MARIUSZ ĩÓŁTOWSKI
University of Technology and Life Sciences
Summary
In this article presentation main problems of management on exploitation of machines. The selection of a particular method for the specificity of a company de-pends on a number of internal or external conditions. It is not possible, however, to survive for an organization without the adoption of any of the methods of reducing to the minimum the chaos and randomness of decision rules. Methods prior to imple-mentation should be well researched, and the decision to implement them should be fully sensible.
Keywords: exploitation of machine, diagnostic, management, methods, quality 1. Introduction
Monitoring means detection, measurement, recording and evaluation of selected information and data on the status of a particular system (organization, management, product quality, safety, environment, operating machinery). Information extracted in this way is used to evaluate the functioning the system of an organization, management and quality (of a product, safety, environ-ment, engineering) in terms of two-state classification – fit, unfit, and sometimes multi-state – task fit.
Details of such decisions (task effectiveness) are methods, procedures and means of technical diagnostics, allowing elaborated (structural) assessment of the system, generating a basis for further diagnostic and operational decisions. Thus, monitoring and technical diagnosing are complementary, and their degree of overlap is not the most important feature [9,10,11,12,13,14,15].
Accomplishments of diagnostics of recent years, using achievements of many fields of sci-ence, allow to treat it as tool of formation and assessment of system quality, at all the stages of their existence [1,2,4,6,8,9].
Recent years are in our the country a period of turbulent changes in economy, including indus-try as well. Practice shows that engineering knowledge is necessary in market economy alongside economic and organizational knowledge. A basic function of an economic organization is produc-tion basing on the delivery of products (goods, services) required by a user.
The productive system constitutes a material arrangement designed on purpose and organized, energetic and informative, exploited by the man and serving the production of certain products in order to satisfy the consumers' varied needs. Its correct functioning is a result of certain principles and management rules in the form of partly distracted structures, or entirely decentralized, which in light of computerization of production and the application of elastic systems of production means almost a revolution in the methods of management of the productive system and institution.
Basic strategies of institution management more and more frequently refer to modern studies in this area, including: quality management system; safety management system; environment management system and others. Information available by correctly organized and functioning monitoring and technical diagnostics systems is a basis for each of these strategies.
2. Elements of surroundings of machinery exploitation systems
Each production company exists and operates in a specific environment, with which it inter-acts in various ways. An unbalanced nature of the interaction obliges a company to apply the principle of adaptation. This principle implies that only a strategy of company’s optimal adaptation to the changing circumstances in the environment and of active influence on the environment within the limits of objective capabilities, ensures company existence and development.
Surroundings of a company consist of all those external factors (such as actors, objects, proc-esses, phenomena) that affect a company. A general attempt to organize a production enterprise surroundings is based on the prominence of basic types of external factors in a qualitative and subject structure, as shown in Figure 1.
The complexity of the structure of the environment mentioned above determines the extreme complexity of interactions between businesses and the environment. These interactions, because of the extent of the territory, may be, for example, of local, regional, national or international nature, and because of the nature – direct or indirect. United relations of companies and individual entities from the environment, due to the goal relations, can be defined as:
– interaction (there are common goals) – neutral (no common and conflicting goals) – competition (anatomy of purposes occurs)
– submission (there is a hierarchical correlation of purposes). QUALITATIVE SYSTEM FACTORS
Technical Economical Socio-
cultural
Legal Political Market Environmenta
l
Clients PRODUCTION ENTERPRISE
Research-didactic organizations
Suppliers Co-operator Competitors State authorities Judicial authorities Socio-political organizations
Economic organizations
SUBJECT SYSTEM FACTORS
Fig. 1. Production enterprise surroundings
A picture of the firm's relationships with the environment is constantly changing in time and represents a net sum of replenishment and distortions. A business strategy should include efforts to
achieve an optimal state of dynamic equilibrium in its relations with the environment, as a condition for the existence of the company. This balance provides, inter alia, the maximization of replenishment and minimization of interference. The existence and development of a company in accordance with the objectives of the social subsystem require adequate and continuous supply of input (the environment). The only way to acquire such power is shaping the output stream replen-ishment (the environment). The need to obtain supplies from the environment is a direct cause of active and conflict-free business relationship with the environment, and, in particular, with the market environment. It becomes an organization which is “servile” to the surroundings according to the principle of feedback loop. In feedback, mutual interaction occurs, in which, in an appropri-ate scale, both a company and businesses around it at the same time play a limited role in a manag-ing and managed system. The reaction of the businesses around to the supply and disruption WY are WE supply and disruption, and the reaction of an enterprise to the supply and disruption WE are WY supply and disruption.
