Aplicação da metodologia SMED numa linha de envernizamento/pintura de revestimentos de cortiça

O presente trabalho visa a redução do tempo de mudança de produção e consequente aumento de produtividade de uma linha de envernizamento/pintura integrada na empresa Amorim Revestimentos SA, unidade S. Paio de Oleiros, que se dedica à produção de pisos flutuantes. Esta necessidade surgiu pelo facto desta linha de produção ser um ponto de estrangulamento do processo produtivo no departamento em que está inserida, devido principalmente à diminuição do tamanho de lotes e aumento da variedade de artigos a produzir. O trabalho envolveu as várias etapas da ferramenta SMED às quais está inerente a aplicação da técnica 5S às máquinas e ferramentas garantindo, assim, o posto de trabalho arrumado, limpo, seguro e com tudo pronto a ser utilizado. Aplicou-se a ferramenta SMED a dois tipos de mudança de acabamento e à mudança de rolo de pintura. Após a implementação desta ferramenta verificou-se uma redução de tempos de 37% (48 para 30 minutos) na mudança de pintura e acabamento de verniz, reduziu-se 25% (32 para 24 minutos) na mudança só de pintura e 13% (46 para 40 minutos) na mudança de rolo de pintura. Estes resultados foram alcançados através da redução do tempo das tarefas externas e internas e transformação das tarefas internas em externas consequentes da aplicação de um conjunto de ações de melhorias. Também foi fundamental a alteração do método de trabalho e a organização geral do posto de trabalho, no que diz respeito à repartição equilibrada das tarefas pelos dois operadores, alteração do sequenciamento das tarefas e aplicação da técnica 5S. As soluções encontradas estão sendo monitorizadas através do registo efectuado pelos operadores e realização de auditorias internas para garantir a perpetuação dos resultados.

Benefícios e Implicações Decorrentes da Implementação do SNCRF em Cabo Verde

Cabo Verde é um país que tem vindo a sofrer mudanças nas mais diversas áreas nomeadamente na intensificação das relações económicas e comerciais com o resto do mundo e do mercado de capitais. Tudo isto leva a que o país seja procurado por empresas estrangeiras com o intuito de investir no país devido a sua estabilidade política. Mas é preciso acompanhar essa evolução em todas as áreas e neste sentido sente-se a necessidade de ter um documento contabilístico moderno e credível visto que o nosso PNC não tinha sido objecto de mudança deste a sua implementação em 1984. É neste sentido que surge o SNCRF como intuito de servir como instrumento para que as empresas nacionais e as internacionais sedeados no país possam fazer a apresentação das suas contas com elevada qualidade e a um custo baixo. O trabalho visa demonstrar as implicações e os benefícios decorrentes dessa implementação. Cape Verde is a country that has undergone changes in several areas including the intensification of economic and trade relations with the rest of the world and the capital market. All this means that the country is looking for foreign companies in order to invest in the country due to its political stability. But this development is needed in all areas and in this sense he feels the need of having modern accounting documents and credible as our PNC had not been subject to such change its implementation in 1984. It is this sense that emerges as the SNCRF order to serve as an instrument for the national and international companies based in the country to make the presentation of their accounts with a high quality and low cost. The paper demonstrates the implications and benefits arising from the implementation constraints.

Residual antimalarial concentrations before treatment in patients with malaria from Cambodia: indication of drug pressure.

BACKGROUND: The Thai-Cambodian border has been known as the origin of antimalarial drug resistance for the past 30 years. There is a highly diverse market for antimalarials in this area, and improved knowledge of drug pressure would be useful to target interventions aimed at reducing inappropriate drug use. METHODS: Baseline samples from 125 patients with falciparum malaria recruited for 2 in vivo studies (in Preah Vihear and Pursat provinces) were analyzed for the presence of 14 antimalarials in a single run, by means of a liquid chromatography-tandem mass spectrometry assay. RESULTS: Half of the patients had residual drug concentrations above the lower limit of calibration for at least 1 antimalarial at admission. Among the drugs detected were the currently used first-line drugs mefloquine (25% and 35% of patients) and piperaquine (15% of patients); the first-line drug against vivax malaria, chloroquine (25% and 41% of patients); and the former first-line drug, quinine (5% and 34% patients). CONCLUSIONS: The findings demonstrate that there is high drug pressure and that many people still seek treatment in the private and informal sector, where appropriate treatment is not guaranteed. Promotion of comprehensive behavioral change, communication, community-based mobilization, and advocacy are vital to contain the emergence and spread of parasite resistance against new antimalarials.

