Management

With targeted measures, in-house staff can make a valuable contribution to sales. First, we need a new self-image in the affected departments, as well as the provision of key competences. Following the right track, technology companies can make a leap forward in customer orientation and more sales.

The challenge for the offshore wind industry is the transition form a “pioneer industry” to a mass-volume industry. Especially if the ambitious goal of the federal government to install offshore wind turbines with a total capacity of 6.5 gigawatts by 2020 in North and Baltic Sea is considered. For a reliable and economical generation of electricity, a development of the offshore wind turbines for the entire product life cycle is needed as well as the optimization of processes. At present a lot of data is recorded in the individual life cycle phases which contains valuable information for the optimization and further development of offshore wind turbines. Within this paper an approach for the merging information along the life cycle of offshore wind turbines aiming at product improvement will be presented.

In many organizations process-oriented management systems suffer missing acceptance by employees, quick to return a verdict: no practical benefit, merely for audit trail bureaucracy, or only suited for experts on the system. This weakness can be resolved successfully by combining process-oriented quality and know-ledge management in an innovative way, enriched by principles from social media. By including useful applications and providing a consistent integration of production systems like ERP or CRM, the management system will become a valuable process portal. With the help of this portal the user can reliably navigate through the various IT solutions implemented in the organisation.

The view on quality as a critical competitive factor has been established not only in Western countries but is on the rise in emerging markets, too. In the complex of products and rising customer expectations, many companies try to reduce costs and increase the market opportunities for their products by applying broad-based quality initiatives. Normatively distinct quality management offers only few instructions for these approaches, which is constraining the success of the initiatives. Within the framework of an international study on quality management in manufacturing companies, critical success factors and best practices have been identified on the way to the sustainable establishment of effective quality management. On basis of a developed maturity assessment tool, companies are given the ability to identify the status of their own quality management in comparison to best practice.

Demographic trends have direct impact on production and logistics. They affect adversely both the work in the production hall and the company’s profit. To cope with these threats investment in the lower rank of management is necessary. The following article lines out how companies train their technicians and shift managers for the challenges of demographic change, which are in detail staff growing older, decreasing qualifications of new employees and higher staff turnover.

Suggestions, techniques, strategies and ideas for optimizing time management are dime a dozen. But not all of these general methods can really change the long-term and structured way of utilizing time. One fails mostly because the method is not implemented consistently or the technique cannot be transferred to the daily routine. In order to change in the long run, prior knowledge and customization to the individual requirements are essential. This is shown by new findings of scientific research. The bottom line is that there are some really helpful techniques when it comes to time management but that the problem mostly is not starting new strategies but maintaining them.

The human engineering and business-oriented literature delivers since the 60s of the last century a lot of examples how to involve employees in change processes. A consistent methodology is certainly missing. Eminently in small and medium-sized businesses existing approaches are not used for daily tasks. To reach a systematic and successful participation of employees in change processes it is necessary to have an approach which analyzes the relevant surrounding system and also uses and develops the competences, experiences and attitudes of all participants (both staff and executives).

The acquisition of technical data throughout the life of a product is of enormous importance in many industrial areas. For example, the maintenance processes can be designed to be more efficient and derived findings from the operational phase can be used for the development of new generations of products. Mobile systems that support the management of complex technical systems allow greater attention to the operational phases of the lifetime utilizing familiar concepts, such as product lifecycle management (PLM). The requirements and challenges of mobile systems are shown and compared with current trends and concepts.

Within structured wikis we can combine the web 2.0-advantages - flexibility, collective intelligence, self-organization and participation - with process oriented knowledge work. These wikis are able to use process structures to support complex processes. Thus, a structured wiki supports knowledge work in know-ledge intensive processes. Users are not bound to strict processes as the wiki technology enables creativity by definition. This paper shows the differences between traditional and structured wikis by example.

Challenges of transformability have recently experienced great consideration within the field of scientific research. First empirical research has shown that the German term for transformability „Wandlungsfähigkeit” in many cases is used as a synonym for the term “flexibility”. Today’s scientific considerations on this topic mostly focus the technical aspects. However, further aspects such as human resources and organizational factors have to be implied in the present research on conditions that enable change processes. In the course of considerations about conditions the aspects of corporate culture and informal structures attain more attention. The evaluation is conducted as a business analysis and is complimented with qualitative interviews (informal structures). Through this first results and indicators for empowerers and constraints for change are identified.