The surroundings of the organization can be described according to [1]:
– the degree of variability, namely the extent to which the environment is relatively stable or relatively dynamic
– the degree of homogeneity, i.e. the extent to which the environment is relatively simple (few components, little fragmentation) or relatively complex (multiple items, widespread
fragmentation).
Both of these dimensions overlap, identifying a total uncertainty that an organization comes across (see Figure 2). Proste Sto- pieĔ jedno rod- noĞci ZłoĪone StopieĔ zmiennoĞci Stabilne Dynamiczne MAŁA NIEPEWNOĝû UMIARKOWANA NIEPEWNOĝû I RODZAJU UMIARKOWANA NIEPEWNOĝû II RODZAJU DUĩA NIEPEWNOĝû
Fig. 2. Uncertainty degree model for company surroundings
Organizations with stable and simple environment are faced with the least uncertain surround-ings. They focus on a certain segment of the market of consumer goods, produce a limited range of products, have a permanent circle of suppliers and a relatively constant competition. Organizations with dynamic, but simple environment in general have to deal with a moderate degree of uncer-tainty. This relatively simple environment, however, is subject to quite rapid change when com-petitors change prices and designs, when consumer tastes change or new materials appear.
Another combination of factors includes stability and complexity, which have a moderate range of uncertainty. An organization must cooperate with the huge number of suppliers,
regula-tors, consumer groups and competitors such as General Moregula-tors, but any changes occur relatively slowly.
Finally, a combination of dynamic and complex environment conditions gives a high degree of uncertainty. Surroundings consist of a great number of elements whose nature is continuously changing. In electronics industry action condition are cheap due to the fast pace of technological innovation, consumer market, suppliers and competitors [1,2,3,4].
3. Exploitation system monitoring and management
Basically, the purpose of the economic development of society is to create conditions for achieving greater social productivity of labour. Few, however, can already be achieved by increas-ing the worker's individual effort or direct investment in jobs.
One needs to take advantage of effective methods of management and organization, and it is now almost impossible without the help of new environmental strategies and criteria, quality systems, safety and modern information technologies.
An increasing amount of information generated in an enterprise in the fields of management, production processes and auxiliary processes requires their proper arrangement, processing and reduction to the extent necessary to make rational decisions. Computer technology became omni-present in all areas of business, and also broke the existing divisions and shook the existing struc-ture and not yet changed its surroundings. If today companies do not reasonably adapt to the changes, tomorrow they will not participate in the global division of labour.
Fig. 3 shows IT system of a company, highlighting the problems of maintaining the machinery in motion, where the problems of technical diagnostics have their distinguished place. In such a system the issue of machine condition monitoring and all the related sub-issues is incorporated into the IT structure of companies.
