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The purpose of this paper is to develop strategies for financial working capital management and to present previous literature on financial working capital management and its measures.

Qualitative comparative analysis is used to formulate the strategies, and the variables in the analysis have been selected from previous literature. Empirical data consists of 91 companies listed in the Helsinki Stock Exchange during 2008-2012.

The results indicate 11 possible strategies for financial working capital management which all aim at increasing financial working capital. There are suitable strategies for all companies independent from their profitability, capital intensity or working capital requirements.

The presented strategies have been created theoretically and have not been tested in companies, which could be done in future research.

This study has three contributions. First, previous literature on financial working capital management is reviewed. Second, a novel measure for financial working capital is developed. Third, strategies for financial working capital management are presented.

Walking and cycling have a long history in work itself and people travelling to and from work. Who walks and cycles, how they perform those journeys, the precise role that journey plays in the course of the working day and how it is valued are informed by social constructions of gender. Gendering of mobility has a long history and, in many countries, women continue to face challenges when they walk and they continue to be discouraged in more or less explicit ways from cycling. This exploratory chapter draws together literature on occupations, paid and unpaid, that involve walking and cycling as an integral part of collecting and delivering people and things. A wide variety of services are discussed in the literature but the research on the mode of travel for individual services – like food delivery, waste picking, rural health work, ‘mobility of care’ – is limited and there is little attention to gender. Further, any comparative studies tend to be between cities with similar economic status or cultural heritage. This chapter includes research from high, medium and low income countries not to universalise experiences but to identify common themes, and suggest avenues for further research. We argue the inequitable distribution of transport resources, the gendering of bicycling related skills and the masculinisation of public space are pervasive. However, they are also being challenged by women supporting each other, partners supporting wives and communities making opportunities available to all members.

WITHOUT any doubt whatsoever, the 1980s have heralded a decade of change. The ten years that preceded it were fraught with heavy losses in employment and in bankruptcies. To be sure, it is not very evident that that era is yet over; yet that the clouds are receding is cur firm hope and belief.

The purpose of this paper is to enhance the capability in managing the maintenance of the transportation process from a quarry to a crushing plant, measured by the availability value and the process capability value.

The maintenance management plan consists of plans for three levels of management: strategy, tactical and operational maintenance plans. The Deming cycle is a continuous improvement tool use for controlling and monitoring activities of the plans. There are three Deming cycles according to these plans, the first of which involves the improvement of machine performance and investment evaluation. The second involves the improvement of plans, schedule, and activities of preventive maintenance including autonomous maintenance. The third is for human resource development on maintenance works. Moreover, the feedback of a prior round of each cycle comes early to detect abnormalities that provide better capability in maintenance.

Three Deming cycles can use for enhancing the maintenance management. The parameters are availability (A) of machines and the capability process (Cpk) of the transportation process. The results of this research state that the availability value of machines increases to 80-92 percent while the process capability value increases to 0.56.

The maintenance management, especially strategic plan, tactical plan and operational plan via the Deming cycle, can be implemented in other medium-sized industries with limited technology and personnel. It was found that the implementation of the plans has continued to progress with the Deming cycle.

This paper proposes how to successfully implement the maintenance management for medium-sized industries with limited technology and personnel. The maintenance management of three levels is carried out simultaneously by using the Deming cycle. This work has proven to be successful which can be expressed in the availability and the capability process values.

MUCH has been written about industrial engineering, especially in regard to American practice, but a good deal of confusion still exists about the whole subject.

THE centripetal forces at work in the world seem to draw all human associations into larger groups. Work Study has been no exception to this, as the formation of a European Federation six months ago indicates. Another manifestation of the same tendency is the letter we print from a correspondent suggesting that there is only room for one professional organisation for Work Study in this country.

Several years ago, North Carolina State (NC State) University Libraries technical services department, Acquisitions & Discovery (A&D), merged acquisitions, cataloging, and electronic resources management functions and staff. One intended outcome for the merger included integrating and distributing electronic resources management across all staff positions whereby staff would be trained to manage a larger portion of the life cycle for print and electronic resources. The benefits of a life cycle approach for both print and electronic resources included better staff understanding of resources; staff ownership of packages; and improved staff follow-through, consistency, and ability to troubleshoot. Key positions were reimagined to support this effort. This included the creation of a staff package manager role in the serials unit to provide oversight of e-journal packages, distribute work to staff, and create and maintain an information dashboard (the Electronic Resources Hub) for staff as well as for other stakeholder departments across the libraries. The monographs unit has recently adopted a similar integrated approach to manage NC State's growing collection of e-books. This chapter will outline A&D implementation of two package management models, one for serials and one for monographs; describe the associated tools and technologies used for support; and discuss lessons learned. Benefits will be discussed to illustrate how other libraries might transform their electronic resource management operations by using a package management strategy.

The purpose of this paper is to present a new way for identification of products/parts and their tracking during the whole life cycle, from the manufacture and assembly phase to the disassembly phase.

Radio frequency identification (RFID) technology is applied on a chosen product, an in‐mould labelling (IML) robot.

This paper discusses a case study that highlights the use of RFID as automatic identification technology, especially in the processes of assembly/disassembly of the IML robot. The application can be expanded onto any kind of product, with the exception of some life cycle phases that are specific for a particular product.

The paper gives an example of how RFID technology can actually be realized in the case of the IML robot to improve the quality of tracking its main components.

The users have the possibilities to access and analyze information about the products/parts during their cycle.

For the last four decades, the alignment of strategy and digital technology has persisted as one of the most critical and bothersome issues for senior government executives. Against this backdrop and drawing on the fruits of an extended program of collaborative research between 1995 and 2020, this chapter draws attention to how government organizations foster effective alignment and how this is achieved through four distinct cycles of alignment work. Considering that this work is heavily people- and organization-centric, the chapter calls for greater involvement of organization development and change scholars and practitioners in this important area of organizational life and work.

NO one will pretend that work study occupies the departmental status that it is entitled to occupy in the organisation structure. Whereas there is every indication that work study's overall influence is wide‐spread, the fact remains that individual departments are kept well screwed down. This seems strange since increased production and optimum efficiency springs from its functions.