Casopis Masinstvo 2-2017 - Mašinski Fakultet U Zenici

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http://www.mf.unze.ba/Masinstvo Godina (Volume) 14 Broj (Number) 2, April - Juni (April - June) 2017. ISSN 1512-5173 http://www.mf.unze.ba/masinstvo MAŠINSTVO ČASOPIS ZA MAŠINSKO INŽENJERSTVO JOURNAL OF MECHANICAL ENGINEERING Godina (Volume) 14, Broj (Number) 2, Zenica, April – Juni (April – June) 2017. Uredništvo (Editorial): Osnivač i izvršni izdavač (Founders and Fakultetska 1, 72000 Zenica Executive Publisher): University of Zenica Faculty of Mechanical Bosnia and Herzegovina Engineering Fakultetska 1, 72000 Zenica Bosnia Tel: +387 32 449 145 and Herzegovina Fax: +387 32 246 612 e-mail: [email protected] Recenzioni odbor (Review committe): [email protected] Dr. Nermina Zaimović-Uzunović, Dr. Fuad [email protected] Hadžikadunić, Dr. Safet Brdarević, Dr. Sabahudin Jašarević, Dr. Nedeljko Vukojević Glavni i odgovorni urednik (Editor and Chief): Prof. Dr. Sc. Safet Brdarević Časopis izlazi tromjesečno (The journal is published quarterly) Urednički odbor (Editorial Board): Dr. Safet Brdarević (B&H), Dr. Jože Duhovnik Tehnički urednik (Technical Editor): (Slovenia), Dr. Vidosav Majstorović (Serbia), Dr. Prof. Dr. Sabahudin Jašarević Milan Jurković (Croatia), Dr. Sabahudin Ekinović (B&H), Dr. Gheorge I. Gheorge Štampa (Print): (Romania), Dr. Alojz Ivanković (Ireland), Dr. Štamparija Fojnica d.o.o., Fojnica Joan Vivancos (Spain), Dr. Ivo Čala (Croatia), Dr. Slavko Arsovski (Serbia), Dr. Albert Uređenje zaključeno (Preparation ended): Weckenman (Germany), Dr. Ibrahim Pašić 30.06.2017. (France), Dr. Zdravko Krivokapić (Montenegro), Dr. Rainer Lotzien (Germany) Časopis je evidentiran u evidenciji javnih glasila pri Ministarstvu nauke, obrazovanja, kulture i sport Federacije Bosne i Hercegovine pod brojem 651. Časopis u pretežnom iznosu finansira osnivač i izdavač. Časopis MAŠINSTVO u pravilu izlazi u četiri broja godišnje. Rukopisi se ne vraćaju The Journal is listed under No 651 in the list of public journals in the Ministry of science, education, culture and sport of the Federation of Bosnia and Herzegovina. The Journals is mostly financed by founder and publisher. Frequency of Journal MAŠINSTVO is 4 issues a year. Manuscripts are not returned Časopis objavljuje naučne i stručne radove i informacije od interesa za stručnu i privrednu javnost iz oblasti mašinstva i srodnih grana vezanih za područje primjene i izučavanja mašinstva. Posebno se obrađuju slijedeće tematike: - tehnologija prerade metala, plastike i gume, - projektovanje i konstruisanje mašina i postrojenja, - projektovanje proizvodnih sistema, - energija, - održavanje sredstava za rad, - kvalitet, efikasnost sistema i upravljanje proizvodnim i poslovnim sistemima, - informacije o novim knjigama, - informacije o naučnim skupovima - informacije sa Univerziteta, The journal publishes scientific and professional papers and information of interest to professional and economic releases in mechanical engineering and related fields. In particular, the following topics are treated: - Technology for processing metal, plastic and rubber, - Design and construction of machines and plants, - The design of production systems, - Energy, - Maintenance funds for the work, - Quality and efficiency of the system and the management of production and business systems, - Information about new books, - Information about scientific meetings - Information from the University, 67 RIJEČ UREDNIKA Poštovane kolegice i kolege EDITORIAL Dear Colleagues U 54 broju četrnaeste godine izlaženja Časopisa „MAŠINSTVO“ predstavljamo Vam 4 rada, od kojih je jedan namjenski napisan za Časopis i tri rada preuzeta sa dvije naučno-stručne konferencije, gdje su bili uvodni referati. Radovi su iz različitih oblasti mašinstva: Analiza oštećenje kočinog diska koordinatnom mjernom mašinom i 3D modeliranjem (održavanje, tehnička dijagnostika, modeliranje), poboljšanje strategije kvaliteta – Opšti cilj, različite metode (upravljanje kvalitetom), Evaluacija radne uspješnosti akademskog