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Purpose – The purpose of the research aims to observe the high growth of corn crops with a different cropping pattern.Design/Methodology/Approach – The research is…
Purpose – The purpose of the research aims to observe the high growth of corn crops with a different cropping pattern.
Design/Methodology/Approach – The research is conducted based on field experiments with Group Randomized Design (hereafter RAK shortened from Cluster Random Design). The treatment of cropping pattern I is that corn crops are planted in one row with the size of plot 9 m × 4 m, and the distance planting of the crops is 70 cm × 40 cm. Cropping pattern II is that corn crops are planted in two rows with the size of plot 9 m × 4 m, and the distance planting is 70 cm × 40 cm. Cropping pattern III is that corn crops are planted in three rows with the size of plot 9 m × 4 m, and the distance among the crops is 70 cm × 40 cm.
Findings – The result of research shows that the highest corn crops are from cropping pattern II.3 at age 15 and 30 after planting time (called HariSetelahTanam or HST). The increase of cropping rows from one row to two rows indicates that intra-specific competition are more dominant. The growth of crops is faster because they need full sunlight at vegetative and generative stages. The need of full sunlight at the growing stage causes the increasing of stem height of crops to enable the crops to receive the sunlight optimally due to the continuity of photosynthesis process. The increasing growth of stem diameter is in accordance with the growth speed of height plant at the same age.
Research Limitations/Implications – This research intends to find out the best growing process of the plant. Further research is needed to study the outcome of final product of the plant.
Practical Implications – This is to see the utilization of the best cropping pattern and optimal land utilization.
Originality/Value – High growth of corn crops and stem diameter (Zea may, S) with a different cropping pattern has not yet been published.
This research determines and updates industry’s use of plant charters and their characteristics in terms of plant structure differences, competitive priorities…
This research determines and updates industry’s use of plant charters and their characteristics in terms of plant structure differences, competitive priorities, manufacturing improvement initiatives, and performance. Industry differences are identified and compared to a 1982 study. The most predominant plant charter strategy remains a product plant charter assignment. Responses to a survey indicated that plants are created differently, i.e. there are structural differences between the plant charter strategy types. However, in general, the competitive priorities, efforts to improve manufacturing effectiveness, and resulting performance are essentially the same. This suggests seemingly similar manufacturing strategies regardless of the plant structure being used.
Senior managers in multi‐plant companies are faced by a dilemma: how can they control Industrial Relations centrally, but at the same time allow scope for flexibility? One way of solving this problem is to permit negotiations to take place in the plants, but to regulate this bargaining in some way from a central Personnel department. Why do companies feel obliged to intervene in the affairs of plants in this way? How is this intervention carried out in practice? Is it, for example, through agreements common to all plants, or through loosely worded guidelines from company level?
Shows evidence of two types of manufacturing firm: traditional (low performing plants) and enlightened (high performing plants), and makes the case that the distinction in…
Shows evidence of two types of manufacturing firm: traditional (low performing plants) and enlightened (high performing plants), and makes the case that the distinction in quality is not so much between Japanese versus Western, as it is between traditional and enlightened approaches to quality. The enlightened firms have the following characteristics. First, they see quality as an ongoing, never‐ending pursuit of customer satisfaction, rather than as a managerial fad which might be replaced by subsequent “management‐guru” terms. Second, they have senior manufacturing personnel committed to quality. Third, they have manufacturing strategies which help to translate external customer requirements into internal operational approaches. The differences in capability of quality levels between traditional and enlightened manufacturers are both intriguing and, for the traditional group, alarming. Clearly, the enlightened firms recognize the enormous benefits of, and remain committed to, TQM and they offer an approach which sets them apart from the traditional group.
The aim of the study is to identify main failure phenomena and to evaluate reparation costs, reparation time, loss of profit and their relationship with power plant and…
The aim of the study is to identify main failure phenomena and to evaluate reparation costs, reparation time, loss of profit and their relationship with power plant and faulty components age. In this work, several machinery breakdowns occurred in thermal power plants fed by solid biomass, biodiesel, biogas and municipal solid waste, have been investigated. In the period between 2004 and 2012, 23 faults have been analyzed.
Each fault has been classified considering: power plant technical specifications, type of damage, reparation cost, reparation time and loss of profit (when data are available). The whole data have been, therefore, compared to find out significant information.
It has been pointed out that relevant property damages are mainly caused by old components failure. In addition, the loss of profit is generally much higher than the property damage (six times on average basis).
The study provides useful information that can be of interest for personnel of energy utilities, banks and insurance companies in managing power plants risks and in planning the availability of energy services.
In a series of recent articles, Lawler has argued that new established plants are especially likely to embody high (employee) involvement work systems. These work systems contain a significant number of mutually reinforcing arrangements and practices such as antonomous work groups, quality circles, gain sharing plans, etc. Indeed he goes as far as to content that in these new plants “… almost no aspect of the organisation has been left untouched. The reward systems, the structure, the physical layout, the personnel management system and the nature of jobs have all been changed and in significant ways” (pp. 6–7). There are certainly individual case studies of the arrangements of such plants in the United States, but in the absence of comprehensive survey data the extent to which they are representative of the population of newly established plants as a whole has been called into question.
Carbon trading mechanism has been adopted to foster the green transformation of the economy on a global scale, but its effectiveness for the power industry remains…
Carbon trading mechanism has been adopted to foster the green transformation of the economy on a global scale, but its effectiveness for the power industry remains controversial. Given that energy-related greenhouse gas emissions account for most of all anthropogenic emissions, this paper aims to evaluate the effectiveness of this trading mechanism at the plant level to support relevant decision-making and mechanism design.
This paper constructs a novel spatiotemporal data set by matching satellite-based high-resolution (1 × 1 km) CO2 and PM2.5 emission data with accurate geolocation of power plants. It then applies a difference-in-differences model to analyse the impact of carbon trading mechanism on emission reduction for the power industry in China from 2007 to 2016.
Results suggest that the carbon trading mechanism induces 2.7% of CO2 emission reduction and 6.7% of PM2.5 emission reduction in power plants in pilot areas on average. However, the reduction effect is significant only in coal-fired power plants but not in gas-fired power plants. Besides, the reduction effect is significant for power plants operated with different technologies and is more pronounced for those with outdated production technology, indicating the strong potential for green development of backward power plants. The reduction effect is also more intense for power plants without affiliation relationships than those affiliated with particular manufacturers.
This paper identifies the causal relationship between the carbon trading mechanism and emission reduction in the power industry by providing an innovative methodology for identifying plant-level emissions based on high-resolution satellite data, which has been practically absent in previous studies. It serves as a reference for stakeholders involved in detailed policy formulation and execution, including policymakers, power plant managers and green investors.
Precise and logical plant maintenance evaluation, which enables enterprise to distinguish its most suitable maintenance pattern for application, is the base of improvement…
Precise and logical plant maintenance evaluation, which enables enterprise to distinguish its most suitable maintenance pattern for application, is the base of improvement in plant maintenance. In this paper a new method based on data envelopment analysis (DEA) is proposed to evaluate the relative efficiency of plant maintenance. In this method, a systematic functional model is built to analyze the input/output of plant maintenance, which is processed as a service system, and DEA is applied as a calculate model for plant maintenance evaluation. Practical implications. The aim of this work is to provide management with a method to evaluate and quantify the relative efficiency of plant maintenance among a group of units. The maintenance pattern, scheme and experience of the relatively effective unit are guidance to others in improving themselves in plant maintenance and the quantified evaluation result points out the detailed maintenance limitation of relatively less efficient units so that the management can make corresponding improvement scheme.