Search
Search Results
-
Advancing Maintenance 4.0 through an Asset Management Framework: a South African Petrochemical Industry Case Study
1-20Views:47The rapid advancement of digital technologies has raised uncertainty about the adequacy of traditional maintenance models to meet Industry 4.0 requirements. This study develops and validates an asset management framework to support the South African petrochemical industry’s transition to Maintenance 4.0. The framework was validated through a quantitative survey conducted within a leading petrochemical company in South Africa, ensuring its practical applicability. Descriptive statistical analysis confirmed 15 of 17 framework characteristics and supported five of seven theoretical propositions. Key enablers of Maintenance 4.0 adoption include the integration of human intelligence, machine learning, and real-time data, as well as the role of organizational culture and asset resilience in shaping outcomes. The study offers both theoretical contributions and practical guidance for maintenance professionals seeking to align maintenance practices with Industry 4.0 principles, with relevance extending beyond the immediate case context.
-
Vocational Teacher Training – Selection of Teaching Aids
89-96Views:192Teacher Training Programmes provide teachers of Vocational Education and Training schools. Students require adequate educational tools they can get in order to improve their learning. They support interaction and give students an impulsive learning environment. This article deals with the prospective vocational teachers, selection and use of teaching aids after their practical pedagogical training in Vocational Education and Training schools.
-
Menedzsment módszerek az Ipar 4.0 tükrében
507-514Views:794The fourth industrial revolution poses major challenges for organisations in terms of technological aspects and from a management point of view, too. Good (effective) management is vital as it can help overcome the difficulties arising from shortages of skilled labour and from cost-cutting pressures, and it can help improve efficiency of resources. Innovations require management methods that support the introduction of industry 4.0. In my review of the literature, I aim to find out how the current level of sophistication in this new field can help managers of SME to better embrace change. Based on the reviewed literature, from management point of view, organisational structure, leadership style and HR practices are key to creating an atmosphere conducive to learning and innovation. In terms of structure, researchers do not suggest one thing to apply, but emphasise that industry 4.0 is characterised by an unstable, changing environment, so it is worth developing a structure that is characterised by decentralisation, few rules, horizontal communication and collaborative teamwork, i.e. much more organic than mechanical. In terms of different leadership styles, it is the transformational leadership that is the most often mentioned, however, in case of industry 4.0, we need even more because it can have various limitations. Even before industry 4.0, literature has highlighted that the recommended leadership style can be defined as the combination of transformational and transactional leadership; research in industry 4.0 in recent years also emphasises that it is the expanded construction of a knowledge-driven leadership style that blends the two, which can best facilitate innovation and learning. Managers can develop employee skills and improve their learning abilities through a variety of HR practices. So the right structure, leadership style and HR prepare the organisation for industry 4.0 by facilitating learning, improving skills and innovation.
-
Evolution of Lean Management and the Organizational Learning
251-259Views:787In industry, service and public sector lean approach is gaining ground. However, there is a significant difference between the organizations applying lean concept in case of their lean transformation maturity level as well as their lessons learned. There is a huge variety of methods and techniques which can be used but there are two conditions in case of every organization regardless their sector or their lean maturity level which determine the success of their lean development: lean approach leader and learning organization. Lean leadership is not based on a particular sector or method and a ready-made lean organization is not needed either. The concept of the top management has a huge effect on the characteristics of theorganization but whether the will of the management is enough for the complete transformation or not is the question. Is the target the lean organization itself or how a unit of an organization or the whole organization can react to the change of the environment? The attitudes and behaviors of lean approach leadership can be applied every day, everywhere and support the aim of creating a real lean organization.
-
Application of Heutagogical Methods in Entrepreneurship Education
364-373Views:229According to Kuit and Fell (2010) the educators’ task is to develop the learners’ lifelong learning skills to be able to apply their skills and competences in and efficient and creative way in new situations in a constantly changing environment. Kamenetz (2010) argues that neither the pedagogical nor the andragogical teaching methods are suitable for performing well in their job, but more and more a self-directed and self-determined approach is needed in which the learner reflects on what and how he learned, and the educator teaches the learner how to teach himself. The concept of heutagogy provides such principles and practices which can give an answer for the above-mentioned challenges in higher education. The authors examined how the heutagogical methods can be adapted at entrepreneurial courses and how the students evaluated these courses.
