O mercado de futuros no Brasil: teoria, organização, produtos e práticas operacionais

Nada mais atrativo no mundo empresarial do que fazer dinheiro. Mas nada mais custoso nesse universo do que desconhecer a importância econômica dos derivativos. Os instrumentos financeiros desse mercado possibilitam aos responsáveis pela administração dos riscos comercial e monetário de instituições financeiras e as empresas de produção de bens reais transferirem as incertezas de resultados futuros àqueles que desejam especular com essa possibilidade. O mercado de derivativos consiste na negociação de contratos baseados no resultado de ativos reais ou financeiros, bem como nas taxas de juro, câmbio e índices. Como as relações negociais dos derivativos estão baseadas em contratos, as partes - comprador e vendedor - têm compromissos entre si. O fator que os motiva a realizar uma negociação de derivativos é a divergência de expectativas quanto ao comportamento do preço do ativo objeto num determinado tempo. Esse é o elemento de risco, o qual pode ser transferido para o mercado de derivativos. Um hedging de compra ou de venda tem o objetivo de garantir um determinado preço futuro do ativo objeto. O mercado de derivativos têm vários tipos de contratos: futuros, a termo, de opções e de swaps. A ênfase maior de trabalho deste projeto foi focalizar às modalidades operacionais dos principais instrumentos de futuros, bem como a sua estrutura organizacional no mercado brasileiro. Procuramos tratar esse assunto de forma simples e didática, tornando-o acessível àqueles pouco familiarizados com os conceitos e as modalidades operacionais existentes no mercado futuro.

A evolução da prática ambiental em empresas indústriais: algumas considerações sobre o estado-atual-da-arte e o caso brasileiro

O objetivo desse trabalho é estudar a evolução das formas de incorporação da dimensão ambiental nas atividades empresariais industriais, particularmente no que se refere à identificação, caracterização e análise das práticas administrativas e operacionais das empresas consistentes com as fases típicas da preocupação ambiental de suas respostas e suas responsabilidades internas. Para a caracterização desse objetivo, procurou-se elaborar um modelo teórico que identificasse as diversas propostas que as empresas podem adotar frente à dimensão ambiental. Na laboração desse modelo, verificou-se que as empresas industriais e suas relações com as pressões e os problemas ambientais têm apresentado os seguintes padrões: o não atendimento às pressões e aos problemas ou a ignorância acerca deles abriga uma posição de não-conformidade; o atendimento às pressões e aos problemas após seu surgimento confere uma postura reativa; a empresa que está em transição processa sua resposta concomitante ao surgimento das pressões e problemas; a proativa antecipa soluções dentro de um quadro de preocupações mais amplo e de longo prazo, buscando neutralizar as ameaças ao mesmo tempo que procura capturar benefícios de um tratamento adequado ao meio ambiente. Um nível ainda mais superior que este último emergiria como decorrência da evolução da relação pressão/resposta e das percepções, conceitos e práticas envolvidos nessa relação. O nível de resposta mais superior, que poderíamos denominar de "sustentável e responsável", se tornará possível na medida em que irá se pautar fundamentalmente com base no pacto de gerações, cumprindo os objetivos do Desenvolvimento Sustentável que, em seu sentido mais amplo, visa promover a harmonia entre os seres humanos e entre a humanidade e a natureza.

Riscos, crises e confiança : uma análise do gerenciamento de riscos sobre segurança da informação em uma empresa brasileira de grande porte