N OWOCZESNE
TECHNOLOGIE TRANSPORT z elem. szt. intelig. (ROBOTY,MANIP)
SYSTEMY INF. SYSTEM WYTWARZANIA MATYCZNY
ZARZĄDZANIE OPIS PROCESÓW
NARZĉDZIA przez: JAKOĝû PRACE BIUROWE RACJONALNEJ BEZPIECZEēSTWO KALKULACJE EKSPLOATACJI ĝRODOWISKO
OPTYMALIZACJA SYSTEM INFORMATYCZNY INF. STRATEGII
MASZYNY FINANSE - KSIĉGOWOSû
METODY DIAGNOSTYKA MASZYN DANE PERSONALNE ĝRODKI SYSTEM UTRZYMANIA MASZYN SPRZEDA ĩ TRANSMISJA STRATEGIE EKSPLOATACJI UBEZPIECZENIA
ZASILANIE - LOGISTYKA PLAN KONTROLI
AUTOMATYZACJA INFORMATYZACJA INFORMATYZACJA
EKSPLOATACJI MASZYN ZAKŁADU INDYWIDUALNY PROGRAM PRZEDSIĉBIORSTWA
SYSTEM INFORMATYCZNY
PRZEDSIĉBIORSTWA
( S I P )
Fig. 3. IT system of an enterprise with a defined task of keeping machinery in motion Monitoring devices and monitoring techniques can be divided into:
1. Monitoring of dynamic events: a broadband vibration analysis, narrowband vibration analysis, real-time analysis, acoustic emission, ultrasonic leak detection;
2. Monitoring of solid contamination: ferrography, magnetic chip detection, X-ray fluorescence; 3. Monitoring of chemical processes: spectrometric analysis, gas chromatography, liquid chromatography, infrared spectroscopy, thin radioactive layers
4. Monitoring of physical processes: liquid dye penetrators, magnetic powder inspection, ultrasonic flaw detection, radiography, thermography;
3. Others: drip-paper oil examination, electrochemical corrosion monitoring, eddy current testing, endoscopy, tensometrics, thermometric lacquers, mergers-insulation resistance indicators, exo-electron emission, quantimetrics – counting particles in liquid or gaseous environment.
s t a t u s o s z c z Ċ d n o Ğ c io w y U T R Z Y M A N I E K O R E K C Y J N E z a p a s y m a t e r ia ło w e W A W lo s o w e z a r z ą d z a n ie p la n u t r z y m a n ia U T R Z Y M A N I E P R E W E N C Y J N E m o n it o r o w a n ie d z ia ła Ĕ W tp t e c h n o lo g ia d z ia ła Ĕ p la n o w a n ie i m o n it o r o w a n ie U T R Z Y M A N I E P R O G N O S T Y C Z N E k o s z t y k o n t r o li s t a n u W D T t e c h n o lo g ia u t r z y m a n ia k o n t r o la s y s t e m u u t r z y m a n ia R O Z W Ó J S T R A T E G I I ? ? ? U T R Z Y M A N I A d ia g n o s t y c z n y m o d e l p r o d u k c ji i k o n t r o li L O G I S T Y K A ( * * * U T R Z Y M A N I E M A S Z Y N W R U C H U * * * ) S Y S T E M I N F O R M A T Y C Z N Y S Y S T E M I N F O R M A T Y C Z N Y E K S P L O A T A C J I P R Z E D S I ĉ B I O R S T W A M O N I T O R O W A N I E I Z A R Z Ą D Z A N I E P R Z E D S I ĉ B I O R S T W E M
Fig. 4. Basic forms of keeping machinery in motion
Taking into account available options of possible machinery exploitation strategies, machine practical usefulness for a selected enterprise can be evaluated with the help of practical efficiency indicators. They enable:
* monitoring the effectiveness of strategies to maintain machinery in motion in terms of damage development;
* management through functional reliability.
The functions of management are: planning, organizing, controlling and motivating and in-spection.
Planning consists mainly of:
1. the development of management strategies for production system,
2. forecasting customer needs, prices, environmental conditions and operating conditions, 3. product design and manufacturing process,
5. planning the location of production,
6. designing production structures and layout of machines. Organizing the process of technology processing concerns: 1. operation design and work design,
2. measurement and standardization of work,
3. project management of product development, process and manufacturing capabilities, and system restructuring.
Control and motivation are mainly: job scheduling of the production system,
synchronization of supply and processing operations, scheduling the work of individual operations.
