Creativity, idea management and innovation - prerequisites for new ...

2014 INTERNATIONAL CONFERENCE ON PRODUCTION RESEARCH REGIONAL CONFERENCE AFRICA, EUROPE AND THE MIDDLE EAST and rd 3 INTERNATIONAL CONFERENCE ON QUALITY AND INNOVATION IN ENGINEERING AND MANAGEMENT

PROCEEDINGS July 1-5, 2014, CLUJ-NAPOCA, ROMANIA

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Proceedings

2014 INTERNATIONAL CONFERENCE ON PRODUCTION RESEARCH - REGIONAL CONFERENCE AFRICA, EUROPE AND THE MIDDLE EAST and 3rd INTERNATIONAL CONFERENCE ON QUALITY AND INNOVATION IN ENGINEERING AND MANAGEMENT

JULY 1-5, 2014, CLUJ-NAPOCA, ROMANIA

2014 International Conference on Production Research – Regional Conference Africa, Europe and the Middle East 3rd International Conference on Quality and Innovation in Engineering and Management

Editor: Professor Daniela Popescu

Disclaimer: The Organizing Committee of the Proceedings of 2014 INTERNATIONAL CONFERENCE ON PRODUCTION RESEARCH - REGIONAL CONFERENCE AFRICA, EUROPE AND THE MIDDLE EAST and 3rd INTERNATIONAL CONFERENCE ON QUALITY AND INNOVATION IN ENGINEERING AND MANAGEMENT, and Technical University of ClujNapoca accept no responsibility for errors and omissions in the papers, including the issues referring to the style and formulation in English language, and shall not be liable for any damage caused by the contents of the published papers.

ISBN: 978-973-662-978-5 ©TECHNICAL UNIVERSITY OF CLUJ-NAPOCA 2014 28 Memorandumului Street, 400114, Cluj-Napoca, Romania ww.utcluj.ro

All rights reserved. No part of this publication may be reproduced without the written permission of the copyright owner.

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2014 INTERNATIONAL CONFERENCE ON PRODUCTION RESEARCH REGIONAL CONFERENCE AFRICA, EUROPE AND THE MIDDLE EAST

3rd INTERNATIONAL CONFERENCE ON QUALITY AND INNOVATION IN ENGINEERING AND MANAGEMENT

The main topic of the conference is 21st century production: global, efficient and responsible. It envisions that organizations in the field of production must strive towards efficiency for a successful present and towards responsibility for society's future in a global economy. This can be achieved through continuous innovation of technologies and management practices pertaining to products, processes and systems in order to ensure competitiveness through quality and sustainability through environmental care and efficient use of resources.

ORGANIZERS

IFPR

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Conference Chair Daniela POPESCU, Romania International Conference Board - ICPR-AEM and QIEM 2014

Villa AGOSTINO, Italy Christopher O’BRIEN, United Kingdom Sergio E. GOUVEA DA COSTA, Brasil Veli-Matti VIROLAINEN, Finland Shimon Y. NOF, USA Chin-Yin HUANG, Taiwan

Albert WECKENMANN, Germany Engelbert WESTKÄMPER, Germany Dieter SPATH, Germany Numan DURAKBASA, Austria Rob DEKKERS, United Kingdom

International Scientific Committee Yohanan ARZI, Israel Miryam BARAD, Israel David BENNETT, United Kingdom Bopaya BIDANDA, USA Hans-Jörg BULLINGER, Germany Jose A. CERONI, Chile Anthony SF CHIU, Philippines Cihan H. DAGLI, USA Alexandre DOLGUI, France Marek FERTSCH, Poland Boaz GOLANY, Israel Robert W. GRUBBSTRÖM, Sweden Takaya ICHIMURA, Japan Kazuyoshi ISHII, Japan Moshe KASPI, Israel Ming LI, China Bart MACCARTHY, United Kingdom Masayuki MATSUI, Japan Gonzalo MEJÍA, Colombia Toyokazu NOSE, Japan Jinwoo J. PARK, Korea Raimondo PASQUINO, Italy Luis QUEZADA, Chile Wilfried SIHN, Austria

Stanislaw ADAMCZAK, Poland Jorge BAUER, Argentina Wilhelm BAUER, Germany Liam BLUNT, United Kingdom Konstantinos D. BOUZAKIS, Greece Mehmet CAKMAKCI, Turkey Erdal ÇELIK, Turkey Yunus CENGEL, Turkey Carmen CONSTANTINESCU, Germany Manfred DANGELMAIER, Germany Berna DENGIZ, Turkey Bülent DURMUSOGLU, Turkey Andreas GEBHARDT, Germany Detlef GERHARD, Austria Pedro GÓMEZ-VILDA, Spain Piotr GRUDOWSKI, Poland Edita HEKELOVA, Slovakia Norbert HÖPTNER, Germany Zbigniew HUMIENNY, Poland Władysław JAKUBIEC, Poland Ahmet KOYUN, Turkey Marian KRALIK, Slovakia Ivan KURIC, Slovakia

Mathias LIEWALD, Germany Jonathan LOEFFLER, Germany Vidosav MAJSTOROVICH, Serbia Michael MARXER, Switzerland Vedran MUDRONJA, Croatia Joerg NIEMANN, Germany Peter Herbert OSANNA, Austria Jivka OVTCHAROVA, Germany Wojciech PŁOWUCHA, Poland Robert REFFLINGHAUS, Germany Oliver SADOWNY, Germany Paolo SALVATORE, Italy Enrico SAVIO, Italy Lubomir SOOS, Slovakia Lauri TENHUNEN, Finland Georgi TODOROV, Bulgaria Erol UYAR, Turkey Xavier VELAY, United Kingdom Stefan WAGNER, Germany Faruk YIGIT, Turkey Mehmet Emin YURCI, Turkey Ismail YÜKSEK, Turkey Andreas ZAGOS, Germany

