• INNOVATION POLICY AND INNOVATION MANAGEMENT

    DESIGN METHODOLOGY MANAGEMENT SYSTEMS KNOWLEDGE OF BUSINESS PROCESSES IN MANUFACTURING

    Innovations in Discrete Productions, Vol. 6 (2018), Issue 3, pg(s) 98-101

    It is proved that in the knowledge economy, such assets of the company, like knowledge, are of particular value. New knowledge can increase the individual income of the owners as they apply in business processes and production activities. Defined knowledge management as the process of formation of the intellectual assets of the enterprise. Selected technological, motivational and organizational components of the system of knowledge management. The system methodology of knowledge management are methods to transform individual pieces of information in knowledge relating to a particular sphere of activity. System design of knowledge management of the enterprise is divided into a number of stages, which are discussed in the article. The analysis of world experience of the practical implementation of knowledge management has shown that organizations and businesses take this purpose a variety of techniques and methods. Found out that currently there are three schools of knowledge management. The methodology for the integration of knowledge in the enterprise, which is presented in the form of a diagram. The knowledge creation enterprise is carried out ways: through self-education personnel; by performing duties; tools of knowledge management. Proposed projects for the knowledge management implement in stages and characteristics of each stage. It is proved that the culture of designing the system of knowledge management should include management strategies, planning and provide for close cooperation and distribution of powers. It is concluded that knowledge management helps businesses become more competitive, reduce costs, increase the speed of making management decisions and efficiently identify the needs of consumers. The main purpose of the system of knowledge management of the enterprise is knowledge management an integral part of the work of all employees.

  • INNOVATION POLICY AND INNOVATION MANAGEMENT

    EVOLUTION OF RESEARCH AND DEVELOPMENT CENTER FOR REGIONAL DEVELOPMENT: CASE STUDY OF MAKU R&D CENTER

    Innovations in Discrete Productions, Vol. 6 (2018), Issue 3, pg(s) 95-97

    The role of universities in R&D activities is a subject which needs to be reevaluated and thought over in terms of their contribution to the related industries, their vicinities and research parks. The mere reason of the existence of universities is to push the boundaries of the existing knowledge to achieve better and more reliable results in any given field. Although the ideal is having universities which are able to adapt really quickly to changes, often the reality is not so. The change is mostly slow and not swift enough to keep up with the recent developments in many fields such as the economic changes. These changes in the manner of universities require long periods of time. This is one of the reasons why universities should be quick to respond to regional needs and shifts to help pursue more attainable and resilient ecosystems. The main objective of this article is to analyze the role of research and development unit Mehmet Akif Ersoy University R&D services. It aims to support co-evolution of local municipal and industrial enterprises to increase the competitiveness of the region.

  • INNOVATION POLICY AND INNOVATION MANAGEMENT

    REVIEW AND ANALYSIS OF CURRENT AND PROJECTED NPPS IN EASTERN EUROPE

    Innovations in Discrete Productions, Vol. 6 (2018), Issue 2, pg(s) 64-67

    All nuclear power plants in a 1000 km radius of Bulgaria have been napped. Huir power output the number of reactors and type indicated, as well as the fuel usefl and the storage of the processed fuel. An efficiency ingnity was conducted as well as political inporteence and local safety.

  • INNOVATION POLICY AND INNOVATION MANAGEMENT

    OPTIMIZATION OF CUSTOMS PROCEDURES IN THE SOUTH CAUCASUS TRANSPORT CORIDOR

    Innovations in Discrete Productions, Vol. 6 (2018), Issue 2, pg(s) 61-63

    The rational use of convenient geographical location, the organized transport-communication and customs-logistics infrastructure, is the key for any country’s integration into the world economy and the expansion of foreign economic ties.
    The South Caucasus transport corridor connecting the Asian and European markets, has an important strategic role in the tradeeconomic context of East-West relations.
    Today the formation of a common control of customs and signing between the countries of the South Caucasus is one of the priority tasks, which will facilitate harmonization of transit procedures in the region

  • INNOVATION POLICY AND INNOVATION MANAGEMENT

    BUSINESS-INCUBATORS AS PART OF INNOVATIVE INFRASTRUCTURE OF SMALL BUSINESS SUPPORT

    Innovations in Discrete Productions, Vol. 6 (2018), Issue 2, pg(s) 57-60

    The interrelation between innovation infrastructure of small businesses support with the creation and development of business incubators is analyzed. Imperfect system of funding and material and technical support development of business in Ukraine is established. It was determined that small and medium business accelerates economic restricting, improve organizational efficiency of national resources. So the creation of business incubators is very important for business and sustainable development in the economic situation of the country. The authors give the basic principles of state policy building for small businesses. Foreign experience in creation and development of business incubators is adapted to local conditions by combining and combining different forms, methods and means of regulation and support domestic enterprises. The authors propose the business incubator model which may promote development and management small business.