Inspection includes checking the entire processing system:
1. control of the supply of materials, semi-finished products and finished products, 2. quality control of products,
3. control of company finances.
Monitoring the status of machines depending on the scope of the diagnosis in a company may take the form of the following activities: corrective, preventive or predictive, which was character-ized in fig. 4.
Monitoring therefore uses the achievements of all areas of operation and management theory, with the support of informatics technology in acquiring, processing and transmitting information. In monitoring one of the main areas of expertise is technical diagnostics and nondestructive testing, whose ways and means give an assessment of the state and the basis for further diagnostic and operational decisions.
Generalizing these observations, monitoring and managing technical systems in an enterprise come down to:
* fixed:
– enterprise management system; – IT system of a company;
* exploitation organization system in a logistics system; ** implemented:
– monitoring enterprise functioning;
* machine condition monitoring with methods of technical diagnostics and nondestructive testing. In any enterprise two main groups of problems can be distinguished:
1) securing proper functioning of a company
2) the maintenance of fixed assets (i.e. buildings, machinery and equipment, means of transport), in a state of functional and task fitness. Therefore, the logistical system includes:
SL = < SLF, S LT, R ZF > (1)
where: SLF – logistic subsystem of enterprise functioning protection; SLT – logistic subsystem of fixed assets; RZF ⊂ SLT x SZT – relations.
The purpose of the logistics SLF subsystem of functioning protection is supplying enterprises in the means of production and all kinds of services. However, the main objective of the logistics SLT subsystem is to maintain operational and functional task force of fixed assets.
Among modern solutions of professional monitoring systems one can distinguish leading en-gineering companies: Bently Nevada (USA), Carl Schenck AG, Bruel & Kjaer, Technicad – Gliwice, as well as many other subsystems to support diagnosing. Past experience indicates that
the overall development of machine condition monitoring system using artificial intelligence algorithms requires huge funds and a large amount of time from committed and ambitious research teams.
The development of enterprises in the future means complex IT strategies in monitoring and management, serviced by prepared staff in managerial and organizational range. At this point it is worth quoting a famous warning which compares the implementation of an IT system in a company burdened with outdated management techniques and mess – to the installation of a rocket engine in a wooden carriage. Both can lead to a disaster.
4. System management methods vs. environmental uncertainty
The methods of enterprise management with logical sets of rules and stages in the human re-sources management processes effectively enable to avoid chaotic management, through trial and error. The adoption of specific management methods must be preceded by carrying out work related to: the analysis of a firm in terms of cause – effect, analysis of company executives, defin-ing strategic management recovery program, the main method of choice and complementary methods.
A company should have one primary method of management. Planes of primary and comple-mentary methods can cross in all the enterprise systems (holistic methods) or its relevant parts, i.e. manufacturing, regulatory and innovative (specific methods).
A management method could be defined as management actions aimed at achieving govern-ance in management, taking into account the purposes of business, and improving the manage-ment methods of operation.
The creation of a method of management is done by:
– appropriate forms of planning, organization, motivation and control in mutual interdependence – the choice of an appropriate IT system in an enterprise based on mutual feedbacks.
Any company operating in a competitive free market economy should choose appropriate method that guarantees strategic advantage.
In a nearly century-long period of management, the methods of effective company manage-ment process evolved. Currently, depending on the criteria of classification, these methods can be divided into: the main, the ones with a large number of practical implementations, and others that exist in the form of theory, with a small number, often a single implementation, or waiting for their time.
The methods outlined below were included in a simplified manner. Each method is described briefly, with principles of operation and benefits it can bring to an enterprise.
In view of a large number of developed methods of management, it exceeds the number 130 according to different sources, and the survey selected a dozen of them. As the criterion for their selection, the frequency of their presentation was used in literature in question. Specific effects of this choice are shown in [6]. For the purposes of this paper a set of methods is mentioned, which in this kind of ranking took the first place. These methods should include the following: management by objectives (ZPC), management by communication (ZPK) management by innovation (ZPI), management by power delegation (ZPDU) management by results (IG), management by quality (ZPJ), strategic management ( ZS), management by motivation (ZPM), management by participa-tion (IPP).