Henkilöstön sitouttaminen strategiaprosessiin

Tutkimuksen tavoitteena oli selvittää, miten henkilöstö sitoutetaan strategiaprosessiin sekä laatia henkilöstön sitouttamissuunnitelma johdon ja esimiesten työvälineeksi. Tutkimuksessa henkilöstön sitouttamista tarkastellaan kahdesta näkökulmasta. Ensimmäinen näkökulma tarkastelee henkilöstön sitouttamista riippumatta siitä, mikä heidän asemansa organisaatiossa on. Toinen näkökulma tarkastelee esimiehen sitouttamista ja sitä kuinka esimies voi sitouttaa johdettavansa. Tutkimus toteutettiin kolmessa vaiheessa, jossa ensimmäisessä vaiheessa luotiin viitekehys strategiaprosessista ja henkilöstön sitouttamisesta. Toisessa vaiheessa suoritettiin kysely tutkimuksen kohdeorganisaatiolle sekä tuloksia analysoitiin ristiintaulukoimalla henkilöstöryhmien kesken. Kolmannessa vaiheessa suoritettiin haastatteluja kohdeorganisaation esimiehille. Tutkimuksen tulokset olivat yhdenmukaisia viitekehyksen mukaan, sillä kohde-ryhmän mukaan henkilöstön sitouttaminen tapahtuu parhaiten osallistamisella. Osallistuminen strategiaprosessiin ja sen eri vaiheisiin, vaikuttaa positiivisesti siihen, kuinka henkilöstö sitoutuu strategiaan. Tutkimustulosten ja viitekehyksen perusteella laadittu sitouttamissuunnitelma on hyödynnettävissä organisaatioiden strategiatyötä ja -prosessia suunniteltaessa ja toteutettaessa.

A game theory based strategy for reducing energy consumption in cognitive WSN

Wireless sensor networks (WSNs) are one of the most important users of wireless communication technologies in the coming years and some challenges in this area must be addressed for their complete development. Energy consumption and spectrum availability are two of the most severe constraints of WSNs due to their intrinsic nature. The introduction of cognitive capabilities into these networks has arisen to face the issue of spectrum scarcity but could be used to face energy challenges too due to their new range of communication possibilities. In this paper a new strategy based on game theory for cognitive WSNs is discussed. The presented strategy improves energy consumption by taking advantage of the new change-communication-channel capability. Based on game theory, the strategy decides when to change the transmission channel depending on the behavior of the rest of the network nodes. The strategy presented is lightweight but still has higher energy saving rates as compared to noncognitive networks and even to other strategies based on scheduled spectrum sensing. Simulations are presented for several scenarios that demonstrate energy saving rates of around 65% as compared to WSNs without cognitive techniques.

The co-evolutionary dynamics of IS engagement

In this paper we consider the co-evolutionary dynamics of IS engagement where episodic change of implementation increasingly occurs within the context of linkages and interdependencies between systems and processes within and across organisations. Although there are many theories that interpret the various motors of change be it lifecycle, teleological, dialectic or evolutionary, our paper attempts to move towards a unifying view of change by studying co-evolutionary dynamics from a complex systems perspective. To understand how systems and organisations co-evolve in practice and how order emerges, or fails to emerge, we adopt complex adaptive systems theory to incorporate evolutionary and teleological motors, and actor-network theory to incorporate dialectic motors. We illustrate this through the analysis of the implementation of a novel academic scheduling system at a large research-intensive Australian university.

Measuring employee innovation:a review of existing scales and the development of the innovative behavior and innovation support inventories across cultures

Purpose - The paper develops a model of employee innovative behavior conceptualizing it as distinct from innovation outputs and as a multi-faceted behavior rather than a simple count of ‘innovative acts’ by employees. It understands individual employee innovative behaviors as a micro-foundation of firm intrapreneurship that is embedded in and influenced by contextual factors such as managerial, organizational and cultural support for innovation. Building from a review of existing employee innovative behavior scales and theoretical considerations we develop and validate the Innovative Behavior Inventory (IBI) and the Innovation Support Inventory (ISI). Design/methodology/approach – Two pilot studies, a third validation study in the Czech Republic and a fourth cross-cultural validation study using population representative samples from Switzerland, Germany, Italy and the Czech Republic (N=2812 employees and 450 entrepreneurs) were conducted. Findings - Both inventories were reliable and showed factorial, criterion, convergent and discriminant validity as well as cross-cultural equivalence. Employee innovative behavior was supported as comprising of idea generation, idea search, idea communication, implementation starting activities, involving others and overcoming obstacles. Managerial support was the most proximal contextual influence on innovative behavior and mediated the effect of organizational support and national culture. Originality/value - The paper advances our understanding of employee innovative behavior as a multi-faceted phenomenon and the contextual factors influencing it. Where past research typically focuses on convenience samples within a particular country, we offer first robust evidence that our model of employee innovative behavior generalizes across cultures and types of samples. Our model and the IBI and ISI inventories enable researchers to build a deeper understanding of the important micro-foundation underpinning intrapreneurial behavior in organizations and allow practitioners to identify their organizations’ strengths and weaknesses related to intrapreneurship.

Building support for carbon emissions mitigation: can we use an ocean acidification frame to promote support?

Thesis (Master's)--University of Washington, 2016-06

Employee group memberships and organisational communication during organisational change

The preset study adopted an intergroup approach to information sharing and communication in three organisational samples during change. In Study 1, employees from a public hospital (N = 142) completed a survey measuring perceptions of organisational communication and strength of identification with the work unit and the organisation as a whole. Consistent with predictions, team members rated communication from double ingroup members (same work unit/same occupational group) more favourably than communication from partial group members (same work unit/different occupational group). Also as predicted, work unit identification was related to favourable ratings of work unit communication across occupational groups, whereas occupational identification was related to favourable ratings of work unit communication within occupational groups. In Study 2, strength of identification with three organisational groups was associated with positive ratings of communication among employees from the same public hospital (N = 189) and a military organisation (N = 2119). Based on these results, intergroup strategies for the management of information sharing and organisational communication during change are discussed.

Product communication strategies: Emotional versus rational communication strategies and attitude change on children consumers

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics