (IJSRM) 13, no. 06 (2025): 9219–29. https://doi.org/10.18535/ijsrm/v13i06.em08.
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In the era of dynamic and rapidly evolving digital landscape, industries are undergoing disruptive transformations driven by the adoption of advanced technologies such as Clouds System, Internet of Things (IoT), and Automation. These digital tools are increasingly utilized to enhance system integration, operational efficiency, and cost-effectiveness. This research investigates the digital transformation journey of PT. XYZ, a company engaged in the growing, processing, and global distribution of unmanufactured tobacco (semi-processed). In pursuit of digital competitive advantage, PT. XYZ has implemented various digital tools and system, including adopting Enterprise Resource Planning (ERP) system, weather sensors, smart treatment systems, and digital applications across multiple departments. The objectives of this study are: first, to measure the level of digital maturity at PT. XYZ applying the Forrester Digital Maturity Model 4.0, which encompasses four main dimensions—Culture, Technology, Organization, and Insights—across 28 indicators. Second, to provide recommendations for enhancing digital maturity using the Digital Strategy Development framework from the MIT Sloan Management Review initiative in collaboration with Deloitte University Press to guide PT. XYZ in improving its digital maturity. This study is a qualitative research methodology using questionnaires and interviews involving a total of 42 respondents and interviewees from leadership roles, including Supervisors, Heads, Managers, and Executive Management. The analysis results indicate that PT. XYZ is at Maturity Level 3 – Collaborators in its digital transformation journey, meaning PT. XYZ has the capability to adopt and implement cloud-based systems, digital technologies in their operations, and has leaders with digital leadership competencies. To advance to Maturity Level 4 – Differentiators, several strategies can be implemented by PT. XYZ, such as enhancing employee (staff) digital competencies, developing measurement and evaluation tools for digital projects, and improving collaboration and understanding of internal and external digital strategies.
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Chekashova, Anna. "Integrated AI FP&A: Unlocking the Highest Stage Of FP&A Maturity." American Journal of Management and Economics Innovations 07, no. 06 (2025): 104–14. https://doi.org/10.37547/tajmei/volume07issue06-11.
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This paper outlines a detailed roadmap for achieving the Leading stage of FP&A maturity, as defined by the FP&A Trends Group (2023), and introduces Integrated AI FP&A as its natural evolution. As organizations face accelerated decision cycles, rising operational complexity, and increasing ESG demands, traditional planning models are no longer sufficient. Enterprises require planning systems that are real-time, transparent, and continuously adaptive, capable of enabling dynamic scenario analysis, cross-functional collaboration, and strategic agility. The proposed transformation framework is structured around six interdependent pillars: strategy alignment, governance, process redesign, modular architecture, data integration, and cultural change. Together, these enable real-time forecasting, shared forecast ownership, and convergence of ESG and financial metrics across business units. At its core, Integrated AI FP&A is a modular, AI-enabled planning environment that extends Leading-stage capabilities into an autonomous, signal-responsive operating model. This architecture supports rolling forecasts, automatic scenario switching, and real-time planning adjustments based on live operational inputs. By embedding machine learning, API-triggered data orchestration, and ESG-calibrated forecast logic, Integrated AI FP&A transforms finance from a retrospective reporting function into a forward-looking, intelligent decision-support system. This paper presents a concrete, scalable system architecture for implementing Integrated AI FP&A at the enterprise level, bridging strategy and operations through real-time data and autonomous financial logic. Integrated AI FP&A closes the gap between strategic objectives and operational execution, reimagining the finance function as a real-time performance command center that empowers CFOs to drive faster decisions, build resilience, and increase enterprise value.
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Yue, Lei, Zhou Wang, Yifang Fang, and Zhonghua Han. "Implementation of Smart Manufacturing Maturity Assessment Framework：A Socio-Technical Perspective." E3S Web of Conferences 179 (2020): 02023. http://dx.doi.org/10.1051/e3sconf/202017902023.