This research was a survey research, conducted on a sample of 285 enterprises of various: forms of ownership, locations, sectors, sizes of employment and appointed for life before and after 1989. Details of the survey were presented in [6], as well as the results of studies concerning the characteristics of firms.
The effect of organization surroundings on the applied methods of management is under no discussion, and management methods used by organizations with varying degrees of uncertainty in that environment, as the authors believe, is a little known fact.
Figure 5 to 8 shows, for selected degrees of uncertainty of the surrounding, the frequency of use of the above-methods in the management of these organizations [6].
11 1 74 1 3 30 2 4 19 51 15 19 1 3 12 13 1 3 1 3 0 20 40 60 80 100 120
ZPC ZPK ZPI ZPDU ZPW ZPJ ZS ZPM ZPINS ZPP ZPKR ZPKO ZPWY
Fig. 5. Frequency of applied management methods in an organization with surroundings of little uncertainty 52 36 4 19 7 6 28 4 8 4 4 4 5 4 0 10 20 30 40 50 60 ZPC Z PI Z PW ZS ZPINS ZPKR ZPWY
Fig. 6. Frequency of applied management methods In an organization with surroundings of moderate uncertainty type I
53 42 4 14 6 9 24 2 7 1 1 2 5 3 0 10 20 30 40 50 60 Z PC Z PI ZPW ZS ZPINS ZPKR Z PWY
Fig. 7. Frequency of applied management methods In an organization with surroundings of moderate uncertainty type II
53 57 6 20 13 11 40 2 14 3 2 2 5 2 0 10 20 30 40 50 60
ZPC ZPI ZPW ZS ZPINS ZPKR ZPWY
Fig. 8. Frequency of applied management methods In an organization with surroundings of high uncertainty
The analysis of frequency distributions of applied methods of management in organizations with different degrees of uncertainty in their surroundings proves the following regularities:
1. in organizations of low and moderate uncertainty of type I, management boards utilize almost the entire sets of management methods (taken into account in the study),
2. however, the most frequently used method is management by objectives (ZPC) and management by quality (ZPJ),
3. you can also see a greater boldness in the use of available management methods (this can also be regarded as a tendency to experiment and take risks) in organizations with low uncertainty environments as compared to organizations with a moderate uncertainty surrounding type I, 4. in organizations with surroundings of moderate uncertainty type II and high uncertainty,
boldness, willingness to experiment and risk mentioned above are seriously inhibited.
Further to the use of multiple and diverse methods of management, depending on the degree of uncertainty of the surroundings of an organization, their management boards must use diverse and different methods of monitoring changes in the organization environment.
The most commonly used methods of management are characterized below. Management by objectives
This method is based on clear objectives and clarifying ways to control effects. Interference with the implementation of objectives and controls of the details of the tasks performed by lower-level managers must be limited to a minimum. Superior objectives of an organization should be achieved through specific objectives. Flexible setting goals and tasks can adapt to changing envi-ronmental conditions. Managers should participate in setting goals. The method of management by objectives is divided into two stages: the preparatory work and the life-cycle of the method. Method cycles overlap, that is, the next cycle of preparatory work takes place during the imple-mentation of the previous one. The end of each cycle is ongoing evaluation of the management in terms of goals (promotions, demotions, and others).
The method of management by objectives is implemented according to the following plan: – familiarization of managers and directors with principles of the system and implementation
program
– assessment of the needs of an enterprise and the environment
– training of staff (plan, resources) – to establish a hierarchy with the main objectives to achieve results
– preparation of self-assessment form by managers – selection of the most important tasks for managers – identification of innovation possible to implement.
