Habilitation Theses 5 Ianuarie Bun Bb2016 [305900]
HABILITATION THESIS
A CROSS CULTURAL MODEL FOR QUALITY MANAGEMENT
IN 21st CENTURY
Assoc. prof. [anonimizat], PhD.
TECHNICAL UNIVERSITY OF CLUJ NAPOCA
NORTH CENTER UNIVERSITY OF BAIA MARE
2016
Acknowledgments
This research work has been carried out during the years 2009–2015 [anonimizat], [anonimizat] I have been working as a teaching and research staff member.
I wish to thank all the people and parties who contributed to the work presented in this thesis.
Especially, I [anonimizat]. Phd.H.C. and Professor DIETZ Peter Phd.H.C. [anonimizat]. I would like to dedicate this thesis to theme.
I [anonimizat], Dr. Hamza Erdogdu and Dr. [anonimizat], advice and friendship.
I am also grateful to Dr. [anonimizat], Albania Dr. Kerim Ozkan for helpful discussions and advice as well as for their friendship.
I would like to thank to the colleagues at the department: [anonimizat].
And finally, I [anonimizat].
Cluj-Napoca, January 2016
TABLE OF CONTENT
REZUMAT
Teza de abilitare a fost efectuată pe parcursul anilor 2009-2016 [anonimizat].
Prezentarea direcțiilor de cercetare conține și evoluția cronologică a realizărilor având un numitor comun managementul calității cu lărgirea investigațiilor în fiecare department al organizației de la etapa de design și creare a produsului până la managementul producției și parcurgerea ciclului prin modelarea produselor și simularea virtuală a produselor, [anonimizat].
Primul capitol a [anonimizat].
În primele etape am adus contribuții la crearea unei matrice a [anonimizat] a instrumentelor si metodelor care pot fi folosite în vederea îmbunătățirii calității. Caracterul dinamic al calității, a ciclicității etapelor din cadrul mangementului organizațiilor a [anonimizat], de transfer de inovație și comunicare rapidă a soluțiilor și tehnologiilor prin utlizarea programelor IT sau a noului concept de Smart factory.
Etapele de identificare a elementelor și necesitatea unor noi modele de conducere a organizațiilor, de modelare a noului tip de leader și manager care să se poată adapta la cu ușurință la o mișcare continuă a ideilor, a piețelor și consumatorilor pe o piață global .
[anonimizat]ile pentru cultura organizațională în noul context al sistemului de management al calității.
A doua secțiune a tezei este destinată prezentării planului de dezvoltare a carierei profesionale și științifice. Această secțiune prezintă principalele realizări care stau la baza dezvoltării viitoare.
În a treia secțiune a tezei de abilitare prezint referințele bibliografice personale associate primelor două secțiuni.
Dacă teza de doctorat a abordat îmbunătățirea calității și fiabilității produselor, aceasta a constituit punctul de plecare pentru dezvoltarea unui nou concept pentru viitor a unui nou tip de management al organizației manu-future. Teza prezintă cercetările dezvoltate pe fiecare direcție prin intermediul principalelor articole și rezultate publicate în articolele de specialitate sau prezentate în plenul conferințelor naționale și internaționale.
Trecerea într-un noul secol 21, a reprezentat o nouă provocare pentru calitate. Cele mai recente rezultate ale cercetării sunt orientate spre inovare, gândire laterală, tehnici de creativitate si nu in ultimul rând identificarea factorilor care pot contribui la crearea unor modele cross culturale pentru un nou tip de piață globală.
Fiecare capitol din secțiune conține referințe la realizări considerate relevante pentru tematica abordată. Abordarea calității prin prisma caracterului dinamic și complex în cadrul organizațiilor a fost prima direcție de cercetare concentrată pe modalități de modelare a calității și constituirea unor baze de date și elaborarea unor strategii de elaborare, măsurare și implementare a calității.
Noul concept, a unui nou tip de organizație a viitorului (manufacture for future), a condus la inițierea conceptului manu-future constituind un alt domeniu de cercetare și aplicarea nor noi metode de îmbunătățire a calității a utilizării metodei KAIZEN pentru diferite firme a noilor tendințe manu-future. Alteb instumente utilizate au fost 5S, Gemba House, diagram Ishikawa și diagrama cauză-efect.
În vederea demonstrării modelelor cross culturale în cadrul firmelor, necestitatea armonizării acestora cu tendințele pieței globale au reprezentat o prioritate. Astfel o serie de analize și studii s-au concentrat pe identificarea și elaborarea unor modele precum și modelarea caracteristicilor unui leader. Prototipul a fost aplicat pentru a observa diferențele managerial culturale a diferitelor organizații din țările blocului de vest în comparație cu o cultură managerială a blocului estic. Necesitatea abordării acestui subiect este important când când managementul calității secolului 21 necesită o nouă abordare.
Anul 2014-2015 constituit baza unei noi orinetări spre identificarea și crearea unui model de cultură managerială necesară pentru adaptarea organizațiilor la o nouă provocare pe piață, în contextual apariției multinaționalelor și necesitatea transferului de inovație.
SUMMARY
SECTION I
SCIENTIFIC ACHIEVMENTS
CHAPTER 1. TRANSFORMING QUALITY MANAGEMENT CULTURE
As digitalisation now follows the automation of production, the goals are to increase productivity and efficiency, speed and quality.
A vision of tomorrow's manufacturing it is neccesary for products finding their way independently through the production process. In intelligent factories, machines and products communicate with each other, cooperatively driving production. This is what Industry 4.0 is: the road to the Fourth Industrial Revolution. Industry is playing an increasingly important role worldwide. It is considered a driver for innovation, growth, and social stability.
The innovation speed along time evolution was increasing from a difference of 40 years between 1950 -1990 to a new born wave between 1990-1999 after 9 years. Time as a variable together with the evolution and diversification of economical activity contribute to a new model for innovation cycle evolution. Now when the new 21st Century knock on economy door, new innovations are the provocation, a new concept as social innovation- reengineering, 3R’s, rebranding of products, new design, green product, new technologies and architectural innovation- cooperation between the actors from global market- creates new professions, business model innovation. Researching a new vision for open innovation we can be agree with Clement (2014) which consider innovation a power engine for economical development. Each wave present the new face of innovation with impact on the entire life cycle of products and manufacturing activity.
The economy management was adapted and implemented new changes and develops new fields in function of market and customers’ needs. Also it is possible to create a model for innovation evolution using the Schumpeter’s wave model and taking in consideration also the three waves of global evolution under Alvin Toffler (1995) with the new challenge (Figure 1.) .
Face of innovation
Figure 1: Schumpeter’s wave. Source Adapted by author from ’’The Economist, 1999’’
At the same time, however, competition is growing more intense. Customers demand new, high-quality products and customized offerings at ever shorter time intervals. In addition, it is necessary to continually increase productivity. And only those who can make do with less energy and fewer resources will be able to cope with the growing cost pressure.
The fifth wave on face of innovation bring a new orientation in production management, the new trend for organization is the reengineering, a management change which will be able to close the quality circle with the 3R’s, an never ending cycle. Along the innovation road we can observed that we are on a new wave of reengineering and of the digital and software influence in economical market a new provocation for production management, as a conclusion innovation make the difference (Donofrio,2008).
A CROSS MATRIX FOR MODELING OPEN INNOVATION
IN PRODUCTION MANAGEMENT
Innovation has become the industrial religion of the late 20th century. Business sees it as the key to increasing profits and market share. Governments automatically reach for it when trying to fix the economy. Around the world, the rhetoric of innovation has replaced the post-war language of welfare economics. Innovation: nothing new? Recent years have seen much focus on how innovation can lead to improvements in productivity assisting in economic development The section present the big difference between making culture in a particular field and practicing it. Innovation is the instrument of entrepreneurship. It invests resources with a new capacity to produce prosperity.
Management like any other field of knowledge, must have its sources of innovation, change development in a world evolution (Abrudan, 2012). When we are talking about innovation we can be agreed that innovation is being democratized, that’s mean in Eric von Hippel (2012) opinion that users of products and services both firms individual consumers are increasingly able to innovate for themselves. Global management can succeed through effective leadership, cross cultural communication and mutual respect, without them, it is destined to fail. To achieve organization goals and avoid potential risks manager organization should be culturally sensitive and promote creativity and motivation through flexible leadership. The entrepreneur's role, as Schumpeter saw it, was to act as a powerful element in this process of creative destruction, allowing the economy to renew itself and bound onwards and upwards again (McDaniel, 2005). Today, companies in a wide range of industries are executing nearly every step in the production process, from discovery to distribution, through some form of external collaboration.
These various types of collaborative alliances take on many forms, ranging from R&D partnerships to equity joint ventures to collaborative manufacturing to complex co-marketing arrangements. The study identify once again and sustain, Chesbrough (2006) opinion who define two types of innovation
closed innovation which requires control;
open innovation – when companies use external as well internal ideas and both external and internal ways to market. The internal ideas can be taken to the market through external channels to generate additional value.
Creating and understanding the management knowledge even for small enterprises facing wicked problems, innovation push and encourage the firms for performances (Goh, 2005).
A Model for Open Innovation in Production Management
A healthy economy it isn’t in equilibrium, but she is constantly being disrupted by technological innovation. Knowledge creation, new measures for new economy. In their research work Leadheater (1999) and Jorna (2006) identify the necessity of new measure for the new economy and sustain the importance of innovation for sustainable innovation. Taking in consideration the economical environment it is possible to create a model for open innovation and the important role of actors (customers and producers) position involved in market equation. The equation which can illustrate the specific elements involved to show new results from internal and external resources C is
A+E=C (1)
Where:
C – represents the goal, customer need, leading to growth for the organization,
A – represents the firm's current asset base as well as assets the firm can create internally
within a commercially feasible time frame,
E- represented by C in the original equation) represents externally available resources.
A strategic plan for technological process focus on A, will limit the value of C by forcing the outcome to be determined by the firm's in-place resources. In this scenario, the organization cannot pursue a more valuable C because it is constrained by internal skill sets, technologies, and physical assets. The variable E unlocks the equation, freeing the organization from the constraints of its own existing capabilities. Explicitly including external skill sets, technologies, and other assets as inputs in the planning process enables a far more valuable C. The planning process should include identification of external assets that complement the firm's internal asset portfolio. Encourage planners to include B as a core part of strategic planning as a way to think their way to a more valuable C. If we are looking to organization like a n open economic system we can identify the two variables input and out put variables that’s mean the connection between the target to achieve customer satisfaction and the final result the product. All of the inputs impact the manufacturing process. The inputs of the process create an output, "Y". The goal is to have "Y" linked to the needs and expectations of the customer (see figure 2).
Figure 2. The Voice of customer Process
Effect should be a positive gap closure to satisfy the needs of the customer. A function of inputs taking in consideration the causes. The effect should be a positive feedback to satisfying the needs of the customer. Also if me make a translation of quality with the accounting vision, we can observed the balance between the costs/ effect and the results/ outcomes
EFFORT = f (e1, e2, …,en )= EFFECT (4)
Redefining C, as an objective enabled by the combination of A and E, fosters productive wants behavior. Nelson (1986) take in consideration some variables ei and suggest the importance of technical advance in industry, later Porter (2000), complete the never ending quality circle with the necessity of local clusters in a global economy, the importance of competition and local development. The most common rationales offered for this upsurge in collaboration, involve some combination of other variables as risk sharing, obtaining access to new markets and technologies, speeding products to market, and pooling complementary skills. For that reason, Khuntia and Agarwal (2009), present the importance of information technology and the necessity of information in harmonization with the customers’ expectations. It is important to take in consideration also another aspect including here the organization like a system with inputs and outputs elements on production management process. Questions that encourage external thinking in the planning process include: the internal resources A, customers resources C and external resources E, the manager ability to create and realized combination of elements ( see Table 1).
Table 1. Question to encourage the external thinking in innovation
Following the Pressman (2002) model, it is possible to establish the known and unknown impact on economy using transfer of information and involve different partners from market. Alliances fail when managers forget that every strategic alliance is really when alliances are in one: O1,2 organization A and B. O3 is the combination between the organization A and organization B (see figure 4).
03 =01+02 (5)
The internal alliances within each firm will shape the external partnership, for better or worse (see figure 4) in function of the each organization and how they will transfer technology and the innovation
Figure.4. Strategic alliance between organizations for future innovation
Using the model for open innovation it is possible to identify and analyze a cross matrix for production management from different organization using the transfer of innovation and programs in manufacturing and production management. The method applied to different stages from the technical characteristics of the manufacturing process permit to create a data base of information’s, methods and tools used in strategic alliance between organizations. The quality management means that analyzing activity of quality management from economical point of view, economic issues such as the cost of quality and quality effects must to be in a quality balance (effort =effect).
Today, quality management has become a modern management for enterprises which implemented and developed a quality management system under the standards, a system like a house of quality, a matrix which permit to discover and adapt the best solution for organizations.
Applying QFD (Quality Function Development) method organizations can determine the characteristics of raw materials and some elements which can be improved from technological point of view and bring fresh air of innovation in each stage of production management process taking in consideration the customer and organization demands (see figure 5).
Figure. 5. Quality Function Development in an organization
One problem is the manager knowledge’s regarding the relative costs of quality. The problem is more complex because effects it has to be quality.
4.Conclusion
As a conclusion for organization, should be better to invest and encourage innovation because innovation it is the economy engine. A differentiated regional innovation policy (Tornatzky, 2000), the strategies between organizations, the regional clusters, a open innovation with new measures in a new economy will be the foundation for production in a healthy economy which will bring the harmonization with the customer needs in a global market. The transition from closed to open innovation paradigms is a prime example of the need for cultural management change within organizations and amongst individuals, in order to harness the opportunities of collaborative, open and multidisciplinary working. Activities between organizations from different countries, aim to support development of such a cross management culture within and between academic and industrial sectors (Varga, 2000), (Tornatzky, 2000). If we examine the cross matrix for innovation validity, the model it’s a multidimensional model of organization commitment ( Figure 6.). Building upon the people component as described above the culture of successful regional clusters supports “serial entrepreneurs and innovators”, retaining their talents and supporting the transfer of their skills to and development in to in others ( Pressman, 2002), (Porter, 2000):
Cutting production time;
Customer’s voice into production process reduce the unnecessary costs;
Innovative design changes that are gaining acceptance in market.
Figure. 6. A model of open innovation place
2.2. A QUALITY MATRIX TO IMPROVE THE KNOWLEDGE PRODUCT MANAGEMENT
In my research work presented in this chapter the author was trying to identify a quality matrix for manufacture process, the results of researches developed as a follow up of the doctoral theses, related to integrated management systems applied in manufacturing industry and new vision upon quality perspective for the entire technological process.
In this context, taking in consideration organization the researchers were focused on: life long life of products, spiral quality in technological process, knowledge management, evaluation of human factors, coordinates of change management.
A new provocation it is the matrix a complex data of methods and tools which can be used in different stages of cycle products in function of the characteristics and organization needs, the matrix can be easley adopted and applied using a data base of information for each product.
The quality matrix, present some strategies, different tools for product evaluation using IT programs, different methods of measurement the quality attributes and products characteristics, solutions obtain using virtual simulation of product and work environment. The solutions can improve the quality in different stages of design with a positive influence upon the life cycle of the product, especially reducing costs, material from technological manufacturing process.
The development of a new product by a company begins when the need to create a new product appears: a new technology or the appearance of a competitive product or a change in the existing legal framework and is completed with the final introduction of the product in the market. Those new products may be based already on another existing products based on new technology without the need of support from others.
A company decision to develop a new product is probably one of the most important decisions to be made in the history of that company because a new product development is directly linked with the development and the evolution of that company. The types of companies to which design and development techniques are best applied are those which design and manufacture their own products, and in which competitiveness is described by factors such as: quality, price, functionality, development time, commercialization time. As many companies have demonstrated over time, product design contributes greatly to the improvement of competitiveness, because it permits reduction of costs, increase of quality, and often, shortening of the time necessary to get the product on the market.
In manufacturing enterprises the product knowledge is distributed across the whole company. This know how represents an essential resource for successful competition in the market and should therefore be preserved and used as efficiently as possible.
A way of reaching this goal exists in the use of knowledge based systems which contain accumulated product knowledge on different aspects during the product life cycle, design, manufacturing, usage, recycling (Klepper 1996).
Besides, product data modeling and management has become more and more an important feature for enterprises to strengthen their competitive position (Kenneth 2011).
The matrix strategies on how product knowledge can be used during design and how it can improve the quality of a product, in a perspective of how such strategies and applications can improve a product.
Until few years ago, the process of product design and development was basically focused on defining the characteristics that a product should have in order to make it, the correct response to certain functional specifications, the latter often being defined by restrictions imposed by manufacturing processes. The manufacturing costs are reduced and also the life cycle and product reliability it is increasing along the life cycle of the product. There is a given classification of knowledge in two dimensions: recognized, unrecognized knowledge and codified – tacit knowledge (Yoshikawa 1993).
Besides two types of design knowledge are identified:
design process knowledge (which describes HOW)
design object knowledge (which is largely fact knowledge to describe WHAT).
A design process begins with ambiguous or rough descriptions of the design object and the product will be gradually detailed and completed. The matrix for product development process can also define the quality factors for a new generation products and the importance from economical point of view of the design stage in manufacturing process (Figure 1).
The Product Development Process identify also the interaction between the economy and the environmental management of knowledge product, taking in consideration the internal and external factors which can influence the entire process low design noise, security product and costs. The matrix show the optimal way for knowledge product and the possibilities for designer to identify new solution for new friendly environmental products.
Fig. 1. Product Development Process
The tools used in research work to identify the strategies for product knowledge management are the simulation programs (CAD, Pro-Engineering, ANSYS, TOSCA) used by economical systems to create new products, to get better constructive solution from the design stages of the product, and identify the damages and the future failures of products.
However the design process is now contemplated from a wider perspective: instead of merely referring to the products own characteristics, it now takes into account external factors such as: customers requirements, quality, reduction of manufacturing costs and controls, the assembly and distribution process, environmental impact before and after manufacture, product disassembly reuse and recycling, safety, low design frequency and ergonomic factors.
These factors must be taken into account from the very conception of the product, in order to satisfy the dynamics of ever more competitive markets as regards price, quality and time to market of new products.
The changing demands of customers must also be satisfied, a factor involving new social perceptions, like concern for the environment. All this has a direct effect on the way in which products must be designed, produced and recycled and introduces new ways of looking at the Product Development process – design included of course- as well as at the techniques and technologies involved (Guequig 2010). The implications of this new perspective on design are important because the new product must satisfy numerous criteria simultaneously. These criteria must be taken into account during the conception of the product. The synergies and restrictions that may exist between them during the entire life of the product must be analyzed. As a result, the designer can no longer act in an isolated fashion; instead he must interact with many other specialists both inside and outside the company in order to define the different criteria that characterize a product (Pahl 1993).
Design and manufacture characteristics are considered basic information to be handled jointly and simultaneously during the design process. The strategy for knowledge product make the difference of Product Design from Mechanical Engineering the later is primarily involved with the application of analysis and scientific theory to the design of engineering systems (Hubka 1996). Typically pure engineering problems do not have product's appearance or use by humans as primary concerns. On the other hand, Product Design is involved in products where these issues and their interaction with the internal technology are critical to the success of the product. These activities help ensure maximum effectiveness in developing the design process, thereby enabling tasks to be undertaken that otherwise would not be carried out. Effective Design Engineering can improve the following three important parameters of the company’s competitiveness: enhance quality, cut costs and speed up time -to- market (Fricke (1996).
The types of companies to which design and development techniques are best applied are those which design and manufacture their own products, and in which competitiveness is described by factors such as: quality, price, functionality, development time and commercialization time. Furthermore, if a company is to apply these techniques, it must have a well-defined operating structure, not to mention the necessary human and technical resources to implement and use the techniques. Should this not be the case, the implementation and use of these techniques will yield few benefits. A competitive product must address factors such as: cost, performance, aesthetics, schedule or time-to-market, and quality. The importance of these factors will vary from product to product and market to market and over time, customers or users of a product will demand more and more, more performance at less cost. The model of knowledge process sustain the organization decision to manufacture a product and its properties during the product life cycle (Klepper 2005). The organization disturbances influence the future orientation taking in consideration the new trend of green products will make a challenge for discovering new solutions and change management for environmental management process (Dankwort 1996).
The knowledge – making decision step it’s important as an input variable for the manufacture system for that reason the research was concentrated to identify the matrix strategies for technological process and give to designer the possibility to be able to select from different knowledge infrastructure design the optimal model (Dietz, P. 1996). The paper it’s focus on selection importance on description of handled engineering knowledge with respect to information content and usage during life cycle knowledge product ( Klepper 1993).
Between the observed and affected variable the impact can influence the final decision of designer, because the knowledge based model must to be harmonize with the new laws and rules regarding the environment and the green friendly products (Weber 1996). Taking in consideration the model the paper it’s trying to select and present some useful tools for organization to reduce the costs, to assure eco products and to increase the reliability and quality products.
The variable affecting the product environment are sounds, durability, reliability, safety and quality variables characteristic which affect the product, the knowledge of infrastructure design it’s important for extension of knowledge product (Dietz. P. 1997). Modeling of knowledge process it’s a way to describe mainly the content of information concerning the product and the usage of system functionality with regard to each stage of design/ development but taking in consideration the knowledge product (Figure 3)
A Equation of flexibility and Knowledge product
The equation of flexibility and knowledge product can be written in function of following variables for our improvement product matrix were: Qp represent quality perception, Qa= quality action, Qd= quality decision, Pq,-quality perception , Pa,-action perception, Pp- precision perception, T-technology, M-man, manufacture power, A-affect variable..
EKP = f( Qp, Qa, Qd, Pq, Pa, Pd, T, M,A ) [1]
Once apart of data is selected the relationships represent the dependencies of all the selected data. A model for knowledge product process it is presented in the following scheme which identify the way and the variables observed or affected which disturb the product process [15].
Knowledge it’s part of every stage of life cycle product from the design stage, business information, organization work harmonize with the new environmental changes and finished with the new model of knowledge product (Figure 1).
Fig.3. Modeling of Knowledge Product Process
The new trend of friendly product and friendly environment influence the enter activity of knowledge product because of the perception and the action of disturbance variables: noise, vibration, failures, damages, pollution.
The new provocation for designer will be to establish the connection and choose the best solutions and suitable programs for product, taking in consideration the matrix and learn from the each evolution of the cycle design [Klepper 1996].
The new tools are the computer programs which are using the finite element method, programs who can give a virtual simulation of the product and in this way to realized first a virtual work place of product with the possibility to change in function of the customer needs and utilities the quality and reliability characteristics of the product.
Figure 4. present the information hole for a designer and how information for product management manufacture can influence the engineer decision in production process so to identify the knowledge product process it is important for organization to identify in a short time and from economical point of view the best solution for manufacture production process (Boca 2012).
The tools used in research work to identify the strategies for product knowledge management are the simulation programs (CAD, Pro-Engineering, ANSYS, TOSCA) used by economical system to create new products, to get better constructive solution from the design faze of the product, and identify the damages and the future failures of products (Andrestsch 2000 , Baya 1994).
A view on figure 2, describes the way to look at the product and its properties during the product life cycle from economical point of view regarding the quality costs but also from knowledge product information on the enter management of manufacturing process. In this way we can describe mainly the content of information concerning the product and the usage of system functionality with regard to each stage of product design from the first stage until the development (Krause 1994).
Knowledge Product Management (KPM)
Construction Production Product Use Time ( t)
Design product Manufacturing Reliability & Quality
Fig.4. The information hole of the designer
Each program present in matrix will have positive reaction upon the costs and time manufacture of the products, that’s mean a higher quality for total quality management of the entire system from economical point of view and also from engineering possibilities to select the variable characteristics and parameters of products (Lenau 1989). Making use of a matrix representation, the scope of the applications can be represented. The Matrix present also different evaluation of using FEM programs with different programs and the influence upon the life cycle of the product, especially form design stage of technological manufacturing. In compliance with the various approaches it seems that the matrix representation considering product properties and life cycle is quite suitable to represent engineering knowledge handled in the systems (Table 1). The table indicates clearly the heavy loaded vertical axis of the product property class requirements and shows the importance of an integrated requirement management.
Designers will be able to define using the Quality Matrix some strategies for implementation of new orientation in technological process table 1.