osoblja (upravljanje ljudskim resursima u specifičnim poslovnim sistemima) te Održavanje i učinak strojeva na gradilištima (održavanje, upravljanje proizvodnim sistemima). Takođe Vas informišemo o novoj konstrukciji CNC mašine, autora Amera Sarajlića, mladog inžinjera i uskoro poduzetnika kroz realizaciju projekta uz pomoć Agencije za razvoj ZEDA iz Zenice. Tu su informacije i o Naučno-stručnom skupu QUALITY 2017 i Okruglom stolu Upravljanje kvalitetom u visokoškolskim organizacijama u BiH. Na prvoj strani korica predstavljamo jednu Laboratoriju Tehničkog fakulteta iz Bihaća, a na zadnjoj strani korica predstavljamo jednu uspješnu BiH firmu iz oblasti metalskog kompleksa. Pozivamo Vas da date svoj doprinos Časopisu Mašinstvo na Vašu korist, korist struke i nauke. In the 54 issue of the fourteenth year of publishing the Journal "MAŠINSTVO" we present you 4 papers, one of which was dedicated to the journal and three papers were taken from two scientific and professional conferences, where they were introductory papers. The papers are from different fields of machinery: Analysis of disc brake fracture by a coordinate measuring machine and 3D modeling (maintenance, technical diagnosis, modeling), Improvement of the quality strategy - General objective, different methods (quality management), Academic staff performance evaluation (Human Resource Management in Specific Business Systems) and Maintenance and impact of machinery on construction sites (maintenance, production system management). We also inform you about the new construction of the CNC machine, the author of Amer Sarajlić, a young engineer and soon an entrepreneur through the project implementation with the ZEDA Development Agency from Zenica. There is also information on the Scientific and Professional Conference QUALITY 2017 and the Round Table on Quality Management in Higher Education Organizations in BiH. On the first side of the hoop we present one Laboratory of the Technical Faculty from Bihać, and on the back of the platform we present one successful BiH company in the field of metal complex. We invite you to give your contribution to the Journal Machine for your benefit, the benefit of the profession and the science. Your editor in chief Prof. emeritus dr. Safet Brdarević Vaš glavni i odgovorni urednik Prof. emeritus dr. Safet Brdarević SADRŽAJ CONTENTS 1. Analiza oštećenja kočionog diska koordinatnom mjernom mašinom i 3D CAD modeliranjem 69 1. Analysis of Disc Brake Fracture Using Coordinate Measuring Machine and 3D CAD Modeling 75 2. Quality Improvement Strategies Common Goal And Variety Of Ways 81 3. Academic Staff Evaluation – Objective Model Dedić E. 81 Karić A., Lemeš S. Karić A., Lemeš S. 2. Strategije poboljšanja kvaliteta Zajednički cilj i raznovrsnost načina Hamrol A. Hamrol A. 3. Evaluacija radne uspješnosti akademskog osoblja – Objektivni model Dedić E. 4. Održavanje i učinak strojeva na gradilištima 91 Vidaković D., Lacković Z., Ivanović M. Informacije Uputstvo za autore 4. Maintenance And Effect Of Machines Worked On Construction Site Vidaković D., Lacković Z., Ivanović M. 105 112 68 69 75 91 Information 105 Instruction for authors 116 Mašinstvo 2(14), 69 – 74, (2017) A. Karić and S. Lemeš: ANALYSIS OF DISC BRAKE… ANALIZA OŠTEĆENJA KOČIONOG DISKA KOORDINATNOM MJERNOM MAŠINOM I 3D CAD MODELIRANJEM ANALYSIS OF DISC BRAKE FRACTURE USING COORDINATE MEASURING MACHINE AND 3D CAD MODELING Amel Karić1, Samir Lemeš2 University of Zenica Faculty of Mechanical Engineering 2 Polytechnic Faculty 1 Ključne riječi: disk kočnice, oštećenje Keywords: disc brakes, fracture Paper received: 27.01.2017. Paper accepted: 19.04.207. Stručni rad REZIME Kočioni disk je u toku svog radnog vijeka izložen različitim opterećenjima koja uzrokuju trošenje kočione površine, deformaciju, promjenu strukture, pojavu zaostalih napona itd. Cilj ovog rada je mjerenjem ravnosti i potrošenosti kočione površine utvrditi glavni uzrok pojave pukotina na kočionoj povšini, te dati glavne smjernice u cilju produžavanja životnog vijeka kočionog diska i sprečavanja