Management by quality
At the present stage of economic development the issues of management quality, exploitation quality, product quality are very important. On one hand, thanks to the good quality production costs are reduced; on the other hand, thanks to an increasing in the quality of products new mar-kets are conquered, improving the economic condition of a company.
The assurance of proper quality of goods takes place by shaping the quality of the machinery, training and production habits of the crew, the quality of raw materials and prefabricated goods, quality control of production, linking salaries with manufacturing quality. The quality of goods is affected by many interrelated activities, such as design, manufacture, service and maintenance. The achievement of required quality in an economic way requires a strategy for total quality at all stages of company activity.
Detailed provisions as for the quality system in a company are presented in norms ISO 9000 series. According to them, the quality system is an organizational structure, division of responsi-bilities, procedures and resources to implement quality management. It is therefore a collaborative action to ensure the best level of product quality satisfying the requirements of all customers, formed in the entire life cycle of a product (CKWE [1]).
The system of quality assurance embraces all planned and systematic actions that are neces-sary to obtain and maintain an adequate degree of reliability so that a product meets the agreed quality requirements, implemented by the existence of:
– appropriate organizational structure, along with appropriately distributed responsibility, – procedures, processes and resources for quality management.
The quality assurance system should therefore include:
– technical, organizational, economic and psychological aspects of the quality problem, – all the phases of the existence of a product,
– all final production and cooperating companies.
An effective quality system should be developed to meet the needs and expectations of cus-tomers, while also protecting the interests of a company. A well-developed quality system is an effective management tool for optimizing and controlling quality, taking into account benefits, costs and risks. The implementation of this system include:
– human resources and specialized skills, – equipment design and construction, – production equipment,
– equipment inspection, testing and verification, – computer software and hardware.
Among these issues, the problems of proper operation of machines used at the manufacturing stage are particularly important, as well as the problems of the exploitation of these machines. Monitoring and technical diagnostics, generating the information necessary to manage machine maintenance and technical support are a tool in shaping proper operation of machines.
This method is based on a change in approach to business, so as to make quality a key factor in all the activities of an organization. The method of quality management consists of five basic dimensions:
1. – strategic commitment of top management; such involvement is important for the following reasons:
– changes in organizational culture have to take place, based on the belief that quality is an objective goal to be pursued,
– the decision to seek to improve quality entails costs (expenditure on new equipment and facilities), so without the involvement of the management the improvement can bring little change, or not bring them at all,
2. – employee involvement; almost every successful quality improvement program assumes the responsibility of a person responsible for some task, not only for its execution, but also for implementing it at an adequate level of quality;
3. – technology; investing in modern machinery and equipment capable of carrying out the work with greater precision and reliability than humans, often helps improve the quality of goods and services;
4. – materials; improving the quality of materials used by organizations significantly improves the quality of the finished products,
5. – methods; improving the quality of products and services through the use of better methods of organization and production.
All these steps are to ensure a better quality of products and services. Quality has become a central problem of modern management. This is a set of product features and services that affect their ability to satisfy stated and potential needs.
Safety management
Safety is a concept difficult to define in traditional terms; it is understood as a state of not evoking danger to health or life of humans. The development of technology expanded the defini-tion conceptually, where security is a state of not evoking catastrophic or critical events under given circumstances.
Safety of operation is understood as a prevention of losses in the system: human-technology-environment, and, when understood systematically, is associated with the reliability of operation technique (failure rate of machines). A safety management system is a set of actions taken during the functioning of the system C-T-O in order to maintain security at any level.
In every system, especially in the security system, information should determine the state of matter and energy. Energy metabolism in the production process indicates the possibility of examining security as a state of matter caused by energy impact. Monitoring the conversion of energy by the system allows to assess the security situation.
An energetic approach is also used in the definition of an accident. An accident is an un-wanted flow of energy, which, due to the lack of security, leads to injury or property damage. Prevention or avoidance of accidents therefore requires the knowledge of the size and speed of energy changes occurring in the system, which is possible with the use of a surveillance system (diagnosing changes in energy systems, consultancy).