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Smart manufacturing capability maturity assessment has been widely carried out in order to help enterprises to identify the direction and route of smart transformation by stationing in enterprises. However, many maturity models for industrial enterprises can not reflect their industrial realities more accurately. Therefore, the aim of this paper attempts to make the smart manufacturing maturity assessment operational, and implement a specific assessment framework based on an existing general conceptual framework. This implementation involved two top-down approaches that one is socio-technical system as a top-level design of factors, and the other is refining assessment domains based on lifecycle and activity models. Results of this implementation showed a two-dimensional assessment framework instance and collections of definitions for capability maturity levels. To conclude, this implementation may be a reference for work specification of smart manufacturing maturity assessment. Three possible future research in the area was suggested at last.
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Schiraldi, Massimiliano Maria, Marco Marino, and Sebastiano Di Luozzo. "Human Excellence Maturity Model: leveraging Human Resource Management to achieve operational excellence." International Journal of Business Excellence 1, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijbex.2021.10043827.
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Kourriche, Ilyasse, and Moulay Othman Aboutafail. "Assessing the Level of Maturity of Operational Excellence in Morocco: A Comparative Study between SMEs and LEs." Engineering, Technology & Applied Science Research 14, no. 1 (2024): 12812–16. http://dx.doi.org/10.48084/etasr.6707.
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Nowadays, excellence is the ultimate goal for every company wishing to improve and lead the market. The focus is on ensuring that any product or service meets certain criteria, leading to total perfection. This article aims to shed light on operational excellence in Morocco. A form was distributed to 40 firms operating in different sectors in Morocco, to assess the level of maturity of Operational Excellence (OpEx) dimensions. A comparative study was carried out between Small-Medium (SMEs) and Large (LEs) Enterprises. For each company size, a specific result can be distinguished. This assessment of OpEx maturity levels gives a general idea of the level of perfection of these firms operating in Morocco. The results differ according to size, and each dimension of OpEx was a subject of study.
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Salian, Dharmender. "Review of AI Maturity Models in Automotive SME Manufacturing." International Journal of Artificial Intelligence & Applications 15, no. 1 (2024): 57–69. http://dx.doi.org/10.5121/ijaia.2024.15104.
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This study reviews studies on Artificial Intelligence (AI) maturity models (MM) in automotive manufacturing. To stay competitive, SMEs in the automotive industry need to embrace digitalization. SMEs employ a large segment of the USA's workforce. The benefits of operational efficiency, quality improvement, cost reduction, and innovative culture have made SMEs more aggressive about digitalization. Digitalizing operations with Artificial Intelligence are on the rise. In this paper, AI applications in SMEs are examined through the lens of an AI maturity model.
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Parker, David William, Alicia Loh, Delroy Chevers, Indianna Minto-Coy, and Luca Zeppetella. "Operations sustainability maturity model: preliminary findings of financial services in developing and developed countries." Measuring Business Excellence 21, no. 4 (2017): 309–36. http://dx.doi.org/10.1108/mbe-08-2016-0044.
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Purpose This paper aims to develop and apply a measurement instrument to identify a comparative metric that identifies operational sustainability maturity across sectors and countries. Design/methodology/approach Using structured interviews to complete the operations sustainability maturity model (OSMM) in financial services organisations, data were compared to show differences for developed and developing countries. Findings The preliminary findings indicate that there is no significant difference in the sustainability maturity index between countries. However, size and profitability are strong indicators of sustainability maturity. Research limitations/implications These findings represent preliminary findings drawn from the financial services sector in a limited number of countries. Expansion of the data set will give greater confidence of results. Practical implications The OSMM is an empirical tool used to collect data that allows statistical evaluation of sustainable strategies used by firms in various sectors and in different countries. Social implications Sustainability is of critical importance in the economic development of all countries. The OSMM embraces fiscal, operational and environmental considerations. The research gives new insights to alternative strategic imperatives. Originality/value With increased awareness of organisational sustainability, academics have developed a number of tools, approaches and strategies to ensure commercial viability. However, few corporations have successfully institutionalised ongoing sustainability. OSMM is unique. Its wider application to embrace additional industry sectors and countries will bring new insight to strategic intent.
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Cech, Thomas G., Trent J. Spaulding, and Joseph A. Cazier. "Data competence maturity: developing data-driven decision making." Journal of Research in Innovative Teaching & Learning 11, no. 2 (2018): 139–58. http://dx.doi.org/10.1108/jrit-03-2018-0007.