katastrofalnog otkaza. Za mjerenje ravnosti i potrošenosti kočione površine korištena je koordinatna mjerna mašina Zeiss Contura G2, a podaci su dodatno analizirani u 3D CAD softveru Solidworks. Professional paper SUMMARY A brake disc is exposed to various loads during its operational life, which cause braking surface wearing, disc deformation, structural changes, residual stresses etc. The goal of this paper is to find out the main cause of fractures on braking surface, by measuring flatness and wear of braking surface, and to give main guidelines to prolong the operational life and to prevent catastrophic failures. Measurement of flatness and wear was performed on coordinate measuring machine Zeiss Contura G2. Obtained results are then further analyzed using 3D CAD software Solidworks. 1. UVOD Osnovna funkcija kočnice je da uspori ili zaustavi kretanje vozila. Pri tome se javlja trenje, koje usporava automobil, ali i zagrijava kočioni sistem. Kočioni sistemi se ponašaju kao toplotni akumulatori, u kojima se kinetička energija apsorbuje u obliku toplote unutar kočionih sistema ili se konvekcijom prenosi na zrak. Ovaj rad je usmjeren na otkrivanje glavnog uzroka otkaza kočionih diskova korištenjem koordinatne mjerne mašine Zeiss Contura G2 i 3D CAD softvera Solidworks. Analiza je izvršena na kočionom disku kamiona Mercedes Atego, na kojem su ustanovljene dvije radijalne pukotine (Slika 1.) Od mnogobrojnih istraživanja koji su analizirali ovaj problem, posebno treba istaći rad naučnika H. Abendroth, T. Steffen, W. Falter i R. Heidt, koji su detaljno opisali proces nastajanja pukotine u prisustvu opterećenja i povišene temperature kočionog diska, a istraživanje su proveli i numeričkim i eksperimentalnim provjerama [1]. 1. INTRODUCTION The main purpose of brake is to decelerate or to stop the moving vehicle. In that process, friction causes vehicle deceleration, but also heats the braking system. Braking systems act as heat accumulators, where kinetic energy is absorbed in braking systems as heat, or transfers to air by convection. Focus of this paper is to determine the main cause of brake disc fracture using coordinate measuring machine Zeiss Contura G2 and 3D CAD software Solidworks. The analysis was carried out on a brake disc of Mercedes Atego truck, on which two radial cracks were spotted (Figure 1). Amongst numerous papers that analyzed this topic, the work of scientists H. Abendroth, T. Steffen, W. Falter and R. Heidt should be emphasized. They described in detail the process of cracks creation in presence of braking load and brake disc overheating, and they performed the analysis by both numerical and experimental tests [1]. 69 Mašinstvo 2(14), 69 – 74, (2017) A. Karić and S. Lemeš: ANALYSIS OF DISC BRAKE… a.) b.) Slika 1. Pukotine na kočionoj površini diska (a – vanjska površina, b – unutrašnja površina) Figure 1. Cracks on braking surface of the disc (a – inner surface, b – outer surface) Convection and conduction heat process inside braking systems were described in details by A.R. Daudi and M. Narrain, who applied CAE and FEM technologies in their work [2]. Proces konvekcije i kondukcije toplote unutar kočionih sistema detaljno su opisali A.R. Daudi i M. Narrain, koji su u svom istraživanju primijenili CAE i MKE tehnologije [2]. 2. 2. OSNOVNI PODACI O DISK KOČNICAMA Osnovne karakteristike disk kočnica: • Jednostavna konstrukcija, • Brzo hlađenje, • Brzo sušenje, • Kontrola intenziteta kočenja. Problem pucanja kočionog diska je česta pojava u praksi, a uzrok se može tražiti u nekom od sljedećih faktora: • Istrošenost kočionog diska, • Nehomogenost površine (ukrasni i ventilacioni otvori, ekscentričnost), • Korozija. Istrošenost kočionog diska je neminovna pojava, a rezultat je stalnog trenja disk pločica, ali i višestruke strojne obrade u cilju poravnavanja kočione površine. Korozija je pojava sa kojom je suočen svaki kočioni sistem. Ukoliko je vozilo u stalnoj upotrebi, kočiona površina je zaštićena od korozije zbog stalnog trošenja trenjem. Kod vozila koja se duže vremena ne koriste, korozija