Achieving a satisfactory level of security requires a well organized preventive activity often defined as security management. The effectiveness of safety management depends on correctly formulated safety policy, hazard identification, prevention and quality of information needed to correct the implemented tasks.
Shaping the security level is associated with providing the following: functional reliability of machines, minimization of human errors, reduction of security consequences of errors or failures; reduction of excessive security emission energy, life- or health- threatening. Shaping security is combined with quality management as a holistic approach to TQM (Total Quality Management) and requires the involvement of the entire staff to meet the set targets. Maintaining the flow of energy and matter within acceptable limits requires constant monitoring of the condition and preventing its fluctuation (safety control), which is possible with the methods of technical diagnos-tics.
The process of shaping the security chain in terms of a chain of action, in a model approach includes:
1. Strategies: the elimination of risk, risk control, accident prevention, cost minimization; 2. Control: monitoring, inspection, audits;
3. Evaluation: legal status, condition, state of the environment, organization state; 4. Decisions: information flow, the flow of decisions, the management structure; 5. Execution: regulation, control.
The main strategy is the one which is declared and implemented by the management board of a company. While implementing a safety management program, the following should be taken into account: security policy, organization, control and corrective actions. Monitoring and technical diagnostics play an important role.
Environmental management
The basic principle of the philosophy of eco-development is to integrate economic goals with environmental objectives, along with the task of minimizing environmental violations.
Environmental management system is defined as an organizational structure, division of re-sponsibilities, practices, processes and resources for the introduction and application of environ-mental management (ISO 14000). This system includes:
1. environmental policy;
2. planning: environmental aspects, legal requirements, objectives and targets, environmental management program;
3. implementation and operation: structure and responsibilities, instructions, awareness and competence, documentation, operational control;
4. change and improvement process: monitoring and measurement of non-compliance, change and preventive actions, audits of environmental management systems.
Some items subject to the requirements of this system are similar to those required by the quality management system (procedures, control measures, records, audits, inspections and con-trols), but, in addition, there are also the following elements:
– the need of preliminary revision;
– analysis of the impacts and their registration; – register of legislative acts;
– additional requirements for training and audits;
– continuous improvement of the effectiveness of environmental protection – information about their policies and adopted goals.
The scope of company tasks in the use of environmental management system includes: 1. an overview of the environment to be able to control the effects of their environmental impacts; 2. acquisition of funds and realization of pre-training in the implementation and maintenance of the system;
3. commitment to continuous improvement of the effectiveness of environmental protection measures;
4. system integration with other management systems (QMS, SMS);
5. methodology of measurement, evaluating the effectiveness of environmental policy; 6. public information about activities in the field of environmental protection.
Companies that have an EMS can be competitive and achieve significant strategic benefits of economic expansion. Other benefits include:
– the improvement of the image of a company and its relationships with customers; – the improvement of relations with regulatory authorities;
– facilitated access to investment funds; – a reduction of insurance rates;
– a reduction of the risk of liability for damages; – cost reduction of waste utilization;
– a reduction of energy costs;
– the ability to correct actions that could adversely affect the environment; – demonstration of proper care of the environment.
Clean technology is the technology of the future and all facilities wishing to operate on modern international markets must demonstrate their awareness of the need to protect the environment to demanding users (consumers )
5. Conclusion
The selection of a particular method for the specificity of a company depends on a number of internal or external conditions. It is not possible, however, to survive for an organization without the adoption of any of the methods of reducing to the minimum the chaos and randomness of decision rules. Methods prior to implementation should be well researched, and the decision to implement them should be fully sensible.
Considerations presented herein concern future enterprise management solutions, with the prominence of issues and areas of possible applications of condition monitoring and diagnostics.