National Committee Ioan ABRUDAN, Romania Laura BACALI, Romania Dorel BANABIC, Romania Istvan BARABAS, Romania Nicolae BÂLC, Romania Petru BERCE, Romania Stelian BRAD, Romania Constantin BRĂTIANU, Romania Mircea BUZDUGAN, Romania Cornel CIUPAN, Romania Eugen CULEA, Romania Radu COTEȚIU, Romania Liviu CRIȘAN, Romania Adrian CURAJ, Romania

Cristian DOICIN, Romania Mihai DRAGOMIR, Romania Mihaela DRĂGAN, Romania Anca DRĂGHICI, Romania Sorin GROZAV, Romania Liana HANCU, Romania Dan HURGOIU, Romania Dănuţ JULEAN, Romania Claudiu Vasile KIFOR, Romania Florin LUNGU, Romania Inocenţiu MANIU, Romania Constantin MĂRUȚOIU, Romania Radu Adrian MUNTEANU, Romania Călin NEAMȚU, Romania

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Sergiu NEDEVSCHI, Romania Iuliu NEGREAN, Romania Mircea NIȚULESCU, Romania Marieta OLARU, Romania Constantin OPREAN, Romania Dan OPRUȚA, Romania Doina PÎSLĂ, Romania Sorin POPESCU, Romania Claudiu RAȚIU, Romania Carmen TEODOSIU, Romania Mihail ȚÎȚU, Romania Nicolae UNGUREANU, Romania Aurel VLAICU, Romania Gheorghe VUȘCAN, Romania


TABLE OF CONTENTS QUALITY CONTROL USING COMPUTER AIDED SIMULATIONS FOR THIN WALL PLASTIC PARTS Adam Andrei, Jifcu Adrian-Dean, Lacatusu Florin and Pavel Stefan

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USING CAD SOFTWARE TO REDUCE THE AMOUNT OF DATA IN CASE OF DIGITAL PRESERVATION OF THE CULTURAL HERITAGE Ionuț Badiu, Daniela Popescu, Amalia Cenușă, Zsolt Buna and Radu Comes

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HYDROSTATIC TRANSMISSION FOR LOW POWER WIND TURBINES Daniel Vasile Banyai, Dan Opruta, Ioan-Lucian Marcu and Liviu Ioan Vaida

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DESIGN AND MANUFACTURING METHODOLOGY FOR F1 NOSE CAR Paul Bere and Calin Neamtu

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IP MANAGEMENT IN UNIVERSITY “POLITEHNICA” OF BUCHAREST Laura Boanta, Alexandra Hadar, Alexandru Marin and Anca-Alexandra Purcarea

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MECHANICAL DESIGN AND FEA ANALYSIS FOR VINEYARD ROBOT Ismail Bogrekci, Pinar Demircioglu and E. Baris Kayhan

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INTEGRATING ENERGY DEMAND OF MANUFACTURING RESOURCES IN PRODUCTION PLANNING Sébastien Bougain, Detlef Gerhard, Christian Nigischer, Sinan Uĝurlu and Iman Ayatollahi

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FROM MANUFACTURING DATA TO SEMANTIC MODELS: HOW TO STRUCTURE SME KNOWLEDGE Giulia Bruno, Teresa Taurino and Agostino Villa

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REVERSE ENGINEERING METHODS FOR VINTAGE CAR COMPONENTS RE-CONSTRUCTION Zsolt Buna, Daniela Popescu, Florin Popister and Ionut Badiu

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KAIZEN IMPLEMENTATION FOR COST REDUCTION IN MANUFACTURING PROCESS PRODUCT "DRIVER CONTROL BOARD" Constantin Bungau, Florin Blaga and Cosmin Gherghea

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CASE BASED REASONING WITHIN FAILURE MODE AND EFFECT ANALYSIS CONTEXT Gabriela Simona Candea, Claudiu Vasile Kifor and Ciprian Candea

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NEW GENERATION K2LN2TI3O10 PHOTOCATALYTIC SEMICONDUCTING THIN FILMS AND THEIR INDUSTRIAL APPLICATION Özlem Canpolat, Fatma Bakal, Güneş KurŞun, Ayşegül İyilikçi Pala and Erdal Çelİk

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THE QUALITY IMPROVEMENT PROCESS THROUGH APPLICATION OF MULTI-VARI CHART IN AN AUTOMOTIVE SUPPLIER Ilknur Cavusoglu and M. Numan Durakbasa

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CRITICAL TO IMPROVE PROCESSES IN A GIVEN STRATEGIC DEVELOPMENT CONTEXT OF AN ORGANIZATION Amalia Cenușă, Sorin Popescu, Diana Dragomir and Călin Drăgeanu

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THERMO-MECHANICAL ANALYSIS OF A MOUNTAIN BIKE DISC BRAKE ROTOR Cornel Ciupan, Emilia Ciupan and Florin Lungu

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ADAPTING YOUR TEACHING OF IP RIGHTS TO THE AUDIENCE Emilia Ciupan and Mihai Ciupan

84

EXPERIMENTAL STUDIES REGARDING BINDER’S INFLUENCE ON ALUMINUM ALLOYS IN CONTROLLED ATMOSPHERE BRAZING Grigore Cocian and Catalin Popa

89

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TRACKING METHODS USED IN AUGMENTED REALITY MANUFACTURING Radu Comes, Daniela Popescu, Florin Popister, Zsolt Buna and Ionut Badiu

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MODELLING AND SIMULATION OF ADVANCED FACTORY ENVIRONMENTS INTEGRATING INTELLIGENT EXOSKELETON Carmen Constantinescu, Paul Cristian Muresan, Sabin Mihai Ginta and Oliver Todorovic

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OPTIMISATION OF THE EDM PROCESS FROM THE POINT OF VIEW OF THE THERMAL ENERGY FLUX OF GAUSS-SPLINE TYPE Glad Contiu, Marcel S. Popa and Liliana Florina Potra