napada kočionu površinu oštećujući je, a tokom prve naredne upotrebe tako nastala oštećenja uzrokuju neravnine, ubrzano trošenje i dodatno zagrijavanje. Kočioni diskovi sa ventilirajućim otvorom su naročito izloženi koroziji, koja ulazi u strukturu i može uzrokovati lom. Pojava pukotine na disku je pokazatelj da je disk potrebno zamijeniti. Pukotine na disku uzrokuju udare pri kočenju, neravnomjerno zagrijavanje i ubrzano trošenje pločice, a sve to dovodi do ubrzanog širenja pukotine u dubinu materijala. Ukoliko se kočioni disk sa pukotinom na vrijeme ne zamijeni, često se desi da se disk u potpunosti BASIC INFORMATION ABOUT DISC BRAKES Main characteristics of disc brakes: • Simple construction, • Rapid cooling, • Rapid drying, • Braking intensity control. Brake disc fracture occurs commonly, and one could search for a cause in some of the following factors: • Wear of brake disc, • Surface inhomogeneities (decorative openings, vents, eccentricity), • Corrosion. Brake disc wear is an inevitable phenomenon, as a result of constant friction of brake pads, as well as of multiple machining process to flatten braking surface. Corrosion is a phenomenon which every braking system is faced with. If a vehicle is in permanent use, the braking surface is protected from corrosion by continuous friction wear. In case of vehicles, that are not being used for a longer time, corrosion damages braking surface, and the first use that follows, the damages cause unevenness, rapid wear and additional heating. Vented brake discs are more exposed to corrosion, which penetrates into the structure and can cause fracture. The occurrence of cracks on brake disc indicates that disc should be replaced. Cracks on the disc cause impacts during braking, uneven heating and rapid wearing of braking surface, and all this finaly causes the cracks to rapidly expand in depth of material. If brake disc with crack is not replaced in a timely manner, the disc often 70 Mašinstvo 2(14), 69 – 74, (2017) A. Karić and S. Lemeš: ANALYSIS OF DISC BRAKE… completely falls apart, which can lead to catastrophic consequences. raspadne, što može uzrokovati katastrofalne posljedice. 3. 3. EKSPERIMENTALNO ODREĐIVANJE UZROKA OTKAZA KOČIONOG DISKA Ravnost kočione površine izmjerena je kružnom putanjom mjernog alata. Mjerenje je izvršeno sa ukupno 8 definisanih radijusa raspoređenih na sljedeći način: • Unutrašnja površina izmjerena je na kružnim putanjama radijusa 250, 270, 290, 310, 330 i 350 mm, • Vanjska površina je izmjerena po kružnim putanjama radijusa 310, 330 i 350 mm. Softver mjerne mašine omogućava 3D prikaz rezultata, ali, da bi se dobila stvarna slika površine kočionog diska, potrebno je dodatno obraditi dobivene rezultate. Da bi se dobila jasnija slika zakrivljenosti kočione površine diska i s obzirom da odstupanje ravnosti površine nije vidljivo golim okom, izmjerene koordinate su pomoću MS Excel prerađene množenjem razlike srednje vrijednosti z-koordinate i trenutne vrijednosti z-koordinate određenim faktorom uvećanja, prema izrazu: EXPERIMENTAL DETERMINATION OF DISC BRAKE FAILURE CAUSE The braking surface flatness was measured by scanning with circular path of measuring tool. The measurement was performed by 8 different radii arranged in the following way: • The inner surface was measured by circular paths with radii: 250, 270, 310, 330, and 350 mm, • The outer surface was measured by circular paths with radii: 310, 330, and 350 mm. Software of the measuring machine allows threedimensional preview of the results, but in order to obtain real picture of surface curvature, further data processing must be done. In order to obtain a clearer picture of brake disc surface curvature, and since the surface flatness deviation is not visible by naked eye, measured coordinates are processed with MS Excel, multiplying the difference between the mean of z-axis coordinates and the current values of zaxis coordinates with a certain scaling factor, according to the expression: ∑ ∙ ∑ (1) where: k – scaling factor, j - number of the measured point, n - total number