Advanced Materials Research Vol. 837

Abstract: The study outlines the method for integration of a 3D model of a robot manipulating mechanism with its phantom. Robots are usually programmed by means of their control panels (teachpendants) or with use of relevant software dedicated for programming aid (e.g. Robcad). An alternative method for programming of robots may consist in application of a tangible robot model (a phantom) that is dedicated for programming FANUC ARCMate100iB robots. The phantom is used as a real object that enforces defined positions for individual members of the manipulator virtual model. For that purpose a model of a real robot manipulator was constructed at the 1:4 scale with use of the fast prototyping methods and the model was subsequently used as the enforcing object. Since accurate potentiometers were installed on each of the manipulator rotation axis the information about specific angular positions of the individual members of the manipulator could be provided.

Abstract: This paper presents an introduction about C³Bots project which aims to design collaborative, cross and carry mobile robots. In this project it is considered to design an innovative robotic system based on modular entities with a simple mechanical architecture able to collaborate to ensure object co-manipulation and transport. The resulting multi-robot system is called C³Bots. In this paper we present the first version of this system using a parallelogram mechanism for co-manipulation and the realized prototypes which are going to be used for first experiments.

Abstract: The paper presents the dynamic modeling of a 3DOF parallel robot of 1PRRR+2PRPaR type using the Lagrange multipliers method in the rigid link assumption. Numerical simulations of the analytical dynamic model, developed using Maple software, on representative trajectories are carried out and these results are finally validated trough numerical simulations in the MBS ADAMS software. Final conclusions are drawn, useful for researchers and practitioners in the robotic field.

Abstract: Continuous economic and social changes led to the development of new concepts both in business as well as in academic environments. As a result, one of them is the concept of business ecosystem. This concept brought a new definition of an industry through clear delimitation of organizational roles and relationships which are evolving around a common strategy and through the vision of an industry as a community of interrelated organizations who work together for a common benefit. This paper aims to provide a conceptual framework for a business ecosystem with a view to measure its performance by means of strategy maps. The main purpose of strategy maps is to communicate the strategy throughout the organization and to ensure its proper and successful execution. From this point of view the findings should reveal how the organizations inside business ecosystems are adapting a common strategy and the importance of the value creation processes established inside the business ecosystem. In order to achieve this objective it will be identified the business ecosystems strategy along with specific features and it will be transposed in a Balanced Scorecard framework according to its four perspectives: financial, customer, internal processes and learning and growth. Each perspective respond to organization needs and reflects the most important strategic objectives. The linkage and relations between each perspectives elements will be established by analyzing sustainable development influences as a new trend of organization development and as response to global concern to environment, social and economic evolution. This direction of analysis will provide, for various stakeholders, a new framework to implement the concepts of eco-innovation and eco-development as well as cooperation and co-evolution. Basically these concepts will be considered as key aspects of analysis as well as for the strategy implementation process and will provide knowledge about organizations mechanisms related to its role as a business ecosystem within the context of the internal and external environment. The main outcome, the foreseen result, is to create a strategy map template for a business ecosystem that could foster the importance of cooperation and co-evolution concepts for strategy implementation.

Abstract: A lot of shipping companies took initiative to implement the Environmental Management System ISO 14001. Despite having already implemented the mandatory Safety Management System under provisions of ISM Code, this initiative complement and leverage the existing range of initiatives being implemented in the field of energy efficiency, air pollution, waste management and marine environment preservation, notably. This paper aims to present the procedure for environmental analysis that a certain shipping company chose to implement ISO 14001.

Abstract: The textile industry is the subject of many environmental regulations and voluntary and administrative instruments. This tendency, together with the increasing general public interest, determined changes in the management of any company that wishes to fulfil the legislative demand and the demand of reporting. The first objective of this study is to establish in what extent the implementation of an environmental management system has an impact on organisational variables. The second objective is to identify the influence factors for the environmental management performance. The results of the study represent the base of some recommendations for the Romanian textile organisations so that they obtain as many advantages as possible from their strategy of sustainable development. We have used the survey method. We sent a questionnaire and we have received the answers of the 31 representatives in all sectors of the textile industry.