Table 1: Description of engineering knowledge and usage during life cycle product
1– PRO-Engineer, (2) – CAD, (3) – ANSYS, (4) – TOSCA- product optimization , (5)– DEMAND, (6) – PRODUCT DESIGN
Having products with a more or less complete product description, the designer is able to extract such interrelationships manually and to use them when he is going to make improvements to his products or to create new products, i.e. using the experience and knowledge of already concluded designs. In this case he is able to profit from feedback in far earlier phases.
The new provocation for designer will be to establish the connection and choose the best solutions and suitable programs for product, taking in consideration the matrix and learn from the each evolution of the cycle design and apply the best solution.
Therefore the nearest goal is to build up such retrieval strategies so the designer could search for situations similar to his current stage, products with comparable properties, information on a specific life cycle phase and obtain immediately the information about the previous product damages, failures and identify the possible quality improvements.
So he can look after related results, possible solution for his product problem and decide which strategy it is suitable for his situation.
Theoretically the product life-cycle is a smooth and elegant curve; in reality there are constant short-term fluctuations due to external factors [Arvind Rangaswamy ( 1996)].
Fig.2. A Model concept for Product Improvement
Knowledge it’s part of every stage of life cycle product from the design stage, business information, organization work harmonize with the new environmental changes and finished with the new model of knowledge product (Figure 2).
The first common mistake is to assume that any reduction in sales signals the onset of the decline phase. We state, that the set of requirements of a product is a feasible and suitable set of relationships to hold all the data pieces together and that this (most unsettled) set can serve as an integration platform for a design support system [Allemby ( 1995)], [Ungureanu 2001, 2002].
That’s why the designer there will have the opportunity to select either one or more of the proposed support actions to discover the most suitable one.
It might also be that he will go another way in problem solving as a consequence he must have the possibility to go and followed a new model interactively such a new way case and develop a new strategy a new data base (Dörner 1979).
The most suitable solution will be detected and initiated by the system this may be a disputable strategy.
In the beginning, when a product is developed from scratch, ideally no experience at all exists for this new product but having the information about the knowledge product management it is possible to obtain the quickly solution and define a new shape and innovate the product from different stages of his life cycle.
The designer will enter each phase of the development trying to make optimal decisions for the future. Only when a phase is finished or the product is already in use and when he observes possible drawbacks in the handling of his product, he may be able to connect those drawbacks (the symptom) to decisions in some phases (the cause) he had made.
Simple knowledge is represented as plain structured data whereas complexity grows with relationships such as rules or formulae unto interactively working (system) processes triggered by design activities. Analysis methods are slightly under represent because there are a lot of powerful application engineering problems:
FEM systems;
calculation programs for various mechanical components;
tools for kinematic simulation that are not part of the systems itself.
There seems, however to be a lack of applications concerning process oriented information for the final decision for new products like in Table 2 taking in consideration the same programs for product simulation in the first stage of design using (1) – PRO-Engineer, (2) – CAD, (3) – ANSYS, (4) – TOSCA, (5) – DEMAND, (6)- PRODUCT DESIGN, we can compare the program solutions and select in function of the needs and utilities of the customer.
Table 2. Complexity of product knowledge life cycle and the impact in Knowledge Management
The durability of knowledge in terms of time means the amount of changes that take place on the data the systemic fed with. Cost will become a more important factor in the acquisition of a product in two situations:
First, as the technology or aesthetics of a product matures or stabilizes and the competitive playing field level, competition is increasingly based on cost or price.
Second, a customer's internal economics or financial resource limitations may shift the acquisition decision toward affordability as a more dominant factor. In either case, a successful product supplier must focus more attention on managing product cost.
Reasons for the failure of new products:
Underestimation of competitors;
Overestimation of the number of potential consumers;
Overestimation of the price of the product;
Lack of or failure to identify mature markets for the distribution of the product.
4 Conclusions
This paper has introduced a selection of design support relevant for product knowledge management. This included the knowledge representation, modeling and the strategies how to make use of this knowledge for the sake of design support.
This view on knowledge management strategies indicates the level of modeling and the complexity of application a system designer has to think about.
A design support system has to accept decisions taken by a designer (and might be allowed to propose solutions as well).
It is state of the art to document what decision has been made (every simple program and tool has an undo functionality) to document, how something was decided not only what (design object) and how (design process) but also why something has been decided.
Still, design is a creative process and some decisions might be arbitrary because it is important to document them because they are the ones to be reconsidered first in cases of un satisfaction.
Documenting why something has been decided is also important for possible feedback strategies to make design processes comprehensible.
Generally, this means that design support systems could help the designer in the way he is working right now, otherwise it will be rejected.
In contradiction to that Quality Matrix, the new innovation often requires new thinking and sometimes this new thinking or methodology affects the users because the need of information about the knowledge product management.
Although this paper is not primarily concerned with this topic, but the paper would like to point out, that a product and user interface of computer programs needs to follow the new results of industrial sciences and ergonomic studies who required new friendly products taking in consideration the strict requirement of international standards.
These results in strategies knowledge management structures can bring a competitive advantage for the companies that use this Quality Matrix as a solution.
The new matrix and his methods used in design product will help customers to:
make early decision in the design cycle;
reduce the product development cycle;
improve time-to –market;
reduce design and manufacturing cost:
reduce design cycle,
reduce cost of materials,
reduce number of prototypes
reduce number of physical testes.
The extension of product knowledge management bring also
early support for expert knowledge;
knowledge generation and confirmation trough simulation and virtual design
reduce the analytical calculation;
information representation;
feedback from product life cycle;
evaluation and optimization methods;
decision support.
evaluation and optimization methods.
1.2. NEW MATRIX FOR CULTURE DEVELOPMENT PRODUCT
The development of a new product by a company begins when the need to create a new product appears either due to be emergence of a new technology, or the appearance of a competitive product or a change in the existing legal framework and is completed with the final introduction of the product in the market. A company or an enterprise may proceed to a new product development whether that company or enterprise is part of a rapidly changing market or not. Those new products may be based already on another existing products based on new technology without the need of support from others.
A company or enterprise decision to develop a new product is probably one of the most important decision to be made in the history of that company because a new product development is directly linked with the development and the evolution of that company.
In manufacturing enterprises the product knowledge is distributed across the whole company.
This know how represents an essential resource for successful competition in the market and should therefore be preserved and used as efficiently as possible.
A way of reaching this goal exists in the use of knowledge based systems which contain accumulated product knowledge on different aspects during the product life cycle (e.g. design, manufacturing, usage, recycling).
Besides, product data modeling and management has become more and more an important feature for enterprises to strengthen their competitive position.
This paper will identify major strategies on how product knowledge can be used during design and how it can improve the quality of a product.
Based on this analysis, the impact and gained efficiency will be described. This will result in a perspective of how such strategies and applications can improve a product. These are developed from existing approaches, making use of new technologies and research results.
Fig. Product Concept and Manufacture
As many companies have demonstrated over time, product design contributes greatly to the improvement of competitiveness, because it permits reduction of costs, increase of quality, and often, shortening of the time necessary to get the product on the market.
The product, in turn, generally satisfies customers’ necessities and demands.
Until few years ago, the process of product design and development was basically focused on defining the characteristics that a product should have in order to make it, the correct response to certain functional specifications, the latter often being defined by restrictions imposed by manufacturing processes. However the design process is now contemplated from a wider perspective: instead of merely referring to the products own characteristics, it now takes into account ‘external’ factors such as:
• Customers’ requirements
• Quality
• Reduction of manufacturing costs and controls
• The assembly and distribution process
• Environmental impact before and after manufacture
• Product disassembly reuse and recycling
• Safety, hygiene, ergonomic factors, etc.
These factors must be taken into account from the very conception of the product, in order to satisfy the dynamics of ever more competitive markets as regards price, quality and time to market of new products.
The changing demands of customers must also be satisfied, a factor involving new social perceptions, like concern for the environment.
All this has a direct effect on the way in which products must be designed, produced and recycled, and introduces new ways of looking at the Product Development process – design included, of course- as well as at the techniques and technologies involved.
The implications of this new perspective on design are important.
The new product must satisfy numerous criteria simultaneously. These criteria must be taken into account during the conception of the product. Consequently, each of them must be identified, made explicit and related to the others. The synergies and restrictions that may exist between them during the entire life of the product must be analyzed.
As a result, the designer can no longer act in an isolated fashion; instead he must interact with many other specialists both inside and outside the company in order to define the different criteria that characterize a product. In addition, systems that enable the proper filtering, storing and recovery of the information generated in each of these concurrently – working teams are also necessary.
The information that must be managed therefore increases almost exponentially.
Design and manufacture characteristics are considered basic information to be handled jointly and simultaneously during the design process.
Product Design is similar to Industrial Design (ID) but differs in several important ways. ID as taught in the United States is concerned with a broad spectrum of design activity, spanning everything from graphics and package design to exhibit and environmental design. Product Design focuses on 3-dimensional design.
Typical Industrial Design training entails a broad art education that does not delve into any one subject in great depth. It is typically interested in the skin of products but not the actual workings of the inside. As a consequence this education tends to focus on the communication skills, which are expected by potential employers.
The typical ID graduate anticipates many years "on the board" and is expected to be aesthetically accomplished to the smallest detail. The main difference of Product Design from Mechanical Engineering is that the later is primarily involved with the application of analysis and scientific theory to the design of engineering systems. Primary concerns include understanding the behavior of materials, fluid flow and thermodynamic issues of an assigned problem. Tools are often analytical as in stress analysis, kinematics and the modeling and optimization of system components.
Typically pure engineering problems do not have product's appearance or use by humans as primary concerns. On the other hand, Product Design is involved in products where these issues and their interaction with the internal technology are critical to the success of the product.
Fig. Profit over product lifetime: Product Development, 2- Product Introduction, 3-Product Growing, 4-Product Saturation, 5-Product Decay, 6- Rise again
Reasons for the failure of new products: underestimation of competitors, Overestimation of the number of potential consumers, Overestimation of the price of the product, Lack of or failure to identify mature markets for the distribution of the product/Extension of product knowledge:
Early support with expert knowledge; Knowledge generation and confirmation trough simulation and calculation; Information representation; Feed back from product life cycle and Evaluation and optimization methods.
These activities help ensure maximum effectiveness in developing the design process, thereby enabling tasks to be undertaken that otherwise would not be carried out.
Effective Design Engineering can improve the following three important parameters of the company’s competitiveness: enhance quality, cut costs and speed up time -to- market.
Fig. Extension of product knowledge through the use of information technology (following [KrHJ_94])
The stages on life cycle product are: planning, conceptual design, embodiment design, detail design, production planning, manufacturing, distribution, usage,
The types of companies to which design and development techniques are best applied are
those which design and manufacture their own products, and in which competitiveness is
described by factors such as: quality, price, functionality, development time and commercialization time.
Furthermore, if a company is to apply these techniques, it must have a well-defined operating structure, not to mention the necessary human and technical resources to implement and use the techniques.
Should this not be the case, the implementation and use of these techniques not be the case, the implementation and use of these techniques will yield few benefits.
A competitive product must address factors such as cost, performance, aesthetics, schedule or time-to-market, and quality.
The importance of these factors will vary from product to product and market to market. And , over time, customers or users of a product will demand more and more, e.g., more performance at less cost.
Cost will become a more important factor in the acquisition of a product in two situations.
First, as the technology or aesthetics of a product matures or stabilizes and the competitive playing field levels, competition is increasingly based on cost or price.
Second, a customer's internal economics or financial resource limitations may shift the acquisition decision toward affordability as a more dominant factor. In either case, a successful product supplier must focus more attention on managing product cost.
The definition of the following terms will provide a common basis for discussion:
In compliance with the various approaches it seems that the matrix representation considering product properties and life cycle is quite suitable to represent engineering knowledge handled in the systems (Table 1).
In this way we could describe mainly the content of information concerning the product and the usage of system functionality with regard to each stage of design/ development.
Making use of a matrix representation, the scope of the project applications can be neatly represented.
The table indicates clearly the main field of application. It seems that the major need for support lies in the embodiment and the detailed design phase.
The heavy loaded vertical axis of the product property class requirements shows the importance of an integrated requirement management.
Another aspect of knowledge systematization may be the design science [HuEd_96, PaBe_93].
From this we tried to derive a kind of `sophistication level' of possible design support.
Certainly this level matches with different representation forms of knowledge.
Having products with a more or less complete product description, the designer is able to extract such interrelationships manually and to use them when he is going to make improvements to his products or to create new products, i.e. using the experience and knowledge of already concluded designs.
In this case he is able to profit from feedback in far earlier phases.
Still, this is a manual process and that is the reason we call it quasi feedback. This means, that the designer could use descriptions of concluded designs but there is no intelligent retrieval to detect such inter relationships.
Therefore the nearest goal is to build up such retrieval mechanisms. So the designer could search for situations similar to his current stage (e.g. products with comparable properties, information on a specific life cycle phase).
He can look after related results, i.e. possible solution for his problem.
That’ s why we call it feedback with manual adaptation. Moreover a next step may be to detect possible inter relationships between decisions and related results by the system itself, i.e. a more sophisticated support to deduct support actions from arising design contexts. Relationships between experience and decisions taken before shall be extracted automatically such as it is done intuitively by human beings.
The designer there will have the opportunity to select either one or more of the proposed support actions to discover the most suitable one. It might also be that he will go another way in problem solving. As a consequence he must have the possibility to go (model interactively) such a new way (case).
We call this feedback with automatic-interactive adaptation (fig. 3.1bottom). Still using this mechanism, but in a strictly automated form, may be another strategy.
This means preventing the designer from making decisions.
The most suitable solution/action will be detected and initiated by the system. Here we speak of feedback with automatic-autonomous adaptation.
This may be a disputable strategy. It might however be useful, e.g. in a strongly bounded (high-complex) domain the designer has neither experiences nor reliable information. In our opinion this should be the exception.
Having said that, we would like to stress the point, that automatic deduction shall not be used to take decisions but only to indicate possible interrelationships and solutions. This is to keep the power of deciding clearly in the hands of the designer. It can not be the goal to exclude him from any step of the design.
In the beginning, when a product is developed from scratch, ideally no experience at all exists for this product.
The designer will enter each phase of the development trying to make optimal decisions for the future. Only when a phase is finished or the product is already in use and when he observes possible drawbacks in the handling of his product, he may be able to connect those drawbacks (the symptom) to decisions in some phases (the cause) he had made. This process is purely manual based on designers own experiences since the system itself does not know or recognize anything of these interrelationships, i.e. none feedback (fig. 3.1 top).
Simple knowledge is represented as plain structured data whereas complexity grows with relationships such as rules or formulae unto interactively working (system) processes triggered by design activities.
Main points are structured data descriptions, rules and functions.
Aloof the systems are able to handle such information.
Analysis methods are slightly under represent because there are a lot of powerful application son engineering problems (e.g. FEM systems, calculation programs for various mechanical components, tools for kinematic simulation) that are not part of the systems itself.
There seems, however to be a lack of applications concerning process oriented information.
Table 2. Complexity of handled knowledge (legends in tab. 3.1)
One more representation supplements the reflection. Incur opinion temporal behavior of knowledge is also an important aspect on knowledge characterization.
The durability of knowledge in terms of time means the amount of changes that take place on the data the systemic fed with.
Durable means that once the data is inserted, it will not change anymore (i.e. lifespan of several years, e.g. bearing calculation method, general guidelines for embodiment design such as designing to allow for expansion, standards and regulations) and can be used unelected (premising that it is correct) in this state.
Unsettled means that the data underlies permanent change (i.e. lifespan of several days, e.g. capacity utilization, occupation of machines, stock information) and that the use of it depends highly on the time.
A QUALITY SPIRAL FOR KNOWLEDGE MANAGEMENT
Management of technology is crucial for all of us. It involves dealing with technical issues across a broad spectrum of functional areas. Recent innovations in the form of total quality management, reengineering work process, flexible manufacturing system have one thing in common serving the customer well thought improved operational efficiency. For instant Total Quality Management advocates emphasize the importance of achieving greater quality and flexibility at lower cost and waste.
Technology is forcing organizations to become more competitive at every instance there are innovations taking place. The rapid development of models or prototypes may largely reduce the development cost and the product development cycle. In addition, they can be used in test markets prior to the entry of the product in the final production and commercialization stage. Since it is based on technological changes or improvements, the development of such models or prototypes is usually conducted by technologist, who has no regard for the cost of such a development.
Organizations are spending millions of dollars each year on information systems to capture knowledge and consultants to help organizations better share and use knowledge.
Modelling knowledge management is one big issue for those who are in charge of gathering information, documents, professional experiences and know-how at a corporate level.
There is a spiral of knowledge involved in their model, where the explicit and tacit knowledge interact with each other in a continuous process.
This process leads to creation of new knowledge, the central thought of the model is that knowledge held by individuals is shared with other individuals so it interconnects to a new knowledge.
The spiral of knowledge or the amount of knowledge so this paper deals with product life cycle cost management methodology.
A product life cycle cost management manages the cost of a product over its entire life span.
Technology management demands extreme dynamism to keep pace with the rapid expansion of human knowledge.
An extremely rapid rate of change is perhaps the only factor which is common to many spheres of our lives in present day society, answer to this simple question: What do we expect from technology? Increase in productivity, saving in energy, consumption – recycle, or re-use materials.
Technology is forcing organizations to become more competitive at every instance there are innovations taking place.
Recent innovations in the form of total quality management, reengineering work process, flexible manufacturing system have only one thing in common – serving the customer well thought improved operational efficiency.
For instant TQM –Total Quality-Management, advocates emphasize the importance of achieving greater quality and flexibility at lower cost and waste, a dynamic quality model who is not ending in a circle, but it is increasing all the time in a spiral of quality and improving over and over the knowledge.
The paper research will try to identify the new orientation in organization activities and management to developed a new strategy for new generation of products. This can be done from the first step in manufacture and technological process from the design stage of the product, Matousek, O.and Zastavka, Z. (1977).
The implementation of the following design strategies are listed under four categories: reduce, reuse, recycle, restore.
Reduce: Design for use make things that truly improve people’s lives, give them meaning, and are usable and useful to them.
Dematerialization – reduce the material and energy used in the manufacturing, use, recycling, and disposal of products and services.
Materials and energy substitution – substitute more sustainable and less toxic materials and energy.
Localization – design solutions and systems to reduce material and energy travel and support local communities.
Trans materialization – redesigns and deploys products as services that focus on customer value
Information– translates solutions into data and sends the recipe for the solution,
Reuse: Design for durability – the most sustainable solutions is products that don’t need to be quickly discarded or wholly disposed of when one part breaks.
Design for reuse – intended reuse of products in other contexts can extend product life and divert them from disposal.
Recycle: Design for disassembly – clearly marked and easily disassembled products will more likely be recycled.
Design for effectiveness – dematerialization and increased efficiency is a great start but there is higher fruit to pick that involves rethinking value.
Restore: Design for systems – transforming systems at higher levels creates the most radical, sustainable change.
Following the Quality Spiral, along the life cycle of product, we can identify the importance of knowledge management, starting with product design and product harmonization with the new technological trends, with the new standardization ISO 14001, for example a new generation of green products, a new methodology of products manufacture taking in consideration the 3R trends.
Life Cycle is used to assess the environmental aspects and potential impacts associated with a product, process, or service.
It involves making detailed measurements during the manufacture of the product, from the mining of the raw materials used in its production and distribution, through to its use, possible re-use or recycling, and its eventual disposal process, the new trends of eco-age, must begin with a new design process of sustainable products.
There are a number of tools that can be used for problem solving and process improvement. Process improvement of technological manufacturing approach systematic steps to improve technological process: process mapping, analyze and redesign the process
In Figure 1. it is presented a road map for product cycle taking in consideration the customers needs and demands having as target the product quality.
Figure .1. The roadmap for product knowledge cycle Source Made by Author
The tools which characterize the quality products can be identify in every technological process:
Beauty Design is based on the notion that while products may look attractive on the surface, they may have hidden ecological and social impacts.
Efficiency: the product in manufacture and use requires less materials, energy and water.
Cyclic: the product is made from materials or that are continuously recycled.
Safe: all releases to air, water, land and noise function for other systems.
Social: product manufacture and use supports basic human rights and natural justice.
Sustainability it is a new tool that helps organizations assess their level of involvement as well as ways to integrate sustainability over time across many organizational functions.
In Quality House we can identify all this elements as the pillars of the house witch sustains the Quality rooth.
4.Results
Life cycle costing methodology estimates costs of products incurred during his whole life cycle.
The method try to estimate life cycle cost of products which is the sum of the direct, indirect, recurring, nonrecurring, and other related costs incurred, or estimated to be incurred, in the design, development, production, operation, maintenance, and support of major system over its anticipated useful life span.
Except manufacturing cost and sale cost this methodology include preproduction cost (research and development cost, construction and technological preparation cost), liquidation cost and other cost which aren't currently included to operational costing and costing plan.
At the same time life cycle costing makes it possible to make provision for changes of service prices, prices in a market, factor prices and changes of services cost along whole life cycle.
To evaluation of products profitability, it is necessary take into account every cost related with product such as new product development cost, product sustenance cost and product phase-out cost.
The life-cycle cost calculation it is possible to complete before initiation of production process, along life cycle or at the end of product life cycle.
Decisive meaning for strategic management has life cycle calculation especially before initiation of the production process along with target cost calculation. In preproduction phase it is possible to do fundamental action regarding to future cost and revenues or eventually decide, whether product will be registered to the production plan or not.
Continuously following of product life cycle calculation along production and after finished production serves to evaluation of general effects that the product bears.
While at the beginning there are expenses in the form of research cost, development cost, running in cost, decisive earnings mostly come after sales initiation.
The life cycle costing methodology consists of target costing which focuses on cost rationalization in preproduction phase and kaizen costing which focuses on cost rationalization in production phase.
4.1 Target Costing
Target costing methodology represents a totally different approach to classic cost management. Target cost calculation can be characterized either as activity whose aim is to check up all possibilities of cost reduction in product planning phase.
Result those activities should be product design, which meet all consumers requirements and expectation and whose cost and price which will provide to company required profit from cost-plus pricing to market based pricing and from cost-cutting during production to cost control during design.
4.2.Target costing process
First step of target costing process is market requirement identification and product properties determination. These product properties have to satisfy all customers' requirements. This information's are obtained above all of these sources: market research-competitive intelligence relating to new product, internal development of new process and technology and customers requirements to new product properties.
Ansari, S. L., Bell, J. and the Target Cost Core Group (1997) identify the targeted cost which company must meet. This step can be characterized by this one equation (1):
Target price – Target profit = Target cost (1)
This application of Robust Design is currently being practiced by only a few leading companies worldwide. If we choose the traditional design using Taguchi Method the new orientation on manufacturing design require a new way of thinking about product development. Achieving maximum efficiency and effectiveness in the research and development process is critical to this effort:
L (x) = k (x-N)² (2)
where: L (x) = Loss Function; k = C/d² = Constant of proportionality, where C -loss associated with sp limit; d – deviation of specification from target value; x = quality features of selected product; N = nominal value of the product and (x-N) -tolerance
These method differ from others dealing with quality problems center on the design stage of product development, and express quality and cost improvement in monetary terms.
The key to competitive leadership is the timely introduction of high quality products at the right price.
4.3. Kaizen Costing
Cooper, R. and R. Slagmulder (1997) agree that after successful finish of pre-production phase manufacturing phase incoming. In this phase company have to search new processes for cost reduction too. Next cost reduction it is possible to achieve in manufacturing process such as:
New manufacturing technology development;
Increasing of machine performance;
Limitation of wasting in manufacturing;
Increasing of employees performance.
A Lfe Cycle Quality Iceberg can be created between time and management production actions, the organization behavior influence upon the costs and hidden factors which can influence the management production
Target cost has to be classified into all internal company departments such as: design, marketing, manufacturing, technology, administrative and logistics but also outside contractor too. In the next step it is necessary to search all possibilities for cost reduction in every department,. Monden, Y. (1995).
