Abstract: The environmental impact caused by industries is an issue that, in the last 20 years, has become very important in terms of society, economics and politics in Colombia. Particularly, the tannery process is extremely polluting because of uneffective treatments and regulations given to the dumping process and atmospheric emissions. Considering that, this investigation is intended to propose a management model based on the integration of Lean Supply Chain, Green Supply Chain, Cleaner Production and ISO 14001-2004, that prioritizes the strategic components of the organizations. As a result, a management model will be obtained and it will provide a strategic perspective through a systemic approach to the tanning process. This will be achieved through the use of Multicriteria Decision tools, along with Quality Function Deployment and Fuzzy Logic. The strategic approach that embraces the management model using the alignment of Lean Supply Chain, Green Supply Chain, Cleaner Production and ISO 14001-2004, is an integrated perspective that allows a gradual frame of the tactical and operative elements through the correct setting of the information flow, improving the decision making process. In that way, Small Medium Enterprises (SMEs) could improve their productivity, competitiveness and as an added value, the minimization of the environmental impact. This improvement is expected to be controlled through a Dashboard that helps the Organization measure its performance along the implementation of the model in its productive process.
Abstract: This paper presents the adaptation of the knowledge management model and intellectual capital measurement NOVA to the needs of work or research project must be developed when conducting a program of graduate-level master. Brackets are added in each of the blocks which is represented in the original model NOVA and which allows to represent those involved in each of these.
Abstract: Many IT projects come to failure because of having
technical approach, focusing on the final product and lack of proper
attention to strategic alignment. Project management models quite
often have technical management view [4], [8], [13], [14]. These
models focus greatly on the finalization of the project product and the
delivery of the product to the customer. However, many project
problems are due to lack of attention to the needs and capabilities of
the organizations or disregarding how to deploy and use the product
in the organization. In this regard, in the current research we are
trying to present a solution with the purpose of raising the value of
the project in an organization. This way, the project outputs will be
properly deployed in the organization. Therefore, a comprehensive
model is presented which takes into account the whole processes
from initial step of project definition to the deployment of the final
outputs in the organization and then the definition of all roles and
responsibilities to put the model into practice. Taking into account
the opinions of experts and project managers, to prove the
performance of the model, the project problems were recognized and
based on the model, categorized and analyzed. And at the end it is
made clear that ignoring the proper definition of the project and not
having a proper understanding of the expected value on the one hand
and not supervising the emerged value in the process of production
and installment are among the most important factors that bring a
project to failure.
Abstract: MABENA model is a complementary model in
comparison with traditional models such as HCMS, CMS and etc.
New factors, which have effects on preparation of strategic plans and
their sequential order in MABENA model is the platform of
presented road map in this paper.Study review shows, factors such as
emerging new critical success factors for strategic planning,
improvement of international strategic models, increasing the
maturity of companies and emerging new needs leading to design a
new model which can be responsible for new critical factors and
solve the limitations of previous strategic management models.
Preparation of strategic planning need more factors than introduced
in traditional models. The needed factors includes determining future
Critical Success Factors and competencies, defining key processes,
determining the maturity of the processes, considering all aspects of
the external environment etc. Description of aforementioned
requirements, the outcomes and their order is developing and
presenting the MABENA model-s road map in this paper. This study
presents a road map for strategic planning of the Iranian
organizations.
Abstract: Transferring information developed by other peoples is an ordinary event that happens during daily conversations, for example when employees sea each other in the organization, or when they are having lunch together, or attending a meeting, they use to talk about their experience, and discuss about their current projects, and talk about their successes over some specific problems. Despite the potential value of leveraging organizational memory and expertise by using OMS and ER, still small organizations haven-t been able to capitalize on its promised value. Each organization has its internal knowledge management system, in some of organizations the system face the lack of expert people to save their experience in the repository and in another hand on some other organizations there are lots of expert people but the organization doesn-t have the maximum use of their knowledge.