Por muito tempo, os programas de qualidade e gestão vêm dominando o cenário de soluções para a melhoria das organizações. Nesse contexto, têm sido constantes os modismos e, ao mesmo tempo, o consumo de muitas soluções. E o mercado parece se nutrir desses pacotes. De pacote em pacote, a gestão nas companhias vem se desenvolvendo e se especializando e, junto como isso, os métodos e técnicas da boa gestão. A gestão de riscos, especificamente, vem nesse contexto. Apresenta-se como uma solução em gestão, mas parece se estabelecer como ponto de convergência e de influência na otimização e garantia de processos produtivos, de gestão e de suporte, abrangendo uma gama de possibilidades em diversas disciplinas do mundo empresarial, desde finanças até os aspectos de fraudes e distúrbios cotidianos. Na sequência da gestão de riscos, vem a gestão de crises. Esta, o hemisfério dos riscos transformados em impactos verdadeiros e com danos visíveis para a organização. A gestão de crises pressupõe a gestão dos riscos consumados e que, claramente, afetam a organização e seu contexto, tanto interno quanto externo. No ponto final dessa lógica, aparece a confiança como aquilo que sela o pacto da organização e seus stakeholders, como resultado da boa ou má gestão de riscos e crises. Este estudo é, então, sobre riscos, crises e confiança e sobre o entendimento de como a gestão sobrepõe esses elementos e como isso se aplica às organizações, especificamente a uma grande organização do mercado brasileiro. Após revisão bibliográfica, é feita uma pesquisa para se analisar como está sendo a aplicação dos conceitos e práticas de riscos e crises em uma grande empresa, entrevistando-se o principal executivo da companhia responsável pela gestão de riscos na área de segurança da informação e outro responsável pela gestão de crises. É feita uma pesquisa para se entender a percepção de empregados e gerentes da companhia estudada sobre os conceitos e práticas de gestão de riscos e crises e suas aplicações na companhia. Também é feita uma abordagem sobre confiança, extrapolando-se esse conceito para uma idéia de confiabilidade dessas práticas e propondo uma forma de medir essa confiabilidade, identificada como uma lacuna na gestão de crises. Ao final, é feita uma análise sobre o quanto a aplicação desses conceitos e práticas são sistemáticos ou não, de acordo com as hipóteses e suposições definidas, constatando-se o 9 caráter operacional e a aplicação recente das práticas, um tanto deslocada do modelo de referência proposto para o estudo e com pouca visibilidade por parte dos empregados, principalmente no que tange a percepção de efetividade das práticas adotadas.

Operations strategy in perspective: the means for achieving superior performance

Manufacturing strategy has been widely studied and it is increasingly gaining attention. It has a fundamental role that is to translate the business strategy to the operations by developing the capabilities that are needed by the company in order to accomplish the desired performance. More precisely, manufacturing strategy comprises the decisions that managers take during a certain period of time in order to achieve a desire result. These decisions are related to which operational practices and resources are implemented. Our goal was to identify the relationship between these two decisions with operational performance. We based our arguments on the resource-based view for identifying sources of competitive advantage. Hence, we argued that operational practices and resources affect positively the operational performances. Additionally, we proposed that in the presence of some resources the implementation of operational practices would lead to a greater performance. We used previous scales for measuring operational practices and performance, and developed new constructs for resources. The data used is part of the High Performance Manufacturing project and the sample is composed by 291 plants. Through confirmatory factor analysis and multiple regressions we found that operational practices to a certain extant are positively related to operational performance. More specifically, the results show that JIT and customer orientation practices have a positive relationship with quality, delivery, flexibility, and cost performances. Moreover, we found that resources like technology and people explain a great variance of operational performance.

Aplicação do balanced scorecard como sistema de execução da estratégia e a controladoria como unidade gestão dos controles operacionais

Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES)

Adoção de práticas ambientais operacionais e do desempenho ambiental: survey com empresas Brasileiras certificadas com ISO 9001

Pós-graduação em Engenharia de Produção - FEB

Modelo explicativo de la relación entre productividad y valores organizacionales, en la PYME del sector metalúrgico y minero de Venezuela