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Purpose The purpose of this paper is to lay out the data competence maturity model (DCMM) and discuss how the application of the model can serve as a foundation for a measured and deliberate use of data in secondary education. Design/methodology/approach Although the model is new, its implications, and its application are derived from key findings and best practices from the software development, data analytics and secondary education performance literature. These principles can guide educators to better manage student and operational outcomes. This work builds and applies the DCMM model to secondary education. Findings The conceptual model reveals significant opportunities to improve data-driven decision making in schools and local education agencies (LEAs). Moving past the first and second stages of the data competency maturity model should allow educators to better incorporate data into the regular decision-making process. Practical implications Moving up the DCMM to better integrate data into their decision-making process has the potential to produce profound improvements for schools and LEAs. Data science is about making better decisions. Understanding the path laid out in the DCMM to helping an organization move to a more mature data-driven decision-making process will help improve both student and operational outcomes. Originality/value This paper brings a new concept, the DCMM, to the educational literature and discusses how these principles can be applied to improve decision making by integrating them into their decision-making process and trying to help the organization mature within this framework.
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Komar, Т. "Social maturity of personality as factor of becoming of professional maturity of psychologist." Visnyk Taras Shevchenko National University of Kyiv. Military-Special Sciences, no. 3 (40) (2018): 22–26. http://dx.doi.org/10.17721/1728-2217.2018.40.22-26.
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The article is an attempt for theoretical and empirical analysis of the problem of the relationship of social maturity and direction of professional maturity of personality psychologist. The topic investigated the features of interrelation of individual social maturity and direction of professional maturity psychologist in the process of formation.Overview research positions on the structure of social maturity, we identified the following components: cognitive-motivational component presupposes knowledge of social ideas and values of the individual; social intelligence, divergent thinking, creativity, planning their own life scenario, life crises knowledge, understanding social reality, the choice of profession; reflective component – provides mental self-control feelings psychosexual literacy, independence, understanding of social roles, the ability to feel the nuances of social situations, solve problem situations responsibility; operational and technological components – characterized by a certain social experience, skills of effective interaction with society, the ability to operate adequately, a variety of techniques behavior, performance of social roles, the ability to leave the conflict.The level of development and the formation of social intelligence and its structural components; dominant communication styles and leading communication skills; the priority of personal orientation are determined. Discovered level of social intelligence and competent communication style together constitute an adequate level of social competence is correlated with the dominant orientation of the individual – focus on interaction and communication, and business orientation. It should be noted that the detected result corresponds to features and specifics of the training of future psychologists, humanistic orientation of their professional activities.
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Santini, Siti Cahya, and Togar Simatupang. "Excelling Green Supply Chain Management Practices Through Maturity Model: A Case Study of Fish 96 Company." Asian Journal of Social and Humanities 3, no. 1 (2024): 182–95. http://dx.doi.org/10.59888/ajosh.v3i1.442.
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This research aims to improve GSCM practices at Fish 96, an SME in tilapia aquaculture located in Bandung, West Java, Indonesia. It identifies and addresses some critical business issues regarding reducing the DOA rate, improving operational efficiency, and reducing environmental impacts. The literature review forms the theoretical basis of GSCM practices such as green procurement, manufacturing, distribution, and reverse logistics. A new GSCM maturity model is developed and validated with the case study of Fish 96, which eval_uates the company's current maturity levels and structured improvements. It assesses that Fish 96 stands at the initial stage in the journey of GSCM. Most practices are either nonexistent or at an initial point of implementation. The suggested maturity model includes five levels: Nonexistent, Aware, Intermediate, Advanced, and Sustainable, which represent a clear roadmap for Fish 96 to improve its GSCM performance. The research recommends adopting broad green practices across all supply chain dimensions, emphasising systematic strategies and enhanced supplier engagement by focusing on efficiency measures. With these recommendations, Fish 96 will contribute to reducing operational costs while reducing environmental impacts and improving social outcomes, thus improving the company's long-term sustainability and competitiveness.
