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Koncepcja „Industry 4.0” jako strategia reindustrializacji i wdrożenia procesów produkcyjnych kolejnej generacji

100%
Woliński B.
Studia Ekonomiczne
|
2016
|
vol. 308
173-179
PL
Obecnie, w erze zautomatyzowanej masowej produkcji konsumenci nie są ograniczeni w zakresie wyboru wariantu produktów. Jednocześnie rozdźwięk pomiędzy produktywnością a elastycznością produkcji nadal jest kwestią do rozwiązania. Wykorzystanie obecnych procesów produkcyjnych, maksymalnie elastycznego reagowania na indywidualne potrzeby klienta uniemożliwia jednoczesne utrzymanie efektywnej i ekonomicznie uzasadnionej produkcji. Z uwagi na powyższe stoimy przed koniecznością znaczącej transformacji w obrębie procesów produkcyjnych. W Niemczech zmianę tę utożsamia się z inicjatywą „Industry 4.0”, w innych krajach używa się pojęć „reindustrializacji” lub „zaawansowanej produkcji”. Obie te koncepcje opisują procesy produkcyjne kolejnej generacji, które oparte na kombinacji technologii komunikacyjnych, oprogramowania i czujników, mają za zadanie połączyć cyfrowy, wirtualny i rzeczywisty świat produkcji. Celem ich jest wykorzystanie IT do stworzenia łańcucha wartości poprzez cały proces: od projektu i rozwoju produktu poprzez produkcję aż do utrzymania i serwisu.
EN
Within the era of automated mass production, the consumers are not limited with regards to choice of products. Equally, the contradiction between productivity and production flexibility is still to be sorted. Usage of current manufacturing processes and flexible reaction for individualized customer needs do not support maintaining the effective and profitable production. Therefore, we have to transform the manufacturing processes. In Germany, this change is associated with “Industry 4.0” initiative, in other countries “reindustrialization” or “advanced production” is in use. Both of these concepts describe the manufacturing processes of next generation, which based on communication technology, software and detectors, will connect digital and virtual with real production world. Their goal is to use IT to create the value chain through the whole process: from the design and product development through production till maintenance and service.
2
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Restrukturyzacja i prywatyzacja chińskich przedsiębiorstw

100%
Woliński B.
Azja-Pacyfik
|
2006
|
issue IX
156-176
EN
State Owned Enterprises (SOE) sector at the end of 70. was consisting of more than 100 thousands of enterprises with around 70 percentage of total country’s workforce and equally being responsible for almost 40 percentage of Chinese GDP at the time. Due to its size and several additional social functions provided by SOE, to implement the transformation plan was the great challenge – very often it was based on spontaneous local experiments subsequently adopted as an accepted general plan. Thus, to assess whether the Chinese government succeeded is not an easy task. This plan was based on four stages seeking, in general, improve the financial standing and prepare SOE for sale to the private investors. Many of these companies were struggling with debts and huge losses, so to make them effective took a long time. Charged with the responsibility for the financial effectiveness, the managers of SOE were forced, i. a., to reduce employees. Thus, growing unemployment ratio is one of the main current issues to be resolved by the Chinese government. Along with those four main stages, the whole SOE sector was divided into large ones and Small&Medium Enterprises (SME) groups to adopt various approaches towards restructuring them. Restructuring the SOE, China is witnessing the booming private enterprises sector. Both trends significantly changed the economical environment of China, introducing new management styles and economical effectiveness. From the social point of view, the growing private companies sector supplied the Chinese society with the new middle class.
3
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Rozwój nauki i nowoczesnych technologii jako podstawa sukcesu gospodarczego Singapuru

100%
Woliński B.
Azja-Pacyfik
|
2007
|
issue X
196-203
EN
The economical success of Singapore is based on its exceptional political stability. All the development plans for this island are founded on a rational vision of its leaders, who are sure that these plans will be carried out also by their successors. Longterm development is thus reinforced by “soft” authoritarianism which facilitated the implementation of far-reaching strategies based on investments in science and wide use of high-tech. In this model of development the state has gradually assumed the role of a “manager in charge” of a social and economical prosperity. Since the beginning, the government of Singapore was dedicated to achieve an aligned set of policies, which can be divided into two groups: economic, focused on the economical indicators; structural, which aimed at integrating Singapore with the global circulation of goods and services Both of them were supported with substantial funding focused on science and education. The government dedicated great efforts to education. Its profile has been strictly adapted to the needs of the foreign investors. Thus the system of education supplies the demanded professionals, and on the other hand, it doesn’t “produce” unemployed people. The research and development sector is one of the government priorities. The government agency A*STAR (Agency for Science, Technology and Research) acts in the fi elds of chemistry, electronic equipment, computer science, mathematics, physics, and biology with biotechnology. Most of the projects are satisfy business demands, so they make the research profi table and effective. Hence the key factors of the Singapore’s success could be enumerated as follows: political stability, long-term planning and the high level of investments into education and science.
4
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(recenzje) Chińska transformacja – fenomen współczesnego świata

63%
Woliński B.
Azja-Pacyfik
|
2006
|
issue IX
290-293
5
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(recenzje) Japońska perfekcja w zarządzaniu

44%
Woliński B.
Azja-Pacyfik
|
2009
|
issue XII
281-287
6
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(recenzje) Jak wchodzić w biznes z Chińczykami?

44%
Woliński B.
Azja-Pacyfik
|
2011
|
issue XIV
285-288
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