Como consecuencia de los procesos de globalización el mundo empresarial está sometido a constantes cambios que han originado la necesidad en las empresas de evaluar su funcionamiento, con el objeto de adecuar su gestión a las mejores prácticas gerenciales y operativas, en función de adaptarse a las exigencias presentes en los escenarios en que están inmersas. La presente investigación tiene como propósito desarrollar un modelo explicativo de la relación entre la productividad y los valores organizacionales, teniendo como premisa los distintos planteamientos o teorías que destacan la importancia que tienen los valores organizacionales para que las empresas logren sus metas. Específicamente se tomó como referencia la clasificación de los valores organizacionales, que contempla el modelo de gestión de Dirección por Valores (DPV), de García y Dolan (2001). Las PYMES, al considerar el efecto que tienen los valores organizacionales en la productividad, pueden apoyar su gestión a través del compromiso de las personas para lograr los resultados de productividad que quieren o necesitan alcanzar. El abordaje del estudio se ha basado en la investigación explicativa, a través de la cual se exponen las razones de ocurrencia de un fenómeno o se muestran los mecanismos por los que se relacionan dos o más variables, lo que permitió conjugar definiciones y supuestos de las relaciones encontradas entre los valores organizacionales identificados de acuerdo a la opinión de los entrevistados y que resultaron ser significativos con los resultados de productividad que presentan las empresas que fueron objeto de esta investigación La población estuvo conformada por 40 empresas activas del sector metalúrgico y minero de Ciudad Guayana, Estado Bolívar, Venezuela, pertenecientes a la Asociación de Industriales Metalúrgicos y de Minería de la región Guayana (AIMM) y al directorio de la Cámara de Industriales y Mineros de Guayana. La muestra estudiada corresponde a 25 empresas que representan el 62% de la población. El proceso que se siguió para generar el modelo explicativo contempla tres etapas. La primera consiste en la fase descriptiva donde se recogió la información referente a la productividad de las empresas y a la determinación de los valores organizacionales identificados a través del análisis cualitativo de las entrevistas que se realizaron a los informantes de las empresas de la muestra. Para ello se utilizó el software Atlas ti 6.0. La segunda etapa, denominada comparativa, consistió en determinar la relación entre la productividad y los valores organizacionales, a través de las tablas de contingencias, de acuerdo con el grado de significancia que mostró el estadístico Chi- cuadrado. La tercera y última etapa del proceso es la fase explicativa que consistió en estimar la magnitud de la relación entre las variables productividad y valores organizacionales utilizando el coeficiente de contingencia de Pearson, y en establecer las asociaciones de acuerdo a las proximidades observadas que resultaron del análisis de correspondencias múltiples. Entre los hallazgos del estudio desarrollado se encontró que la productividad de las empresas puede fijarse en tres categorías: alta, media y baja y entre los factores que afectan a la productividad destacan, en el contexto externo: el gobierno, los clientes y los proveedores y en el contexto interno: la mano de obra, los materiales y los suministros. Según la opinión de los gerentes entrevistados, los valores organizacionales que caracterizan a las empresas del sector estudiado se agrupan en veintisiete categorías, que se clasifican en los siguientes componentes: entorno mercado, clientes, proveedores y otras empresas aliadas, medio ambiente, forma de tratar la Dirección al resto de empleados, forma de trabajar cotidiana y gestión de los recursos económicos. Los valores organizacionales que resultaron ser significativos fueron la innovación, la honestidad y el orden y limpieza. La magnitud de la relación encontrada del valor innovación fue moderadamente fuerte. Se infiere que las empresas, al tener una Productividad baja, deciden innovar en el desarrollo de nuevos productos. El valor honestidad arrojó una relación moderadamente fuerte, determinando que las empresas de Productividad alta basan sus relaciones con los proveedores en la honestidad. Finalmente, el valor orden y limpieza muestra una relación moderadamente débil, lo que hace suponer que las empresas de Productividad media tienen alguna preferencia por mantener el orden y limpieza en las áreas de trabajo. El modelo explicativo de la relación entre productividad y valores organizacionales, en las PYMES del sector metalúrgico y minero de Ciudad Guayana, quedó conformado por los siguientes componentes: mercado, clientes, proveedores y otras empresas aliadas, y medio ambiente. No se encontraron relaciones en los componentes forma de tratar la Dirección al resto de empleados, forma de trabajar cotidiana y gestión