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JIN, Sun-Mi, and Yun-Hee SONG. "A Comparative Study on HRD Maturity, Organizational Commitment, Innovation Behavior, and Innovative Culture in Health and Social Care Organizations." Association of Korea Counseling Psychology Education Welfare 9, no. 4 (2022): 121–36. http://dx.doi.org/10.20496/cpew.2022.9.4.121.
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In this study, HRD maturity, organizational commitment, innovation behavior, and innovationculture level were examined to understand the HRD situation of public and privateorganizations under the Ministry of Health and Welfare. The subjects of this study were thosein charge of education or HRD at public and private organizations, and 119 persons respondedto the survey. The collected data were analyzed using the independent sample t-test andone-way ANOVA. As a result of the study, it was found that the innovation behavior andinnovation culture of private organizations were higher than that of public organizations. HRDoperation maturity, performance maturity, and innovation culture were found to be higher in thewelfare organizations than in the health and welfare organizations. HRD strategy maturity,operational maturity, performance maturity and innovation culture were found to be higher inorganizations with less than 50 employees than in organizations with more than 50 employees. There were differences in HRD strategy, operation, and infrastructure maturity depending on theavailability of professionals. There were differences in strategic maturity, organizationalcommitment, and innovation behavior according to the HRD work period. It was found thatmanagers had higher organizational commitment and innovative behavior than executives. Theresults of this study will be basic data for education and training, career development, andorganizational development as well as determining policy directions of health and welfareorganizations.
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Noramli, Nur Athirah Syafiqah, Hajar Izzati Mohd Ghazalli, and Herlina Abdul Rahim. "K-Nearest Neighbor-Based Detection of Chokanan Mango Maturity for Agricultural Technology Applications." Journal of Human Centered Technology 4, no. 1 (2025): 35–42. https://doi.org/10.11113/humentech.v4n1.93.
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This study presents a novel application of machine learning, specifically the K-Nearest Neighbors (KNN) algorithm implemented in Python, to detect the maturity of Chokanan mangoes. The research addressed a critical need in agriculture and food technology by providing an automated system for evaluating fruit maturity, thereby enhancing post-harvest processes and ensuring high-quality production for consumers. The proposed method involved the extraction of key features from mango images and training a KNN classifier with labeled data. The trained model was then utilized to classify mango samples into distinct maturity stages. The experimental results demonstrated the system's high accuracy in classifying mango maturity, showcasing its potential as a practical solution for fruit quality assessment. By integrating this approach, the fruit industry can improve their operational efficiency, reduce waste, and better meet consumer expectation for premium-quality fruits.
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Hetmanczyk, Mariusz Piotr. "A Method for Evaluating the Maturity Level of Production Process Automation in the Context of Digital Transformation—Polish Case Study." Applied Sciences 14, no. 11 (2024): 4380. http://dx.doi.org/10.3390/app14114380.
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This paper puts forth a systematic approach for evaluating the maturity level of production process automation in the context of digital transformation for manufacturing companies. The method was developed to address the absence of a sector-specific framework for assessing automation maturity growth, in line with the Industry 5.0 guidelines (incorporating sustainability, the circular economy, and human-centeredness). The survey covers six core areas for manufacturing companies: automation, robotization of production processes, digitalization of warehouse processes, flexibility, intralogistics, and end-to-end integration of key data management processes. The study aimed to advance digitalization through improved process automation maturity. The study surveyed 200 small- and medium-sized businesses operating in Poland from 2022 to 2024. The study presents a method for assessing enterprise operational maturity, covering the current and planned levels and the development plans for the next three years.
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Hetmanczyk, Mariusz Piotr. "A Method to Evaluate the Maturity Level of Robotization of Production Processes in the Context of Digital Transformation—Polish Case Study." Applied Sciences 14, no. 13 (2024): 5401. http://dx.doi.org/10.3390/app14135401.
