According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

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The New Economics for Industry, Government, Education

textIn the midst of the turbulence wrought by the global economy, it has become common to see projects as an essential medium for achieving change. However, project based learning practices - as a subset of organizational learning practices- have not kept pace with this development. To explore this concern, we have carried out a study on practices adopted by organizations for learning through projects involving nineteen companies from across Europe and from a range of different industries. We use the concepts of variation, selection and retention in organizational learning to analyze our findings and report the challenges faced by project based organizations in each of the areas highlighted. We conclude that time pressures, centralization and deferral are the key characteristics of learning in project based firms and that these impede project based members in learning from and through projects.

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Quantity versus Quality in Project Based Learning Practices

https://pscfiles.tamu.edu/symposia/2005/050%20Arunraj.pdf

Risk-based maintenance—Techniques and applications

Firms do not currently fully appreciate the complex characteristics of Industry 4.0 and as a result are uncertain about what it represents for them. In this study, an assessment model is developed ...

/pdf/defining-and-assessing-industry-4-0-maturity-levels-case-of-46f32v47pn.pdf

Defining and assessing industry 4.0 maturity levels–case of the defence sector

/pdf/project-management-maturity-models-a-critical-review-a-case-1mtwadl9mc.pdf

Project Management Maturity Models – A Critical Review: A Case Study within Swedish Engineering and Construction Organizations☆

For several branches of industry, an increasingly competitive environment has raised important questions concerning maintenance in plant systems. For example, the 1996 deregulation in Sweden’s electricity sector has resulted in increased competition among the country’s power producers. To survive the competition, suppliers have to reduce maintenance costs, i.e. handle maintenance more efficiently. Risk analysis is one tool decision makers can use to help them prioritise as they plan maintenance actions. There are a number of different approaches to risk analysis. As the results of an analysis must form a reliable basis for decision making, it is important to consider whether the quality of the results will vary significantly with the risk analysis approach chosen. This paper presents a comparative study based on three independent risk analyses performed on a specific hydro‐power plant. The comparison and evaluation of the analyses reveal major differences in performance and results, along with various factors that affect the quality of the analyses. The study establishes the importance of a well‐planned requirement specification and the need to analyse and interpret risk analysis results, before making maintenance decisions.

Can we make maintenance decisions on risk analysis results

/pdf/what-is-project-efficiency-and-effectiveness-2ekwx6j593.pdf

What is project efficiency and effectiveness

Although researchers have over the years highlighted the importance of managing and supporting learning in project-based settings, it still seems to be problematic. New project management capabilit...

A Holistic View on Learning in Project‐Based Organizations

Organisations have introduced reliability‐centred maintenance (RCM) with a view to changing their overall way of performing maintenance. Many times, however, these organisations have experienced cumbersome or even failed RCM introduction. This is usually because of managerial and organisational obstacles, which more or less unexpectedly turn up during introduction. This paper focuses on managing the introduction of RCM. By applying process and requirement management principles, obstacles that turn up during introduction can be identified early on. As an example of this, we cite the results of a case study of the introduction of RCM in a Swedish hydropower company.

Fredrik Backlund

Papers

Project Management Maturity Models – A Critical Review: A Case Study within Swedish Engineering and Construction Organizations☆

Can we make maintenance decisions on risk analysis results

What is project efficiency and effectiveness

A Holistic View on Learning in Project‐Based Organizations

RCM introduction: process and requirements management aspects