de los recursos económicos. ABSTRACT As a result of globalization processes, the business world is subject to constant change. This has resulted in the need for companies to evaluate their performance in order to adjust their processes to the best managerial and operational practices, with the goal to adapt to the demands present in the scenarios in which they are embedded. This research aimed to develop an explanatory model of the relationship between productivity and organizational values. In addition, it was based on the different approaches or theories that relate the importance for enterprises of the organizational values to achieve their goals. Specifically, reference was made to the classification of organizational values, which includes the model of Management by Values (DPV) following García and Dolan (1997). The SMEs, considering the effect of organizational values on productivity, can support their management through the commitment of their people to achieve productivity results that they want or need to accomplish. The study approach was based on explanatory research, which presents the reasons for occurrence of a phenomenon and the mechanisms through which two or more variables are related. This allowed to combine definitions and assumptions about the relationship found between organizational values and the productivity results of the companies that took part in this research. Organizational values were identified in the opinion of the managers interviewed, and were found to be significant with the productivity results. The population consisted of 40 active enterprises of the metallurgical and mining industry of Ciudad Guayana, Estado Bolivar, Venezuela. These enterprises were members of the Association of Metallurgical and Mining Industry of the Guayana Region (AIMM, by its acronym in Spanish) and the Directory of the Chamber of Industrial and Mining of Guayana. The sample of the study is comprised of 25 enterprises, which represent 62% of the total population. The process which has been followed to generate the explanatory model involves three stages. The first stage is the descriptive phase where the information about enterprises productivity and the determination of organizational values is gathered. These organizational values were identified by a qualitative analysis of the interviews conducted with managers of each enterprise. This analysis was performed using the Atlas ti 6.0 software. The second stage, denominated comparative, consisted in determining the relationship between productivity and organizational values through contingency tables, and according to the degree of significance showed by the Chi-Square, statistic. The third, and final stage of the process, is the explanatory phase. This consisted in estimating the magnitude of the relationship between productivity and organizational values variables using the Pearson's contingency coefficient. In addition, this stage comprises the establishment of the associations according to the observed proximities that resulted from the multiple correspondence analysis. Among the findings of this study, it was found that the productivity of enterprises can be set in three categories: high, medium and low. Additionally, it was found that in the external context the factors that stand out affecting productivity are: government policy, customers and suppliers, while in the domestic context they are: labor, materials and supplies. According to the opinion of the managers interviewed the organizational values that characterize the companies that were studied are grouped into twenty seven categories. These categories are classified into the following components: market environment, customers, suppliers and other allied companies, the environment, how Management deals with of the employees, way to work every day, and management of economic resources. Organizational values that were found to be significant were innovation, honesty and order and cleanliness. The magnitude of the relation of the innovation value was found to be moderately strong. It is inferred that companies that have low productivity decide to innovate in the development of new products. The honesty value showed a moderately strong relation, determining that high productivity enterprises base their relationships with suppliers on honesty. Lastly, the order and cleanliness value showed a moderately weak relation, which suggests that average productivity enterprises have a preference to maintain order and cleanliness in the work areas. The explanatory model of the relationship between productivity and organizational values, in the SMEs of the metallurgical and mining sector of Ciudad Guayana, was composed of the following components: market, customers, suppliers and other allied companies, and the environment. No relationships were found in the following components: how Management deals with employees, way to work every day, and management of economic resources.