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This paper puts forth a systematic approach to evaluating the maturity level of the robotization of production processes in the context of digital transformation for manufacturing companies. The method was developed to address the absence of a sector-specific framework for assessing robotization maturity growth, in line with the Industry 5.0 guidelines (incorporating sustainability, the circular economy, and human-centeredness). The survey covers six core areas for manufacturing companies: the automation and robotization of production processes, digitization of warehouse processes, flexibility and intralogistics, and end-to-end integration of key data management processes. The study aimed to advance digitalization through improved robotization maturity. The study surveyed 200 small and medium-sized businesses operating in Poland from 2022 to 2024. The study presents a method to assess enterprise operational maturity, covering current and planned levels and development plans for the next three years.
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Fesun, Artem, Oleksandr Kucherenko, Viacheslav Fedorov, Danylo Krupnyk, and Denys Kostenko. "Digital maturity of construction companies: economic and managerial issues, analytical indicators, and adaptation scenarios." Ways to Improve Construction Efficiency 3, no. 53 (2024): 235–47. https://doi.org/10.32347/2707-501x.2024.53(3).235-247.
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The article examines digital modernization as a key vector for the transformation of operational systems in construction development enterprises under unstable business environments, global challenges, and post-crisis recovery. The relevance of the study is driven by the need to adapt the construction industry to modern operational conditions, particularly digitalization, innovative integration, and the shift in management paradigms in response to economic, technological, and social risks. The paper outlines the main problems accompanying digital transformation: fragmentation of internal processes, low level of digital competence among personnel, an underdeveloped regulatory framework, and lack of systematic state support. To address these challenges, a comprehensive approach to forming a digital ecosystem in construction development is proposed, based on the integration of digital technologies, management platforms, cross-sectoral interaction, and the application of ESG-oriented practices. The study presents a selection of formalized indicators for digital transformation of operational systems, which allow for an objective assessment of digital maturity, flexibility, adaptability, and the efficiency of business processes. Based on the analysis of scientific sources and practical trends, the paper substantiates the feasibility of using data analytics, digital twins, smart contracts, cloud-based solutions, and geo-analytical platforms to ensure continuous development and enhance the competitiveness of construction enterprises. It concludes that strategically oriented digital transformation of operational systems in the construction sector creates the foundation for building a flexible, resilient, and innovation-driven environment capable of responding effectively to current challenges and shaping new quality standards in development activities.
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Ragonese, Sergio, Gaia Morizzo, Alberto De Santi, and Marco L. Bianchini. "Rapid-response indicators of changes in resource state based on Mediterranean bottom-trawl surveys." ICES Journal of Marine Science 62, no. 3 (2005): 511–15. http://dx.doi.org/10.1016/j.icesjms.2004.11.008.
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Abstract The authors propose a method for developing operational indicators of resource state, with an example based on a set of eight variables (mean abundance index in weight, mean body weight, median length, sex ratio, sex ratio by selected length class, mean and median female length-at-maturity, and percentage of females at maturity) derived from surveys conducted in the Strait of Sicily (central Mediterranean Sea, 1994–2002) for six target species. The method combines univariate (kite diagrams, sphere displacement plots) and multivariate techniques (multi-dimensional scaling).
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Kurniya, Maharanie Anggun, and Made Andriani. "Organizational Framework Development: Formulating Strategy to Increase Digital Maturity." Al Qalam: Jurnal Ilmiah Keagamaan dan Kemasyarakatan 17, no. 2 (2023): 554. http://dx.doi.org/10.35931/aq.v17i2.2011.
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<em>This paper aims to develop an organizational framework for formulating a strategy to increase digital maturity. The research stages consist of: (1) Problem observation, (2) Literature review, (3) Model development, (4) Discussion, and (5) Conclusion. Specifically, the model development stage becomes this research's findings and originality. The results show that the organizational framework proposed in this research can help companies formulate strategies from operational business processes through a structured and systematic organizational framework. This framework consists of four systematic steps: (1) digital maturity assessment, (2) business process mapping, (3) business process characteristic identification, and (4) strategy formulation. Also, the strategy that arises by implementing the proposed organizational framework is obvious and structured because the resulting strategy considers business processes' characteristics. Specifically, this research suggests that the company may develop a web-based knowledge-sharing community for externalizing tacit knowledge into explicit knowledge to solve tacit knowledge needs to be managed. The research does not discuss the suggestion to develop a web-based knowledge-sharing community as a strategy's practical implication in detail. Also, considering the web-based knowledge-sharing community is a strategy designed in this case based on the characteristics and knowledge needs of prioritized business processes, the strategy formulation needs adjustment if the business process has turned into different characteristics. The organizational framework for formulating a strategy to increase digital maturity from the operational business process point of view has not been investigated previously.</em>
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Vivi Widya Larasati, Sri Murtini, Rani Raharjanti, and Marliyati Marliyati. "ITIL Framework 3: Analysis of Management Information Technology Services at XYZ Hospital in Semarang." Asian Journal of Management, Entrepreneurship and Social Science 3, no. 02 (2023): 350–61. https://doi.org/10.63922/ajmesc.v3i02.345.