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MATERIAL REMOVAL RATE AT THE ELECTROCHEMICAL DISCHARGE DRILLING Margareta Coteata, Laurentiu Slatineanu and Nicolae Pop

110

FINISH MILLING OPTIMIZATION IN CASE OF AA6060-T6 ALUMINIUM ALLOY Răzvan T. Curta, Dănuț Julean, Claudiu Nedezki and Mihai Steopan

116

EXPERIENCE ENGINEERING FOR ACCESSIBLE PRODUCTS Manfred Dangelmaier and Roland Blach

120

GROUP TECHNOLOGY: AMALGAMATION WITH ORGANISATIONAL DESIGN Rob Dekkers

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DETERMINATION OF TOOL WEAR USING THERMAL CAMERA Pinar Demircioglu, Ismail Bogrekci, Ihab Elaff and H. Saygin Sucuoglu

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USING THE SIX SIGMA TO REDESIGN PCB PRODUCTION LINE Berna Dengiz, Mehmet Gulsen and Fatma Pakdil

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WEB PLATFORM FOR THE OCCUPATIONAL RISK EVALUATION Anca Draghici, Larisa Ivascu, Ioana Harpan, Zoltan Farkas and Gabriela Fistis

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APPLYING SIGMAFLOW SIMULATION SOFTWARE FOR IMPROVING THE QUALITY OF AN R&D PROJECT Mihai Dragomir, Stefan Bodi, Oana Iamandi and Diana Dragomir

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APPROACHES TO CALCULATE THE FORMING LIMIT CURVE UNDER NONLINEAR STRAINPATHS Klaus Drotleff and Mathias Liewald

148

THE ANALYSIS OF THE SELECTION METHODS OF THE WEIGHTS OF THE DECISION CRITERIA Mihaela Dumitran, Ovidiu Gavris, Dorina Sucala and Nicoleta Curtean

153

A PROPOSED IMPLEMENTATION PROCESS FOR TOTAL-QUALITY-MANAGEMENT WITH INTEGRATION OF SUSTAINABILITY ELEMENTS OF THE INTERNATIONAL STANDARDS ISO 14001 AND ISO 50001 Numan Durakbasa and Engin Beken

159

A SOPHISTICATED APPROACH TO ADVANCED PRODUCTION ENGINEERING – INTEGRATED MANAGEMENT FOR SUSTAINABLE DEVELOPMENT Numan Durakbasa, Jorge Bauer and Gokcen Bas

165

SYNTHESIS AND CHARACTERIZATION OF PYROCHLORE-FREE DY DOPED PB(MG1/3NB2/3)O3 NANO SCALE POWDERS DERIVED FROM SOL–GEL PROCESS FOR THIN FILM CAPACITOR Mehmet Faruk Ebeoglugil and Erdal Celik

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THE PROCESSING AND CHARACTERIZATION EUROPIUM DOPED PB(MG1/3NB2/3)O3 (PMN) NANO SCALE POWDERS FOR THIN FILM CAPACITOR Mehmet Faruk Ebeoglugil and Erdal Celik

178

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MACHINE VISION GUIDANCE USING STEREO IMAGING FOR ROBOTS Ihab Elaff, Ismail Bogrekci and Pinar Demircioglu

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INNOVATION DIMENSIONS FROM A MANAGEMENT PERSPECTIVE Cristina Feniser

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MATERIALS MANAGEMENT SYSTEM FOR REMANUFACTURING Marek Fertsch and Michał Fertsch

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IMPLICATIONS OF INCREASE RESOURCE CONSUMPTION AS A RESULT OF TECHNOLOGICAL DEVELOPMENT Teodora Bianca Floricel and Georgiana Marin

195

AN INNOVATIVE APPROACH ON PRIORITIZING INTERNAL IMPROVEMENT PROJECTS WITHIN SMES Mircea Fulea, Alina Ilies, Stelian Brad, Emilia Brad, Bogdan Mocan and Mircea Murar

200

NEW DESIGN OF BR-1: AN INNOVATIVE PARALLEL ROBOT FOR BRACHYTHERAPY Bogdan Galdau, Doina Pisla, Gabriel Kacso, Dragos Cocorean, Calin Vaida, Bogdan Gherman and Nicolae Plitea

206

MANAGING QUALITY IN SOCIAL CARE SERVICES Mihaela Ghenta, Roxana Sarbu and Mihai Marinescu

212

QUALITY PERCEPTIONS IN SOCIAL SERVICES: THE CASE OF RESIDENTIAL CENTRES Mihaela Ghenta, Mihaela Maftei and Markus Bodemann

216

IMPROVING THE DESIGN OF A WIND TURBINE BLADE Rares Adrian Ghinea, Paul Bere and Calin Neamtu

221

DETERMINING DEFORMATION FORCE IN ORBITAL DEFORMATION AND COMPARING IT WITH OTHER CONVENTIONAL METHODS Sorin Dumitru Grozav, Vasile Ceclan and Ivan Kuric

227

OPTICS OPTIMIZATION IN LASER SPOT RADIUS MINIMIZATION Corina Mihaela Gruescu, Erwin-Christian Lovasz and Valentin Ciupe

231

HF LOSSES IMPROVEMENT FOR A PLANAR INTEGRATED EMI FILTER Claudia Alana Hebedean, Calin Munteanu, Adina Racasan and Claudia Pacurar

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CASE STUDY ON IMPLEMENTING AN INFORMATION SECURITY MANAGEMENT FRAMEWORK IN A GREEN ENERGY PRODUCTION PLANT Andrei Ioan Hohan, Ionela Carmen Pirnea and Gregor Weber

241

COMMUNICATION THEOREMS AND PRINCIPLES FOR COLLABORATIVE PRODUCTION Chen-Cheng Huang, Chin-Yin Huang and Shimon Y. Nof

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RESEARCH, DEVELOPMENT AND INNOVATION PROJECT RISK MANAGEMENT IN A FURNITURE CLUSTER BASED START-UP COMPANY Oana Iamandi, Sorin Popescu, Diana Dragomir and Amalia Cenusa