  • INNOVATION POLICY AND INNOVATION MANAGEMENT

    DEVELOPMENT OF COMPETITIVE E-MOBILITY PRODUCTS: DESIGN METHODOLOGY AND MAIN CHALLENGES

    Innovations in Discrete Productions, Vol. 6 (2018), Issue 2, pg(s) 52-56

    The development of an innovative product that will be widely accepted on the market is not just a question of creating innovative ideas and providing suitable functionality but also of good timing. In the last years we have seen a substantial increase in interest into e-mobility and many producers have already recognized and ventured into this niche with high rewards. E-bikes are also an emerging product in this field, which have gained a lot of interest in the last years, and are becoming widely demanded globally. Being involved in the R&D process of a similar product, namely a central drive e-bike, in collaboration with several industrial partners we have gained deep insight into the challenges of entering a by now fairly mature market with a new, high quality and competitive product. The development methodology was first based on a thorough benchmarking process and the elaboration of a functional structure that precisely describes the technical problem. This way we could identify the main functions that such a product has to fulfil and pinpoint the areas and technologies that proved to be the most critical in achieving a robust and safe system. Following the so called golden loop approach we could implement a systematical design process, where the key functional requirements could be successfully fulfilled, enabling the formation of a fully operative technical system. We focus here especially on the mechanical part of the product, i.e. the drive system and housing as this was also found to be the most challenging part of the whole development process. Due to the very demanding requirements put forth by the customer many severe challenges emerged, which could only be solved by a structured development methodology and very coordinate iterative process between all the partners. Several cues can be outlined from the experience we gained, that can serve as a guideline for the development of competitive emobility products.

  • INNOVATION POLICY AND INNOVATION MANAGEMENT

    INNOVATION OF POLISCH AND GERMAN COMPANIES

    Innovations in Discrete Productions, Vol. 6 (2018), Issue 2, pg(s) 48-51

    The changing environment and constantly growing and already global competition compel companies to keep innovating. The ability to implement innovations faster than rivals makes it possible for them to achieve the best market positions. A high level of innovation, however, does not always have to be the domain of the largest business entities. This article discusses completely different companies, which, though being smaller, and also somewhat hidden, occupy key positions on global markets. The level of their innovation often exceeds that of large corporations. The research, a fragment of which is presented here, was conducted on the German and Polish markets. Due to the specific features of this group of companies, the selection of the sample was deliberate. The research objective of the article was to assess the innovative activity of Polish and German hidden leaders.

  • INNOVATION POLICY AND INNOVATION MANAGEMENT

    REFORMING THE NATIONAL SYSTEM OF INTELLECTUAL PROPERTY PROTECTION IN UKRAINE

    Innovations in Discrete Productions, Vol. 6 (2018), Issue 2, pg(s) 44-47

    In the article the essence and content of the reform of The National system of intellectual property. Investigated the current state and problems of development of the intellectual property system, identifies the main factors: economic, social and political that prevent its development, and the prospects of its development.

  • INNOVATION POLICY AND INNOVATION MANAGEMENT

    DEVELOPMENT AND APPLICATION OF SYSTEMS FOR RESOURCE PLANNING ERP/ASP

    Innovations in Discrete Productions, Vol. 6 (2018), Issue 1, pg(s) 15-16

    Planning of resources in enterprises maintains all internal processes, as it provides the opportunity to follow up and analyze engineering, human resources, production, delivery chain, accounting. Important aspect is the personal-configuration of own business rules in the software.

  • INNOVATION POLICY AND INNOVATION MANAGEMENT

    INDUSTRY 4.0’s OPPORTUNITIES AND CHALLENGES FOR PRODUCTION ENGINEERING AND MANAGEMNET

    Innovations in Discrete Productions, Vol. 6 (2018), Issue 1, pg(s) 17-18

    Today Industrial Enterprises are facing the challenge of the 4th Industrial Revolution. Steam Power, Henry Ford’s Assembly Line, and Proliferation of Coal-based energy etc. – each of these developments in the evolution of manufacturing fundamentally changed the way products were manufactured and the way manufacturers moved products from factory to the customers. The present paper discusses the term “Industry 4.0” and its main characteristics, as well. Furthermore, a theoretical framework for evaluation the key technologies and concepts with respect to their impact on the production engineering and management. Also this paper discusses and some given arguments why manufacturers need to make changes in their traditional view of the functioning of the production system in term of “Industry 4.0”.