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This study aims to analyze the management of information technology services using the ITIL V3 Framework at XYZ Hospital Semarang. Data were obtained through interviews and questionnaires. Respondents in this study were employees in a section that explicitly manages SIMRS XYZ and SIMRS XYZ users at the managerial level. The results of this study indicate that the XYZ Semarang hospital has fulfilled operational service procedures following the ITIL Framework version 3. Measuring the maturity level of information technology service management at the XYZ Semarang hospital is categorized in maturity level 4 or managed, namely activities or business processes that have been well organized and corrective management processes have been implemented. Recommendations for improvement strategies are given to achieve the desired maturity level, namely by improving the management of existing information technology services and information systems. Keywords: framework ITIL V3, service operation, maturity level, and information technology
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Weckenmann, Albert, and Goekhan Akkasoglu. "Maturity Determination of New Forming Processes Considering Uncertain Indicator Values." Key Engineering Materials 502 (February 2012): 97–102. http://dx.doi.org/10.4028/www.scientific.net/kem.502.97.
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The development of new forming processes primarily aims for increasing the process robustness and shortening the process chain. With the development of the novel Sheet-Bulk Metal Forming, cause-effect relationships are to be parameterized optimally and the economic efficiency of the manufacturing process is to be improved. The extensive and comprehensive development tasks often lead to an intransparent development status. Hence, operational and strategic decisions - particularly in the early development stages - are often made on the basis of subjective criteria and a high information uncertainty. This often results in wrong decisions as well as subsequent cost-intensive modifications in the design of expensive forming tools and forming machines. Based on a designed maturity method relevant indicators for the early maturity assessment and thus cost-reduced improvement of the development status of new forming processes are defined in this paper. The maturity here reflects the phase dependent development status. By providing a uniform basis of maturity indicators a comparable evaluation of the development status becomes enabled. The validity of the maturity assessment is enhanced by considering the information uncertainty by use of Fuzzy Logic. An exemplary maturity determination is performed within the development of the Sheet-Bulk Metal Forming.
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Zef Arfiansyah, P. A. Pamungkas,Amrie Firmansyah, R. A. Qadri,Agung Dinarjito,. "The Role of Integrated Reporting in Emerging Market: Earnings Quality and Debt Maturity." Jurnal Manajemen 25, no. 3 (2021): 380. http://dx.doi.org/10.24912/jm.v25i3.756.
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The maturity structure of debt can have financial and operational consequences for a firm as debt maturity is a key aspect of financial flexibility. Moreover, debt maturity can impact a firm’s ability to undertake long-term productive investments and, as a result, affect economic activity. This study aims to examine the effect of earnings quality on debt maturity and the role of Integrated Reporting (IR) in moderating these effects. This study's methodology is a quantitative approach with multiple linear regression models and panel data. The sample employed in this study is manufacturing companies listed on the Indonesia Stock Exchange (IDX). The type of data employed in this study is secondary data sourced from financial statements and annual reports from 2016 to 2020. The sample selection using a purposive sampling method with the number of samples amounted to 595 firm-year observations. The results of this study suggest that earnings quality does not affect debt maturity. Additional tests show that income maximization companies tend to have shorter debt maturity. However, IR failed to moderate the effect of earnings quality on debt maturity. This study indicates that the Financial Services Authority (OJK) needs to conduct better monitoring and regulation to increase creditor protection through optimal debt policy disclosure from the companies.