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TIME TO BECOME LEAN: THE IMPLEMENTATION MODEL Maria Virginia Iuga, Claudiu V. Kifor and Liviu I. Rosca

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A PROPOSED FRAMEWORK FOR THE RISK MANAGEMENT EVALUATION Larisa Ivascu, Anca Draghici, Gabriela Fistis, Ioana Harpan and Zoltan Farkas

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MODELS FOR UNCERTAINTY EVALUATION OF GEOMETRICAL QUANTITIES Władysław Jakubiec and Wojciech Płowucha

272

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R-TEST DYNAMIC MEASUREMENT OF 5-AXIS CNC MACHINING CENTRE ROTARY AXIS KINEMATIC CENTRE ERROR Jerzy Józwik, Ivan Kuric, Sorin Dumitru Grozav and Vasile Ceclan

278

EXPERIMENTAL STUDY ON TURNING COMMERCIALLY PURE TITANIUM (CPTI) Dănuț Julean, Claudiu Nedezki, Răzvan Curta and Adrian Trif

284

CONSIDERATIONS REGARDING TO EXTEND TECHNOLOGICAL CAPABILITIES OF 3 AXIS MACHINES WITH NUMERICAL CONTROL Andrei-Ioan Kozuk and Petru Berce

288

MATHEMATICAL MODELING OF 3+2 AXIS CNC FROM GEOMETRICAL POINT OF VIEW Andrei-Ioan Kozuk and Petru Berce

292

A STUDY ON THE INFLUENCE OF CORPORATE DIVESTITURES ON THE PERFORMANCE OF CORPORATE VENTURES Constantin Adrian Liche, Liviu Morar and Emilia Campean

298

MEASURING AND MANAGING LOGISTICS PERFORMANCE IN RAIL FREIGHT TRANSPORT Georgiana Marin and Teodora Bianca Floricel

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COLLABORATION STREAM MAPPING (CSM) – A METHOD FOR IMPROVING ENTERPRISE KNOWLEDGE MANAGEMENT Dominik T. Matt, Michael Pichler and Erwin Rauch

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KNOWLEDGE WORK AND KNOWLEDGE MANAGEMENT IN SMALL AND MEDIUM SIZED ENGINEER-TO-ORDER ENTERPRISES Dominik T. Matt, Erwin Rauch and Patrick Dallasega

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CREATING INVOLVEMENT OF PRODUCTION WORKERS BY RELIABLE TECHNICAL MAINTENANCE Agnieszka Misztal, Marcin Butlewski, Nadia Belu and Laurentiu Mihai Ionescu

322

STATE-OF-THE-ART AND PROPOSALS ON REDUCING ENERGY CONSUMPTION IN THE CASE OF INDUSTRIAL ROBOTIC SYSTEMS Bogdan Mocan, Mircea Fulea, Emilia Brad and Stelian Brad

328

ROBUST QUALITY CONTROL OF PRODUCTS WITH EXPERIMENTAL DESIGN Beata Mrugalska, Anna Akielaszek-Witczak and Ralf Stetter

334

THE RISK MANAGEMENT OF ORGANIC PRODUCTS ALONG THE VALUE CHAIN Adina Roxana Munteanu

340

ENERGIES OF HIGHER ORDER IN ADVANCED DYNAMICS OF MECHANICAL SYSTEMS Iuliu Negrean, Kalman Kacso and Florina Rusu

346

ANALYSIS OF EYE TRACKING USAGE IN DIFFERENT DOMAINS AND POSSIBLE APPLICATIONS IN THE ENGINEERING ENVIROMENT Jörg Niemann and Claudia Fussenecker

352

FACTORY LAYOUT DESIGN AND OPTIMISATION USING PLAVIS VISTABLE Jörg Niemann and Adrian Pisla

358

EFFECTS OF SMES INVOLVEMENT IN SOCIAL RESPONSIBILITY ACTIONS ON BUSINESS PERFORMANCE Marieta Olaru, Ionela Carmen Pirnea, Viorica Serban and Mircea Sandru

364

THE REHABILITATION OF ASPHALT ROADS ACCORDING TO THE TYPE OF MATERIAL USED AND TRAFFIC VALUE Ovidiu Gavris, Mihaela Dumitran and Nicoleta Curtean

370

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THE EVALUATION OF EFQM CRITERION WEIGHTS FOR TURKISH LOW-VOLTAGE SWITCHGEAR SECTOR Ozgur Ozmen

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HIGH FREQUENCY 3D MODELING OF SPIRAL INDUCTORS Claudia Pacurar, Vasile Topa, Adina Racasan, Calin Munteanu, Dan Rafiroiu and Claudia Hebedean

379

STUDY REGARDING PUBLIC PERCEPTION ON ENVIRONMENTAL ISSUES RELATING TO ROMANIA Mirela Panainte-Lehadus, Valentin Nedeff, Emilian Mosnegutu, Gabriel Lazar, Iuliana Caraman, Claudia Tomozei, Dana Chitimus and Narcis Barsan

384

A SYSTEMATIC OVERVIEW OF THE IOS – INSTRUCTOR OPERATION STATION DESIGNED FOR SPACE APPLICATIONS Adrian Pisla, Calin Liviu Vaida and Doina Pisla

388

CONSIDERATIONS REGARDING THE PRODUCTLIFECYCLE MANAGEMENT WITHIN THE PROCESS CONTROL SYSTEMS Adrian Pisla and Daniel Roman Crisan

394

SYMULATION IN MEASUREMENT UNCERTAINY EVALUATION Wojciech Płowucha and Władysław Jakubiec

400

CREATIVITY, IDEA MANAGEMENT AND INNOVATION – PREREQUISITES FOR NEW PRODUCT DEVELOPMENT IN A FURNITURE START-UP Sorin Popescu, Diana Pitic and Mihai Dragomir