Kaizen costing gets on with cost reduction in manufacturing phase according to the Imai M. (1997). the research paper defines some models to relative environmental profiles of:
new material choices or packaging options;
to reduce environmental impact at its source in the design phase;
to serve as a communication tool between companies and consumers;
to establish from the design stage the re use of some materials;
to identify which are the recycle materials;
to compare existing products with planned alternatives;
to compare existing company products with products of competitors;
realize an internal information and training;
new strategies in marketing, advertising policies;
joining eco-criteria;
environmental cost allocation;
assess the gap from eco-label criteria;
radical changes in product life cycle.
5. Conclusion
Companies an achieve a variety of benefits many of which have already been mentioned in this paper: innovation, cost savings. internal alignment and corporate reputation.
The benefits of life cycle concepts are summarized as follows (Emblemsvag, 2003):
the life cycle concept results in earlier actions to generate revenue or to lower costs than otherwise might be considered.
better decisions should follow from a more accurate and realistic assessment of revenues and costs, at least within a particular life cycle stage.
life cycle thinking can promote long-term rewarding in contrast to short-term profitability rewarding.
the life cycle concept helps managers to understand acquisition costs vs. operating and support costs, to find a correct balance between investment costs vs. operating expenses. especially net present value or index profitability.
During product life cycle receipts and expenditures don't proceed in the same time period that is why is better to use for accounting discount quantity.
Life cycle cost calculations we can exploit to evaluation of cost effectiveness spend in pre-production stage too.
Research and development costs have character of capital expenses and for evaluation their effectiveness it is possible to use all method of investments evaluation
The development of a new product by a company begins when the need to create a new product appears either due to be emergence of a new technology or the appearance of a competitive product or a change in the existing legal framework and is completed with the final introduction of the product in the market.
A company or an enterprise may proceed to a new product development whether that company or enterprise is part of a rapidly changing market or not.
Those new products may be based already on another existing products based on new technology without the need of support from others.
A company or enterprise decision to develop a new product is probably one of the most important decisions to be made in the history of that company because a new product development is directly linked with the development and the evolution of that company.
The paper present the results after the implementation of the new technology regarding the product design using virtual simulation from the first stage of product design.
Product development model can be realized if we followed the stages:
creation of ideas;
evaluation of ideas –selection of idea;
product development;
manufacture of prototype;
product promotion.
The high cost of those changes gave birth to the new product development tactic known as green design. This tactic consists in two strategies:
the first is trying to find ways to reduce environmental pollution during the production and development of the new product
the second one is attempting to find ways to reduce pollution after the use of the product, by optimizing, recycling or re-use of part of the product or the product as a whole.
Since it is based on technological changes or improvements, the development of such models or prototypes is usually conducted by technologist, who has no regard for the cost of such a development.
The cost of such a development is due to the cost of the material, additional personnel, training of that personnel and system changes. Usually, the former submit developments propose and the latter assess it based on the cost of the proposal and the future profit after its materialization. The rapid development of models will be successful only if the following apply and only then:
each prototype should provide answers to specific question;
the prototype should be as detailed and complex as necessary to provide the required information;
if there are multiple ideas, then is necessary that multiple prototypes be developed;
decisions should be made during he development of the prototype and one should not await its final form ;
the swifter the prototype development, the swifter overall development of the new product.
As we can observed the environment problems are an important target for the life cycle of new green generation products.
The objects from economical point of few will improve the costs and also will assure a new orientation in enter activity of design and manufacture of products.
A new orientation from management point of view it is necessary for the organization a change management and a new strategy.
The following are strategic plan points and provide the first sense of a new product marketing method
Use the new product must be user friendly, safe and simple;
Appearance the presence of shape provide singularity and originality is necessary in order for the new product to attract the interest of the consumer;
Easy maintenance of the product should be easy and low cost;
Low cost should have a low purchase cost;
Communication between enterprise and consumers of the product in the market in order t solve any potential problems. Each product should be subjected to a limited or extended market testing, so as to record the reactions of the market and thus perform the final changes or improvements on the product or even on the way it is possible to perform those tests before the product is introduce on the market, but ever after its introduction.
The four parts forming those strategies are presented below table 1.
The rapid development of models or prototypes may largely reduce the development cost and the product development cycle.
In addition, they can be used in test markets prior to the entry of the product in the final production and commercialization stage.
Table 1. The stages of strategy for new development product
The market test can be realized using the classical instruments to define the quality improvement of the economical system before and after the introducing in the market of the new products and establish in this way the reliability and quality products, the impact upon the customers. Also in some situation we can used the fish bone diagram, starting from effects to establish the causes and improving over and over the quality. Below in table 2, there is an indicative way of conducting such tests:
Table 2. An indicative way of conducting testing for introduction in the marketing
1.3. MODELLING DESIGN QUALITY PRODUCT
Having the solutions a specialist will consider the results as a suggestion for a future optimize of flank profile of the teeth a problem which can be solve with the help of TOSCA program, by using the similar mathematical model realize with the FEM method who is consider the base of data . In this way we can discover earlier the possible factors and the parameters which can improve the quality.
That solution brings benefits from economical point of view, material; reduce the cost, increasing the quality and the optimization of technological process. Not at last an analyze of the contact zone under different factors, pressure, friction, figure 5 under the penetration, can make the investigation of the solar pinion more complex and give the final solution regarding the improvement of reliability of all system. This results make the affirmation of the connection between wear-sounds-quality become to reality, remain that the experimental research and the harmonic, modal and transient analyzes to sustain same values.
Figure XXX. Optimization using TOSCA
2. TOSCA SOFTWARE FOR OPTIMIZATION ANALYSIS
After a deep analyze of the results obtains for solar pinion I observe that a solution regarding the quality which can improve the teeth quality will be possible if I will use the new program FEM TOSCA – a program who can give the perfect solution for that specific problem. The study case and results was done in Technical University Clausthal from Germany to IMW. Clausthal, using the new program TOSCA. In the research work was use as model the same dates obtains in ANSYS 11 program and using the same mathematical model for the planetary gears system.
CONTRIBUTIONS REGARDING THE MODEL FOR THE SOLAR PINION SECTOR
Taking in consideration the planetary gears construction complexity and also the presence of the three satellites I realize the study case as a solution who can be use from the first stage of design of the product who will permit the simulation and the model of the product.
Figure xx. Comparing results from ANSYS solution and after using TOSCA optimization method
3 . RESEARCH RESULTS INTERPRETATION – SHAPE OPTIMIZATION
Shape optimization is mostly used at the end of the designing process. Typically, the objective function is to minimize stress concentrations. The non-parametric approach used in this work has been utilized for several years in the industry with great success. The gradient-less method has the advantages that it is solver independent, a tediously parameterization is avoided and it can also be applied using fatigue, non-linear, and contact modeling [4,5].
The main concept of the method is to use the positions of the surface nodes as design variables and move these in the normal direction of the surface to achieve a uniform stress-distribution.The stress-distribution is calculated into one scalar value for each design node, which controls the redesign rule. References and a more detailed description of the method are given in [5].
A standard optimization problem is defined in 5-10 user clicks using the preprocessor wizard Easy handling for definitions of optimization problems using preprocessor GUI
Element groups, node groups, sets, property numbers and/or material numbers defined in your preferred CAE preprocessor can directly be applied in optimization formulations
Discussing and distributing 3D optimization results without restraints using freely distributed 3D plug-in viewer
Post processing of optimization results in your preferred
The influence of Manufacturing Quality upon gears –transmission using low noise design will give us a solution for a future increasing reliability for the planetary gear, a way for a better maintenance of the system machinery, a permanent and quickly diagnosis for the new born signature sign of wear. Also using the new programs as ANSYS, TOSCA, FEMFAT, the future for quality product it is a reality, in this way we can improve quality from the first stage of life cycle of the product. Each individual issue requires typically dedicated analyses and modeling tools, which leads to the introduction of various fields of application and corresponding domain and research.
I summaries these goals as an analysis dedicated to some of the following interest:
analyses the transfer path from the vibration source to the noise planetary gear,
design and implementation of control,
development of control algorithms, to reduce loads, noise, to optimize the efficiency to guard the planetary gear system.
This method in design product will help customers to:
1- make early decision in the design cycle,
2-reduce the product development cycle,
3-improve time-to –market,
4-reduce design and manufacturing cost: reduce design cycle, reduce cost of materials and reduce number of prototypes and physical testes.
Benefit:
fast improvement of existing FE models;
reduction of stress calculation
increase durability;
no need to run nonlinear analysis after optimization;
robustness reliability.
The use of structural optimization tools in the early stage of the development process offers new potential in the process chain. The development process becomes faster and more efficient by using topology and shape optimization. This results in structures which are lighter, stronger and more durable which constitutes a competitive advantage for the companies that use this solutions.
1.4. THE EFFECTS OF NEW TECHNOLOGY ON PRODUCT KNOWLEDGE MANAGEMENT
In order to manage the market competition, rapid changes in technology, accelerating industry clock speed, increasing number of product variants, shrinking product lifecycles, limited supply, and price pressures, technology companies need to put more emphasis on managing product launches successfully and timely. Therefore, the focus of this study is to examine product of an manufacturer that operates in high volume and high clock speed industry. Furthermore, special attention is paid to how the company could learn from previous product launches and utilize this information internally when preparing for upcoming product ramp-ups. In his article Levitt [1965] describes the importance of the concept of product lifecycle and how it should be used as a competitive power. A key factor in his article is the proactive way of anticipating future stages. Early planning, looking ahead, advance thinking, sample planning and acting are the topics that are discussed widely in his text.Early planning is defined as the promotion of more frequent usage, developing varied usage, finding new users and uses. By looking ahead the company can become a of competitive and market events and then make noticeable improvements to the short term tactics of the product. When these considerations have been made the company has to also be aware what the impact of one decision has in the following phase [Simula 2008]. All the effects cannot of course be forecasted and therefore, the company has to act on the basis of conclusions at its disposal the goal for a product for certain time intervals and therefore, provides the product should go time-in-market, can usually be define as introduction, growth, maturity and decline, four stages have been introduced in multiple sources, the strategic decisions that have to be made in different stages of a product profitable and successful. The article include a theoretical part based on existing research literature on product processes and product launches. That is followed by an empirical study of a case company.The theoretical section covers topics such as new product development, productizing process, product lifecycle management, lessons-to-learn culture and best practices.The empirical part of the study is performed as a descriptive case study. The study is descriptive, since it illustrates and describes the topic of management in its real-life context. A guide to understanding advances and production.By identifying the dependencies between challenges created by external factors and the corresponding internal factors to solve the challenges companies can effectively maintain the inflow of profits. [Putkiranta 2007] (see table 1).
Table 1. Challenges from external factors and corresponding alterable internal factors
Demand factors such as delivery time, delivery flexibility, demand forecasts and customer specific product requirements are the main creators of challenges from the downstream. In the upstream challenges originate from material delivery times, availability forecasts and delivery time accuracies. Also several of other external factors such as strikes and competitor pricing develop situations which are challenging for companies [Putkiranta 2010].Due to short product lifecycles characteristic of the market, companies have little time to analyze and learn from their previous successes and failures in product launches.The effect of new technology on product development it’s examined following the ramp of PLC cycle for a product (see figure 1)
Fig.1. The PLC cycle for a product
Therefore, the purpose of this study is to identify how past experiences in product ramp-ups can be best utilized in a fast clock speed industry.
Objects of study
The objectives of the study are the following [Moyer 2009]:
To identify challenges in product ramp-up planning and management
To recognize the ways of improving performance through learning
To create a tool for describing and analyzing past product ramp-ups and storing gathered information.
Are improvements in technology responsible for the development of new products?
Are these technological advances responsible for successful new products?
Often those who write about future developments in industry and in lifestyles base their predictions on their expectations, often correct, of the advance of technology.
Customer needs and wants drive the development of successful products and the role technology plays is the opposite [Larson 2011].
The lack of the required technology holds back the development of products that, if possible and practicable, could be successfully introduced.
What drove the sale of our products (industrial automation devices and systems) was the needs and desires of the individuals working for our customers (manufacturing companies). As technology improved, the limitations were lifted and new products were brought to the marketplace. [Korhonen 2008].
Results
The study also exhibited that the new product technology has effect on how the ramp up behaves. In products with new technology, issues with upstream, software and demand seem to appear. The products with technology that has been used before have complications with modifications that seem to pop-up in the later phases of product development. [Yin 2003]. The problems with demand, software and upstream in new technology appear as slow building order book, delays and supply shortages or quality issues (see table 2).
Table 2. Implication and solutions in new technology
In upstream problems like supply of mechanics and covers, the solution would be to follow the guideline set by the global supply situation.
Gaining momentum in the project start by collaborating with surrounding elements the probability of succeeding later on is remarkably higher.
Problems with software leading to delays and too tight schedules are common, but the only way to avoid surprises is to have follow-ups to constantly paint the readiness of the platform. The products with “old” technology seemed to have one repeating problem: different types of modifications (see table 3).
Table 3. Implication and solution in traditional device
It is clear that stand alone solutions will not serve the designers needs, if he wants to have access to all relevant information for a sound product development, further research work has to prove this. On this platform information of various characters are located and shifted around for the purpose of being accessed from any point during the design process [Consoli 2011]. One approach is to have an integrated product data model and to create views upon this model. Each view represents a specific selection window which gathers all necessary information for a certain need of access. In some cases the tooling in the production was changed or the diverse mix of sales package contents was not in control (see table 4).
Table 4. Implication and solution in using IC programs
However, for much this stage will prove to be the critical one, many wait until this period before acting, and it is the only stage where some sort of action is critical. Theoretically the product life-cycle is a smooth and elegant curve; in reality there are constant short-term fluctuations due to external factors. [Levitt 1965].The first common mistake is to assume that any reduction in sales signals the onset of the decline phase. The area between stages 1 and 2 may at first appear to be decline, but in fact are part of the growth stage. Similarly, the area between points 3 and 4 may at first be read as a new growth phase; in fact it is little more than a temporary increase that has no real significance (Figure 2.).
Sales
Time
1 2 3 4
Fig. 2. Life Cycle Product Model theoretical trend vs sales (––)
Conclusion
The purpose of this study was to establish a model PLC to support the daily tasks of a working community. Due to the limited resources and experimental nature of the research quite a few possibilities were left for subsequent studies.
At least four types of topics could still be implemented in the case company to utilize the new technology power of learning in the case organization, namely the following:
1. Implementing the learning culture to support the whole lifecycle of a product
2. Integrating the tools described in this study
3. Making the tools and prevailing performance measures fully compatible
4. Establishing a similar learning culture at higher level to reduce the amount information sharing obstacles created by corporate silos
1.For the first topic the crucial part would be to find out if the learning culture was beneficial if it was used on the whole lifecycle of a product.
Would the possible output from the reporting input be greater and in that way be useful for the organization or would it be only additional workload for the employees?
2.The second topic would be based on the same topic as this research, but the scope would be to make the tools of the culture more user-friendly. By combining the tools into one program the use would become easier. But again, it would need to be considered whether the output would be bigger than the input. If the implementation required great amount of resources the project could be seen as a waste of money.Though if it was enabled through witty solutions with basic programs, it would enhance and support the lessons-to-learn culture.
3.The third subsequent project goal would be to fuse the performance measures of the business unit to the learning tools and culture. By combining the measures with learning reporting, the top management would also have a shortcut view on the plans on how the pitfalls from the past could be avoided.
4.The fourth research possibility would have the greatest magnitude. Most of the functions at the case company have their own tools for lesson-to-learn reporting, but they all are completely separate. By studying the ways of different corporate silos in learning common benchmarks could be found. In that way all the functions would use similar tools, which again would enable improved visibility when attacking common obstacles and challenges.
FUTURE TRENDS IN QUALITY MANAGEMENT EVOLUTION
Quality Management has become a critical element contributing to the successful development of innovations. It is now integrated into project management. Successful projects have clear quality processes, tools and templates. Quality management is well, alive and living in organizations today and in the future. Where is quality management going in the next decade ? Being able to look at current trends and see where they will take us is an interesting and thought provoking exercise. It can give us a much needed competitive edge to move ahead of the pack. Through a deep analyses in continuous history and evolution on organization management development we can identified a number of key trends that will have a positive impact on organizations and they manage quality initiatives over the next decade. Quality departments and quality professionals will demonstrate how, through their quality initiatives they are positively impacting the organization's bottom-line. By being forced to become more accountable for results they will spend more time ensuring that they are doing the right quality initiatives at the right time and that each one is clearly linked to one of the key strategic imperatives developed by the management team. Through a deep analyses in continuous history and evolution on organization management development we can identified a number of key trends that will have a positive impact on organizations and they manage quality initiatives over the next decade. A new decision structure on interconnected requests at the interactive departments is going to be study and create a future vision for production management. The early time exchange the vision upon the Quality Management, as a matters of fact a evolution from the different viewpoints and the integration of different task designations from the outer restrictions (standardization, noise, friendly environment, robust design) influences through a coordinated knowledge-contribution it was realized in different involved departments.If we realized a historical evolution of Quality Management in organization and identify the concept of the integrated product-development on the simultaneous engineer-activity over all phases a technological-process we can create the following adapted under Ehrlenspiel, K (1992, 1994) scheme Figure 1. The evolution of the concept start from 50’s, when the master business was the specialist for all the departments and followed by Taylor principles to a coordinated and itself integration in organization, in the sense of an effective product-development mutually influencing communication between departments.
Figure 1. From the integration in the Master Business Men – universe round to the integration of that Specialists in the team ( after Ehrlenspiel, 1992)
Being able to look at current trends and see where they will take us is an interesting and thought provoking exercise. It can give us a much needed competitive edge to move ahead of the pack. The technical development went originally from person a specialist like- Master-business who gives a decisive success of the business decisive, is still that also today. Can still also singles-actions of single departments to assurance the product improvement or contributes to the production-process. The concurrent comes, the technology and organization-strategy in the project-work was changed for 95’s concept. The principle from the same objects and responsibilities from traditional product-development it is now focused on integration on team work similar with Belbin, R.M.(1981) researching results.
The crucial difference for information river is now between the single departments during the product development and all objects of the product-development can processes parallel with different operations.Parsaei, H.R. and Sullivan, W.G.(1993) in their article Concurrent Engineering – Contemporary Issues and Modern Design Tools clarify the importance of team specialists with successful projects have clear quality processes, tools and templates.
That’s the important difference opposite form the traditional stage until the 2013 stage and everybody can regard to the future, for a new provocation for management organization reengineering and management change of production management.
Dörner, D.(1994) identify the importance of adaptation with the constructive paremeters and the necessity of adaptation with the new manufacturing process.
The characteristics of the concurrent engineering, in context with simultaneous engineering and the application from communication-technologies always create one bridge like in Figure 2.
Figure 2: Traditional development of a procedural product management
Communication and information-processing needs computer-aided tools and on the other hand from a conceptual model to the simultaneous product-development-process developing. The basic idea is calculator- integrated product-development opposite to the traditional hierarchical, base completely on a new organization-strategy which has the creation of a computer-aided development and with the environment. The influence of the product-life-cycle on the construction phases of the product-formation it is presented in figure 3.
Figure 3. : Influence that in the product-life-cycle of the construction phases on the product-formation
Quality management is well, alive and living in organizations today and in the future.
Quality Management has become a critical element contributing to the successful development of innovations, it is now integrated into project management.
Where is quality management going in the next decade ?
Taking in consideration Dietz P. (1993), Stuffer, R.(1993) ideas it is possible to represent the manufacturing process like a flower, that its nutrients from the analyses of the product-life-cycle and their " fruit " (product-model) from the simultaneous influence through different areas and departments of organization authority. The petals are in function of the manufacturing process: construction, planning, production, montages, product-introduction, application, product -changes.The new trend in manufacture design under the international standards for green product brings a new orientation in organizations management like: ergonomic security, noise-poor expansion, recycling materials. They needs some management changes to adapt their activity and followed the friendly environment products, so a new petal it is necessary to be introduce 3 R-recycling, reuse and reduce. The process for creating the cultural change is not so easy and it takes time.
If quality management is built into the corporate culture than everyone in the organization will not only know what it is they have to do but how that work will be measured and how that knowledge can be transferred One of the great strengths is to bring positive change, our organization's future may depend upon the right decisions being made today. Hopefully, knowledge of these trends will help organization to stay ahead on market competitors and help her to contribute to organization's future success.
Applying the new trends in organization and improving the flower growing she can blooming and obtain the following fruits for:
a) Compartment-area of authority
b) Method-area of authority
c) Systematic Documentation of work-results
d) System-area of authority
e) Social-area of authority and society-referential qualifications
CHAPTER 2
A NEW CONCEPT – ORGANIZATION OF THE FUTURE MANU_FUTURE MANAGEMENT
Companies are often surprised to learn that only a fraction of their activities actually add value for their customers. A primary cause of waste is information deficits – employees simply lack the knowledge they need to do their jobs efficiently and effectively. This leads employees to waste valuable time and motion searching, waiting, retrieving, reworking or just plain future action.
Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems.
Companies are able to respond to changing customer desires with high variety, high quality, low cost, and with very fast throughput times. Clean tech is characterized by quick cycle times in innovations, which find their ways into the final product relatively quickly. It is an advantage to any organization and workforce for these entities to work together to innovate and stay ahead of the market.
Finally, the organization of the future can provide objective evidence to inform public policy and programs at all levels to improve the competitiveness of green product manufacturers and to keep manufacturing jobs while we meet increased demand for green products and renewable energy development.
Organizations wants to ensure that the develops and grows world-class green products manufacturing industries including renewable energy, energy efficiency and other green products can be developed only a management change will be done, a new mantra of Tech Manufacture Management.
Even if the organization want to develop green product, the question is if the product manufacturing management it is capable to adapt and innovate the products for the market and lead the global economy.
For that reason sustainable manufacturing frameworks for specific organizations it is very important now as a solution for the economic crises.
Innovation and research in management manufacturing can give the key for this period as well as for specific regions, counties and industrial parks.
The organization can work with potential component manufacturers to understand if they need to retool, to become qualified suppliers or adjust to enter these new markets by facilitating partnerships, collaboration and transition.
To manufacture quality products or provide services at competitive prices is essential to survive in today's business climate.
The organizations are forced to look for better ways of doing things on continual basis. In the maintenance and reliability field, professionals are constantly challenged to implement the best way to ensure equipment is available as and when it is needed at a reasonable cost.
To truly realize a best practice requires learning, re-learning, benchmarking and implementing better ways of ensuring high reliability and availability of equipment and systems.
Any system performance improvement processes in an enterprise, and more lean manufacturing particularly is effective when internal processes are stable and controlled.
For this reason, companies wishing to become or to stay competitive, they need competent persons in the planning and control processes, but also identify specific methods for improving internal coordination change.
Safeguarding industry for a common organization must to be taken in consideration following some steps by development of high technology:
• production technology and engineering guarantee prosperity
• create and sustain jobs through high-tech
A good management take in consideration strategic area of production research
• strengthening strengths by ensuring the worldwide position
• application oriented definition of activities.
Cooperation of science and industry, not at last the economic and engineer group will define the new manufacture for industrial organization, the new generation, the Tech Manufacturing.
Some steps are require for the new changes for that reason the organization will take in consideration:
• out of research into practice and create competencies
• networking and holistic innovations management.
Successful implementation in the industrial practice it is focus on:
• market trends and customer orientation
• transfer of research results in economic success
Production technology has a worldwide leading position and contributes significantly to prosperity and employment.
Manufacturing and mechanical engineering must be in the focus of research in accordance with their importance.
Nowadays the culture for customers bring a new dimension, the new target are
setting the right priorities in research activities according to research areas identified by industry as priority;
challenge and promote outstanding performance;
research projects to foster excellence and top promote the formation of powerful networks;
provide perception as high-tech industry.
The 7 classic tools used in quality management was applied Pareto charts, Iskikawa, PDCA and Kaizen methodologies, to solve chronic problems, to obtain information and identify the production process for a small organizations from Romania and Turkey.
Apply process improvement methods it was possible to collect and to analyze data to solve problems and identify for continuous growth process performance.
We have spend time in the field studying organizations, interviewing managers and employees, and directly observing the TQM, TPM process and its effects with purpose of identifying the critical economic and organizational components that contribute to its success or failures.
Tools and processes allow team members to leverage their knowledge and creativity to design an efficient workplace: right tools for the job, organized systematically and consistently
The scheme present the methods which can provide monitoring and measurement tools to maintain the improvements, and can be used for continuous improvement, seeks to eliminate waste and to obtain immediate improvement, not optimizing long term.
