It is becoming clear that the project management practice must embrace sustainability in order to develop into a 'true profession' (Silvius et al., 2012). In project management, sustainability can be gained in both the product of the project and in the process of delivering the product. (Gareis et al., 2010) Nine sustainability principles have been identified that should be implemented in the project management practice. These nine principles are: (1) values and ethics; (2) holistic approach; (3) long term view; (4) large scale; (5) risk reduction; (6) participation; (7) accountability; (8) transparency; (9) stakeholder interest. In a case study it is researched which project and program management roles can exert an influence to have the sustainability principles implemented in the project management practice and how they can accomplish this implementation.
It is becoming clear that the project management practice must embrace sustainability in order to develop into a 'true profession' (Silvius et al., 2012). In project management, sustainability can be gained in both the product of the project and in the process of delivering the product. (Gareis et al., 2010) Nine sustainability principles have been identified that should be implemented in the project management practice. These nine principles are: (1) values and ethics; (2) holistic approach; (3) long term view; (4) large scale; (5) risk reduction; (6) participation; (7) accountability; (8) transparency; (9) stakeholder interest. In a case study it is researched which project and program management roles can exert an influence to have the sustainability principles implemented in the project management practice and how they can accomplish this implementation.
Background and aim ʹ Many countries signed the Paris Agreement to mitigate global average temperature rise. In this context, Dutch government decided to realize a reduction of 50% using resources and raw materials in 2030. This paper explores how practice-based research into facility operations can contribute to this aim. Methods / Methodology ʹ Practice-based research which includes direct observations, desk research, and participatory action research. Results ʹ This explorative research presents principles and suggestions for facility managers and procurement managers on how they can embed sustainable materials management in the organisation and how to take control of waste. The proposed suggestions are derived from practice-based research and presented as topics of attention for facility professionals. Originality ʹ Within education of Dutch universities of applied sciences and daily professional facility practices, the phenomenon of materials management is underexposed. To contribute to the national and international climate objectives, (future) facility professionals need better support to reduce waste. Bachelor students were involved throughout this research. This approach gave refreshing insights into waste at the end of the supply chain (control separation units) that can improve informed decisionmaking at the beginning of the supply chain. Practical or social implications ʹ Facility management professionals have an important role to play in the mitigation of global average temperature rise, because of their leading role in procurement, service operations, and materials management. However, they struggle to find sustainable solutions. This paper seeks to inspire professionals with interventions that have proven effectiveness on the reduction of waste. Type of paper ʹ Short research paper.
In order to stay competitive and respond to the increasing demand for steady and predictable aircraft turnaround times, process optimization has been identified by Maintenance, Repair and Overhaul (MRO) SMEs in the aviation industry as their key element for innovation. Indeed, MRO SMEs have always been looking for options to organize their work as efficient as possible, which often resulted in applying lean business organization solutions. However, their aircraft maintenance processes stay characterized by unpredictable process times and material requirements. Lean business methodologies are unable to change this fact. This problem is often compensated by large buffers in terms of time, personnel and parts, leading to a relatively expensive and inefficient process. To tackle this problem of unpredictability, MRO SMEs want to explore the possibilities of data mining: the exploration and analysis of large quantities of their own historical maintenance data, with the meaning of discovering useful knowledge from seemingly unrelated data. Ideally, it will help predict failures in the maintenance process and thus better anticipate repair times and material requirements. With this, MRO SMEs face two challenges. First, the data they have available is often fragmented and non-transparent, while standardized data availability is a basic requirement for successful data analysis. Second, it is difficult to find meaningful patterns within these data sets because no operative system for data mining exists in the industry. This RAAK MKB project is initiated by the Aviation Academy of the Amsterdam University of Applied Sciences (Hogeschool van Amsterdan, hereinafter: HvA), in direct cooperation with the industry, to help MRO SMEs improve their maintenance process. Its main aim is to develop new knowledge of - and a method for - data mining. To do so, the current state of data presence within MRO SMEs is explored, mapped, categorized, cleaned and prepared. This will result in readable data sets that have predictive value for key elements of the maintenance process. Secondly, analysis principles are developed to interpret this data. These principles are translated into an easy-to-use data mining (IT)tool, helping MRO SMEs to predict their maintenance requirements in terms of costs and time, allowing them to adapt their maintenance process accordingly. In several case studies these products are tested and further improved. This is a resubmission of an earlier proposal dated October 2015 (3rd round) entitled ‘Data mining for MRO process optimization’ (number 2015-03-23M). We believe the merits of the proposal are substantial, and sufficient to be awarded a grant. The text of this submission is essentially unchanged from the previous proposal. Where text has been added – for clarification – this has been marked in yellow. Almost all of these new text parts are taken from our rebuttal (hoor en wederhoor), submitted in January 2016.
De maakindustrie wordt geconfronteerd met uitdagingen met betrekking tot duurzaamheid en de beschikbaarheid van grondstoffen. Om deze aan te pakken, richt de sector zich op circulaire productie- en consumptiesystemen. Digitale productpaspoorten (DPP's) worden gezien als cruciaal voor deze overgang, omdat ze gedetailleerde informatie verstrekken over materialen, productieprocessen en de levenscyclus van producten. Dit bevordert transparantie, traceerbaarheid en hergebruik, en zou moeten leiden tot kostenbesparingen en efficiënter gebruik van grondstoffen en energie. TechValley, een samenwerkingsverband van high tech machinebouwers en smart suppliers in Noord-Holland, erkent de noodzaak van deze transitie. Ze experimenteren, innoveren en leren gezamenlijk om een innovatief ecosysteem te creëren. Ondanks de erkenning van het belang van DPP's, ervaren bij TechValley betrokken mkb’ers twijfels en barrières ten aanzien van de implementatie van DPP’s, zoals kosten, investeringen en praktische uitvoerbaarheid. Tegelijkertijd is er een trend gaande van verregaande digitalisering in de industrie (Smart Industry genoemd) die kan DPP-implementatie mogelijk kan ondersteunen. Het onderzoek richt zich op het samen met mkb’ers identificeren van uitdagingen, kansen en innovatiestappen voor de effectieve digitaal-gedreven implementatie van DPP’s. Het doel is om een innovatieagenda op te stellen voor ondernemers en engineers bij mkb'ers in de high tech maakindustrie, alsmede voor onderzoekers en docenten circulair ontwerpen en ondernemen en smart industry. Onderzoeksmethoden omvatten interviews met overige partners betrokken bij dit onderzoek, literatuuronderzoek, de inzet van studenten voor ontwerpend onderzoek en workshops met de consortiumpartners. De aanpak is verdeeld in vier werkpakketten, namelijk (1) digitale technologieën, (2) circulaire businesskansen, (3) implementatie van DPP's, en tot slot (4) projectmanagement en disseminatie. De resultaten omvatten een innovatieagenda met verkenning van kansen en barrières, een technologieverkenning, advies over circulaire businesskansen en randvoorwaarden voor DPP-implementatie van DPP's en generieke aanbevelingen voor vervolgstappen voor praktijk, onderwijs en onderzoek. De overige betrokken partners zijn voornemens het onderzoek na afloop verder te communiceren.