The main findings of this study include:
the need to introduce modern management strategies for companies such as: management by quality, safety management, environmental management,
the primary role of abstracted information (monitoring, diagnosis) in controlling the operation of an enterprise;
the need for new technologies in the range of methods of monitoring and information trans-mission to decision makers (what, where, when, in what form, at which level);
highlighting operation system management of machinery in the plant's logistics system, and space for monitoring and diagnostic testing (DT future);
the need for documentation of the functioning of DT in the system of quality, safety, envi-ronment;
the need to legitimize the role of PN, DT and tasks of modern business management strate-gies.
As for the diagnostic tests, there arises the need to use a model description of energy, directly responsible for changes in objects. Arising in this way evolutionary diagnostic models should improve the methodology and diagnostic-exploitational reasoning, as well as particularize the methods and means of evaluation of technical diagnostics.
Bibliography
1. Griffin R. W.: Podstawy zarządzania organizacjami. Wydawnictwo Naukowe PWN, Warszawa, 1997.
2. Webber R. A.: Zasady zarządzania organizacjami. Polskie Wydawnictwo Ekonomiczne, Warszawa, 1996.
3. Stoner J. A. W.: Kierowanie. Polskie Wydawnictwo Ekonomiczne, Warszawa 1992. 4. Hamrol A., Mantura W.: Zarządzanie jakoĞcią. Teoria i Praktyka. PWN, Warszawa –
PoznaĔ, 1998.
5. Bieniok H.: Metody sprawnego zarzadzania. Agencja Wyd. „Placet”, Warszawa 1997. 6. Kłek M.: Nowoczesne metody zarządzania organizacjami, a niepewnoĞü ich otoczenia.
Praca dyplomowa wykonana pod kier. S. Salamona, CzĊstochowa 1998.
7. Srzedonicki A., Pierechuda K.: Modele i metody zarządzania. Skrypt AE, Wrocław 1986. 8. Durlik I.: InĪynieria zarządzania. AW Placet, Warszawa, 1995 cz.1.
9. DwiliĔski L.: PostĊp w teorii systemów eksploatacji. Kongres Eksploatacji, Systemy 10. Eksploatacji, Krynica Górska, 1997 s. 87–100.
11. ĩółtowski B.: Podstawy diagnostyki maszyn. Wyd. ATR, Bydgoszcz, 1996. 12. ĩółtowski B., ûwik Z.: Leksykon diagnostyki technicznej. Wyd.ATR,1996.
13. ĩółtowski B.: Diagnostic identification of real objects. COMADEM 97,Helsinki, Finland, 1997, Vol.2, s. 224–235.
14. ĩółtowski B.: Diagnostic identification of technical objects. Problems of machines exploitation. [in Polish] Z.1 (105). PAN. 1996.
15. ĩółtowski B.: Computer enhancement of identification. [in Polish] ZN P.ĝw. nr.49, 1996 s. 55–71.
16. Zoltowski B, Castañeda L: Monitoreo Multidimensional de la Interfase Vía-Vehículo de un Sistema Ferroviario Congreso Internacional de Mantenimiento – ACIEM – Marzo 2007, Bogotá, Colombia.
METODY ZARZĄDZANIA SYSTEMEM EKSPLOATACJI MASZYN Streszczenie
W tym artykule przedstawiono problemy główne zarządzania eksploatacją ma-szyn. Wskazano na dostĊpne metody i Ğrodki zarządzania oraz narzĊdzia oceny jako-Ğci eksploatacji maszyn. PrzypadkowoĞü decyzji, chaos w zarządzaniu nie sprzyjają optymalnej eksploatacji. RóĪne metody zarządzania podlegają ocenie ich wraĪliwo-Ğci i przydatnowraĪliwo-Ğci w oparciu o walidacjĊ przemysłową.
Słowa kluczowe: eksploatacja maszyn, diagnostyka, zarządzanie, metody, narzĊdzia, jakoĞü
*This paper is a part of POIG WIM UTP – 2010 project. Bogdan ĩółtowski
Mariusz ĩółtowski