The tools used at the data analysis stage, include diagrams, histograms, Ishikawa diagram which graph the frequency distribution of factors causing problems under study (figure 1).
Figure 1. Fishbone diagram for waste causes
The materials used to produce a product and where those materials came from is a key determinant of green. Whenever we can reuse a product instead of producing a new one from raw materials even if those raw materials are recycled we save on resource use and energy. Recycled content is an important feature of many green products, but the organization are totally unprepared from this point of view. In some cases, products with recycled content are included with caveats regarding where they should be used (rubber flooring made from recycled automobile tires is a good example). In certain situations, from a life-cycle perspective, recycling has downsides (for example, energy consumption or pollution may be a concern with some collection programs or recycling processes).
Also, closed-loop recycling is generally preferable to down cycling, in which a lower-grade material is produced.
As more complete life-cycle information on recycled materials and the process of recycling becomes available, the organization can manage his activities and scrutinize recycled products more carefully.
How the concept of continuous improvement is beneficial only in cases where there senior management commitment and involvement to support these efforts is within an organization need to be position process improvement manager which have the role of managing a system so organized to address and continue solving the problems encountered during the current activities to allow continuous improvement of the results:
reduce consumption and costs increase productivity;
reduce delivery time,
increase flexibility in meeting customer requirements, etc.
Once a problem has been identified, the first step was to create a causal hypotheses and theories generated in the brainstorming process and categorized using a cause effect diagram collected data and analyzed the stocks problem, which present the waste costs with non-quality for production activity of organization. Taking in consideration for example only the material, we identify wastes in the production circuit, and finally the stocks with products can influence the organization activity because the stocks cover the losses in the manufacturing production (Figure 2).
Figure 2. Stocks cover losses in the manufacturing process
Stocks cover losses in the manufacturing process, a deepest research from this point of view present the wastes iceberg of manufacturing process taking in consideration the way of technological process from material to the final product. We can easily identify the most important wastes in technological process who present the invisible wastes who affected the production. As we can see the long way from material to the final quality product it is influence by internal and external factors. The interdependence of the three elements: enterprise, process and product, who gives the golden pyramid of organization present the new orientation of research and innovation from: Cutting cost to value adding; High performance models; People ; Customization; New business mode; Cheap labor; Automation.
A new concept it is necessary now, a new mantra for organization management, a new research in production for organization of the future = Manu-FUTURE (figure 3).
Figure 3. Factory of the future-Manufacture (Manu-Future)
Taking in consideration the developing management of organization it is evident that technologies are enabling to support manufacturing industry across many sectors by boosting their technological base. Topics management of organization of the future are:
Sustainable manufacturing;
ICT enable intelligent manufacturing;
High performance manufacturing;
Exploiting new materials through manufacturing.
The strategic road map it is concentrated on:
a) productivity system;
b ) modules and subsystems;
c|) components and elements.
The golden triangle of management production will assure the new concept for organization of the future, the management manufacturing equation will be cutting costs transforming in added value. Some top factors which can influence manufacture management are:
1- intelligent products
need a self optimizing systems capable to identify new concepts and control
mechanisms. In entire organization involved in management change
development of new diagnostic systems will improved functionality, remote
diagnostics, safety functions .
improved human machine interface via new technologies
improved safety requirements.
2- high performance process
Technology beyond existing borders of machining tools with higher, performance, applicability and efficiency:
increased speed and precision with highly dynamic components and sensor-actuator systems of higher performance;
robust and sensor controlled
processes.
3-energy efficiency
Development of concepts and methods to protect against product piracy: Specific solutions for systems and components.
drive systems with high efficiency ratio
energy supply systems of factories
new systems to use regenerative energy
energy management systems: reduced energy consumption of machines and production systems and reuse of energy
development of absolute novel technologies for reduced energy consumption:
new technologies for energy generation, development of self-sustaining systems.
4- product concepts & product configuration
methods for modularization, concepts, scaling principles and aspects of life cycle;
configurations for flexible combination of modules.
5-development of adaptable product
Production equipment for higher capacity utilization can give flexibility and changeability at considerably changing demands. Free configurable modular systems, design of small components taking in consideration the 5S’s including safety, recycle materials, finally will be able to close he quality circle. Adaptive 5M’s units and systems can be done using alternative tools like adaptive robotics, computer programs using FEM method which will permit for organization a quality improve of production from the first stage of design product. Not at last the harmonization with the last trends in management change will keep the seed with the Tech Management Manufacture:
poka- yoke system using sensor systems and actuators
reconfigure ability of machines for changing requirements
plug & produce
adaptive production
Research and innovation can be a solution against recession , production technology guarantees prosperity and jobs and contributes over proportionally to the entire value creation. These jobs can only be kept at this level if high technology will still be expanded and the innovation capability of industry strengthened the industry innovation. The strategic areas of production research are defined along the needs of producing companies and their facilitator’s, most important is to come out of research into practice. The solution to us know how and competencies are developed, which can be done by a close cooperation of science and industry. The aims are:
to generate research results with highest implementation relevancy that move quickly and efficiently into application.
to perform research along the entire value chain through comprehensive networks which have one big advantage: they are sustainable.
to safe organizations from economical sectors by development of high technology:
production technology guarantee prosperity;
create and sustain jobs through high-tech;
strategic areas of production research;
strengthening strengths ensuring a pole position;
application oriented definition of activities.
to cooperate and create competencies and innovative management.
The new concept of organization of the future the new Manu(facture)Future will assure a successful implementation in the manufacturing management practice
market trends and customer orientation;
transfer of research results in economic success;
systematic management of networks for applied industrial research;
connection between -research centers organization cooperation partners;
holistic platforms for research;
fund raising;
development of long term strategies;
technology transfer between partners;
speed up of innovation process.
PLATFORM MANAGEMENT VISION AND INNOVATION OF DESIGN PROCESS
The new problems on global market bring a wind of changes in our lives, as well in technology, the future provoke us to find immediately solution and identify new sources for industry. The intense search for solutions, the needs for a system of approach, the use of knowledge or models, can be used as a measure to reduce variations between different countries and develop a new system which implemented and preparing the new product generation and redesign the mantra of this new eco-age and its green products. The 7R’s pillars model offers a theoretically sound, conceptually simple and practical framework for integrating virtue into a global reengineering management. The model provides a conceptual framework consisting of seven comprehensive categories of reengineering attitudes and behaviours. Removal of barriers, international cooperation, technological innovations cause competition to intensify.
Innovation has become the industrial religion of the late 20th century. Business sees it as the key to increasing profits and market share. Around the world, the rhetoric of innovation has replaced the language of welfare economics. Creating the new enterprise involves considerable change in virtually everything to do with people's working lives, fixing the old and set out to create the new. There is a fundamental transformation occurring in business – in terms of its structure, processes, people, and technology a new orientation reengineering management. All these changes impose the need for organizational transformation, where the entire processes and climate and organization structure are changed. As a result, many find themselves faced with the prospect of having to learn, plan, implement and successfully conduct a real reengineering management process. The solution to this problem is the improvement of quality management of enterprises and also of products which must be designed. The way that businesses are organized around departments is very logical since, for instance, there were physical barriers in the communication of the accounting department with production department. The research described in this paper begins with a review of the relevant literature to examine the role of knowledge management redesign in technological process.
The aim of the case study was to investigate how reengineering is integrated in management process and design process. This case study was based on participant observation, document collection, formal and informal documentation. The case study was followed by an action research study in a large organization to further explore the IT and reengineering process relationship.To supplement this, a case study was undertaken in a large organization involved in industrial manufacturing and realized a study case for two situations, first when the organization used old technology and a second situation when the organization used IT programs.Having the management commitment for change, another very important factor for implementing the reengineering process, is the enabling role of information technology.Redesign, retooling and re-orchestrating form the key components of reengineering management process and are essential for an organization to focus on the outcome that it needs to achieve.
The 7R’s pillars of reengineering are: Re- design, RE- tooling, RE-orchestrate, RE-duce, RE-use, RE-cycle, RE-store.
These types of visionary goals require rethinking the way most organizations do business, careful redesign which additionally needs very sophisticated supporting information systems and a transformation from a traditional organizational structure to an IT programs organization.
This article starts with the presentation of strategic evaluation and alternative for innovation management process which can be realized in organization after the filter evaluation of different factors. The variables and sources from market and technological innovation give the opportunities to any organization and to select the best solution. In a research study by Putkiranta (2007), he identifies the dependencies between challenges created by external factors and the corresponding internal factors. To solve the challenges companies can apply for new trends in industry we can including here: friendly environment, low design products (sound and environment pollution) and virtual simulation (see table 1).
Table 1. Challenges from external factors and corresponding alterable internal factors
Demand factors such as delivery time, delivery flexibility and customer specific product requirements are the main creators of challenges which can maintain the inflow of profits adapting the design process. Taking in consideration Putkiranta (2010) article we can complete his opinion with the results presented in this paper.However, it has become increasingly difficult for companies to satisfy their innovation needs from internal resources. Chesbrough, H. (2003) in his article presents the future by introducing of a new notion open innovation
companies use external as well as internal ideas and both external and internal ways to market;
internal ideas can be taken to the market through external channels to generate additional value.
In the challenges originate from material delivery times, availability forecasts and delivery time accuracies, design engineers must to take in consideration the new materials, the reengineering of the materials and products, the recycle of some products and the construction of the infrastructure for this new economical field which can be considered a new provocation for new green products. Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and reaction speed to find quickly solutions.
1-RE-DESIGN: simplify the product, standardize, empowering, employee ship.
The study also exhibited that the new product technology has effect on how the ramp up behaves. In products with new technology, issues with upstream, software and demand seem to appear. In his article Simula (2008) make some references about the products with “old” technology seemed to have one repeating problem: different types of modifications but always ending with a robust product. In the past, this process has been time consuming and expensive, requiring extensive prototype testing and specialized analyses and never finds the best solution only after the life cycle of product (Table 2).
Table 2. Traditional organization using old technology
2-RE-TOOL: IT programs, Workflow, communication;
This case study looks at the IT improvement work undertaken in the industrial manufacture organization, as part of reengineering initiative in a leading technology provider and consulting organization. The problems with demand, software and upstream in new technology appear as slow building order book, delays and supply shortages or quality issues (see table 3).The second case study describes the reengineering of key processes in a typical company in Romania which used IT programs for manufacturing process and innovative products. The case considers the impact of process improvement on reengineering legacy IT systems and the computerization of non- IT related processes. Having products with a more or less complete product description, the designer is able to extract such interrelationships manually and to use them when he is going to make improvements to his products or to create new products, using the experience and knowledge of already concluded designs. In his case study research Yin, R.K., (2003) established the connection between design products and methods. But the problems with software leading to delays and too tight schedules are common, and the only way to avoid surprises is to have follow-ups to constantly paint the readiness of the platform management.It is clear that stand alone solutions will not serve the designers needs if he wants to have access to all relevant information for a green product development. Freeman and Louca (2001) sustain that time goes from the industrial revolution to the information revolution and Utterback, J. and Suarz, F.(1993) from innovation to competition. The research presents the implication and solutions in new technology for organization, the particular aim was to reengineer and standardize the way in which the company manages its customer relationships (Table 3).
Table 3. Implication and solutions in new technology
3-RE-ORCHESTRATE: synchronize, processes, IT, human resources.
E A future vision for organization engaged in analyzing their processes will inevitably have to consider the supporting IT systems. (Boca, G.D. 2012). Adapting Korhonen (2008) model I find that in combination with the product life cycle theory, the concept of product platform management provides a better explanation for the evolution of competition in management design process than the traditional Klepper’s (1996) product life cycle model. Klepper and Grady (1990), Klepper and Kenneth (1993) end life product need also a planning in Product Simulation helps designers understand the behavior of a product and explore what-if scenarios.
ach R category is discussed in light of the contemporary economical situation on Romanian market. The benefits are explored and present the real situation on economical and management production like a problem or a false fake? The steps of implementation the reengineering process of innovation in design process are presented in Figure 2.
Fig.2. Steps of reengineering implementation process
Each view represents a specific selection programs, necessary information for a certain need of product in this case the solution the knowledge product because simulation reduces reliance on expensive physical prototypes. By enhancing the virtual prototype, simulation provides insight to product performance early in the development phase and design stage. It’s always easier to change a model than it is to change a physical prototype to get the desired. Knowledge Management and organizational design in new perspective can be define as a new source of information, an open innovation, the transfer of information will take place directly, hierarchically from the data base to the knowledge. Analyses for innovation management process from knowledge management in new perspective of engineering as management process it’s presented in Table 4.
Table 4. Platform management of model and innovation knowledge evolution
Whilst the relationship between business process reengineering and information technology remains difficult to understand, it is clear that the reality is often go hand in hand.The case studies have also illustrated situations where IT can act as a barrier to business process improvement (like the research results was obtained for article target organization). Furthermore, the case of company shows how the integration of IT in improvement environments process and give the possibility to instigate new possibilities in the future for design process. Having the management commitment for change, another very important factor for implementing reengineering process, is the enabling role of knowledge and information technology (Table 5).
Table 5. Design activities and knowledge product development
Taking in consideration this notion I identify a new kind of connection between customer knowledge and organization design in function of interactional knowledge. There are a lot of examples where customers collaborate with the enterprise in improving and innovating the product or service in a context of co-creation and co-production. The technology allows the emergence of an open network: a network of partners, inside and outside the company, with a central R & D department that is transversal to all business functions. Nowadays all these operations will be possible thanks to web-oriented technologies that are useful to exchange information in a global context. In a context of Open Innovation the development of new products involves many subjects of the value chain and also different technological resources. If the innovation required great amount of resources, the organization decision could be seen as a waste of money. The 7R’s pillars model offers a theoretically sound, conceptually simple and practical framework for integrating virtue into a global reengineering management. The model provides a conceptual framework consisting of seven comprehensive categories of reengineering attitudes and behaviours. By removal of barriers, international cooperation, technological innovations cause competition to intensify.
For organization that’s mean a new management changes taking in consideration the 7R’s in research knowledge and innovation using the data based of design activities. To define the other R’s for organization, the SWOT Analysis identify the micro-environment management and the 3R’s problems (Tabel 6).
Table 6. SWOT Analysis Model for environmental management of organization
The other 4R’s can be considered as green R’s like Boca D.G. (2010) suggest in her article for future innovation management of organization. The elements for friendly green product design are:
4-RE-duce: Design for use make things that truly improve people’s lives, give them meaning, and are usable and useful to them. Dematerialization – reduce the material and energy used in the manufacturing, use, recycling, and disposal of products and services. Materials and energy substitution – substitute more sustainable and less toxic materials and energy. Localization – design solutions and systems to reduce material and energy travel and support local communities. Trans materialization – redesigns and deploys products as services that focus on customer value Information– translates solutions into data and sends the recipe for the solution,
5-RE-use: Design for durability – the most sustainable solutions is products that don’t need to be quickly discarded or wholly disposed of when one part breaks. Design for reuse – intended reuse of products in other contexts can extend product life and divert them from disposal.
6-RE-cycle:Design for disassembly – clearly marked and easily disassembled products will more likely be recycled. Design for effectiveness – dematerialization and increased efficiency is a great start but there is higher fruit to pick that involves rethinking value.
7-RE-store:Design for systems – transforming systems at higher levels creates the most radical, sustainable change. Why NONE on the threats part from SWOT Analyze? because pollution, negative factors are created only by the Economical Agents and Us, so we don’t have any other competitors to destroy the environment except us.
The purpose of this study was to establish a model to support the daily tasks of an organization and the possible solution for future innovation in design process. This paper was centered on the interrelationship between reengineering and process redesign and present a strategic model which can be used by any organization. This contribution studies a single case of innovation that occurred in the technological manufacture sector. The case focuses on the knowledge management and innovation project, the first old technology and reconnaissance computer benefits. This case has been selected because it illustrates how collaborative approaches have been used to develop innovations within a specific technological context. The IT programs are emblematic of the technological process and industry and exhibits specific characteristics with regard to product architecture, interaction with users and customers. The unit of analysis, therefore, is the innovation project as it was managed and developed by organization:
innovation is critical to success
product life cycle is getting shorter and shorter
new products must be introduced ever more frequently
design-push approach must be changed to market problems
Most new products are over engineered
majority of businesses commercialize less than 20% of promising ideas
the biggest barrier is a lack of people with adequate skills solutions
technological excellence is necessary, however often not sufficient for the innovation’s success
technical skills must be combined with business and managerial ones
information and communication technologies, can support design process innovation
change of design paradigm
Design process must incorporate such disciplines as:
innovation management,
team work,
creativity
knowledge management
The parallels with the introduction of the computer are obvious. But it is also relevant to point out that economic have recently devoted a great deal of attention to the reengineering factories. Also we can make a plausible argument that the interface between people and computers is a far more complex one than the interface between people and reengineering management. Technological discontinuities cause a period of ferment in which alternative product forms compete for dominance due to the large amount of market and technological uncertainty that exist following a technological discontinuity
CHAPTER 3
LEADERSHIP ACROSS THE QUALITY MANAGEMENT SYSTEM
Understanding the quality management it is very important because if quality is the end point, then quality management is the approach and process for getting there. There are a number of principles which are control to the practice of Quality Management: process focus, people focus, scientific focus, customer focus, strategic focus, leadership focus, continual improvement, innovation and learning and system thinking.
2.1. A NEW CONCEPT FOR LEADER USING ACCRA MODEL
The power of the ACCRA model is that creates focus on the people when organization approach unplanned situation using this model. The results oriented approach help the energy on area that produce the highest probability for success. ACCRA can help organization as individual player on market to find effectively solutions for a new change or diagnose why a current change is failing. This new myth has the five elements: attention, commitment, consulting, realistic and action. The ACCRA model provide a tool for improving the connection between individual performance, organizational change management and business results. The advantage lies from its simplicity and when every manager follow that model or not it serves to give attention, to realise a radiographie about the context organization, commitment organization reflection on market and action.Deming himself introduce a PDSA cycle (Plan, Do, Study, Act) in 1993, but the evolution of quality replace the Check by Study.
The problems with the PDCA cycle start with the classification of continuous improvement because a new provocation, a new approach for improvement in emergent change processes developed by Kemenade, transform the myth of the PDCA cycle in times of emergent change ACCRA. The change perspective of continuous improvement can be grouped in two categories planned and emergent change. PDCA it is specific for a planned change, but sometimes we have to adapt the organization, the process and also the products to a changing environment.
PDCA cycle look to be the core of any quality management system, repeating the cycle, we can bring the organization closer to the goals and improve quality all we have to do it is to take in consideration Mintzberg (1994) suggestion about the SMART goals of organization. Today the myth of PDCA must be applied to the improvement of any organization, to the improvement of product, process and also to the total quality management improving aspects of team work.
Everard van Kemenade (2010), experiences with quality management consultancy and training in hospitals and universities in several emergent countries lead to five principles to take care of in unplanned change processes (Figure 1) : Attention, Context, Commitment, Reflection and Action.
Fig. 1. A new concept for PDCA translation to ACCRA [Adapted by authors after Kermenade, 2010]
The study present a practical adaptation of ACCRA model, the pioneer idea in management of Kermenade. ACCRA model (Kermenade 2010) has great implication in today’s production management, when the unplanned situation are very usual, especially now in a global market. The article presents the unplanned change application of a new ACCRA Model. The research identify the business dimension change which include the typical elements for production management and identify the specific elements of ACCRA Model. This paper adapt for a specific situation the Kermenade (2010) the five principles to take care of in unplanned change processes are ACCRA.
Attention –quality requires to pay attention to process and system, we identify here also the IT, customers and manager, the organization management philosophy.
Context –hug the entire system = including the customers, the process and people which are involved in doing the action and activity of organization.
Commitment -cultural change, people, community green
Reflection –in action, on action, in and on action.
Action -focus on management change it is very important especially now on a global market to give to the culture give a different meaning to business partnership.
The SMART Analyze give the diagnostic and the position of the organization. The 4 W’s target for an organization are presented in Table 1.
Table 1. The 4W’s target for an organization
A Leader needs to understand change and this ensure a successful effort. The authors conclude that making sense of change management is about making change easier. ACCRA new model in unplanned situation in a transition market, when the customer needs are changing, a place for everyone who want to understand why change happens, how it happens and what needs to be done to make change welcome rather than a dreaded concept (Cameron &Green, 2004). The research it is for an unplanned change situation of organization and identify the new model ACCRA, for that situation and realized a diagnose for organization as economical resistance to change.
The contribution can be measured by how it equips, recruits with low skills or qualification to be successful in the labor market through progression in internal labor market. The adaptation of the new model it is necessary for the unplanned management but also he take in consideration the PESTEL diagnose for organization to be able to identify if he is following the new standards of changes
Environment and Legislation. The study present the effective change management with a top-three elements performance list, task, system and high provocation for management change.
Fig.3. ACCRA Model for unplanned change. Source: Realized by the author
ACCRA model as a tool for organization, present the results for quality and re-engineering application concept. Although this approach can result in significant improvements and benefits, there are high risks associated with radical changes of management business process and failure rate. Barbuta Misu N. (2012, pp.309), describe in her article a radiography of European economy pulse after 2011. The author sustain that we could say that European company are located in communities with very diverse socioeconomics situations but they are understand their needs and desires, and they understood the need of harmonization with the society demands. The study present the effective change management for long term economic viability following the elements of a new concept reengineering of business. For long term economic viability management organization it is necessary to take the following elements as a new concept of reengineering of business .
The study identify the re-engineering elements for management process like in Table 2. Using the ACCRA model the social responsibility a quality characteristic can be discover, a new orientation on market, a SMART identification for a next management change generation.
Table 2. The re-engineering concept elements
Source: Realized by the author
ACCRA model is a conceptual model for understanding how individuals achieve change and as a diagnostic tool to identify root cause of resistance, confirm that between the business and customers we can identify the following common elements for product and customer disciplinary structure, ethics and identity performance. Using the PDCA cycle, organization it is informed with the problems with the big impact for quality in the technological process and quality product, the feed-back it is reflected in quality costs for long term and unreliable supplier(Figure 4).
Fig.4. Quality Management for production management process before ACCRA model.
Business Process Reengineering can be a crisis solution or a necessity from Gheorghe, G. (2011) point of view, but the pressure under organization undertake by BPR is the most popular trend now in organizations management and has created new ways of doing business (Tumay, 1995). A new trend in order to improve efficiency and reduce costs it’s the 3R’s which bring a new orientation for organization and for market environment, which has take unprepared some organization.Also the study present some ideas from quality management point of view. Taking in consideration the non-quality iceberg, it is possible to adapted the costs and the benefits of ACCRA model for production management. Hiatt, believe in his model for change in business and ADKAR model for individual management change (2003, 2006), following the same steps the balance between the PDCA and ACCRA model for production management it is presented in the next case study. After ACCRA Model, the organization it is possible to control and to remove the problems, the sources and to repeat the control in a continuous improvement with the benefits for costs and reliability of long life products cycle (Figure 5).
Fig.5. Quality Management for production process after ACCRA model application.
Source: By the author
Change have to pay attention to culture and leadership, to adjust to the context the people are in. The author review of the applicability of the PDCA-cycle in times of unplanned change brings us to ACCRA. The both elements are very important the Quality Management and re-engineering relates to the fundamental rethinking and radical design of entire business system. The balance between PDCA and ACCRA, between the traditional and new paradigm can be assurance by increasing competitive pressure that organizations currently face forces them to find ways of minimizing the time it takes to develop the product, bring product to the market offer efficient and effective services to customers whilst at the same time maximizing profits. Not at last following the international standards and harmonize the entire activity under ISO 14001 and develop a new 3R’s model for green product generation. The study provides a significant contribution to the relationship quality culture and present few ideas for future management in a new manufacture vision MANU-Future. Another balance between traditional and new can be Consoli, D.,(2012) proposel an open Innovation using web 2.0 model in a Manufacturing Enterprise, which will assure a continuing innovation and sustainable competitive advantage of organization in unplanned situationThe paper identify the results for an organization using the ACCRA model. A parallel between the PDCA and ACCRA model for organization to achieve significant improvements in performance are presented in Table 3.
Table 3. The new ACCRA unplanned management change
Source: By the author
The advantage of ACCRA model lies in its simplicity and whether managers follow this model or not it serves
to highlight some consideration with major problems regarding change process;
to communicate at all stages with staff;
to involve employees in everyday activities;
to adapt to the new market needs;
to be informed about the market needs;
to adapt the products with the new technology.