Adoção de práticas de gestão ambiental e seus efeitos nos desempenhos ambiental e financeiro de acordo com a percepção dos gestores: uma survey

Alterações nos regulamentos, mudanças no comportamento do consumidor e potenciais ganhos de competitividade são alguns dos motivos citados por gestores como motivadores para a adoção de várias práticas de gestão ambiental. Estas práticas afetam, de acordo com outros estudos, os desempenhos ambiental e financeiro das empresas. No entanto, práticas diferentes afetam de forma diferente os desempenhos mencionados, ou ainda algumas práticas podem ser usadas de forma propagandísticas, podendo afetar o desempenho financeiro, mas não necessariamente o desempenho ambiental.. Assim, este trabalho tem como objetivo verificar se há relação entre as práticas de gestão ambiental (aqui divididas em \'práticas de planejamento e organização\', \'práticas operacionais\' e \'práticas comunicacionais\') utilizadas pelas empresas e os desempenhos ambiental e financeiro destas por meio da análise de empresas do setor químico brasileiro, utilizando modelagem de equações estruturais (Structural Equation Modeling - SEM) e uma survey para coleta dos dados subjetivoprimários (percepção dos gestores). Para tanto, foi desenvolvido um modelo teórico e construído um diagrama de caminhos de relações causais que foi convertido em um conjunto de modelos estruturais e de mensuração. Para testar o modelo proposto, um teste empírico foi aplicado em empresas do setor químico brasileiro. Os resultados deste teste foram os seguintes: (a) PGAs de planejamento e organização possuem uma relação positiva com o desempenho ambiental e o com desempenho financeiro; (b) PGAs operacionais possuem uma relação negativa com o desempenho financeiro; (c) PGAs comunicacionais possuem uma relação positiva com o desempenho financeiro; (d) Não há relação estatisticamente significativa entre as PGAs operacionais e o desempenho ambiental; (e) Não há relação estatisticamente significativa entre as PGAs comunicacionais e o desempenho ambiental; (f) Não há relação estatisticamente significativa entre o desempenho ambiental e o desempenho financeiro. Neste estudo, as práticas de gestão ambiental se relacionam mais significativamente com o desempenho financeiro, podendo indicar, na amostra estudada, um perfil menos proativo de gestão ambiental, com foco na adequação legar para a continuar com um bom desempenho financeiro.

Investigation of factors driving the costs of operating the 2020 Irish power system with large-scale wind generation

The main goal of this work is to determine the true cost incurred by the Republic of Ireland and Northern Ireland in order to meet their EU renewable electricity targets. The primary all-island of Ireland policy goal is that 40% of electricity will come from renewable sources in 2020. From this it is expected that wind generation on the Irish electricity system will be in the region of 32-37% of total generation. This leads to issues resulting from wind energy being a non-synchronous, unpredictable and variable source of energy use on a scale never seen before for a single synchronous system. If changes are not made to traditional operational practices, the efficient running of the electricity system will be directly affected by these issues in the coming years. Using models of the electricity system for the all-island grid of Ireland, the effects of high wind energy penetration expected to be present in 2020 are examined. These models were developed using a unit commitment, economic dispatch tool called PLEXOS which allows for a detailed representation of the electricity system to be achieved down to individual generator level. These models replicate the true running of the electricity system through use of day-ahead scheduling and semi-relaxed use of these schedules that reflects the Transmission System Operator's of real time decision making on dispatch. In addition, it carefully considers other non-wind priority dispatch generation technologies that have an effect on the overall system. In the models developed, three main issues associated with wind energy integration were selected to be examined in detail to determine the sensitivity of assumptions presented in other studies. These three issues include wind energy's non-synchronous nature, its variability and spatial correlation, and its unpredictability. This leads to an examination of the effects in three areas: the need for system operation constraints required for system security; different onshore to offshore ratios of installed wind energy; and the degrees of accuracy in wind energy forecasting. Each of these areas directly impact the way in which the electricity system is run as they address each of the three issues associated with wind energy stated above, respectively. It is shown that assumptions in these three areas have a large effect on the results in terms of total generation costs, wind curtailment and generator technology type dispatch. In particular accounting for these issues has resulted in wind curtailment being predicted in much larger quantities than had been previously reported. This would have a large effect on wind energy companies because it is already a very low profit margin industry. Results from this work have shown that the relaxation of system operation constraints is crucial to the economic running of the electricity system with large improvements shown in the reduction of wind curtailment and system generation costs. There are clear benefits in having a proportion of the wind installed offshore in Ireland which would help to reduce variability of wind energy generation on the system and therefore reduce wind curtailment. With envisaged future improvements in day-ahead wind forecasting from 8% to 4% mean absolute error, there are potential reductions in wind curtailment system costs and open cycle gas turbine usage. This work illustrates the consequences of assumptions in the areas of system operation constraints, onshore/offshore installed wind capacities and accuracy in wind forecasting to better inform the true costs associated with running Ireland's changing electricity system as it continues to decarbonise into the near future. This work also proposes to illustrate, through the use of Ireland as a case study, the effects that will become ever more prevalent in other synchronous systems as they pursue a path of increasing renewable energy generation.

