Issues concerning the management structures of manufacturing innovation.

Dumitrescu, Constantin Dan ; Lazarescu, Cezara ; Zamfirescu, Nicolae 等

1. INTRODUCTION

The management innovation consists in the implementation and economic exploitation of new ideas and discoveries. Like any other activity of management, the innovation process must be planned, organized, directed and controlled (Sabau, 2008).

This is a word increasingly used in many of the companies so they can exist in national and international markets. In the enterprise, knowing how to use special equipment, the SDV design and assembly technology in the context application of innovation management are possible occurrence distinguishable difference between an organization with management and with a bad management.

2. SUMMARY

To determine the current state of the company we did a SWOT analysis and we inferred from the graphic where it lays-fig. 1 (Mann, 2002).

Located in the dial I, the strategy is as clear as possible, that is, increasing the possibility for the improvement of certain indicators, such as indicators of quality sub-assemblies of product components.

A first measurement of the innovation process is the production level to improve quality of subassemblies, components, products purchased, for the management agreed to a series of measurements to be made to the manufacturer, to meet the standards in force, and the documentation. Measurements are supplemented by specific procedures for measuring when the components are mounted on the final structure, thereby improves indicate.

[FIGURE 1 OMITTED]

In order to avoid assembly errors due to dimensional deviations, or the emergence of differences in rates we noticed during the manufacture of product components, these components before shipment by executants is necessary to further control the size of the interface / assembly, with confirmation by the coordinator of the product. Each component will necessarily be accompanied by a document certifying the quality of basic material, and the specific conditions of function.

We cannot conclude this bracket without the need to remember the shape of the assembly through the main contractor, taking into account the components loaded in the trailer that will bring to the assembly; because the omission of one or more components result in additional time consuming , the overall additional costs due to increased waiting times at assembly.

Summary of suggestions for future actions based on their knowledge of experience gained during the performance of manufacturing processes is useful, although no reliable recipe for each machine are specific elements that provide differentiation (Mutiu, 2008).

Management of short-term applied in the firm is visible due to the increase of production capacity, thanks to investments made under good work and while passing it from one production to the production of small series. Once this innovation is changing the strategy of market penetration, with a larger number of machines and the company will enter other markets.

To face new challenges in the short term decisions are very important, but also a medium and long term strategy. In both types of strategies, the planning process is important. Nobody challenged the importance of good planning in any company and every department of it.

Without planning it is not possible for the economic organization to know where to head for the simple reason that nobody knows where it is intended to go. But, despite the obvious importance of planning, the risk of managerial failure exists.

That planning requires that employment be done today for an uncertain future event and that it often does not happen as we expected is t not he main cause for failure. There are many other reasons why people fail in planning.

Innovation management not only train the top management, but also people from lower levels and operational responsible for implementing strategies.

The decision-making process is relatively decentralized and different from the action plan required by the planners into a rigid schedule of top down hierarchical way. Of course, decisions of which majority are taken by the general management of the company, and on the other hand in each department there are people so specialized that they can make decisions less important.

For products with high complexity (such as manufacturing of ships, aircraft or unique in the automotive industry), the planning problem will be addressed starting from elementary components, which constitute the structures of the product, following with the manufacturing of sub-assemblies of level 1, then the level 2 sub-assemblies. it ends the more advanced structures called assemblies, along with mounting the assemblies of the product structure. Inconsistencies may arise in final assemblies because of manufacturing errors in operations in earlier installed substructures. These errors may have various causes: the welding deformations due to lack of relief during the unfolding operation, structural changes because of energy transfers during mechanical processing. It is recommended in these moments to approach feasible solutions, which enable the elimination of the causes of defects, which are primer for consumption and cause failure of program planning.

Innovation management begins with the development of an operational data base using a budget.

Qualitative leap made from planning to management innovation is a result and at the same time, a response to increasing uncertainty and complexity of operation currently organizations.

It is still an error if one considers that the management of innovation and planning can solve any problem and in any conditions.

The more approaches with unwanted bad results may exist, the more the category is affected by the concepts of situation. All conditions for use of a specific management tool require additional precautions and the acceptance aprioristic of the existence of a number of uncontrollable variables to influence the action in progress.