406

SCALLOP CALCULUS IN DIRECT MILLING ROUGHING TOOL PATHS OBTAINED USING ORIENTED GRAPH THEORY Florin Popișter, Daniela Popescu, Radu Comes and Rares Adrian Ghinea

411

B-SPLINE SURFACE APPROXIMATION OF TRIANGULATED DATA SET PATCHES Marius Purcar, Alexandru Avram and Calin Munteanu

416

ENVIRONMENTAL IMPACT REDUCTION AND QUALITY CONTROL PRACTICES IN CONSTRUCTION OUTPUT Attila Puskas and Ligia Mihaela Moga

422

INVESTIGATION OF THE MINIMUM QUANTITY LUBRICATION GRINDING USING NANOFLUIDS Yigit Recep, Birlik Isil, Ak Azem N. Funda, Bardakcioglu Onur, Durakbasa M. Numan and Celik Erdal

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OPTIMIZATION OF MANUAL ASSEMBLY OPERATIONS BY EVALUATING HUMAN ERROR PROBABILITIES Robert Refflinghaus and Christian Kern

431

INTEGRATED INVESTMENT MANAGEMENT STRUCTURE. ASSOCIATED RISKS MITIGATION TOOLS. Mircea Sandru, Timo Keppler, Dorin Maier and Sonja Keppler

437

PROBLEM SOLVING METHODS AND QUALITY COSTS – A MODEL FOR COSTS DOCUMENTATION Viorica Serban

442

USAGE OF HUNTITE/HYDROMAGNESITE, BORIC ACID AND ANTIMONY (III) OXIDE AS FLAME RETARDANT MATERIALS IN PAINTS Yildirim Serdar and Celik Erdal

448

PRODUCTION AND DEVELOPMENT OF MONOCLINIC YTTRIUM TANTALATE (M'-YTAO4) XRAY PHOSPHOR VIA SOL-GEL TECHNIQUE Yildirim Serdar, Demirci Selim, Omer Mermer, Mustafa Toparlı, Alican Alicikus L. Zumre, Akman Fadime and Celik Erdal

454

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CHARACTERISTICS OF OBTAINING EXTERNAL CYLINDRICAL SURFACES BY RAM ELECTRODISCHARGE MACHINING Laurentiu Slatineanu, Ciprian Mircescu, Margareta Coteata, Oana Dodun, Irina Besliu and Miroslav Radovanovic

457

IMPROVING AND MODERNIZATION OF LIGHTING FOR DENTAL LABORATORIES – POTTERY ROOM Pavel Stefan, Jifcu Adrian-Dean, Lacatusu Florin and Adam Andrei

463

CONCEPT GENERATION AND SELECTION OF A MANIPULATOR FOR FOOD INDUSTRY Mihai Steopan, Angela Birlea, Virgil Ispas and Razvan Curta

468

CONCEPT GENERATION AND MOCKUP OF A BIPEDAL MOBILE PLATFORM Mihai Steopan, Norbert Lovasz, Virgil Ispas and Grigore Pop

474

THE ROLE OF INTANGIBLE ASSETS IN THE KNOWLEDGE BASED ECONOMY Mihail Aurel Titu, Constantin Oprean, Andreea Simina Raulea and Ana Branza

480

CONSIDERATIONS ABOUT THE INNOVATIVE PROCESS IN INDUSTRIAL MAINTENANCE Nicolae Stelian Ungureanu, Michal Hatala and Mihai Banica

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A MODEL FOR PRODUCT INNOVATION STRATEGY Miorita Ungureanu

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SMART FURNITURE – QUO VADIS Calin Vaida, Bogdan Gherman, Mihai Dragomir, Oana Iamandi and Daniel Banyai

493

CONSIDERATIONS OVER DEPENDENCES WITHIN THE TECHNOLOGICAL CULTURE AND LIFECYCLE MANAGEMENT Aurelia Marinela Vartolomei, Jörg Niemann and Adrian Pisla

499

INDUSTRIAL SME CLUSTERS ANALYSIS: A EUROPE-WIDE VIEW Agostino Villa and Teresa Taurino

503

SIMULATION BASED OPTIMISATION OF THE PASSENGER SCREENING PROCESS Radu-Constantin Vlad and David Ciceo

510

THE “INTERNATIONAL” MANAGER Carmen A. Vranceanu and Irina Leca

516

ENERGY EFFICIENCY IN FORMING PROCESSES Stefan Wagner, Dennis Hofmann and Mathias Liewald

521

CHANGE-MANAGEMENT IN ENTERPRISES TO FACE THE CHANGES IN ENERGY ECONOMICS Gregor Weber, Markus Bodemann and Andrei Hohan

527

PRODUCTION OF CARBON BASED NANOCOMPOSITE COATINGS AND INVESTIGATION OF THE USAGE OF TEMPERATURE SENSOR Metin Yurddaskal, Mustafa Erol and Erdal Celik

532

EMPIRICAL STUDY OF THE IMPORTANCE OF BIBLIOMETRIC INDICATORS FOR PATENT PORTFOLIO VALUATION AND PROPOSED NEW INDICATOR MODEL Andreas Zagos and Stelian Brad

536

DLOC COMPLEX NETWORK MODEL FOR SUPPLY NETWORK DISRUPTION RESPONSE Hao Zhong and Shimon Y. Nof

540

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2014 International Conference on Production Research – Regional Conference Africa, Europe and the Middle East 3rd International Conference on Quality and Innovation in Engineering and Management 2014 International Conference on Production Research – Africa, Europe and Middle East 3rd International Conference on Quality and Innovation in Engineering and Management

CREATIVITY, IDEA MANAGEMENT AND INNOVATION – PREREQUISITES FOR NEW PRODUCT DEVELOPMENT IN A FURNITURE START-UP S. Popescu1, D. Pitic2, M. Dragomir3* Technical University of Cluj-Napoca, Bd. Muncii 103-105, Cluj-Napoca, Romania 2 Babeș-Bolyai University Cluj-Napoca, St. M. Kogălniceanu 1, Cluj-Napoca, Romania *Corresponding Author 1,3