International practices in investment decision making in road sector

This document provides the findings of an international review of investment decision-making practices in road asset management. Efforts were concentrated on identifying the strategic objectives of agencies in road asset management, establishing and understanding criteria different organisations adopted and ascertaining the exact methodologies used by different countries and international organisations. Road assets are powerful drivers of economic development and social equity. They also have significant impacts on the natural and man-made environment. The traditional definition of asset management is “A systematic process of maintaining, upgrading and operating physical assets cost effectively. It combines engineering principles with sound business practices and economic theory and it provides tools to facilitate a more organised, logical approach to decision-making” (US Dept. of Transportation, 1999). In recent years, the concept has been broadened to cover the complexity of decision making, based on a wider variety of policy considerations as well as social and environmental issues rather than is covered by Benefit-Cost analysis and pure technical considerations. Current international practices are summarised in table 2. It was evident that Engineering-economic analysis methods are well advanced to support decision-making. A range of tools available supports performance predicting of road assets and associated cost/benefit in technical context. The need for considering triple plus one bottom line of social, environmental and economic as well as political factors in decision-making is well understood by road agencies around the world. The techniques used to incorporate these however, are limited. Most countries adopt a scoring method, a goal achievement matrix or information collected from surveys. The greater uncertainty associated with these non-quantitative factors has generally not been taken into consideration. There is a gap between the capacities of the decision-making support systems and the requirements from decision-makers to make more rational and transparent decisions. The challenges faced in developing an integrated decision making framework are both procedural and conceptual. In operational terms, the framework should be easy to be understood and employed. In philosophical terms, the framework should be able to deal with challenging issues, such as uncertainty, time frame, network effects, model changes, while integrating cost and non-cost values into the evaluation. The choice of evaluation techniques depends on the feature of the problem at hand, on the aims of the analysis, and on the underlying information base At different management levels, the complexity in considering social, environmental, economic and political factor in decision-making is different. At higher the strategic planning level, more non-cost factors are involved. The complexity also varies based on the scope of the investment proposals. Road agencies traditionally place less emphasis on evaluation of maintenance works. In some cases, social equity, safety, environmental issues have been used in maintenance project selection. However, there is not a common base for the applications.

Innovative Practices in the Australian Built Environment Sector : An Information Resource for Industry

PROJECT BRIEF Information provided by the Built Environment Industry Innovation Council as background to this project includes the following information on construction and innovation within the industry. • The construction industry contributes around $67 billion to GDP and employs around 970,000 and generates exports of nearly $150 million. • The industry has one of the lowest innovation rates of any industry in Australia, ranking third last across all Australian industries in terms of its proportion of business expenditure on innovation, and second last in terms of the proportion of income generated from innovation (ABS, 2006). • Key innovation challenges include addressing energy and water use efficiency, and housing costs in preparing for the implementation of the Carbon Pollution Reduction Scheme. The sector will need to build its capability and capacity to deliver the technical and operational expertise required.The broader Built Environment Innovation Project aims to address the following two objectives: 1. Identify current innovative practice across the Built Environment industry. 2. Develop a knowledge exchange strategy for this information to be disseminated to all industry stakeholders. Industry practice issues are critical to the built environment industry’s ability to innovate, and the BRITE project from the CRC for Construction Innovation has previously undertaken work to identify the key factors that drive innovation. Part 1 of the current project aims to extend this work by conducting a stocktake of current and emerging innovative practices within the built environment industry. Part 2 of the project addresses the second of these objectives, that is, to recommend a knowledge exchange strategy for promoting the wider uptake of innovative practices that makes the information identified in Part 1 of the study (on emerging innovative practices) accessible to Australian built environment industry stakeholders. The project brief was for the strategy to include a mechanism to enable this information resource to be updated as new initiatives/practices are developed. A better understanding of the built environment industry’s own knowledge infrastructure also has the potential to enhance innovation outcomes for the industry. This project will develop a coordinated knowledge exchange strategy, informed by the best available information on current innovation practices within the industry and suggest directions for gaining a better understanding of: the industry contexts that lead to innovative practices; the industry (including enterprise and individual) drivers for innovation; and appropriate knowledge exchange pathways for delivering future industry innovation. A deliverable of Part 2 will be a recommendation for a knowledge exchange strategy to accelerate adoption of innovative practices in the built environment industry, including resource implications and how such a recommendation could be taken forward as an ongoing resource.