Abstract: Knowledge about the state of the production system is necessary for proper management of a company. A modern company typically uses an ERP (Enterprise Resources Planning) system for management support, but still there is usually a gap between business and manufacturing layers of a company. There is a need to provide solutions allowing data acquisition directly from the production system, analyse this data and display it in a convenient form. Each type of production systems require a different approach to collect data because of variety of objects and conditions. The ability of production data acquisition mostly depends on the level of automation. This paper presents a comparison of methods of data acquisition from different types of manufacturing systems. Methods of data acquisition, from both automated and non-automated manufacturing systems, are described. Automation equipment resources (sensors, actuators, PLC, DCS, CNC, HMI, SCADA) and automatic identification systems (barcodes, RFID, vision systems etc.), as well as communication solutions (fieldbus, wired and wireless networks) and information exchange standards (OPC, MTConnect) are discussed.

Abstract: Change is a common place nowadays. The fulminant engineering, innovation and globalization era brought with it an avalanche of changes and multiple challenges that organizations must face. Despite the change theme has been thought out and researched by hundreds of specialists, the practice shows that organizations have yet difficulties in implementing the changes they need. This is the motive why managers must deal with the issue of organizational changes carefully and take into consideration all factors that contribute to successful implementation of projects and changes that may increase the performance of companies they belong. Purpose The aim of this article is modelling and analysis the key factors that influence the organizational changes implementation within the business processes. Research, methodology Based on the main concepts in literature, a new specific model centered on the key factors that influence the organizational changes implementation within business processes will be presented and analysed. Findings The results indicate the main factors that influence change implementation in business processes and show a number of solutions for increase the success rate of this challenge for all the leaders of organizations. Originality, value The article promote a specific model of key factors that influence the organizational changes implementation, based on a critical review of change management literature. Numerous authors suggest a lot of recommendations for using and combining the factors of changes implementation, so that the results of change efforts to be the expected ones, but it is up to the leaders how they manage to implement researchers solutions in their organizations. This article presents that specific ways for Romanian managers, fitting with Romanian business environment. Implications This work leads to a better understanding of the key factors of the organizational changes implementation. The managers will have new perspectives to approach this matter and new solutions, in order to improve the change processes required by business.

Abstract: This paper-work develops methods to calculate and applying the risk parameters and risk reserve in transmitting any decisions and information on the management of river traffic of vessels determined based on concept of quality assessment of the assembly "ship-crew-waterway-RIS information means" by selectively applying the relationship "F_risk +F_safety = 1" in various conditions. Below are presented some examples of calculation of the reserve risk and submission of the naval information and the decision application modality for a dynamic optimization of the navigation conditions in the activity of river vessels traffic management.

Abstract: Nowadays many organizations worldwide have/are implemented/ implementing an environmental management system (EMS) according to ISO 14001, considering the context, the need to minimize negative environmental impacts, and long-term benefits. It has been observed for decades that for successful implementation of EMS are required different changes in the organizational structure, chances that lead to a successful integration and operation of this management system. Studying the literature it was observed the inexistence of relevant investigations conducted at Romanian organizations level, investigations which include different methodologies with models adapted to the particularities of the Romanian context, and relevant results for the current situation (PA). This paper intends to resolve the problem covered through the following general steps: I. identifying the problem (MP); II. goal setting: conceiving a model to analyze the effects produced at organizational structure level as a result of implementing an EMS; III. collecting data / information / knowledge from the literature (focusing on previous studies conducted starting from Mintzberg and others (authors as C. Hunt, E. Auster, M.C. Lopez-Fernandez, A. Zutshi, A. Sohal and so on) and from discussions with various managers of the environment department of several organizations located in the NE Romania; IV. the construction of the model; V. validate the constructs from the proposed model. The proposed research analysis model approaches three general dimensions that should characterize finally the effects resulted from the implementation of environmental management system at organization level; dimensions: I. aspects of organizational structure: I.a. Specialization (S1.horizontal; S2.vertical), I.b. Decentralization (D1.horizontal; D2.vertical), I.c. Formalization, I.d. Environmental trainings (per profile), I.e. Professional competence, I.f. Processes/ systems orientation, I.g. Systems/ process planning and control, I.h. Coordination/ cooperation in environmental issue; II. The effects of EMS implementation/ integration on organizational structure; and III. The quality of the organization's EMS integration