The final conclusion using the new ACCRA model for unplanned situation in organizations, in that sense it is useful the conceptual model.
2.2 VARIABLES FOR LEADER MODEL USING ADKAR MODEL
The ADKAR model reflects the necessary building blocks for individual change; organizational management and individual change management must be used together to manage change successfully. Four measurements of Awareness, Desire, Knowledge, Ability and Reinforcement were used to predict the organization change and people within organization change.
The essence of ADKAR Model is that it is a model for individual change. In our research we started from that point including here the leader of the organization.
Knowing each country model leader it is possible to create a transformational and transactional model and establish a common model for the global management change in today’s challenges.
Hiatt (2006) mentioned that ADKAR Model provides a goal oriented framework that helps change leaders achieve their objectives more quickly and completely.
It focuses on change at an individual level, and the specific needs of that individual in order that individuals change their behaviors to the desired ways of working in the new culture, and the new way we do business.
ADKAR Change management creates change in individuals and each step of this model focuses on people and how to create the right conditions for those affected by change to eventually adopt new behaviors and ways of working.
In today’s world of global competition, innovation capacity and a creative spirit are becoming requirements for personal and professional success.
Preparing the 21st Century leaders for a global society means they must be prepared to solve these challenges. In order to define the variables used in the study, selected as the dependent variable because it is directly affected by culture, we present Table 1.
Table 1. Variables in Cross-Cultural ADKAR Study
Leaders can improve their qualities and skills using a strategy with common elements of interaction between ADKAR model and 4C’s used to improve organization quality management (see Fig. 1). The importance of each C in critical thinking and problem solving is: communication, collaboration, creativity and innovation. For that reason it is the leader’s responsibility to prepare the organization for a new management generation for the unique demands of a 21st century world.
Fig.1. A Cross Cultural Model using ADKAR model
Every leader should possess strong contact mastery as well as 4C’s. This cross cultural model is just a step to help the organizations respond better to a changing world. Today’s job market requires competencies such as critical thinking and the ability to interact with people from many cultural backgrounds.
The power of modern media and the ubiquity of communication technologies in all aspects of life make knowledge, creativity, innovation and communication skills even more important.
Additionally these work together in business because complex communication involves explanation, negotiation and other forms of intense human activities of interaction at the job that require these skills. For a manager the model helps to identify gaps in the leader change management process and to provide
effective coaching for his/her employees;
diagnosis of employee resistance to change;
a learning tool in teaching change management;
a framework for change management teams to evaluate their change management plans;
help for employees’ transition through the change process;
successful action plans for personal and professional advancement during change;
a transition plan within change management for his/her employees;
a track of progress and understand gaps to any existing change program.
In his book Abrudan (2012) considers that inside cultures generate a wide research thematic called organization cultures and sustains that until now the organization has been mainly studied in its hard aspects. The process of Change Management crosses two stages:
the change management process which focuses on the hard tangible side of change; the process steps in the change management project plan
the transition of people the “softer” side and the “hardest” part providing successful change in individuals and changing their behaviors to a new desired state.
Culture itself is a shared set of assumptions, values and norms for a group of people that helps them prioritize what they are going to do and how they are going to get things done. It makes it easier to get things done within one’s own culture than when working across cultures.
Culture also helps to define the group. Cultural intelligence, on the other hand, is key to the success of today’s cross-culture, cross-border, cross-organization worker. Cultural intelligence – or the ability to create an impact across different cultures – is much more complex than just working across boundaries. In real terms, it is the ability to understand the relationship between cultural issues, on the one hand, and business issues on the other. An organization can have several cultures or what are known as subcultures. Subcultures are smaller cultures that develop within a larger organizational culture that are based on differences in training, occupation, or departmental goals:
an organizational culture with intense beliefs, values, and assumptions;
a strong culture provides great consensus concerning “what the organization is about” or what it stands for;
weak cultures are fragmented and have less impact on organizational members.
The dynamic arrow it is presented in Fig. 2., each strategic stage can be improved from values, structure, technology, innovation, quality, global changes, organization, subculture and ending with the customer.
THE GEMBA WALK – A TOOL FOR MANAGEMENT AND LEADERSHIP
The continuously growing demand that we face in today's global business world, demands ongoing peak performances. The future success of organization depends on the extent to which we are successful at adapting to rapidly-advancing changes in the market, without overlooking the values toward which his business is oriented. To provide the best power management solutions for global customers, it is very important to understand them and create offerings that meet their safety, reliability, efficiency and sustainability needs. The paper presents a continuous improvement strategy, and aiming to improve manufacturing in organization. The 5S and Gemba walk method have immediate and significant influence on organization activity.
A management technique known as “The Gemba Walk” is about getting managers and leadership out of their offices and into the workplace. A Gemba walk is a good way for managers and leaders to stay in touch with everything that goes on in the workplace. Gemba Walk mean [1]:
See what is happening;
Instill discipline;
A chance to talk with employees, to hear what problems are not getting solved;
A chance to quality and safety;
Connect team goals with the organizations strategy.
Management of technology is crucial for all of us. It involves dealing with technical issues across a broad spectrum of functional areas. The job of a manager is to manage and one can not manage if they are not engaged in the work and with the people who do the work. Technology is forcing organizations to become more competitive at every instance there are innovations taking place [2]. Recent innovations in the form of total quality management, reengineering work process, flexible manufacturing system have one thing in common serving the customer well thought improved operational efficiency.
Organizations deliver competitive, distinctive value for customers by:
reducing their energy consumption, assuring continuity of power availability and ensuring their safe use of energy
offering superior application insights
providing tailored product and service offerings
applying world-class sales skills.
delivering best in class quality and operational excellence
It is, in fact, an irrevocable obligation to act in accordance with only the highest ethical standards and rules of conduct. Process Management is the focal point for key work processes, relating to their identification and management. This includes:
linkage to customers, suppliers, partners and collaborators and a focus on value creation for all key stakeholders;
operational performance;
cycle time;
evaluation, continuous improvement, organizational learning.
Agility, cost reduction, and cycle time reduction are increasingly important in all aspects of process management. Agility refers to the ability to adapt quickly, flexibly, and effectively to changing requirements, meaning rapid change from one product to another, rapid response to changing demands, and the ability to produce a wide range of high-volume products. Flexibility demands special strategies, such as implementing flexible manufacturing designs, sharing components, sharing manufacturing lines, or providing specialized training.
The Umbrella Brand can be define to be the mother brand which is not usually
a specific model because the industry is in continuous development and so are the tempers of consumers with new demands and needs but both consumer and producer demand more and better quality [3]. The keys of Kaizen approach are [4]: house keeping (5S), waste elimination and standardization. Kaizen Umbrella it is an out-going and never-ending improvement process for organization management (Figure 1).
Figura 1.Data base elements of Kaizen umbrella. Sursa: By the author
The sustainability of gemba management is a function of full engagement in continuous improvement activity over time (Figure 2). The foundation of Gemba house it is represented by the 5S : Seiri-sort, Seiton-set in order, Seiso-shiny clean, Seiketsu-standardized cleanup, Shitsuke-sustain, discipline.
Figure 2. Gemba house
A Connect organization strategy goals with Gemba walk example it is presented in Figure 3
Table 1. 5S Routine Audit Form
Figure 3. Gemba walk before and after implementation of 5S
Source: By the author
For Quality Management continuous improvement is a normal situation along life cycle of product and organization management. Kaizen means improvement without spending much money, involving everyone from managers to employees and using much common sense. This article is a basic introduction and overview for each S of 5S method steps, and followed by a short evaluation of walking evaluation sequence. The ordering and standardization and all changes are necessary for the system may be regarded as a project presented in Table 1. Bellow the article cover each stage in more depth. The paper present a case study conducted in an enterprise from manufacturing industry which recently develop a new department for recycling and reuse of cars equipment and components [5], [6]. The paper chronicles the design and application of a process innovation framework in the context of the Gemba‐Kaizen approach (Gemba Walk). In total, four methods were used to gather data: direct observation, participative observation, documentary analysis and semi‐structured interviews.
By walking through the departments, talking with people, observing the work and the workplace, it was possible to collect the data and to apply the 5S audit form. The application of 5S rules is the first step to continuous quality improvement, towards discovery of nonconformities, cleaning, ordering and seize malfunctioning and defects.
The final results are present in Table 2.
Table 2. 5S Audit
Source: By the author
For Sort, Shine and Standardize the results have a maximum 10 value, a well structure quality road measure in organization with positive impact into managerial activity [7]. The final total points was 45 score from 55 a score of 61 % for 5S method. The final results like in Table 1, belongs on the yellow level of (50-69%) a situation which needs some improvements: For S1=Sort, the results was 9, a signal for manager to implement some future solution to improve personal staff stored problems.
The S5= sustain obtain a 6 score, a low value with direct information’s about organization problems (Figure 4). There are problems not resolved yet, because of weakly communication and information between staff and organization departments. Also another weakly point was discipline and maintenance of 5S rules. This seems to be hard followed for department staff and employees. By working together and recognizing that entire staff have a significant role in the safety of co-workers, a new S it was necessary to be evaluated ,The new S, was Safety Policy= 6S which will be necessary for a well harmonization of organization with OHSAS 18000 standards, healthy, safety, no polluted.
Figure 4 .Spider diagram for 5S
Source: By the author
Principles assist the staff in organization progress toward eliminating injuries and illnesses in their workplace. Adhering to this new S, Safety Pillar requires each of personnel, to be responsible and accountable for recognizing and correcting risk behavior or unsafe conditions.
A new provocation for Quality arise because of new trends in technology and environmental protection. At this stage organization is thinking to the re-engineering which is starts from existing system to rebuild this system with rethink and re-design. In this research, re-design has different approaches in the product and organization activity. These are used for process to maintain and remake the products. Remake a product has many benefits like lower cost, lower risk, business rules revelation, improvement of documentation and quality, increment development of product [8].
Key work processes include business processes that are considered important to organizational success and growth and relate to the organization’s strategic objectives and critical success factors. Key business processes include:
processes for innovation;
technology acquisition;
information and knowledge management;
supply chain management;
project and product management.
Key work processes also include those that support daily operations and product and service delivery but are not designed in detail with the products.
It is a reflection of company's firmly-anchored core values and attitudes toward other persons.
3.1. A value-based Corporate Culture
Quality is both a task and a mindset that each organization pursue every day.
It is a process of continual improvement that results in:
Improved value of product and service;
Increased customer satisfaction;
Increased customer loyalty;
Reduced warranty repair costs;
Reduced cost of redundant or wasteful processes.
The Quality Policy is implemented through the adherence to and certification in the quality standards set forth in international quality management systems [9]:
Sustainable Business to minimize the impact of operations and products on the environment.
Employees to create and protect the safety and health of employees.
Business Integration, organization considers stakeholder expectations in his decision-making process.
Compliance organization requirements consistent on Ethics and Compliance, work to create a “zero incident mindset” and to continuously improve organization performance through the implementation of management system standard.
Customers, Suppliers and Contractors. Excellence is everyone’s responsibility, organization is partner with his customers, suppliers and contractors to create mutual value.
Community and Government. Organization is committed to producing products in safe workplaces that are environmentally responsible, participate in and contribute to local initiatives that improve the quality of life in the communities live. Through a clear structural and workflow organization, management ensures that the quality management procedural requirements starting from the time of order to the time of delivery. Planning and pursuit of quality management activities for new products or manufacturing methods, in order to ensure that all quality requirements have been fulfilled, and that any potential faults are avoided during the manufacturing processes.
Preparation of a concept on preventive measures against possible product defects.
Identification and documentation of quality problems in products.
Initiation, recommendation and/ or determination of solutions to problems.
Control of the implementation of the established solutions to problems.
Prohibition of further processing or delivery of products and/ or optimization of the assembly of defective units, until the identified error or the unsatisfactory state have been rectified.
Company Management has delegated the following activities [10]:
Control of adherence to statutory guidelines.
Coordination and implementation of improvements and verification of their effectiveness.
Creating awareness in all employees of active support of the environment and occupational safety.
Support for the evaluation of the effects of new products and processes.
Preventive measures against breakdowns.
This paper proposes a process innovation framework using the Gemba‐Kaizen approach.
The development, refinement and implementation of a process innovation framework in the context of the Gemba‐Kaizen approach has been achieved.
Consequently, as a result of the application, a conceptual framework was established, based on the results of comparing theory and fieldwork: this provides a good practice into the relationship of the Gemba‐Kaizen approach with other improvement methodologies, known as Process Redesign, in the organization analyzed.
The paper contributes to the limited existing literature on the Gemba‐Kaizen system and subsequently disseminates this information in order to provide impetus, guidance and support towards increasing the development of companies and manufacturing sector towards world‐class manufacturing performance.
5S IN QUALITY MANAGEMENT
The fundamental principles of organization are customer satisfaction, eliminating waste, achieving a continuous flow in production and continuous improvement. The 5S method is a structured program for implementation the standardization and organization, simplifies the environment of the workplace (Gemba), reduce losses and unnecessary activities, and improve quality efficiency and safety. Keeping the workplace clean, providing a good working environment and promote productivity, reducing costs, ensure security and removes all types of losses.
The case study present the 5S method as a tool which can be used efficiently to keep those things necessary for the proper conduct of the organization and the elimination of unless things. The 5S is an advance management technique, which is applied to reduce waste, pointless activities environment of workplace and under the international standards also assurance of safety work place.
The purpose of implementation of 5S is to identify and remove dirt and disorder into the area of employee’s workplace. The organization management principles are: customer satisfaction, to eliminate wastes, to achieve a continuous flow in production and a continuous improvement. New ways of achieving the organization objectives in the easiest manner with the lowest costs are a provocation for any organization.
The 5S’s method increase production, maintenance costs, also contribute to labor motivation and improve organizations image in the eyes of economical agents and and the customers. It is known that at the moment the organization decide to implement the Kaizen concept for quality improvement. The 5S’s practice is a technique used to establish and maintain quality environment in an organization. The name 5S’s stands from Japanese words (Osada, 1991): 1.SEIRI -setting, elimination of unnecessary things, sorting, SEITON-order, arrangement methodical approach, SEISO – inspection control, cleaning , disturbance detection the working areas, equipment will be clean, SEIKETSU-standardizing the extension of the cleaning concept and SHITHSUKE-discipline, moral education, respect for others and sustain the entire activity of organization.
5S is one of the most widely adopted techniques from the Lean Manufacturing toolbox (Titu, Oprean and Grecu, 2010).
The Kaizen umbrella protect the continouse improvement of quality including here the manufacturing management process where: K- represent knowledge, A-achivement, I-innovation, Z-zero defects, E-employeers, N-nonconformity (Figure.1).
Figure 1: Step by step method to improve quality in organization. Source: By the author
Bungău, Blaga and Gherghea (2011) used 5S’s Audit method to implement 5S in operational management and observed that organization is receiving multiple subscriptions of the same problems:
no program to consolidate and to make information available;
untrained in using central document filling system;
unaware of duplicate subscription;
no method to centralize subscription of information’s;
no space for common storage.
The management has been translate to organization departments and become a tactic activity of the organization. The implementation concept of continuouse improvement using 5S’s method involves the following objective:
Increase the storing place;
Create a nonconformity report procedure;
Create and preserved the membership;
Reduce the unproductive times;
Redefine the access, working and storing place;
Readjust the location.
In January 2015, a survey was conducted to find out the suitability importance, difficulties and benefits of 5S implementation. In order to be able to comment the 5S practice, a 5S Audit Worksheet developed by Ho (1999) was used in the study. According to obtained a positive response to each S, the propose target for each S was 5, so each S must obtain a minimum of 5 and a total score of 25, for all 5S’s. A Likert scale for 5S’s rating was used to obtain the results, in function of respondent perception the score was 0= poor-unacceptable, 1= marginal, 2= satisfactory, 3= good, 4= excellent and 5=for strongly agree. According to the survey for each S it was possible to identify the baseline of 5S’s Audit from the first and from the second implementation of 5S’s method. It is important to define the structure of 5S’s terms in order to ensure the good working of organization and prevent the wastes. Also the entire staff was involved in organization activity according to possibilities. Using computerized management system 5S Audit was presented in association with each S. According to the values score obtain for each S, the organization has reached or not the proposed target. The 5S’s method was applied to present the results of the 5S Audit after the second implementation of the method. The 5S interface used the following steps: preparation, initial audit, education quality culture and the 5S’s principles. If analyze each S, based on specific questions, qualification of 5S is achieved by specific score for question:
For- S1-SEIRI- SORT- making the difference between necessary and unless things, giving up the unless ones (Table 1).
Table 1: S1-SEIRI-Sort before 5S Audit
Source: By the author
Total score achieved is:
red labels have been applied to all marks, which were not necessary during the activity;
all the useless things have been stored and eliminated;
rules specific to this activity have been stated and are to be implemented.
For- S2-SEITON-ORDER-ordering and arrangement. The ordering of all items the results are presented in Table 2.
Table 2: S2-SEITON- Order before 5S Audit
Source: By the author
Total score is:
All objects which were placed inappropriately have been taken inventory of;
The locations of al objects necessary in the workplace have been define;
The access, storing areas have been established.
For- S3-SEISO-CLEANING. Directly the staff its encourage to suggest and make improvements in organization management in different departments ( Table 3).
Table 3. S3-SEISO-Cleaning before 5S audit
Source : By the author
For–S4-SEIKETSU –STANDARDIZATION. After the interpretation of the results, 5S will confirme that the implementation, application of the method and method concepts, don’t need any investment only more attention to details and practical work inteligently (Table 4).
Table 4: S4-SEIKETSU –Standardization –before 5S audit
Source: By the author
For-S5-SHITSUKE-SUSTAIN. A good organization, a well know role in team and the responsibilities, are the objectives of the organization which should be clearly define and accepted by all its members. The 5S’s was implemented, but the results are low for S5, the score encourage and confirm that some changes in organization are necessary (Table 5).
Table 5: S5-SHITSUKE –Sustain before 5S audit
Source : By the author
The next application in organization is recycling cars specific components, using a computerized micro-program for implementation of 5S with positive effects in manufacturing and remanufacturing production (Daraba, 2007). After a detailed analysis, we can observed that even in the area where initially we consider they don’t need changes, improvements are needed, with a lot of possibilities which don’t need investments (Figure 2).
Figure 2: 5S’s in organization before 5S’s method and after 5S’s Audit
Source: By the author
If 5S is not taken up seriously then it leads to 5D’s: delays, defects, dissatisfied customers, declining profits and demoralized employee. A new management concept of total productive maintenance has formulated, which together with other pillars of the company, preventive maintenance, maintenance-productive, 5S, auto-maintenance and continuous-improvement, give the answer to the link between quality and organization maintenance (Boca. G.D., 2012). The six major sources of losses in that study which can lead and support the implementation of 5S’s system are: stop-time accidental, time to change, adjustment and adaptation of equipment, micro-machine stops, slow-functioning equipment, defect quality and start-faults. The 5S Audit was conducted using monthly schedule, but whenever is requiered by auditors from quality department, it is possible to establish specific objectives with different priorities like in Table 6.
Table 6: Specific objective
Source : By the author
The pillars of Gemba house are represented by the 5M’s –man, machine, material, method of controls, quality measure and microclimate (work environment). Manager as a leader can improve his qualities and capabilities through training and practice, and organization can move pushing for continuous training of employees. Using the 5S’s method was possible to identify also for leadership the 5S’s keys. The leadership keys can be structured in four categories primary understanding of S, secondary supervisory understanding of S, waiting progress review of S and auxiliary key with the specific elements of S impact in organization (see Table 7).
Table 7: The 5S for leadership
Source : By the author
In conclusion applying the 5S’s Audit, the score before the implementation of 5S’s was equal with 70 points and after the Audit the organization obtained a significant improvement to 88 score. Each S who obtains low score, needs a new action, a plan aimed to increase the score and improve the organization conditions (Table 8).
Table 8: 5S Audit results
Source: By the author
Using the 5S’s data was possible to influence S2, S3, S4 from low values to maximum values of 15 points after audit and improve the micro-environment organization conditions.For S5=sustain, even the values before and after the 5S’s implementation, are high, the organization has some problems between manager-subordinates relationship, regarding the staff training and communication. Analyzing the results, acording to the spider diagram for the first implementation of 5S’s method (Figure 4), we can identify a good score for S3=shine from 12 to 15 maximum score, and for S4= standardization from 13 to 15 maximum score.
Figure 4:The Spider diagram after first implementation of 5S’s
Source: By the author
We may establish also for each S, the values before and after the 5S’s Audit method and encourage the organization to apply the method (Figure 5).
Figure 5:The Spider diagram after second 5S’s Audit
Source: By the author
A new development direction has been defined and it is definitely one based on quality (Abrudan, 2012). Quality standards have been promoted and production has experienced all necessary modification in order to suite them. As a conclusion, when we are added the 5S element, the quality management, environmental management and safety management systems can be steered towards Total Quality Management (TQM), as shown in the flow diagram below:
5-S » ISO 9000 / ISO14000 / OHSAS 1800 » TQM
Quality management doesn’t need to prove its importance anymore. In the new modern age quality has become a heraldic element inside every organization that participates to production and distribution of goods and services under the quality passport (Table 9).
Table 9: Quality management heraldic elements
Source: By the author
SECTION 3
A CROSS QUALITY MODEL FOR CULTURE MANAGEMENT
3.1. A COMPREHENSIVE CROSS MODEL FOR SUSTAINABLE LEADERSHIP
In a global world, subjects including cultural models of Peterlin [1] and Grooms [2] are welcomed. Therefore in order to give a very good proof of these countless models it is necessary to include here the GLOBE project (Global Leadership and Organizational Behavior Effectiveness Research Project) the largest study of international leadership across cultures, an international research [3].
The results of Project GLOBE support the argument that leadership values, or the strength of the relationship between leadership values and what is viewed as effective leadership can be identified from the cultural dimensions [4]. The information from GLOBE [5] can help leaders explain their approach to leadership in cultures other than their own, identify how their approach is similar and different from leadership approaches typically seen as effective in another culture and understand why they prefer a particular leadership approach. The project provides the opportunity to take such a data driven approach in teaching about leadership across cultures.
Matthews and Thakkar [6] in the impact of globalization on cross-cultural communication, present an interesting model: 4 C’s Global Leadership Model. The new model consists of four keys: communication, creativity, conflict and connectivity. The novelty is the supporting innovation and management change. The model provides a basis for organizational leaders which are working with multicultural teams and to assist organizational leaders to compete in the ever changing global environment.
Hamel [7] introduced a new concept regarding to reinvent management and define the new democracy of information for organizations and reinvent strategy in a turbulent world. He identifies 25 moon shoots factors that are important for managers in implementing innovation in organizations.
Sustainability is defined as humans surviving indefinitely into the future with a reasonable quality of life. The three dimensions of sustainability established by Steiner and Posch [8]: are economic, social and ecological development. Even if sometime the ecological/environmental dimension of sustainability is presented as the core of the discussion, the three dimensions must be equally important to contemporary leaders and it is necessary to accommodate them with the knowledge and skills that will enable them functioning in the business environment that has sustainability as its core value. Globalization creates a need to understand how cultural differences affect leadership performance and for leaders to become competent in cross cultural awareness and practice. Cross- cultural competencies for leaders are:
To understand business sales and cultural environment;
To understand economy perceptiveness, trends and technologies;
To be able to work simultaneously;
To be able to adapt to other cultures.
The dynamic quality spiral provides an important constraint in the evolution of sustainability, demonstrating that justlike sustainable development sustainable leadership represents a process and not an end.
Leadership vs. Culture
There are three required elements of leadership: ability to influence, a common goal or vision,
and followers that are willing to work toward the vision However, even having all three elements in place is no guarantee that effective leadership can be practiced. Even in an ideal organization, where a culture has the right values, norms, and practices, it is still not easy to be a leader. The leaders will achieve little if the culture does not allow them to influence people to work toward a common goal. Just as nothing exists in a vacuum, leadership cannot exist in the wrong culture.
Literature provides Northouse [9], Newstrom and Pierce [10], Druker [11] articles about leaders and leadership role. In sustaining societal change Druker focused on visionary leadership with his emphasis on leaders of the future. From the definition of Hargreaves and Fink, we mention their critical principles of sustained leadership [12]:
Sustainable leadership creates and preserves sustaining learning;
Sustainable leadership secure success over time;
Sustainable leadership sustains the leadership of others;
Sustainable leadership addresses issues of social justice;
Sustainable leadership develops rather than depletes human and material resources;
Sustainable leadership develops environmental diversity and capacity;
Sustainable leadership had undertaken activist engagement with the environment.
Today leadership in a global society demands an educational model. Ceulemans et al. [13], Marcote et al. [14], Velasco et al.[15] propose a cross cultural evaluation and reporting model for organizational management change based on attitude changes for sustainable development. Vann et al. [16], Hamel and Breen [17] mentioned the future of management where leadership has an important role. Leadership sustainability is the ability of leaders to recognize the intricate systems interwoven with human values that promote sustainability. Leadership is important for organization successes in the globalized economy, despite the reality of global economy leaders have not been trained, educated and prepared to deal with the complexity and environment reality. Hofstede’s work [18], present the dimensional approach to cross cultural management dimension. The model is important because it can be the bridge connection between the companies in different countries now in a global market and multinationals companies, where difficulties and culture feedback can be different. Culture can be defined as a dynamics in the sense that it changes over time and this change in culture might lead to conflict. According to Adler [19], a cross cultural management model can explain the behavior of people in organization around the world and shows people how to work in organizations with employees and client populations from many different cultures.
Leader for Sustainability
2.1. What are the qualities a sustainable leader needs to have ?
The literature research by Fullen and Hargreaves [20-21] suggests the following seven key characteristic traits and styles are among the most important in distinguishing the leadership approach taken by individuals tackling sustainability issues:
Systemic, interdisciplinary understanding;
Emotional intelligence and a caring attitude;
Values orientation that shapes culture;
A strong vision for making a significant difference;
An inclusive style that engenders trust;
A willingness to innovate and be radical; and
A long-term perspective on impacts.
Leaders are facing financial and structural challenges in decades, instilling of sustainable management signals to investors, employees, and customers that a business is stable and the leadership has a long-term vision drawing on state-of-the-art practices. Leaders stand at the intersection of leadership, culture and brand. They need to be trained to lead stakeholders and not just respond to crises, having one foot in the investor world and the other deep inside their culture to manage the triple-bottom line, which means overseeing social issues.
The model presents a primary mechanism of howleaders shape culture:
Problem structure: How or what is the problem structure?
Commitment probability: Is it reasonably certain that your subordinates would be committed to the decision?
Organization goals: Do the employee share the organization goals? Are they involved in solving problems?
Subordinates conflicts: Is there conflict among subordinates over preferred solution
Subordinates infrastructure: Do subordinates have supporting infrastructure to make a decision?
After Fullan [22], sustainability is the capacity of a system to engage in the complexities of continuous improvement consistent with deep values of human propose.
Why Sustainable Leadership Matters
According to Hargreaves and Fink [23-24] leaders develop sustainability by the manner in which they approach, commit to and protect deep learning in their organizations. These authors consider the first principle of sustainable leadership to be leadership for learning and leadership for caring for and among others.
Today’s leaders need to adapt leading and managing people of different culture. Today’s businesses are complex entities. The cultural diversity of businesses requires that management these days make sure they understand cross-cultural boundaries. Modeling, creating and identifying the leader typology makes it is possible to create and receive a leadership support and build leadership sustainability within the leader and his/her followers. Such model creates a cycle of ongoing leadership development that continuously manages the future leader and sustains the leader.
How we can sustain sustainable leadership
For a manager the model helps to identify gaps in the leader change management process and to provide
effective coaching for his/her employees;
diagnosis of employee resistance to change;
a learning tool in teaching change management;
a framework for change management teams to evaluate their change management plans;
help for employees’ transition through the change process;
successful action plans for personal and professional advancement during change;
a transition plan within change management for his/her employees;
a track of progress and understanding of gaps in any existing change program.
A wide thematic research called organization cultures is carried out within cultures and it sustains that until now the organization has been mainly studied in its hard aspects.
Today’s leadership in a global society demands a cross-cultural model. Grooms [25] mentioned that leadership sustainability is the ability of leaders to recognize the intricate systems interwoven with human values that promote sustainability. Leadership is a complex process involving three dimensions: the leader, the employee and the demands of the situation. Considered the father of modern management, Peter Drucker [26] speaking about the world of business with Edersheim [27] , presents a respected management thinker in her own right and focused on visionary leadership role in sustaining societal change with emphasis on leaders of the future. The purpose of this model refers to the traditions and customs that are prevalent in the country where each company is located in Figure.1.
Figure 1. A model of culture on leader management organization. Source: Adapted by authors [19]
The communication barriers include culture, technology, language, workforce, and environment. Nowadays globalization brings companies around the world and involves customers in communication across culture. Culture values have an important effect on the leader management run an organization Each model of culture takes in consideration time, space (country), business structure (state or private) and action type of activity. Time in every culture depends to its traditions. Time can influence the history and traditions of a company. The employees implement the direction of their leader and his role is to take decisions and distribute work for employees. Here the role of leader is to give direction to cross the organization from individualist culture to a collective one and to define the future culture.
Culture itself is a shared set of assumptions, values and norms for a group of people that helps them prioritize what they are going to do and how they are going to get things done. It makes it easier to get things done within one’s own culture then when working across cultures.
The strategic development for a cross cultural model for organization takes in consideration the following stages in function of management culture changes from an ideal to an outcome culture which is necessary for organizations that must communicate cross cultural to ensure that their message is understood (Figure 2).
Figure 2. A strategic approach of cross culture in organization Source: By authors
Here the role of leader is important because the translation from a quality management to the cross cultural model can be performed following the stages: vision – ideal culture with values of global culture, mission-causal culture with specific level of changes of structure, technology, innovation and quality, politics –operating culture adapted with the norms and harmonization of other culture and strategy –outcome culture with new system for customer, organization, sub culture and global changes. Culture also helps to define the group, because the cultural intelligence is key to the success of today’s cross culture, cross border, cross organization worker. Cultural intelligence – or the ability to create an impact across different cultures – is much more complex than just working across boundaries. In real terms, it is the ability to understand the relationship between cultural issues, on the one hand, and business issues on the other. An organization can have several cultures or what are known as subcultures. Subcultures are smaller cultures that develop within a larger organizational culture that are based on differences in training, occupation, or departmental goals.
An organizational culture with intense beliefs, values, and assumptions;
A strong culture provides great consensus concerning “what the organization is about”
or what it stands for;
Weak cultures are fragmented and have less impact on organizational members.
Research and Methodology
The problem with the study of leadership is that leadership is expressed in many different ways and places. We interviewed people on the issue of leaders in Maramures County markets, to learn firsthand what was working and perhaps more importantly what was still a challenge. They understand that it is disciplined executions above everything else that truly separates successful organizations from the rest in emerging results. Secondly the organizations prioritize four strategies for optimizing talent in emerging marketing which sets them apart:
Lateral thinking in every leader;
Build global ready talent pools;
Accelerate experience development;
Drive on employee experience with time zone.
This article looks at the applicability of certain aspects of sustainable leadership to the circumstances surrounding small and medium enterprises in Maramures County.
The article examines the distinctive challenges encountered by directors of small organizations that appear to encounter difficulties in pursuing sustainable leadership. The reason for our interest in leadership of small and medium enterprises located in urban and rural areas has been explained in the contextual background of the article focus on sustainable leadership, identifying the variables which can influence the leader’s characteristics and behavior and be capable of changing it having a comprehensive model for leader and leadership.
The number of participants in the research totaled 250 people, with different education level, involved in different activities. The survey that was developed for this study consisted of 24 items that were rated on five points. Each of the items assessed one of the cultural measurements of acceptance, conflict, individualism, risk, or sharing.
The survey was applied between June-July 2015, in Maramures County, Romania. The survey was applied in different cities Baia Mare, Sighetul Marmatiei, Cavnic especially in cities under the min economic impact and their transition solutions. The study identifies the variables which can influence the leader model and permit the adaptation to a future global market.
The survey wasstructured follows:
Part 1. Identifying the characteristics of respondents which are involved in economic activities, question: Q1, Q2, Q3, Q4 –determine the age, gender, education, work experience;
Part 2. Collecting information about the business type and which is the familiar field of business for respondents. Q5- respondents period of fidelity in the same business, Q6- size of business, Q7-type of business (services, manufacture, retailer) Q8-structure of legal business state, private, SME’s, Q9 –relation between, business manager, employee.
Part 3. The structure was created to determine the leader profile, and establish the nature of factors as variable which can influence the leader profile.
The part 3 of the survey contained 15 items, designed to obtain the leader model depending on factors of influence. For a better understanding of structural factors of influence it was necessary to create four groups of factors:
IF – internal factors, item : L1, L2, L3, L4, L5;
DF – decisional factors item: L6, L7, L8, L9;
AFI – affective factors with internal impact of influence, item: L10, L11, L12;
AFE – affective factors with external influence questions, item: L13, L14 and L15.
Leadership involves an influencing process between leaders and followers to ensure achievement of organizational goals. The items were characterized using a Likert scale with values from 1=strongly disagree to 5=strongly agree [28]. The research was designed with the propose of evaluating the effect of an experimental leadership model for Romanian leader, based on the development of sustainable competencies as opposed to a traditional leadership model.
Reynolds and Valentine [32] create a guide of cross cultural communication. Osvald et al. [33] define the leadership capabilities for leader profile; for that reason the research is focused on new leader model adapted with the new global competition. The model predicts the variables of leader personality characteristics and indicates non significant relationships.
There are three required elements of leadership: ability to influence, a common goal or vision and followers that are willing to work toward the vision. However, even having all three elements in place, it is not guaranteed that an effective leadership can be practiced. In perfect circumstances, with a culture that has the right values, norms, and practices; it is still not easy to be a leader. Another dynamic component companies seek to develop in their future global leader is ability to manage, open to new solutions, innovation, and differences (Figure 3).
Figure 3. A Comprehensive Leadership Model. Source: By authors
Increasing cultural flexibility is an important development goal in those global leaders who take frequently business trips in different countries or those who may accept expatriate in the future. In reviewing various factors which are influencing management there are some effective ways to build positive cultural capital
Using cross functional teams;
Creating a shared vision;
Coaching;
Using democratic decision making processes.
The concept of sustainable development needs to be integrated with the politics and practices of management across organization borders using personal example. Researcher Woods [27] evaluated the cross cultural management performance and established that culture has many areas of impact with management:
First area is cultural production with cultural industry for East and West;
The second area is represented by the role of culture training;
The third area is represented by the organizational culture.
Other relevant performance elements for Romanian leader quality which should be uniquely tailored and be relevant to the cross-cultural organizational context under a wind of a strong influence of west-east culture would be taken in consideration. Bell and Pavitt [34] mention the technological accumulation and industrial growth as contrasts between developed and developing countries.
For Romania which belongs from the East market and involved in a transition economy, the value differences between West and non West Culture are:
West culture: individualism, time is money, achievement, equality, respect for result, winning, systematic, internal self control, task, informal, action and doing;
Non West culture: collectivism, time is life modesty, hierarchy, humanistic, respect for elders, ccollaboration, external control, relationship, formal, being and accept.
In our days, quality is an instrument and a high impact weapon for market competition that is why a new development direction taking in consideration a cross cultural leader model can be helpful. A summary of comprehensive model proposed by authors takes in consideration the evolution in time of a flexible culture which is presented in Figure 4.
The ingredients for a comprehensive model are:
Individualist culture for short term: independent, private office, competitive, direct communication, linear time, emphasis on content, transaction oriented, focus on results.
Collective culture for long term: interdependent, open office, collaborative, indirect communication, flexible time.
Global culture with a vision term: interconnection, e-office, internet communication, golden time (just in time), emphasis in common, transformational oriented, focused on a global system.
Figure 4. A Comprehensive Model for Leader. Source: By authors
Tagred [35] sustains the cross cultural differences in management organization; Hammer [30] sustains the deep changes; in these circumstances for Romanian organizations using the survey information we can observe that the cultural values are well oriented for cross communication management between leader-employee, manager-subordinates; as well for employee-leader, subordinates–manager relations, only the priority is different in function of the managerial culture from each country. Modeling the impact of leader upon organization and subordinates taking into consideration the characteristics from sides, leader about employee and employee about leader, a cross cultural model can be drawn like in Figure 5.
Figure 5. A Comprehensive model for leader /employee characteristics, Source: By authors
Abrudan [36] mentioned that concrete results in organizations management sustain the idea that culture can be considered as primary environment development. Leadership plays a critical role in sustainability through his vision, mission and by promoting a strategic decision to the organization. Leadership is a complex demand process involving three dimensions: leader (inspiration), employee (guide) and demand of situation (motivation) (Figure 6).
Figure 6. A Cross cultural model vs. Leader Model. Source: By authors
There are many challenges that would be leaders face: to understand how to deal with people, define goals that will unify, maintain energy and dedication toward a brighter and better future.
Results
The internal consistency of the measures and results indicate a radiography upon the economic activity in Maramures Region. The results provide an X-ray image of activities conducted in the Maramures Region which point out a deeper structure of socio-cultural elements and give’s an answer to the organization problems and establish the model for the future leader and sustainable leadership. Taking in consideration the traditional model of leader, in the first part of survey it was possible to identify the personal characteristics of leader.
The leader profile for Maramures County is the business person between 25-40 years, the results of post revolution person after 1989, involved in small and medium business family, as a solution for extra money and support the family needs.
For Maramures County we can identify Pavitt’s taxonomy groups [38] and specify that majority of activity describe the level of technological opportunities in industry, the influence of innovation and new technology for future development and harmonization with market customers’ needs.
Taking in consideration survey results, a classification can be easily done, the economic activities can be structured in the category of retailer and supplier dominated industries (44.4%), including here traditional manufacture sectors, food, textile, clothing, hand makes products (8.8%), training and other services activities with the implication of women in majority of organization typology (20.8%).
The engine of economy, the production, occupied the fourth place with 59 persons (23.6%) involved in production activities, that means different components from mechanical industry, electrical and electronically products and furniture elements.
As the factors proposed are generic in leadership profile, the non-productive activities are very successful in our region which is a good sign taking in consideration that Maramures County was a miner zone (after 1989 all the mines which unsure the mineral, cools, and gold were closed) and she was declared an unfavorable economic zone. We can observe that tourist services, travel agencies and traditional handcrafts are balancing the structure of business, equal with the manufacture. A significant evolution because Maramures County is under the UNESCO Heritage with his culture and tradition, and hostel and hospitality was an important factor of development of our region. That is another element which can be taken in consideration for the future cross cultural model of leader for a future sustainable development. As a matter of fact if we take in consideration that the mines were closed, and majority of men hand-work power emigrated in developed countries, the feminine hand-work power established the balance on market. The number of unemployed persons from textile and ceramic factories are the significant target for the new model, the majority of them are involved in legal business as single person or family business and only 49 persons belong to partnership and cooperation state and private activities (Table 2).
The leader profile was completed also with the education level of people involved in different business activities. The research used a scale from 1 =general school, 2 =middle school, 3 =high school, 4=professional and art school and 5 = academic education, were used to identify the education level of managers which were our target group for research work. If we take in consideration the education level we can observe from Table 3 that in production activities 38 educated persons are involved with academic studies from the total of 250 respondents. So production activities demand also educated persons more responsible and open to the new changes from global market evolution.
In conclusion, the economic agents must be in connection with universities to develop and create common activities to attract the young generation in academic life to implement and improve the manufacture and production activities which is the engine of the economic life. In the part 3 of the survey the questions establish the factors and the characteristics of leader. To be able to establish a model for leader a PRELISTM program was used as an application for manipulating data, transforming data, generating data, computing moment matrices, performing regression analyses, and performing exploratory factor analyses. To be capable to maximize the difference between the 250 respondents and arrange them in different groups in function of leader’s typology, it was taken in consideration the following variables: age, type of business (services, manufacture, retailer and wholesaler) and business structure (private, individual or state) we obtain the following results. Path analysis is a subset of Structural Equation Modeling (SEM), the multivariate procedure that allows the examination of a set of relationships between one or more independent variables, in our case study the relations between the factors which can influence the leader model and design a prototype. Path Analysis is the statistical technique used to examine causal relationships between two or more variables; in our case we selected the external factors = EF, decisional factors = DF, affective factors = AF and internal factors= IF as variables. The final cluster selection of variables which can influence the leader model are realistic because is representative for each of the four variables (Table 4).
Taking in consideration the cluster grouping we can observe that from the 250 persons, a number of 94 persons belongs to cluster 3=affective factors, and 87 persons to cluster 1= internal factors. In function of age the younger generation is involved in independent activities, family business but in services activities and the adult persons in activities of wholesaler.
A propose model profile of leader
This article looks at the applicability of certain aspects of sustainable leadership to the circumstances surrounding small and medium enterprises in Maramures County. The article examine the distinctive challenges encountered by directors of small organizations that appear to encounter difficulties in pursuing sustainable leadership. These are the kind of problems for which we do not have the answers, which take time to deal with and to sharpen understanding of the ways in which sustainable leadership plays out in this context and to untangle the factors that either promote or impede its development. It has been suggested that clustering is important for facilitating the professional growth ofthe leader the distinctive challenges for the development of sustainable leadership in the context of small and medium enterprise environments seem to represent what Fullan [39] describes as adaptive problems. These are kind of problems for which we do not have the answers, which take time to deal with and to sharpen understanding of the ways in which sustainable leadership palys out in this context and to untangle the factors that either promote or impede its development.
To identify the common characteristics for a cross-model for the leader, four clusters were created in relation to the variable (see Table 5):
Cluster 1 – defines the internal environmental factors that influence the leader’s opinion depending on his/her individual culture.
Cluster 2 – defines the external environmental factors that influence the leader’s behavior in relation with the staff and the organization.
Cluster 3 – defines the decision factors which establish the connection between the leader and the staff.
Cluster 4 – defines the factors which affect the outside environment of the leader and his/her relation with the organization.
The program solution for cluster membership arrangements in relation with the four variables: internal, external, internal and external decision factors of influence for leaders model are presented in Table 6.
For a descriptive analysis it was possible to create clusters, and arrange the 250 respondents cases in five different groups concentrated around the same factors of influence. For that reason we took into consideration the variables: personal information of the individual: age, gender, work experience, fidelity, and business profile: type of business (services, manufacture, retailer and wholesaler) and business structure (private, individual or state).
The findings of the survey regarding the cluster show that a big segment in relation to age consider that a leader is influenced by the relation between the leader and the staff in direct connection staff – leader. A number of 78 respondents consider that cluster 1 = individual culture (cultural education) is important for a leader as a person influenced by his/her own education, management style, work experience and making his/her own decision. Taking into consideration the cluster grouping we can observe that from the 250 persons, a number of 125 persons belong to cluster 3. The external and social environment can also influence the leader’s decisions but to a limited extend they group around cluster 5 = organization environment.
One of the most important quality addressed by the research team confirms the extent to which the practices and values associated with leadership are universal. The participants/leaders were asked to rate the experience along certain dimensions, such as:
their internal factors with the staff group;
the perceived reaction between leader and out group members;
their emotional reactions and their feelings towards group members;
their decision factors in front of group members.
The interconnection between clusters and the importance of influence factors in function of the leader typology is presented in Table 7. The results for leader decision in different situations and the impact upon the organization are a confirmation that the questions are correctly design and have positive results of 56% for the determination of leader profile. The first part of the survey: 21.991% are concentrated around the first group of questions and the internal factors are analyzed; 10.183 % of the proposed questions analyze the external factors, a percentage of 9.440% the affective factors, decision factors are 7.381%.
In conclusion, the structure of leader design and evaluation is realistic. The connection values are in perfect balance of interdependency, sustaining the availability of items from the last part of survey in the designing of cross cultural model for leader. The analysis in function of education, position in organization and factors which influence the leadership decision, measure the availability of connection, between the three factors and the other items of survey and determine the first elements of cross cultural model for leader (Figure 7).
Figure. 7. Developing the cross cultural model for Romanian leader. Source: By authors
From program solution values, the strong connection between the education and position in organization encourage the necessity of continuing education and capacity of adaptation with the new trends. Another hypothesis in our research work was to verify the hypotheses:
H0: connection between IF=EF=AF=DF would influence the leader model;
H1: cognitive variable and not emotional variable would not influence the leader model reactions.
The directions of arrows in a structural equation model represent the researcher’s hypotheses of causality within a system organization. For example the Path diagram solution presents the week and strong relationship between variables, but also notice that there is not a bidirectional arrow between the variable and selected cluster and latent variables are indicated by green ellipses EF, AF, IF and DF (Figure 8).
Figure 8. Path diagram solution for Romanian leader model
As results, the survey was able to identify the leadership dimensions and the direct connection between his/her:
Education – Position (manager/leader) = 0.28;
Education- Individual culture (internal decision factors) = 0.26;
Position – Individual culture (external decision factors) = 0.23.
The arrows represent the direction of the relationship between the four clusters C1, C2, C3 and C4, determines for variable factors established from the beginning of the survey application questions. To identify the common characteristics for a leader model four clusters were created in function of cultural similarities among organizations nature:
Cluster 1- define the internal factors, the internal environment of leader, his options and his individual culture;
Cluster 2- define the factors that are the external environment of leader in relationship with the staff and organization;
Cluster 3-define the factors of leader decision, and the connection leader-staff ;
Cluster 4-define the factors who affect the outside environment of leader and the relation with the organization.
In Figure 9 it is presented the program solution, the path model and factors which influence the model design for leader.
Figure 9. A Comprehensive model for Romanian leader. Source: By authors
The strong connection is between the leader internal environment and his/her individual culture with big impact in taking decision, affective the relations with the organization culture and staff culture.
The next step of research was to identify the possible weakness connection between variables given by program solution. In SEM, measured variables are indicated by rectangles L1, L2, … L15, in Figure 10, and latent variables are indicated by green ellipses IF, EF, AF and DF.
Figure 10. Path diagram for improvement solution
Terms disturbances for latent variables are included in the diagram, with red color values. Because of this, there may be several models that fit the data equally well. The red values present the week relationship between variables, but also notice that there is not a bidirectional arrow between the variable and selected cluster: internal factors of leaders, external factors for leaders, affective factors and decision factors for leader.
The connection between affective factors are stronger then the connection between internal factors AF-DF=224.11 in comparison with internal and external influence upon leader decisions, the connection IF-EF=114.79. The selected cluster can be optimized and improved, using the same program and obtain suggested solution and possibility to improve the connection between variables (Figure 11).
Figure 11. Improvement solution for cross cultural leader model
In conclusion, the leader is not influenced in his decision DF, by his individual believes IF and will take care of the organizations staff and workers which can affect the entire system AF. If we note with DF decision factors for our leader model, with IN_DF internal decision factors and with OUT_DF the out-put factors, we have the possibility to improve and find some solutions to create and modeling the connection between variables. The red arrows present the possible solution from different levels and their variables affective, internal decision factors and external factors. Because we insert that relationship manually in the next step of the process, we can improve the values of the relationship and establish also some measures to develop for future some of them.
4.1. A Leadership equation
Leadership is the ability to direct or inspire people to attain organizational goals. Three aspects are common for many leaders: employee, self confidence and objectivity in dealing with the others. An equation for the new millennium leadership can have the following ingredients:
[1]
To meet the demands of emerging markets, companies are accelerating the talent and leadership development. Many leaders need a wide variety of training and development, introducing many new complexities as each market presents a unique culture, political and business norms.
Leadership development in growing market faces the following main challenges lack of time, lack of experience and lack of peers with basic managerial skills. Managing effectively across national and cultural boundaries is critical to the success of today’s organizations, given the global environment of business and the increasing diversity of workforces. A keen awareness and a high degree of cross-cultural competence in management are therefore key to the career success of both present and aspiring managers/professionals. We lack the quality and quantity of bold leadership in business, government and civil society that would enable us to shift towards a more just and sustainable 21st-century lifestyle. The task of creating a more sustainable world is both a serious challenge and an enormous opportunity. Without bold and effective leadership – at a political, institutional and individual level – we will fail to resolve our most serious social and environmental crises.
4.2. A 7D’s Cross Model for Leader
The findings of this study suggested that a 7D measuring model, including strategic management, supportive culture and structure, communication and networking, knowledge and technology management, project development, idea management, is reliable and can evaluate the sustainability of an organization’s innovation capability. For Maramures Leader Model we can identify the weakness connection for decision factors. A solution to improve the leader decisions for organization situation is to improve the connection staff-leader-organization and the transfer of culture management in other coordinates in space or territory (Figure 12). The reliability of the propose model were tested by performing leaders analyses on organizations which present a practical procedure of gauging innovation and leader adaptation capability of an organization. In today’s global society the cultural aspect is very important and a new type of leader and leadership is arising known as cultural leadership. A concept which describes the role that leader at levels of organization can play in influencing cultural change is necessary for Romanian leader influence behaviors. Therefore each leader organization has a culture shaped in and for people.
Figure 12. A cross cultural model solution using 7D’s. Source: By authors
Conclusions
The Cross leader model is useful to identify the abilities, permitting to adapt the leader in different cultures spaces, as a final conclusion the study present a model for cross cultural competence for Romanian’s leaders. Also a new cross cultural model for organization takes into consideration the traditional quality indicators: staff, innovation, strategy and behavior in the financial market, production process and technology. The transmission system does not work sufficientley in Romania, the management of information and the communication level on hierarhy phyramid is poor, the information flow does not assure the understanding of subordinates task, rights and responsabilities. While talking about activity and passivity level, Romanian leader’s organization do not show their best side: high passivity and low activity.
Cultural ideas about leader, the major findings are how cultural similarity is greatest among organizations that constitute a cluster concentrated around the same dimension:
dimension of cultural values, individual culture and how culture is similar or dissimilar from each other;
dimension of how peoples idea of good leading varies across culture;
dimension of changes in organization culture of communication, role of emotional intelligence;
dimension of interactive leadership platform.
As a conclusion of the study for a cross leader model, the ability to become aware of the particularities of the other culture and organization management, to learn the differences and to assimilate corresponding behavior are important values, together with
knowledge of professional information;
familiarity with the tradition of other cultures, tolerance to them.
Results show the quality balance of culture with its effects for competence and organization efforts and the feedback balance between economic success and the ability to sustain expenditure.
Now on a global economy, in an economic crisis and a fluctuation of employees in organizations, with a free market movement from East to West the study reflect not so many significant differences between leaders and staff, managers and subordinates opinions in comparison with other countries:
lower orientation to human relationship, business efficiency, individualism and collectivism;
higher orientation to autocratic management.
Culture is found in people and is expressed through their attitude and actions because culture also has economic effects and might be moved
for leaders- their culture reflects a future vision, a portfolio of solutions regarding the construction, objectives of organization;
for staff / employee / executants- their culture allows them understanding the necessity, utility of objectives as a factor in their accomplishment.
Culture, history, tradition can be evaluated in a similar way; for that reason some new elements connected to the workers, skills and creativity as well as to the culture where the organization is located are the new orientation in organization management.
This contradiction arose from specific characteristics of surveyed organizations with the cultural and historical characteristics of each country. By entering the competitive market, quality presented itself as an object of managerial interest and each organization becomes more and more independent inside a global market. Recent research is focused on charismatic and transformational theories of leadership and examines its application in the cross cultural context and the new concept of global etiquette.
The feed-back of global etiquette is the e-age, e-commerce, e-banking, doing business with other countries is the future and the best friend is technology such as e-mail, Face book, Twitter and Skype, the virtual e-office is necessary, to be much easier to conduct international business with computer and internet connection. The golden time will help the local organizations and their leaders to understand the current market conditions in the country and outside, the demand of product or services, as well the business culture. However, even the most talented of leaders will achieve little if the culture does not allow them to influence people to work toward a common goal. Just as nothing exists in a vacuum, leadership cannot exist in the wrong culture. Today it is impossible to talk about organization management without some acknowledgment of the impact of cross cultural contingencies.
As the present study was conducted in Romania, further research should be repeated in other countries with similar economic conditions with a non-west culture. This idea echoes calls for a cross cultural; leader model research in the field of business and the adaptation to the new provocation of 21st Century. Another built of the present study was the limitation of organization from a specific zone from Transylvania region from Romania. The results of the present study can be used for future leader model unit and across institutional studies.
Limitations of the Model and Advantages of SEM
The study has certain limitations that must be acknowledged, introducing opportunities for future research. First, the scale of measuring the leader profile and shaping his/her leadership capability was developed and tested only within the Romanian SME’s of Maramures County as adisadvantage area, thus, more studies must be conducted in other industries. Secondly, the single informants were the managers who completed the questionnaire, future research must attempt to address such concern by asking more persons to complete the questionnaire for example R&D managers, engineering manager, even the subordinates. Finally, this study was conducted in small and medium enterprises in the economic and industrial environment of Maramures County, Romania, which may be different from other Romanian regions and even other developed or developing countries.
The model developed in this study advances further research opportunities in this field. One research opportunity is to examine the leader’s behavior and the factors that drive or hinder innovation capability of SME’s and how leadership sustain organization harmonization with the environment protection standards. The second research opportunity is to explore the performance of industrial SME’s resulting from leader and leadership sustainable development from their innovation capacity.
The suggested areas for future study can potentially expand to identify and investigate sustainable leadership in other countries.
3.2. A GLOBAL CULTURE MODEL FOR LEADER
Time in every culture depends to its tradition, according to Hall and Hall (1990); time can influence the history and traditions of a company. The strategic development for a cross-cultural model for organization takes into consideration the following stages depending on management culture changes; they form an ideal to an outcome culture which is necessary for organizations, which must communicate cross-culturally and ensure that their message is understood (Alder, 2002).
Culture itself is a shared set of assumptions, values and norms for a group of people that helps them prioritize what they are going to do and how they are going to get things done. It makes it easier to get things done within one’s own culture than when working across cultures. Culture also helps to define the group. Cultural intelligence, on the other hand, is key to the success of today’s cross-culture, cross-border, cross-organization worker. Cultural intelligence – or the ability to create an impact across different cultures – is much more complex than just working across boundaries. In real terms, it is the ability to understand the relationship between cultural issues, on the one hand, and business issues on the other. An organization can have several cultures or what are known as subcultures. Subcultures are smaller cultures that develop within a larger organizational culture that are based on differences in training, occupation, or departmental goals:
an organizational culture with intense beliefs, values, and assumptions;
a strong culture provides great consensus concerning “what the organization is about” or what it stands for;
weak cultures are fragmented and have less impact on organizational members.
The dynamic arrow it is presented in Fig. 2., each strategic stage can be improved from values, structure, technology, innovation, quality, global changes, organization, subculture and ending with the customer.
Fig. 3. A strategic quality vision approach of cross-culture
Participant feedback was vital to this study and was used to form and shape the cross-cultural leader model. Another dynamic component companies seek to develop in their future global leader is the ability to manage, open to new solutions and innovation.
There are some important elements which can influence the leader model.
The environment includes here the individual culture, organization culture and the cultural flexibilities.
An organization and its management culture, use cross-cultural experience and an open vision for organization activities to create the future global leadership (Fig. 4).
Fig. 4. A Global Leadership Model
The model predicts the variables of leader personality characteristics in the hypothesis and relationships, and indicates non significant relationship. Joana (2001) and Tagred (2012) mentioned some specific differences in cross cultural management and Reynolds and Valentine (2011), established a guide of cross cultural communications.
Today it is impossible to talk about organization management without some acknowledgment of the impact of cross-cultural contingencies. A summary of cross cultural model is presented in Table 5.
Table 5. A Global Culture Model for Leader
3.3. A COMPREHENSIVE CROSS CULTURAL MODEL FOR ORGANIZATION QUALITIES PERCEPTION
This study examined the cross cultural model in Quality Management, the relation between manager and subordinates and the perceptions of the organization values in different countries throughout Europe. The study was conducted using a sample of cross cultural model and translated in different type of organizations, with different vision on work culture. The survey included measures of affective and normative commitment to the organization, the occupation, team work and European perception. Now on a global economy, in an economical crises and a fluctuation of work market, with a free market movement from East to West the study reflect the perception of cross cultural values in each country. The implications of these findings are discussed and conclude that there are not so many significant difference between them and that there is higher orientation towards cultural values, reflecting orientation towards organizational factors.
Organizational culture is a multi staged phenomenon including various elements. Following the Mc Sweeney (2002) and Hofstede model (2000), we can identify the importance of values for managers and subordinates and the importance of a cross cultural model for management taking in consideration the different culture of people. The study present how people from different culture behave and how they will behave in a potential cross-cultural world context. Aycan et al. (2000) identify the impact of culture on human resources in different countries, the study is also trying to identify the influence of culture management upon Eastern and Western countries.
If Bramming and Larsen (2002), make sense of competence in organization human resources management, the article investigates how the local economic activity is harmonized with the European model for cross cultural business model.
The theoretical model of cross cultural values in business in Europe take in consideration the eight elements which describe the organizational culture: orientation towards business like efficiency or relationship, orientation towards collectivism or individualism, orientation towards work or personal needs, family, orientation to openness, orientation towards cooperation, orientation towards manager-subordinate cooperation and autocratic management, orientation towards activity passivity and orientation towards motivation factors or hygiene factors.
The study using the theoretical model tries to identify the motivational orientation that European countries have reached in high and medium level of development and how it is possible to adapt deep cultural and economics traditions. Change in organization would in the long run, lead to change in the organizational culture, a managerial culture (Abrudan, 2012). Following the cross cultural model we can identify the common points and understand how to harmonize with the dynamic waves from market economy. The study wants to carry out a comparison between the opinions of managers and subordinates from others countries and identify if they follow a model of manager culture. Harris and Moran (2000) manage the cultural differences and open a new vision for a new strategy credted for a new world, the study takes into consideration the traditional model with the eight components and the cultural model for Eastern and Western contries.
Cultural consequences acrros nations and organization are presented in a model taking into consideration the influence of the culture. The period of research was between September and October 2014 in small and medium seized enterprises, with activity in services, the manufacturing industry in three different countries with a strong concept for work culture Austria and the Latin mentality countries Spain and Romania. The number of participants was 28 enterprises from Small and Medium Sized Enterprises in services and the manufacturing field, 440 employees were surveyed therein 61 managers, and 349 subordinates.
The task system formulation taken into consideration for the study, was focused on quality indicators for a cross cultural model structure following an organization levels see Fig.1:
Orientation to the future- common task economical, technological and social;
Orientation to the internal- potential: partial tasks: motivation, income, costs, salary, profits, quality;
Orientation to the environment- functional tasks: marketing, production, finance, human resources, research & development and sale.
The partial tasks identify for second level of cross cultural model which are the motivation factors, which showed us the passivity dimension into consideration of Hofstede (2000) concept regarding the autocratic management showed us the development of orientation to manager and subordinates cooperation which is purposeful. This model is a typical example of learning organization where people are excited in trying out new ideas and recognize that failure is an important part of success. The survey was structure to apply the theoretical cross cultural model and to:
identify co-workers cognition;
orientation to results efficiency or relationship;
identify the orientation to work or personal needs, family, microclimate;
identify type of manager leader, interpersonal relationship and leaders abilities;
identify task delegation manager-subordinate;
identify the motivation group factors.
3.1. A cross cultural model for manager in relation with subordinates
Understanding diversity in global business Hampden, Turner and Trompnaars (2000), identify a new profile for 21st Century organization leaders. Campana and Cimatti (2014) measure the slowness for a new taxonomy, for existing economical agents and manufacturing activity, which must include factors affecting the workers performance taking into account the existing: skills and creativity, culture, history and tradition and territory vocation.
Though managers from all countries emphasize that subordinates have their own opinion and not afraid to express it and participate in discussions regarding tasks, Romanian, Austrian and Spanish managers emphasize the necessity to encourage subordinates. While talking about individualism, all subordinates value manager’s ability to listen to the subordinates opinion high enough. According to the managers opinions the employees want to work in team and to obtain good information that assure the departments team work as well. However it must be noticed that managers in all countries emphasize the necessity of clear definition of tasks, rights and responsibilities of the work place. Though managers from all countries emphasize that subordinates have their own opinion and not afraid to express it, participate in discussions regarding tasks, however Romania, Austrian and Spain managers emphasize the necessity to encourage subordinates.However it must be noticed that managers in all countries emphasize the necessity of clear definition of tasks, rights and responsibilities of the work place and according to this point of view formality is inviting phenomenon. Managers understand they must encouraged subordinates in order to take up a new task and to have a wish for a better results see Fig.2.
Fig 2: Cross cultural manager profile
Innovation it is the engine of economy, production in a healthy economy will bring the harmonization with the customer needs in a global market. For industries and manufacturing firms, size, technology and innovation are factors which classify the enterprises into different categories. It is clear that a significant factor affecting organization perception, typology and development is innovation. Modeling the entrepreneur impact upon organization and staff (Boca, G.D., 2013) and taking into consideration the other countries manager profile, according to manager opinion, the most important characteristic for subordinates in different countries are presented in Table 1.
The transmition system does not work sufficientley in Romania, the management of information and the communication level on hierarhy phyramid is poor, the information flow does not assure the understanding of subordinates task, rights and responsabilities. Austria and Spain managers opinions coincide according to personal needs, family emphasizing, orientation to work and career importance to every person. Austrian manager’s values orientations coincide, only attitude to human relationship and passivity differs. In Romania and Austria both autocratic management and manager –subordinates cooperation gave high values, the Spanish managers gave the lowest ranking. While talking about human relationship and business-like efficiency dimensions, minimal emphasis on them is visible in Spain manager’s answers, Austria has high orientation to human relationships. Spanish managers both autocratic management and manager/subordinate cooperation gave the lowest ranking. Autocratic management is very tolerable in Spain, there is a lack of manager – subordinate cooperation.
3.2. A cross cultural model for subordinates in relation with manager
The subordinates’ opinions about human relationship is more critical than managers’. The subordinates opinions about individualism, orientation towards motivation factors, personal needs and family are cultural values that coincide in all countries (see Fig.3). Subordinates from all countries claim personal life is more important than intensive work and career, managers must consider subordinates’ health and private problems and recognize and tolerate them, but subordinates work as much as is needed to fulfill the task .
Fig. 3: Cross cultural subordinate profile
In the cross cultural model for subordinate profile we can observed that all subordinates, except Austrians, state managers seek to control their work. From subordinates point of view there is higher orientation to cultural values, reflecting orientation towards organizational factors in Spain and Austria. Very high formality is noticed by Austrian subordinates, especially when we are talking about position and the differences between different hierarchy levels.
As well as Spanish managers, subordinates emphasize that changes do not required a lot of formalities and paper work, and management is not oriented into organizational- technical factors, while social-psychological factors are of the second importance. While talking about activity and passivity level, Romanian enterprises do not show their best side: high passivity and low activity. Subordinates’ opinions to manager’s opinions with regard to attitude to openness present at least open Romanians and the least conservative are Austrians – Spaniards. Austrians subordinates emphasize high orientation both to personal needs and team work -like efficiency and human relationship. High evaluation of subordinates’ ability to replace co-worker, which is important for team work, is presented from all countries subordinates, except Austrians.
Similar to managers, subordinates give attention to hygiene factors, first of all salary, social wealth/safety and good working conditions. Spanish and Austrian subordinates opinions significantly coincide. Hygiene factors in the sense that they are considered maintaining factors that are necessary to avoid dissatisfaction at job placement. According to subordinates’ opinion the most important characteristics for managers are ( see table 2):
Bennet (2005) understand and manage diversity, with a perspective upon intercultural communication. In our study individualism, manager- subordinate cooperation, orientation to motivation factors, personal needs, family, are cultural values that significantly coincide between Spanish, Austrian and Romanians subordinates. Similar to managers, subordinates give attention to hygiene factors, first of all salary, social wealth, safety and good working conditions. According to managers’ opinion the most important characteristics for subordinates are:
Responsibility;
Initiative;
Diligence;
Ability to work in team;
Ability to take decisions and to execute.
There is higher orientation to cultural values, reflecting orientation to organizational factors. According to subordinates’ opinion the most important characteristics for managers are:
Responsibility;
Ability to work in team;
Ability to take decisions and to execute;
Diligence;
Communicativeness.
Using the information from the survey we can observed that the cultural values are well oriented for manager-subordinates, as well for subordinates–manager relations, only the priority is different in function of the managerial culture from each country. The concrete results in organizations management sustain the idea that culture can be considered as primiry environment and it is more than a jewerlly in the crown of development ( Abrudan, 2012). A Cross cultural competence is abilities, permitting to adapt in different cultures spaces, as a final conclusion the study present a model for cross cultural competence.
Cross cultural competence model
The new model for organization will take into consideration also the traditional quality indicators: staff, innovation, strategy and behavior in the financial market, production process and technology. Quality organization perception will represent a powerful tool for identification within the identity trend. As a conclusion of the study for a cross cultural model, the ability to become aware of the particularities of the other culture and enterprise management, to learn the differences and to assimilate corresponding behavior are important values, together with
Knowledge of professional information’s;
Familiarity with the tradition of other cultures, tolerance to them
If Hampden et al. (2000) build and create a cross cultural competence from conflicting values and Earley (2002) establish a theory of culture intelligence in organization, the study presents in Table 3 a cross cultural competence model.
Results show the quality balance of culture with its effects for competence and organization efforts and the feedback balance between economic success and the ability to sustain expenditure. Researcher Woods (2004) and Abrudan (2012), evaluate the cross cultural management performance and establish that culture has many areas of impact with management:
First area is cultural production with cultural industry for East and West;
The second area is represented by the role of culture training;
The third area is represented by the organizational culture.
Now on a global economy, in a economical crisis and a fluctuation of employees in organizations, with a free market movement from East to West the study reflect a not so many significant difference between managers and subordinates opinions in comparison with other countries.
Lower orientation to human relationship, business efficiency, individualism and collectivism
Higher orientation to autocratic management.
Culture is found in people and it is expressed through their attitude and actions because culture also has economic effects and might be moved
For managers- their culture reflects a future vision, a portfolio of solutions regarding the construction, objectives of organization;
For executants- their culture allows them to understand the necessity, utility of objectives as a factor in their accomplishment.
Culture, history, tradition can be evaluated in a similar way, for that reason some new elements connected to the workers, skills and creativity as well as to the culture where the organization is located are the new orientation in organization management.
Other relevant performance elements for quality perception which should be uniquely tailored and be relevant to the cross-cultural context and to the manager's organizational context under a wind of a strong influence of west-east culture are presented in Table 4.
This contradiction arose from specific characteristics of surveyed organizations with the cultural and historical characteristics of each country. By entering the competitive market, quality presented itself as an object of managerial interest and each organization becomes more and more independent inside a global market. In our days quality is an instrument and a high impact weapon for market competition, that is why a new development direction taking in consideration a cross cultural model can be helpful.
3.4. A COMPREHENSIVE CROSS CULTURAL MODEL FOR LATERAL THINKING MANAGEMENT
The importance of world business has created a demand for managers sophisticated in global management skills and working with people from other countries. Organizational behavior from different countries and cultures compares organizational behavior across countries and cultures and seeks to understand how to improve the interaction of coworkers, managers, executives, clients suppliers and alliance partners from around the world. The economic world shows us that all the elements that we consider static have a pulsation around an equilibrium position and influence the entire activity. The present study concerning the organization’s culture proposes and examined the cross cultural model in different countries with different cultures. Also the study examines the relation between managers and subordinates and identifies the organization values perception in different countries of Europe and how open innovation without borders can be developed. The implications of these findings are discussed and conclude that there are not so many significant differences between them and there is higher orientation to cultural values, reflecting orientation to organizational factors. The study wants to realize a comparison between managers and subordinates opinions from others countries and identify if they are following a model of manager culture.
Management like any other field of knowledge must have its sources of innovation, change development in a word evolution. Eduard de Bono the author of lateral thinking as a means of generating new ideas and management can be considered a clearly a source of new ideas, a large potential of innovation which can be explored through lateral thinking (Abrudan, 2012).
Lateral thinking is clearly a source of new ideas. Bono the father of lateral thinking has a great reputation as leader of creative methods and in management a large potential of innovation can b explored through lateral thinking. The exchange of information between different countries and areas can work without waiting the outlining of Bono of lateral thinking concept.
Although the conception of human relationships has been formed as the continuum of the scientific management conception, and it is the idea of human relations that serve as a background for the occurrence of modern theories, such as learning organizations and others, however, this does not mean that the statements of the first conception are being denied. The diverse workforce has become a reality today. Adler (2002) suggest that management of cultural difference has become more important for creating advantages and getting competitive role in a global market and a challenge for future organization.
The article present the big difference between making culture in a particular field and practicing it. What it is relevant for organization competency or innovation ? (Woodruffe, 2001).
Innovation is the instrument of entrepreneurship. It invests resources with a new capacity to produce prosperity. Global management can succeed through effective leadership, cross cultural communication and mutual respect, without them, it is destined to fail.
To achieve organization goals and avoid potential risks manager organization should be culturally sensitive and promote creativity and motivation through flexible leadership.
In their research Vandenberghe, et.al (2001) examine the cross cultural validity of a multidimensional model of commitment in Europe, for Central and Eastern countries as a conclusion should better invest and encourage innovation because it is the engine of economy, the production in a healthy economy will bring the harmonization with the customer needs in a global market. The study sustain once again, Chesbrough (2003) opinion who define two types of innovation: closed innovation which requires control and open innovation – when companies use external as well internal ideas and both external and internal ways to market. The internal ideas can be taken to the market through external channels to generate additional value.
Now when the new 21st Century knock on economy door, new innovations are the provocation,
social innovation- reengineering, 3R’s, rebranding of products, new design, green product, new technologies
architectural innovation- cooperation between the actors from global market, -creates new professions, business model innovation.
A cross cultural innovation for the 6th generation of innovation it is presented in figure 6., each element has his influence upon the open innovation.
Fig. 6. A Cross Cultural Model for Innovation
Culture has also economic effects, analyze the financial structure influence on the cost of capital in multinational companies and identify the influence of culture in organizations and open innovation involve all actors from multi cultural market. This in many ways is a culture issue or transfer the information using also the software like a tool and create also a model for quality services and products (Ionică, Leba , Edelhauser & Lupu, 2012). Culture for managers reflects a portfolio of solutions the organization management and her future vision, in other word culture is as well decision and execution (Abrudan, 2012).
The organizational culture has exploded with a big impact in management, in that situation we can take in consideration the cross cultural management as a system with a hard and soft aspects. The organization has his hard aspects including here knowledge, management and institutional support (figure 7.). If we take in consideration the organization like a human universe which include here the specific behavior and colorful environment of individual culture and as a multi cultural team, in that situation if we maintain the analogy with the cluster image might be assimilated to the soft of model .
Fig. 7. A cross cultural organization model
The study take a step back at the traditional model and apply the theoretical cross cultural model . Now on a global economy, in an economical crises and a fluctuation of work market, with a free market movement from East to West the study reflect the perception of cross cultural values in each country. This model is a typical example of learning organization where people are excited in trying out new ideas and recognize that failure is an important part of success. The implications of these findings are discussed and conclude that there are not so many significant differences between them and there is higher orientation to cultural values, reflecting orientation to organizational factors. Following the traditional model for and the pyramid indicators to create quality values in management organization [10], [13], we realized a task system for cross cultural management (see Figure 1).
Fig. 1. Task System formulation for Cross Cultural Management ‚‘‘ Golden Triangle‘‘
Task system formulation take in consideration are:
Orientation to the future: common task economical, technological and social;
Orientation to the internal potential: partial tasks: motivation, income, costs, salary, profits, quality;
Orientation to the environment: functional tasks: marketing, production, finance, human resources, research and development and sale.
Thought managers from all countries emphasize that subordinates have their own opinion and not afraid to express it, participate in discussions regarding tasks, however managers emphasize the necessity to encourage subordinates. Analyzing the data be obtain for each country different solution for managers model and subordinates. The study present how people from different culture behave and how they will behave in a potential cross cultural world context.
The article investigate how the local economic activity is harmonized with the European model for cross cultural business model. The motivation factors show us the passivity dimension in the organizations, taking in consideration Hofstede (2000) concept regarding the autocratic management showed us the development of orientation to manger and subordinates cooperation which is purposeful Trompenaars, F., & Hampden-Turner, C. (2000, 2002).
Lower orientation to human relationship, business like efficiency individualism team work cooperation activity and openness.
The flexibility in a global economy is an important element on which people can communicate and the manager can exercise his leading task, thus is an imperfect world that imposed the necessity of adaptation to a cross cultural model. The culture orientation of the society reflects the complex interaction of values attitudes and behaviors displayed by its members. Individuals express culture and its normative qualities through the values that they hold about life and the world around them (Alder, 2002). Organizational culture is a multi-staged phenomenon including various elements. It is impossible to cover them all, although it is worth trying to pick out the most significant dimensions, permitting to concentrate into the most important cultural values (Aycan&Kanungo, 2000).
This study propose and examined the cross cultural model in lateral thinking, the relation between manager and subordinates and which are the organization values perception in different countries of Europe and how open innovation without borders can be developed.
The study was conducting using a sample of cross cultural model and translate in different type of organizations, with different vision upon work culture. The survey included measures of affective and normative commitment to organization, the occupation, team work and European perception. Period of research was between September – October 2014 in small and medium enterprises, with activity in services, manufacture industry in five different countries with a strong concept for work culture in Austria and the Latin mentality countries Spain, Italy and Romania and Greece as a step market of European economy. The survey was structure to apply the theoretical cross cultural model and to
identify co-workers cognition;
orientation to results efficiency or relationship;
identify the 5M’s orientation to work or personal needs, family, microclimate;
identify type of manager leader, interpersonal relationship and leaders abilities;
identify task delegation manager-subordinate using the 6W or 6W+1H method;
identify motivation workers cognition;
identify the motivation group factors.
For a better evaluation were used a Likert scale with the value 1– for disagree completely, 2- disagree, 3 – partially disagree, 4 – agree and 5 – agree totally. The study wants to realized a comparison between managers and subordinates opinions from others countries and identify if they are following a model of manager culture. The number of participant in the survey target of the survey
3.1. A cross cultural model for manager
The theoretical model of cross cultural values in business in Europe take in consideration the eight elements which describe the organizational culture: orientation to business like efficiency or relationship, orientation to collectivism or individualism, orientation to work or personal needs, family, orientation to openness, orientation to cooperation, orientation to manager-subordinate cooperation and autocratic management, orientation to activity passivity and orientation to motivation factors or hygiene factors and innovation.
From the results we can observed and be recognize that the most important characters of the current era seems to be the manager, perhaps the Romanian people dont know precisely what management means (Abrudan, 2012) sometimes even a manager knows very little about his position and which is the difference between manager and entreprenur, in a transition economy and under the influence of economical crises and a global market on horizont.
Acording to the results for Romanian organizations (figure 2.) we can observed that Romania would have to invest more in higher qualification of human resources, research and development, innovation, entrepreneurship, industrial clusters same opinion with Niculiță and Moga (2014).
Fig. 2. A cross cultural management model in Romanian organization
While talking about human relationship and business-like efficiency dimensions, minimal emphasis on them is visible in Romania answers, Austria has high orientation to human relationships Austrian managers values orientations coincide most, only attitude to human relationship and passivity differs (see figure 3).
Fig 3 A cross cultural model for motivation management in Austria
However it must be noticed that managers in all countries emphasize the necessity of clear definition of tasks, rights and responsibilities of the work place and according to this point of view formality is inviting phenomenon (figure 4).
Fig 4. A cross cultural model for orientation management in Spain
There are not a lot of formalities in Spain in comparison with other countries. Spanish managers note, changes not required a lot of formalities and paper work, and management is not oriented into organizational- technical factors, while social-psychological factors are of the second importance. This attitude is certain to change, because these management methods frustrate subordinates initiative and activity. Spain differ from other countries according to the fact, that employees want to work in teams, good information flow system exists, that assure not only separate individuals, but departments team work as well. Evaluating subordinates motivating factors, Spanish managers made at least attention to hygiene factors.
Change in organization would in the long run lead to change in the organization culture, following the cross cultural model we can identify the comoun points and understand how to harmonize with the dinamic waves from market economy. Although the conception of human relationships has been formed as the continuum of the scientific management conception, and it is the idea of human relations that serve as a background for the occurrence of modern theories, such as learning organizations and others, however, this does not mean that the statements of the first conception are being denied.
Every conception has been formulated striving to include everything that is considered to be the best in the old store of ideas, and then in terms of new requirements old and inadequate principles are being modified.
This model is a typical example of learning organization where people are excited in trying out new ideas and recognize that failure is an important part of success. Austrian, Greek and Spanish managers opinions coincide according to personal needs, family emphasizing.
Activity has the lower evaluation from Greek and Austrian managers. However all managers state subordinates willingness to share their experience, learn from each other.
All managers from all countries emphasize that subordinates have their own opinion and not afraid to express it, participate in discussions regarding tasks, however Greek and Italian managers emphasize the necessity to encourage subordinates (figure 3).
Greek managers demonstrated higher orientation to work, especially emphasizing career importance in every man life, priority of responsibility and commitment at work, and work regardless work hours if it is needed to accomplish tasks well.
All managers’ opinions coincided according three the most motivating factors: salary, social wealth, safety and good work conditions
They highlighted possibilities to be promoted and possibilities to learn and develop competence in motivation factors group, while Austrian managers emphasized challenging work, and talking about hygiene factors- good microclimate.
Attention must be made on the fact that all managers emphasize necessity to control subordinates’ work process in order to achieve better results.
A cross cultural model for subordinates
Subordinates from all countries claim personal life is more important than intensive work and career, managers must consider subordinate’s health and private problems and to recognize and tolerate them, but subordinates work as much as it needs to fulfill the task best.
Both managers and subordinates evaluated all dimensions equally, only orientation to hygiene factors was higher than orientation to motivational factors.
The research results seem to be contradicting each other. This contradiction arose from specific characteristics of surveyed enterprises, cultural and historical characteristics of each country.
Very high formality is noticed by Greek subordinates. Especially while talking about position importance, great salary differences between different hierarchy levels.
As well as Spanish managers, subordinates emphasize that changes not required a lot of formalities and paper work, and management is not oriented into organizational- technical factors, while social-psychological factors are of the second importance.
As well as managers, subordinates give attention to hygiene factors, first of all salary, social wealth and safety and good working conditions in Italy. The dimension of orientation personal needs, family and to work is a perfect illustration of this situation.
Managers and subordinates opinions significantly differed while analyzing employer responsibility for employee personal and social welfare. On the other hand there is a clear orientation to work. Managers and subordinates opinions significantly differed while analyzing this issue also, though values were very high from both respondents groups. Organization can use motivation of training that can play a role in managing diversity.
A cross cultural model for manager in relation with subordinates
Though managers from all countries emphasize that subordinates have their own opinion and not afraid to express it, participate in discussions regarding tasks.
According to managers opinions in Spain differ from other countries according to the fact, that employees want to work in team, good information that assure the departments team work as well. Austrian managers values orientations coincide most, only attitude to human relationship and passivity differs. Austria and Spain managers opinions coincide according to personal needs, family emphasizing, orientation to work and career importance to every person. Also Austrian and Spanish managers emphasize the necessity to encourage subordinates.
While talking about human relationship and business-like efficiency dimensions, minimal emphasis on them is visible in Spain managers answers, Austria has high orientation to human relationships. Spanish managers both autocratic management and manager/subordinate cooperation gave the lowest ranking. However Romanian and Spanish managers both autocratic management and manager/subordinate cooperation gave the lowest ranking.
Transmition system does not work sufficientley in Romania, the management of information and the communication level on hierarhy phyramid it is poor, the information flow do not assure the understanding of subordinates task, rights and responsabilities According to manager opinion the most important characteristics for subordinates are (see Table 1).
Table 1. A cross cultural model for subordinates from manager point of view
Autocratic management is very tolerable in Spain, there is a lack of manager – subordinate cooperation.
A cross cultural model for subordinates in relation with manager
The subordinates opinions about human relationship subordinates – manager and is more critical than managers requirements for managers -subordinates point of view. Subordinates from all countries claim personal life is more important than intensive work and career, managers must consider subordinates health and private problems and to recognize and tolerate them, but subordinates work as much as it needs to fulfill the task best.
The subordinates opinions about individualism, orientation to motivation factors, personal needs, family are cultural values that coincide between all countries. However all subordinates, except Austrians, state managers seek to control their work. Austrians subordinates emphasize high orientation both to personal needs and team work -like efficiency and human relationship.
High evaluation of subordinates ability to replace co-worker which is very important for team work, is presented from all countries subordinates except Austria.
As well as Spanish managers, subordinates emphasize that changes not required a lot of formalities and paper work, and management is not oriented into organizational- technical factors, while social-psychological factors are of the second importance.
While talking about activity and passivity level, Romanian enterprises do not show their best side: high passivity and low activity especially emphasizing managers principle subordinates task is to carry out the managers orders.
According to subordinates opinion the most important characteristics for managers are (see Table 2).
Table 2. A cross cultural model for manager from subordinates point of view
Subordinates opinions are approximate to manager opinions according to attitude to openness at least openness has Romanians and at least conservators Austrians – Spanish people.
From subordinates point of view there is higher orientation to cultural values, reflecting orientation to organizational factors in Spain and Austria. High evaluation of subordinate’s ability to replace co-worker, which is important for team work, is presented from all countries subordinates, except Austrians. As well as managers, subordinates give attention to hygiene factors, first of all salary, social wealth/safety and good working conditions. For 90% salary is in the first place while motivation factors are not so important. Very high formality is noticed by Austrian subordinates. Especially while talking about position importance, great salary differences between different hierarchy levels.
This paper has proposed a broad framework composed of the constituent elements of cross-cultural management performance at the individual manager level.
The performance elements of cross-cultural management performance should include both task and contextual performance. As well as managers, subordinates give attention to hygiene factors, first of all salary, social wealth, safety and good working conditions.
Individualism, manager and subordinate cooperation, orientation to motivation factors, personal needs, family are cultural values that significantly coincide between Spanish, Austrian and Romanians subordinates. Spanish and Austrian subordinates opinions significantly coincide.
While talking about individualism, all subordinates value managers ability to listen to subordinates opinion high enough. Managers understand they must encouraged subordinates in order to take new task and to have a wish for a better results ( see Figure 3).
There is higher orientation to cultural values, reflecting orientation to organizational factors. According to subordinates opinion the most important characteristics for managers are:
Responsibility
Ability to work in team
Ability to take decisions and to execute
Diligence
Communicativeness.
Now on a global economy, in a economical crisis and a fluctuation of employees in organizations, with a free market movement from East to West the study reflect a not so many significant difference between managers and subordinates opinions in comparison with other countries: lower orientation to human relationship, business efficiency, individualism and collectivism and higher orientation to autocratic management.
In conclusion historical and general trends of the countries territory see the local enterprise oriented to human satisfaction and this is reflected to a strong presence of enterprise. This contradiction arose from specific characteristics of surveyed enterprises and cultural and historical characteristics of each country. Multi cultural organizations are becoming the norm, more and more are being executed successfully using multicultural teams.
Global management can succeed through effective leadership, cross cultural communication and mutual respect. Without them, it is destined to fail [1]. To achieve organization goals and avoid potential risks manager organization should be culturally sensitive and promote creativity and motivation through flexible leadership. Using effective cross cultural teams can provide a source of experience and innovative thinking to enchanted the competitive positive position of their companies and to resolve potential communication barriers. Cross cultural competence is abilities, permitting to adapt in different cultures space [9], [11]. Ability to realized particularities of the other culture and enterprise management, to learn differences and to assimilate corresponding behavior. Knowledge not only of conversational English but of professional English. Familiarity with the tradition of other cultures, tolerance to them
Table 3. Cross cultural competence model
Where relevant, the performance elements should be uniquely tailored and be relevant to the cross-cultural context and to the manager's organizational context under a wind of a strong influence of west-east culture (Table 4).
Table 4. Value differences between West and non West Culture
The performance elements should also-have a similar meaning to raters from different cultural and contextual backgrounds; have been tested empirically in the cross-cultural context by raters from relevant cultural perspectives; and where possible, relevant elements should be behaviorally anchored or able to be translated to behaviorally anchored terms.
To adequately assess cross-cultural management performance at the individual manager level, the criteria should include aspects of personality, experience, attitudes, knowledge and skills.
This study suggest that bigger population should be involved in examine the relationship between the multi cultural organization are becoming the norm, more and more are being executed successfully using multicultural teams a cross cultural model for manager it is present in figure 4.
Fig. 4. A cross cultural model for manager
Using effective cross cultural teams can provide a source of experience and innovative thinking to enchanted the competitive positive position of their companies and to resolve potential communication barriers (figure 5).
Fig 5. A cross cultural model for subordinates
THE 4 R’S MODEL FOR GLOBAL TRENDS IN ENTREPRENEURSHIP
The study highlights the need of having a better knowledge on women entrepreneurship, a greater awareness of its importance, and for all stakeholders in the development field to seriously address this issue so that the economic potential of women entrepreneurship can be fully utilized. This paper examines the factors who can influence quality of management change, motivational factors that person need to become entrepreneurs.
A comparison of these motivational factors is done between business persons The study is based on 250 persons engaging in the manufacturing trading and services sectors in Small and Medium Industries in Baia Mare, Romania. Motivation factors are classified into economic, work, individual, entrepreneurial and social core. Description analyses revealed some very important aspects and motivation factors for production activities .A discussion on survey about the business profile and leader entrepreneur is also providing. This study investigates the common reasons that motivate Romanian and Albanian women to become and work as entrepreneurs along with the constraints they face when starting and developing their business activity. In this context, theoretical arguments and empirical findings are investigated in order to draw a picture of the factors that motivate women to start their own business, as well as factors that limit the growth and development of women entrepreneurship in transitional countries
The 4R model offers a theoretically sound, conceptually simple and practical framework for integrating virtue into a global production business. The 4R model provides a conceptual framework consisting of four comprehensive macro categories of leadership attitudes and behaviours and pictures the critical linkages and dynamics interaction of these categories.
The 4R model is a graphic working model. The model provides a conceptual home for the critical variables in the transformational leadership process. These variables are organized in four categories relationship, reputation, research and recognition. Similarly, the 4R model details and organizes a vast amount of information of transformational management from theory production to practice, and presents it in a clear and accessible manner.
A good roadmap presents a vast amount of information in a simple, clear, comprehensive, accurate and accessible manner. The map is not the road, the 4R model only approximates how transformational management works in economic organizational life. Specifically, the 4R picture is:
1- research access to key information about markets, customers and competitors to improve marketing focus message;
2- relationship one to one or one to many relationships with individual customers that generate sale opportunities, the virtuous leader is depicted in specific organization context
3-reputation interest in company by target market based on company’s and market understanding of it’s capabilities and expertise;
4-recognition awareness of company and its value proposition by market position, results the attitudes and actions of the virtuous leader are depicted as linked to outcomes over time.
Each R category is discussed in light of the contemporary economical situation on Romanian and Albanian market. The benefits of the 4R are explored and present the real situation on economical and management production like a problem or a false fake?
This research was designed to identify the motivational differences between production and services activities for a quality management change in their own organizations.
Therefore, this paper aims to provide reasons on why some persons choose to become entrepreneurs and which changes needs in their leadership of their own business, by examining the motivational factors.
This paper also identifies if these motivational factors differ among business market. This study investigates the reasons that motivate women to become and work as entrepreneurs along with the constraints they face when starting and developing their business activity. In this context, theoretical arguments and empirical findings are investigated in order to draw a picture of the factors that motivate students to start their own business, as well as factors that limit the growth and development of entrepreneurship in transitional countries like Albania and Romania.
This paper highlights the situation facing women entrepreneurs and describes the various forms of support that are available to assist women to establish and develop their own business. It also provides a useful overview of the activities of a range of national and locally based women’s support organizations, some of which are affiliated to wider international networks.
Out of 250 respondents, majority of them are aged educated that’s the motive of involvement in his own business (26% baccalaureate and 57% academic studies).
Women entrepreneurs were found to be more matured in terms of age and more educated, therefore, the educated generation is more interested in becoming entrepreneurs. They are also found to be very well equipped with work experience, to desire to have own preferred working style and change in working style may explain why they have decided to become entrepreneurs. In this study the demographic profile of entrepreneur show that women are basically below the age of forty, between 20-40, (34%).
It is not surprising that the number of women entrepreneur gas increased and growing interests in privatisation, self employment and business oriented employment, all this facilitated by the growth in various sectors such as general commerce, personal and public services, training and consultancy and other
The organization must deal with the practical impact of unpleasant change, but more importantly, must labor under the weight of employees who have given up, have no faith in the system or in the ability of leaders to turn the organization around.
The women voice was analyze in a global environment, so we can identify the labor women force and the impact on each country from this point of view ( Figure 8.).
Figure. 8. Women Labor Force participation in Romania and Albania
Source: IFC, Voices of Women Entrepreneurs in Bosnia and Herzegovina
Leadership before, during and after change implementation is the golden key to getting through the swamp. This study investigates the reasons that motivate Albanian women to become and work as entrepreneurs along with the constraints they face when starting and developing their business activity. In this context, theoretical arguments and empirical findings are investigated in order to draw a picture of the factors that motivate women to start their own business, as well as factors that limit the growth and development of women entrepreneurship in transitional countries like Albania. The study highlights the need of having a better knowledge on women entrepreneurship, a greater awareness of its importance, and for all stakeholders in the development field to seriously address this issue so that the economic potential of women entrepreneurship can be fully utilized.
Global Trends in Female Entrepreneurship
Using the data base obtains by Sabarwal and Terrell (2008) (Figure 9.) we can observe some global trends between Romanians and Albanians Entrepreneurs. In conclusion the global trends in female entrepreneurship identify using the survey are similar with Sevi Simavi, (2009) remarks like:
Regardless of gender, entrepreneurial activity is significantly higher in Romania = around 27%, Albania = around 13%
The level of female entrepreneurship in market typically falls considerably below that of the male population.
A systematic gender gap exists with respect to new venture creation and business ownership.
Employment matters to entrepreneurial activity. Those women who are employed in a wage job are more likely to be involved in entrepreneurial activity than those who are not working, are retired, or are students.
Figure 9. Share of Female Entrepreneurship by countries
Source: IFC, Voices of Women Entrepreneurs in Bosnia and Herzegovina, Sabarwal and Terrell 2008.
Taking in consideration Barbuta-Misu, N.(2012) results regarding the possibility of modeling the Influence of Financial Variables on Enterprise, we should established also for entrepreneurs a model, to maintain an environment within the business to encourage efficiency among employees. An in depth understanding on the influence of these variables will be useful to understand the complex phenomenon of entrepreneurship.
Based on the survey, I concluded that not every organization management the manager leader, understand the managerial competency in the some connotation.
The system of independence of competencies with performance management, which has an impact on other areas of employee work like is not used in all companies in the survey. Using competencies and skills assessment remains only on the formal level in most companies.
Since 48% entrepreneurs are focus on retailer activity and services, and only 24% it is involved in productivity activity, a new orientation it is necessary to encourage the economical growth of the city.
The individual and entrepreneurial core appears to be very important, it is important also to encourage the spirit of production as long we are in an economical crises who need new alternatives and also new products.
The future research will focus on efficiency of methods used for competency development in Romanians companies and realised a diagnose in comparison with other countries.
Main Obstacles for Female Entrepreneurship
Licenses, taxation, cost of finance and labor issues are cited as the biggest obstacles to women owned businesses.
High level of decentralization with governments operating with little coordination among each other.
Frustrations with doing business in different parts of the country and hesitation to expand to other regions, due to the unclear or varied business requirements of the different regions.
Lack of registered property under women’s own name becomes a problem when seeking bank financing.
Absence of strong women’s business organizations that could provide much-needed training and networking
Female entrepreneurship is on the rise globally and has been recognized as an important untapped source of economic growth.
SECTION 2
THE EVOLUTION AND DEVELOPMENT PLANS OF THE PROFESSIONAL CAREER
Sinteza realizărilor stiintifice si a activitaților didactice
Pentru o imagine completă a activității stiintifice si didactice a fost intocmită o sinteză care arată astfel
Cărți – capitol ca autor prim autor
Manual didactice – monografii
Indrumătoare de laborator – aplicații
Carși ca editor
Articole – studii publicate în reviste de specialitate de circulație internațională recunoscute – reviste indexate în baza de date internaționale
Articole – studii publicate în volumele unor manifestări stiintifice internaționale recunoscute din tara si stratinatate cu ISSN – ISBN
PLATFORM FOR CONNECTED FACTORS FOR THE FUTURE
Smart Business = f (Smart Health + Smart Services + Smart Mobility) Smart Industry
Smart Industry = f (Innovation 4.0 + Economy 4.0 + Industry 4.0) Internet Things (IoT)
A Smart Industry platform of tomorrow is not on economy of scale but on economy of networking.
We can identify two pieces for Lego containers as block factories
A corresponding networking product ordering network with minimal translation what’s, automated and without cost adding third parties a time for Economy 4.0 platform for ordering between that sources customers and producer platform.
A design with customer, personalized parametric setting which can produce in qualities of and delivered close to smart customer/ business
We need a manufacturing platform small factories with 3D printing, robotized handling , machining, loser cutting, automated machine tool, a platform for good products and suppliers.
2.2. Planurile de evoluție și dezvoltare a propriei cariere profesionale, științifice și academice
Planurile de evoluție și dezvoltare a propriei cariere profesionale, științifice și academice se bazează pe următoarele
Îmbunătățirea permanentă a activității didactice, pe baza evaluării rezultatelor învățării de către studenți și a evaluării periodice de către cadrele didactice și de către colegi,
Analiza calității cursurilor și adaptarea cu noile tendințe positive
Analiza curriculelor adaptarea cu cerințele actuale și cu o perspectivă pentru viitor
Diseminarea rezultatelor cercetării știnșifice prin participarea la conferințe naționale și internaționale prin initierea de noi colaborări
Aplicarea rezulatelor cercetării prin colaborarea cu mediul local pe cele două domenii management și industrial
Accesarea programelor și grantirulor naționake și europene ca mijloace eficiente de dezvoltare eficientă.
Planurile de evoluție se vor desfășura în continuare pe domeniul managementului calității dar cu o nouă perspectivă respectic abordarea unor noi teme de actualitate respective SMART ………și industrial 4.0.
Modelarea în continuare a proceselor și elementelor de management din cadrul firmelor și identiticarea elementelor noului concept de organiyatie pentru viitor manu+future.
Planurile și direcțiile de dezvolatre în viitor a activităților didactice au în vedere
Dezvolatrea noțiunilor de smart citz, smart production, global etiquette,
Deyvolatrea materialelor în domeniul industz 4.0
Atragerea în continuare a studenților în munca de cercetare
Initierea și indrumarea studenților doctoranzi 1+2, pe care să îi pot ajuta să dobândească pe
parcursul etapelor a cunoștințelor , abilităților necesare în domeniu. De asemenea profitând de relațiile internaționale profesionale pe care le am cu universități din alte tări Germania, Polonia, Slovacia, Ungaria, Italia, Turcia si Albania. Se inscriu planurile de coordonare, în cotutelă a unor studenți din alte centre sau alte țări sau de atragere a acestora pentru desfășurarea de activități în cadrul Universității Tehnice Cluj Napoca. Pe baza modelelor cross cultural la care au fost implicate universitățile se pot dezvolta proiecte de cercetare benefice firmelor din care provin specialițtii dar și universitățile.
Implicarea în cadrul programelor de colaborare educațională internațională Erasmus Plus, este o direcție viitoare, pe care îmi doresc să o mențin prin schimburile de cadre didactice si studenti initiata in cadrul departamenului din anul 2009 si care a oferit oportunități multor studenți din strainatate sa cunoască activitatea, metodele si mediul academic.
Colaborarea cu departamentul de Inginerie si Managementul Tehnologic și celelalte departamente din cadrul universității Centrului de Nord Baia Mare, constituie nu numai o tradiție ci o directie viitoare extrem de importantă.
Primii pași au fost facuți prin organizarea de conferințe internaționale studențești 2010-2015, de asemena departamentul de discipline econimice va continua tradiția conferințelor internaținale inițiată în 2009, iar în anul 2016 va avea loc prima conferință multidisciplară ingineire și management industrial.
Analiza atentă a resurselor, planificarea activităților în comun va ridica nivelul calitativ și îmbunătățirea continuă a actului educațional.
SECTION 3
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