of points, For this example the scaling factor was k=30. ∙ gdje je: k - faktor uvećanja, j - redni broj izmjerene tačke, n - ukupan broj tačaka, Za ovaj primjer faktor povećanja je k=30. Slika 2. Izmjerene tačke na kočionoj površini diska učitane u softver Solidworks Figure 2. Measured points on braking surface loaded in Solidworks software 71 (1) Mašinstvo 2(14), 69 – 74, (2017) A. Karić and S. Lemeš: ANALYSIS OF DISC BRAKE… Koordinate tačaka se u 3D Solidworks model unose naredbom "Scan to 3D" iz menija "Addins". U ovom primjeru su radi jasnijeg prikaza ravnosti učitane istovremeno koordinate svih tačaka obje površine (Slika 2). S ciljem daljeg unapređenja jasnoće prikaza učitane tačke su povezane krivuljama i kreirana je zakrivljena površina koja približno prikazuje stvarno stanje zakrivljenosti kočione površine diska. Povezivanje tačaka u zakrivljenu površinu moguće je izvršiti na više načina, a za ovaj primjer korištena je funkcija "Surface Loft" iz menija "Insert Surface". Međutim, da bi se na ovaj način kreirala površina, potrebno je prethodno sve tačke jedne kružnice spojiti jednom krivuljom. Iako je to dosta zahtjevan zadatak, površina kreirana na ovaj način precizno opisuje zakrivljenost površine. Konačan izgled površine pokazuje mnogo manjih neravnina koje su prisutne duž cijele površine. Međutim, najznačajnije je primijetiti savijenost površine kočionog diska u radijalnom pravcu (Slika 3) i u polarnom pravcu (Slika 4) koje su prisutne na obje strane diska. The coordinates of measured points are imported into Solidworks 3D model using "Scan to 3D" from the "Add-ins" menu. In this example, all measured points are loaded together, for better visualisation of surface curvature (Figure 2). In order to further improve the surface model created, loaded points were connected into curves, and a curved surface which closely reflects the actual state of the curvature of the brake disk surface was created. The curved surface could be created in several ways, but for this example, function "Surface Loft" from the menu "Insert Surface" was used. However, creating surface in this way requires all points measured with the same measurement radius to be connected with a curve. Even this is quite a tedious job, the surface created in this way precisely describes the curvature of the original disc surface. The final appearance of the surface reveals many minor variations that are present across the entire surface. However, the most important thing to note is the curvature of the brake disc surface in the radial (Figure 3) and polar direction (Figure 4), which are present on both sides of the disc. Slika 2. Zakrivljenost kočione površine u radijalnom pravcu Figure 3. Curvature of braking surface in radial direction 72 Mašinstvo 2(14), 69 – 74, (2017) A. Karić and S. Lemeš: ANALYSIS OF DISC BRAKE… Slika 3. Zakrivljenost kočione površine u polarnom pravcu Figure 4. Curvature of braking surface in polar direction Slika 4. Pozicija pukotine na unutrašnjoj površini diska Figure 5. Crack position on the inner side of the disc 4. ZAKLJUČAK Izgled radijalnih pukotina može se direktno povezati sa savijenošću u radijalnom pravcu usljed koje neravnomjeran pritisak kočione pločice uzrokuje dodatne savojne napone (Slika 3). Neravnost u polarnom pravcu (Slika 4) je uzročnik udara i vibracija koje dodatno negativno utiču na naponsko stanje diska. Udari uzrokuju dinamičko opterećenje koje dovodi do pojave pukotina čak i pri normalnom opterećenju, a dodatno pospješuje i propagaciju pukotina. Pregrijavanje kao osnovni uzrok pojave neravnina na kočionom disku može se spriječiti redovnim čišćenjem i zaštitom od korozije ventilirajućeg otvora pri svakoj izmjeni kočionih pločica. Ugradnja senzora koji bi signalizirali pregrijanost kočionog diska bi skoro u potpunosti eliminisala problem pregrijavanja. Kao senzori mogle bi se koristiti i bimetalne 4. CONCLUSION The appearance of radial cracks could be directly related to curvature in radial direction, because of which uneven pressure of braking pads on disc surface causes