Abstract The current article performs a conceptual analysis upon the need and the role that creativity and innovation can play in a company, especially a newly opened start-up company that aims to achieve its own new products and bring them to the market as soon and as successful as possible. It is our belief that such a feat could be realized if the two halves of successful product development (i.e. human creativity and organizational innovation mechanisms) can be linked through the use of simple, but effective tools, grouped under the “umbrella” of idea management. Starting from this assumption, the authors present a brief situation of the state-of-the-art in the three related domains, highlighting their connections and divergence points. Further on, these connections are detailed and the demonstration of their strength is reinforced with the help of semantic analysis tools performed on a number of recent scientific articles. In the end, the paper proposes an algorithmic approach that could be used for transposing this connection into a real working environment of a small company that aims to implement a research, development and innovation project in the furniture industry, with the purpose of leveraging its success. Keywords: Creativity, Idea management, Innovation, New product development

1 INTRODUCTION Being competitive in the present day and age cannot be conceived anymore without resorting to innovative products and processes and, even, an innovative market behavior for companies, both large and small. The current work addresses the inner workings of the internal processes a company must run I order to exhibit such behavior towards its stakeholders. It attempts to combine three different concepts in a structured manner and to draw important lessons for giving fundaments to a practical application for an SME (start-up) launching itself in the Romanian furniture industry. The area targeted is concerned with the “fuzzy front-end” where new insights are born in the minds of the company’s personnel, based on insight, experience, intuition, intelligence and desire to contribute, which are then managed in the form of coherent ideas and implemented in the form of innovations. The goal of the authors is to establish a conceptual framework that could allow a company to move through this process in a timely and impactful manner. For this purpose, a semantic analysis is performed on a body of knowledge representative for each of the concepts in order to establish and describe the connection points and a complementary analysis is carried out in order to help strengthen the relationship. Based on these, a methodology for practical process-based implementation is described.

either products, processes, markets, people or even support activities. Also, it is expected that this relationship can be materialized and implemented in a workable form in a furniture start-up company to help it initiate and capitalize upon a new product development process. 2.2 Literature survey An extensive literature can be found for each of these topics, but, due to space constraints, here only a short overview will be provided, underlining the most important aspects of each domain and their connections and divergence points. Idea management, in its early phases, was thought to be a method of gathering new ideas from employees through a suggestion box, often expressed anonymous, later being analyzed by members of top management. Over time, this concept evolved to network based systems that allows a large community to express and review ideas (Thom, Piening, 2009 and Westerski, Dalamagas, Iglesias, 2012). Although the methods of gathering ideas have expanded, the methods of evaluating them still remain in question, because of each method’s limitations. In the last decades, companies have focused on discouraging anonymity and introducing various methods of extrinsic motivation. Välikangas and Sevón (2010) consider that ideas are “lumps of meanings, and actors in their own right: they have a capacity to travel great distances B and also socialize, escape, and organize” (p. 151). It is vital for the organizations of the present to harness this potential. Some of the factors that support the implementation of idea management are considered to be (Nagano, Stefanovitz, Vick, 2014 and Thom, Piening, 2009):

2 CONCEPTS AND RELATIONS 2.1 Research hypothesis This paper starts from an assumption based on management and consulting experience accumulated by its authors. Namely, the authors consider that a possible intrinsic and workable connection can be established between “creativity”, “idea management” and “innovation”, with the goal of defining future tools to boost the improvement process within organizations pertaining to

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organizational culture open to novelty, encouraging a spirit of responsibility to ideation / improvement at all levels; participative or democratic style of leadership, leaders acting more as coaches;

2014 International Conference on Production Research – Regional Conference Africa, Europe and the Middle East 3rd International Conference on Quality and Innovation in Engineering and Management resources may be converted into products or services that create value. In the process of idea generation and later idea filtering, Nagano, Stefanovitz and Vick (2014) propose building up an innovation strategy for the organization (see Figure 1). This way, starting form a process characterized by a great level of uncertainty, more steps follow in order to later materialize products or services.

extrinsic motivation techniques; management methods such as management by objectives; • example of top and middle management through their involvement in proposing new ideas / providing feedback for ideas suggested by employees. Some of the related concepts to idea management are: creativity techniques, innovation, Kaizen, project teams and patents. These have to be viewed as complementary to idea management but not identical (Thom, Piening, 2009). Hence, creativity techniques are used to express and further develop ideas, innovation is the actual implementation of the resulted ideas and patents are the actual form of idea representation. Also, observing common characteristics and specific differences, the relationship between these concepts is schematically presented in the table below. • •

Table 1: The relationship between idea management and innovation Main phases

Detailed phases INNOVATION MANAGEMENT

IDEA MANAGEMENT

Ideation

Determination of search field Identifying ideas Proposing ideas Idea Checking idea acceptance feasibility Drawing up plans for implementation Deciding upon an implementation plan Idea Actual implementation implementation of idea(s) Check: to what extent is the idea accepted Source: Modified after Thom, Piening, 2009, p.159

Figure 1: Innovation management processes Source: Modified after Nagano, Stefanovitz, Vick, 2014, p. 70 According to McAdam and McClelland (2002), innovation is a process in which clear stages can be identified and which have their own characteristics and running modes. In these authors’ opinion, creativity represents the core of the idea generation stage, which should represent the kickstart of the innovation process in an organization (see Figure 2 which represents McAdam and McClelland’s adaptation of Simon Majaro’s approach). Also, McAdam and McClelland (2002) conclude that organizations can have significant benefits if they use structured approaches for idea generation, in particular, and innovation, in general.

