sustainability

Ecological sustainability in production does not only cause a positive contribution to environmentalism, but also leads to a longterm improvement of the companies’ competitiveness. Due to a lack of transparency, many companies face difficulties rating their own resource efficiency. This article deals with the introduction of a ratio system, which allows companies to evaluate the efficiency concerning their usage of resources. This enables companies to enhance their consumption transparency. Besides, this article discusses the challenges of using ratio systems and the comparison of ratios in general.

A German study from the ifaa-trendbarometer shows that approximately 80 % of the interviewed experts assign the “Continuous Improvement Process” (CIP) a high or very high priority for the success in the “shop floor” [1]. The sustainable implementation of the CIP into an existing production system and the continuous use of CIP in daily business are associated with multifarious problems. This presents a major challenge for many companies in their operational production management. The following case study introduces a planning model, which considers the usual practical problems and helps for an appropriate approach in three phases to the CIP.

The potentials of a resource efficient production become the focal point of interest of production companies. Necessary for a permanent change are qualified and motivated employees. This article describes the requirements for the change such as a fundamental shift in values and a position specific qualification. Furthermore, relevant steps for establishing an efficient working organisation are presented.

The supply with critical raw materials (CRM) is one of the most urgent future tasks for the society. In order to achieve prioritization scientific studies were conducted, and the European commission founded the European Innovation Partnership on Raw Materials (EIP). The aim is to form networks among the relevant stakeholders in this societal area and to foster targeted actions to bundle the optimal technical know-ledge and capabilities of the European Union as well as to develop the required technologies for the exploitation or substitution of CRM. Distinct work packages and measures were decided in a so-called strategic implementation plan (SIP), which is going to be implemented until the year 2020 and is dedicated to lead the EU to technology leadership in this area of CRM supply. An important aspect of the EIP on Raw Materials is communication, regular mutual exchange of knowledge and opinions of the stakeholder and the formation of information platforms, which will play a key role ...

When seeking to leverage potentials in core working processes, the development of coherent standards, methods and capabilities too often remains underrepresented. Every task-owner needs to be able to define the exact extent and origin of deviations in operational processes via KPIs. A systematic design of management- and support-processes supports transparent structures and standards throughout the company and leads to significant and sustainable improvements of critical working routines and their outcomes. In our article, we offer an outline on how to systematically build shared capabilities in order to induce measurable improvements - in immediate results as well as in crucial cultural aspects.

To remain competitive in a globalized market, enterprises must consider sustainably aspects. The classic aims of quality, costs and time are extended by aspects of the ecological, economic and social quality. The challenge to cope with these new dimensions aiming at long term success is raised by the turbulent influences in a global market with varying demands. A new factory typology, the so called urban factory, pursues the aim to exhaust the potentials of an interlinking of factory and town efficiently. The aim of this topology is to improve the competitive situation of enterprises. In this case the synergetic use of material and energy sources is in focus.

Small and medium enterprises (SME) in Germany are in a good mood. More than 90 % of the SMEs are in an appropriate economic situation reports the Bundesverband mittelständische Wirtschaft (BVMW). About 38 % of these companies expect a higher turnover in 2014 [1]. But there is one real problem the companies are faced with: the lack of skilled labour.

Unemployment is one of biggest prob-lems menacing the “industrial world”. On the other hand few other things justify human activity more reliably than his working which, at the same time, contri-butes remarkably to his self-esteem as a key source for his happiness. Common alter-natives to work like so called crea-tive activities, charity, but also purely passive pleasures don’t fill the gap in the long run. Also, classical human work is expected to create dangerous results in the material (eco-lo-gical) sense as well as, increa-singly, in the psychological domain. While classical economic wisdom attributes the amount and the quality of work to technical, political, and social efforts the role of the client as an active partner in furthering the importance of work is emphasized.

The majority of international transport is processed via maritime transport chains, which contribute significantly to global emissions of CO2. As a result, companies attempt to reduce the pollution by optimizing processes and by introducing environmental friendly technologies. However, initiatives are rather pursued on an individual company level than in an inter-actor cooperation. This strategy is ineffective because the key for sustainable operations in a transport chain is the alignment of linking intersections. This paper examines opportunities for the successful implementation of Eco-Innovations along the maritime transport chain as well as its actual adaption. Boundary-spanning cooperation with “landside” actors has been identified as the largest lever for a successful implementation of Eco-Innovations.

Customers, society and politics challenge companies to ensure the sustainability of their value creation. Many stakeholder groups have an eye on the logistics. These groups constantly raise new requirements and regulations affecting companies’ businesses.  This is the reason why it is not sufficient anymore to react on changing requirements. Companies can gain competitive advantages if they anticipate trends in sustainability and react immediately. In this context, this article presents an approach for trend monitoring and a change agent suppor-ting to react effectively and efficiently on trends in sustainability.