additional bending stresses (Figure 3). Curvature in polar direction (Figure 4) causes impacts and vibrations, which have additional negative influence on braking disc stress state. Impacts cause dynamic load, which causes cracks even with normal load intensity, and it also causes faster propagation of cracks. Overheating, as a main cause of braking surface deflection, could be prevented by regular cleaning and corrosion protection of venting opening whenever brake pads are replaced. Installation of sensors that would signal overheating of brake disc would almost completely eliminate the problem of overheating. Bimetal switches which would trigger the alert sound, or turn on signal light in 73 Mašinstvo 2(14), 69 – 74, (2017) A. Karić and S. Lemeš: ANALYSIS OF DISC BRAKE… sklopke, koje bi u slučaju pregrijavanja proizvodile upozoravajući zvuk ili bi upalile signalnu lampicu na instrument tabli vozila. Kod modernijih modela automobila sa centralnim kompjuterom, pregrijavanje kočnice bi se moglo signalizirati na centralnom ekranu. case of overheating, could also be used as sensors. In case of modern car models with central coumputer, brake disc overheating could be signalised on central display. 5. REFERENCES - LITERATURA [1] H. Abendroth, T. Steffen, W. Falter, R. Heidt. Investigations of CV rotor cracking test procedures. Professional Engineering Publishing, 2000. Brakes 2000. pp. 149163. [2] Gajek, A. Testing of ABS operation in stand conditions. Professional Engineering Publishing, 2000. Brakes 2000. pp. 229239. [3] Reif, Konrad. Fundamentals of Automotive and Engine Technology. Friedrichshafen, Germany: Springer Vieweg, 2014. [4] M. Oruč, R. Sunulahpašić. Lomovi i osnovi mehanike loma. Zenica: Univerzitet u Zenici, Fakultet za metalurgiju i materijale, 2009. [5] Daudi A.R., Narain M. CAE prediction and experimental verification of maximum temperature of cool running 72 curve fin brake rotor design. Professional Engineering Publishing, 2000. Brakes 2000. pp. 123-139. [6] Wirth A., McClure S., Anderson D. Thermally sprayed surface coatigs suitable for use in automotive brake and clutch applications. Professional Engineering Publishing, 2000. Brakes 2000. pp. 175185. [7] Roger L. Vehicle sensitivity to brake torque differences - test and simulation results. Professional Engineering Publishing, 2000. Brakes 2000. pp. 239-251. [8] Koetniyom S., Brooks P.C. , Barton D.C. Finite element prediction of inelastic strain accumulation in cast-iron brake rotors. Professional Engineering Publishing, 2000. Brakes 2000. pp. 139-149.. Coresponding author: Amel Karić University of zenica, Mašinski fakultet Email: [email protected] Phone: +387 32 449 120 74 Mašinstvo 2(14), 75 – 80, (2017) A. Hamrol: QUALITY IMPROVEMENT STRATEGIES… QUALITY IMPROVEMENT STRATEGIES COMMON GOAL AND VARIETY OF WAYS STRATEGIJE POBOLJŠANJA KVALITETA ZAJEDNIČKI CILJ I RAZNOVRSNOST NAČINA Adam Hamrol Poznan University of Technology, Department of Management and Production Engineering Ključne riječi: kvalitet, kontinuirana poboljašnja, Six Sigma, TQM, Kaizen Keywords: quality, continuous improvement, Six Sigma, TQM, Kaizen Paper received: 25.04.2017. Paper accepted: 10.05.2017. Conference paper SUMMARY For about sixty years principles of TQM, Kaizen, Six Sigma and others continuous improvement strategies (CIS) play a vital role in quality engineering and management. They are presented in many books, scientific and professional journals, consulting companies offers and first of all in the Internet as an easy tool (almost a patent) for an efficient running a company and its never ending improvement. The goal of this paper is presentation and systematisation of relation existing between all these CIS. It is indicated in the paper that all off them make use of a common set of principles, methods and tools. Great attention is paid to one of author’s observation, that CSI allow professionals (e.g. designers, technologists, managers) more efficient usage of their knowledge, especially tacit knowledge. It is stressed their importance in creating a friendly