An example is the problems of foreign logistics activity, which in the expansion area of implementation of the components is influenced by specific aspects different from the laws of the branch to which the producing enterprises belong.

The planning process, in this case will take into account the additional time required for preparing the documentation specific passage through customs of several states.

The amount of such additional time determines the manufacturing cycle, control and global transport; it is a variable parameter for each product separately.

International companies have occupied an important place in the last two decades in Europe; For these, this analysis for a manufacturing structure that is selected, is considering the effects arising from the fact that it is part of a complex manufacturing system; Analysis emphasis is on using design methodologies and informal analysis--decision constructive or improvement methods, they aim to generally resolve informational problems--complex decision-specific systems poorly structured or unstructured.

In the field of system analysis, centralized organizational models were replaced with decentralized organizational structures, decisions are based on written information/ data extracted from databases of networks designed and structured for this purpose, They only can provide data to consistent predictions, stable and real. In this way complex systems analysis and design methodologies is completed by including phases, stages and even under stages defined by the product life cycle, complex full extent of development. One may find a similar evolutionary process "quality spiral" developed by J.M. Juran, in the sense that system analysis is treated as a continuous process of a cycle that repeats on a higher level of existence of the company (Negrila, 2003).

A frequently encountered case is that of achieving manufacturing processes of components of a complex product in several states; the final product assembly, calibration of components and final tests before delivery will be made by the final manufacturer. In this case, the project of achieving the product takes into consideration to correlate the technical parameters of components manufactured with cost items, the cost structure of manufacturing includes as reference elements made with labor wage levels, any costs of materials, though they may be purchased locally, all these issues do not eliminate the need to ensure a quality level consistent with the basic requirements for documentation, so the quality- cost analysis are the most frequently performed to determine at any time the facts of the manufacturing subsystem analysis and the relationship between this system and subsystem overall.

3. CONCLUSIONS

One highlighted thing after a detailed analysis of the system is the lack of a program to cover all necessary operations and the entire production flow. After this analysis it was decided to purchase software provided by SIVECO an ERP solution which includes modules that address key challenges of any organization (Pirvu, 2008).

Applicability of this software consists in managing training activities, programming, launch, tracking, execution and control of production processes. The production management provides decision-makers all the information and tools necessary for the substantiation of a production rigorously organized and efficient.

By purchasing this solution a manufacturer can move gradually to supply Just In Time so as to minimize storage costs, this means reducing the amount of work embedded in the stocks of raw materials, materials, components and finished products, while minimizing inventories are increasing with quality products.

In this case the supply is relatively uniform and not jumping, then a graph with high accuracy set by the supply section. For the Just in Time method, contracts stipulate that products having a price higher than 5% at market closure due to terms of delivery and the in order to move to this system of production, the logistics system must be resized and totally redesigned.

After a reorganization of the production line store and resizing, increasing the manufacturing capacity and shift production to the small number of medium or high number, is a matter of time (Sabau, 2008).

For a company that has been and is functioning in a strategically environment on a long term, it should be outlined that there is a growing quality product and in terms of the mechanics of the superstructure it is still in need of a management innovation well structured and involving a large part of employees.

It is time to remember that it is advisable to modify the design work, for the purposes of developing a basic structure for the product and then, through the use of new altered / unaltered components to define the final product structure.

This would allow for some manufacturing processes to move the production group, of course that these changes in terms of the designer, (specifically in terms of the resistance imposed by the operation of the product) to ensure over size of the active components, within reasonable limits.

4. REFERENCES

Mann, N. R. (2002). Methods Statistical Analysis of Reliability and Life Data, John Wiley and Sons Edition, New York

Mutiu, T. (2008), Proiectarea si Managementul Sistemelor de Productie. EUROBIT Publishing, Timisoara

Negrila, A. (2003). Restructurarea intreprinderilor; MIRTON Publishing, Timisoara

Pirvu, M. (2008). Contributii privind managementul imbunatatirii continue in sistemele ingineresti Politehnica Publishing, Timisoara

Sabau, G. (2008). Using SOA For Improving Company Management, Proceedings the 32nd Annual Congress of ARA of ARTS and Science WIT, Boston, USA