The strategic and operational dimensions of staff training and professional development for information professionals : what neXus2 has revealed

The paper seeks to continue the debate about the need for professionals in the library and information services (LIS) sector to continually engage in career-long learning to sustain and develop their knowledge and skills in a dynamic industry. Aims: The neXus2 workforce study has been funded by the ALIA and the consortium of National and State Libraries Australasia (NSLA). It builds on earlier research work (the neXus census) that looked at the demographic, educational and career perspectives of individual library and information professions, to critically examine institutional policies and practices associated with the LIS workforce. The research aims to develop a clearer understanding of the issues impacting on workforce sustainability, workforce capability and workforce optimisation. Methods: The research methodology involved an extensive online survey conducted in March 2008 which collected data on organisational and general staffing; recruitment and retention; staff development and continuing professional education; and succession planning. Encouragement to participate was provided by key industry groups, including academic, public, health, law and government library and information agencies, with the result that around 150 institutions completed the questionnaire. Results: The paper will specifically discuss the research findings relating to training and professional development, to measure the scope and distribution of training activities across the workforce, to consider the interrelationship between the strategic and operational dimensions of staff development in individual institutions and to analyse the common and distinctive factors evident in the different sectors of the profession. Conclusion: The neXus2 project has successfully engaged LIS institutions in the collection of complex industry data that is relevant to the future education and workforce strategies for all areas of the profession. Cross-sector forums such as Information Online 2009 offer the opportunity for stimulating professional dialogue on the key issues.

Condition monitoring and operational decision making in semiconductor manufacturing

Today, the majority of semiconductor fabrication plants (fabs) conduct equipment preventive maintenance based on statistically-derived time- or wafer-count-based intervals. While these practices have had relative success in managing equipment availability and product yield, the cost, both in time and materials, remains high. Condition-based maintenance has been successfully adopted in several industries, where costs associated with equipment downtime range from potential loss of life to unacceptable affects to companies’ bottom lines. In this paper, we present a method for the monitoring of complex systems in the presence of multiple operating regimes. In addition, the new representation of degradation processes will be used to define an optimization procedure that facilitates concurrent maintenance and operational decision-making in a manufacturing system. This decision-making procedure metaheuristically maximizes a customizable cost function that reflects the benefits of production uptime, and the losses incurred due to deficient quality and downtime. The new degradation monitoring method is illustrated through the monitoring of a deposition tool operating over a prolonged period of time in a major fab, while the operational decision-making is demonstrated using simulated operation of a generic cluster tool.

Enhancing people capabilities for the promotion of sustainability in facilities management practices

Sustainability has become an important principle to be pursued throughout the life-cycles of project development. Facility managers are in a commanding position to maximise the potential of sustainability. Sustainability endeavours in facility management (FM) practices will not only contribute to reducing energy consumption and waste, but will also help increase organisational productivity, financial returns and standing in the community. At the forefront of sustainable practices, FM professionals can exercise a great deal of influence through operational and strategic management and they should be empowered with the necessary knowledge and capabilities. However, literature studies suggest that there is a gap between the level of awareness and knowledge and the necessary skills required to promote sustainability endeavours in the FM profession. Therefore, it is worthwhile to reflect on people capability issues since it is considered as the key enabler in managing the sustainability agenda as well as being central to the improvement of competency and innovation in an organization. This paper aims to identify the critical factors for enhancing people capabilities in promoting the sustainability agenda in the FM sector. To achieve this objective, a total of 60 factors were identified through a comprehensive literature review and then a questionnaire survey with 52 respondents was conducted to collect the perceived importance of these factors. The survey analysis revealed 23 critical factors as significantly important. These critical factors will serve as the basis for the establishment of a mechanism to equip facility managers with the right knowledge, to continue education and training and to develop new mind-sets to enhance the implementation of sustainability measures in FM practices.