environment for harmonious development of so called hard and soft skills and competences. However the condition is a systematic and not occasional use of them. Rad sa konferencije REZIME Prije oko šezdeset godina principi TQM-a, Kaizen-a, Six Sigma i drugih strategija kontinuiranog poboljšanja (CIS) odigrale su ključnu ulogu u inženjeringu i menadžmentu kvalitete. Predstavljeni su u mnogim knjigama, naučnim i stručnim časopisima, konsultantske firme nude ih prije svega na Internetu kao jednostavan alat (gotovo patent) za učinkovito poslovanje firme i njeno kontinuirano poboljšanje. Cilj ovog rada je ppokazati i sistematizovati odnose između svih ovih strategija kontinuiranog poboljšanja. U radu je naznačeno da se svi oni koriste zajedničkim skupom načela, metoda i alata. Velika pažnja posvećena jee jednom autorovom promatranju, da strategije kontinuiranog poboljšanja dopuštaju stručnjacima (npr. dizajneri, tehnolozi, menadžeri) učinkovitije korištenje njihova znanja, posebno tercijalnog (prešutnog) znanja. Naglašava se njihova važnost u stvaranju prijateljskog okruženja za usklađen razvoj tzv. tvrdih i mekih vještina i kompetencija. Međutim, stanje je njihova sustavna i ne povremena upotreba. strategy of improvement [5]. Each of these roles has its justification. They are a philosophy, because they explain a reason behind the constant improvement. They have a character of a concept, because they give a general idea of improvement and allow selecting what is the most beneficial for a given company. Lastly, they are strategies, as aim of their use is obtaining competitive advantage. 1. INTRODUCTION Principles, methods and tools gathered under names of TQM, Kaizen, Six Sigma and Lean have been receiving considerable attention and recognition among practitioners and scientists for several dozen years. In many sources, such as books, journals, Internet and offers of counseling companies, they are often presented as the “golden mean” for constant quality improvement. This means improving a company, including realized processes, produced goods or offered services. However, these tools are seen very differently, as a philosophy, a concept or a TQM, Kaizen, Six Sigma and Lean are products which are greatly advertised and sold, but they are too often taken without any criticism whatsoever. Poland is a good example for this. 75 Mašinstvo 2(14), 75 – 80, (2017) A. Hamrol: QUALITY IMPROVEMENT STRATEGIES… Experiencing with them in Poland began when the command economy, dominated by orders and controlled distribution, ceased to exist. During transition into the market economy, Polish companies have been greedily acquiring all the novelties arriving from the western countries [6]. The companies introducing their departments in Poland have transferred ready organizational solutions, as well as elements of their work culture alongside technologies and machines. It should be acknowledged that it gave us a mighty impulse for development [1]. However, this enthusiasm suppressed any critical attitude in majority of managers. A wonderful idea by Deming to name the cycle of efficient operation as the PDCA cycle was acknowledged without any criticism – if possible, managers wanted to explain everything what was to be done in companies on the basis of its principle. In a nutshell, people believed and often still believe that everything that comes “from there” is better, more effective and efficient. “expeditious operation” is broad enough to contain effects of all the activities in a company –not only concerning the improvement. They are a support in each phase of the Product Life Cycle (PLC). Tools and methods of Lean and Six Sigma are irreplaceable in ensuring proper conditions, while standardized management systems, such as systems compatible with ISO 9001, are helpful in maintaining them. Aim of all the described concepts – although to a various degree – is quality improvement, lowering of costs and supplying products in time. It must be clearly emphasized, that founding rules of SEO were used since the very first moment