Wu and Fang (2010) consider idea formation as a first step to innovation. The same paper cites a previous work of Van de Ven (1986) that states that idea generation is an individual activity and innovation, being the implementation of new ideas, is a group activity. Therefore, organizations should be able to properly manage both of these planes. In order to enhance creativity, building up inhomogeneous groups is recommended in order to benefit from complementarity and synergetic effects between members. When it comes to individual creativity, Wang, Schneider, Valacich (2014) citing Amabile (1983) mention: domainrelevant skills, creativity-relevant skills, and task motivation as factors that influence creativity directly. A large number of references dealing with innovation topics mention that companies neglecting to innovate are most likely not going to survive. It has become the norm nowadays that any company that wants to stay in business and be competitive to implement some form of an innovation process and also to drive innovation to the market in such a way that potential customers are willing to appreciate the degree of novelty above many other features of a product or service, including price. There are many different routes a company could take in order to become and stay innovative for a sufficiently long time to reap the proper benefits. Resources that enable innovation are according to Nagano, Stefanovitz and Vick (2014) necessary but do not ensure innovation. Hence, it is a matter of how these

Figure 2: The innovation process Source: McAdam and McClelland, 2002, p.87

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Table 3: Semantic analysis related to “idea management”

3 SEMANTIC AND SIPOC ANALYSES Considering the conceptual nature of the demarche presented in the current work, it has been considered useful to employ the use of a semantic analysis upon sa representative sample of the vast body of knowledge that exists related to the discussed topics. The analysis that has been carried out has been centered upon a collection of works in each of the fields (20 scientific papers), as chosen by the author team to respond to the following criteria: •

Time period between 2008 and 2014 (responding to the criteria for timeliness);

•

Focus on conceptual developments (responding to the criteria for content relevance);

Semantic relation

Chosen from a large number of journals (at least 10) and from various scientific disciplines to give the analysis the necessary breadth (responding to the criteria for exemplarity). For the proposed analysis, the software instrument called Tropes Zoom v8.4 produced by the company Semantic Knowledge (www.semantic-knowledge.com) has been chosen. Only the most significant relationships detected and their assigned interpretation will be presented below, although, based on the capabilities of the software, the analysis can be extended significantly. The present discussion is only intended to establish the main conceptual connection points, with no ambition to be comprehensive. In order to achieve a complete conceptual map, a larger scientific base should be used, both in terms of number of publications and covered disciplines, maybe even reaching all the way through psychology and education, on one end, and technology management and Design for X, on the other end. Studying the chosen sample of scientific papers related to creativity, the most important functional connections established are described and interpreted in the authors’ view in Table 2: •

Idea Generation

The most sensitive part of the idea management process is the generation phase, which relays the criticality back to human creativity.

Management Idea

Once generated, ideas can be matured to become successful products or processes (or improvements of existing ones) if they are managed properly.

Product Idea

Mostly, the effects of idea management can be felt through the modifications at the product level, which establishes connections with the organizational innovation process focused on product development.

Source: Tropes Zoom v8.4 semantic analysis Studying the chosen sample of scientific papers related to idea management, the most important functional connections established are described and interpreted in the authors’ view in Table 4: Table 4: Semantic analysis related to “idea management” Semantic relation

Creativity – Innovation

Analysis / Interpretation Creativity is the engine of innovation and companies that strive for competitiveness should harness this psychological feature of their personnel and turn it into profit making opportunities.

Product – Development

Most directly, employees should be involved in the product creation process and further on in its lifecycle, thus enabling product development as key feature of the envisioned business.

Team – Members

It is critical to achieve inner cohesion inside the organization and manage the personnel as a team in which each of the members can fulfill their potential.

Analysis / Interpretation

Product Innovation

Although innovation can take place at all levels, product innovation is probably the most visible to the final customer and contributes to the overall feeling of satisfaction.

Innovation Management

Innovation is an organizational function that makes use of the creativity of the people and it should be managed in structured way, with proper milestones and performance indicators.

Company Innovation

The responsibility for creating and deploying such a process rests with the company, as do the potential benefits that it can bring.

Table 2: Semantic analysis related to “creativity” Semantic relation

Analysis / Interpretation

Source: Tropes Zoom v8.4 semantic analysis One can notice the obvious super-positions among the three discussed concepts, as well as the general direction towards establishing proper organizational functions for managing them: creativity –> teams –> ideas –> proper management –> product development –> company innovation. It can be noticed that this concept chain, to which we ascribe the trait of causality can be further on managed as a process, because it exhibits the proper input – output sequence and associated resources, targets and responsibilities can be discerned within it. To further the analysis of the initial hypothesis, a specific tool of process management is employed next to study the possible behavior that setting up such a demarche might take within a company, namely start-ups working in the furniture industry in Romania. The analysis involved the SIPOC method used in Six Sigma (Suppliers-InputsProcess-Outputs-Customers) for determining and describing the improvement flow from the human side towards the organizational side.

Source: Tropes Zoom v8.4 semantic analysis Studying the chosen sample of scientific papers related to idea management, the most important functional connections established are described and interpreted in the authors’ view in Table 3:

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2014 International Conference on Production Research – Regional Conference Africa, Europe and the Middle East 3rd International Conference on Quality and Innovation in Engineering and Management Table 5: SIPOC analysis of the conceptual framework for leveraging its implementation Suppliers

Creativity

Idea management

Innovation

Inputs

Process

Outputs

Customers

Native characteristics Education Previous employment Knowledge databases Specialty information Social setting and relations

Insights Experience Intelligence Desire to contribute

Individual creative process Group creative process Tools and techniques to stimulate creativity Supporting software tools

Structured or unstructured ideas Tacit knowledge Proposals, memos, virtual materials

The individual worker or the team he is part of (maybe, its representative)

Personnel Customers Other stakeholders

Point-to-point suggestions Action plans Detailed analyses

Suggestion box Idea contests / prizes Idea management systems (IT)

Incremental Improvements Potential disruptions Documented plans for change

Company Customers Authorities Other stakeholders

Organizational systems Outside trends and influences Competitive pressure

Suggested improvements or changes Resources for investment Development methodologies Management approaches and tools

New product development Technology/ process change Organization/ Business model change

New products / improved characteristics Reduced environmental footprint Faster time to market Reduced operational costs

Business Market Communities or society at large

Source: authors’ proposal Based on this more detailed analysis, it becomes visible that the three concepts proposed under study are interconnected and constitute the links of a value creation chain in which human insights are transformed into concrete and measurable results. If one were to read each column vertically, they could define management plans pertaining to personnel, processes and operations. Based on the conceptual framework, direct measures could be implemented to control the process, such as: •

Assessment mechanisms for the suppliers of each process to ensure viability and compliance with the company’s overall goals;

•

Definition of inputs and outputs in the form of documents or IT systems, to eliminate confusion and delays;

•

Procedures for controlling the process stages and their results and for implementing improvement cycles;

•

Feedback mechanisms from the customers in order to validate the results and improve upon their competitiveness.

This algorithm is proposed mostly for the senior managers, to help them design their own company’s tactics in the effort to become successful on the market. Of course, the actual implementation should appeal to the use of proper tools and techniques (see Petruș, Popescu, Neamțu, 2010 for a possible example related to project management). The implementation plan consists from the following steps: 1. Select a proper multidisciplinary team for (product) innovation 2. Establish information access to inspiration sources and best practices 3. Assess internal and external constraints upon the activity of the team (set team rules and goals) 4. Define and run an idea collection, debate and maturation process 5. Establish procedures for innovation management and provide appropriate resources (market research, training, IPR knowledge, IT support systems, etc.). 6. Design, simulate, validate and transfer ideas to production 7. Support the establishment of distribution channels and put the product on the market 8. Collect feedback, improve and innovate upon product features, quality or production costs As stated, the approach is currently underway in an innovative furniture development project, focused on a team of 18 persons with multidisciplinary competences: designers, CAD engineers, technology specialists, business developers and salespersons. In the first months, access to information has been provided, both from a

4 CONCLUSIONS AND PROPOSALS The approach presented in this paper forms the basis for an enhanced process of new product development that is under implementation by some members of the author team, with focus on creating new and successful products for the furniture industry in Romania. An action plan, consisting of the stages described in the column “Process” would result in a proper course of action for coming up fast with solutions adequate to the challenges of the market.

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scientific and an industrial point of view, which has helped in defining goals and in recognizing potential constraints. The process for idea generation has been set up using both classical tools (e.g. brainstorming, idea collection, etc.) and virtual environment collaborative tools (e.g. software platforms, 3D modelling, communication instruments, etc.). A number of around 50 new product ideas have been generated and developed up to maturation stage that allows their evaluation either from market, technical, technological and/or economical point of view, in order to assess their viability and select feasible projects for detailed development. In Figure 3 it is presented a proposal for a customized approach for an idea filtering funnel, using such thresholds:

partner Technical University of Cluj-Napoca. The project is part of the Competitiveness Pole 12 P01 001 “Transylvanian Furniture Cluster” financed through the Sectorial Operational Program “Increase of Economic Competitiveness 2007-2013” by the European Regional Development Fund. This publication reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein. 6

Figure 3: Stages of an idea filtering funnel Source: authors’ proposal In this moment, the team focuses upon 8 product ideas in the area of modular and multi-functional furniture for home and office and 2 ideas for furniture components (i.e. mechanisms), out of which 4 have the potential to be patented. The current intermediary results can be considered to be satisfactory and to validate our approach. The final validation will come at the end of the development cycle and will come from the market success or failure. This will constitute the object of a future research demarche. 5 ACKNOWLEDGMENT AND DISCLAIMER This paper has benefited from the support of the project “Research for the development and implementation into production of innovative furniture”, contract no. 12 P01 001 13 C3, beneficiary Smart Furniture SRL Cluj-Napoca,

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REFERENCES 1. Amabile, T.M., The social psychology of creativity: A componential conceptualization, Journal of Personality and Social Psychology, Vol. 45, No. 2, pp. 357–377, (1983). 2. McAdam, R., McClelland, J., Individual and teambased generation within innovation management: organisational and research agendas, European Journal of Innovation Management, Vol. 5, No. 2, pp. 86-97, (2002). 3. Nagano, M.S., Stefanovitz, J.P., Vick, T.E., Innovation management processes, their internal organizational elements and contextual factors: An investigation in Brazil, Journal of Engineering and Technology Management, Vol. 33, pp. 63–92, (2014). 4. Petruș, A., Popescu, D., Neamțu, C., Using Quality Management Instruments for Improving Project Management, Proceedings of the 1st RMEE Management Conference “20 Years After: How Management Theory Works”, pp. 157-165, Cluj-Napoca, Romania, (2010). 5. Thom, N., Piening, A., Vom Vorschlagswesen zum Ideen-und Verbesserungsmanagement. Kontinuierliche Weiterentwicklung eines Managementkonzepts, Peter Lang Verlag, (2009). 6. Van de Ven, A.H., Central problems in the management of innovation, Management Science, Vol. 32, No. 5, pp. 590–607, (1986) 7. Välikangas, L., Sevón, G., Of managers, ideas and jesters, and the role of information technology, Journal of Strategic Information Systems, Vol. 19, No. 3, pp. 145–153, (2010). 8. Wang, X., Schneider, C., Valacich, J.S., Enhancing creativity in group collaboration: How performance targets and feedback shape perceptions and idea generation performance, Computers in Human Behavior, In press, pp. 1-9, (2014). 9. Westerski, A., Dalamagas, T., Iglesias, C.A., Classifying and comparing community innovation in Idea Management Systems, Decision Support Systems, Vol. 54, No. 3, pp. 1316–1326, (2013). 10. Wu, S.C., Fang, W., The effect of consumer-toconsumer interactions on idea generation in virtual brand community relationships Technovation, Vol. 30, No. 11-12, pp. 570–581, (2010).