the human started to consciously manage resources at his disposal. That is because they are based on common sense and result directly out of practice of daily work. Everyone wants to lose as little time and money as possible, avoid wastage, which is applying the main Lean principle in daily life. Everyone, before deciding about any change, first defines a need for it and then tries to assess both possibilities and potential risks of its implementation. Consequently, the change is introduced and then an evaluation is formulated whether it was beneficial or not. Therefore, PDCA cycle is unconsciously realized. Often we determine the weakest links in a stream of our daily activities, e.g. by avoiding particularly crowded junctions or by leaving at a specific day time to avoid traffic jam – in other words, we utilize the Lean principles. We try to introduce small improvements around ourselves to help in our daily lives, inadvertently creating new Kaizen. The TQM also accompanies us secretly in our daily life. An example could be engaging the whole family in organization of Christmas holidays, with more or less aware attempt to reinforce bonds and improve mutual understanding. It is probably appropriate to compare it all to a famous quote from Molière – “Good heavens! For more than forty years I have been speaking prose without knowing it.”1 Through analogy to the Molière character, we have been always applying TQM, Lean, Kaizen but only when they were named, we realized their significance. Of course, it must be admitted that what is proposed, for example, by the Japanese school, is worth respecting. But the Japanese methods are not a panacea. Being able to appreciate achievements of others, we must be also able to look on them with a healthy dose of criticism and look for our own way, if they do not fit into our conditions. The more so that in the past, also during the command economy era, Polish scientists and practitioners had some brilliant ideas for improving operation of companies. Today, we have enough knowledge and many own experiences to present courage of own interpretation and implement own solutions, also in scope of organization and management of a company, fitting our organizational and work culture. 2. STRATEGIES OPERATION OF EXPEDITIOUS As regards the TQM, Kaizen, Six Sigma, Lean and ISO 9000, their importance in continuous improvement is emphasized [2,3,7]. They also have a strong position for application during phases of ensuring and maintaining proper conditions for realization of processes [2]. That is why the author calls them the Strategies of Expeditious Operation (SEO). The notion of 1 SEO are not scientific theories, they are above all a set of practical rules and principles and methods and tools of continuous improvement, aiding them on an operational level. They The Bourgeois Gentleman, Molière, 1670 76 Mašinstvo 2(14), 75 – 80, (2017) A. Hamrol: QUALITY IMPROVEMENT STRATEGIES… consciousness of employees. An ally, a partner and in many cases an equivalent of the TQM thinking is the Kaizen culture – allowing to smoothen the road, to reduce roughness. After certain time, TQM and Kaizen may become insufficient. That is why good practices and effective solutions must be solidified. The “solidifier” role is played by the standards, it is the best if they are created according to guidelines and requirements by a known other standard – the most recognized one is the ISO 9000. Implementation of a standard is a support (illustrated by the “wedge” in the Figure), preventing sliding of the cylinder of efficiency (expeditiousness, effectiveness, benefit). developed spontaneously, they had and still have hundreds of interpreters. That is why their recognition is fuzzy and ambiguous. For some, Kaizen is part of Lean and for others – the other way around. For many, the TQM is an organized system, for some – it is a set of rules to obey. There can be an impression that “everything is everything”. On the other hand, there is nothing wrong with it, as not the whole concepts of Lean or Six Sigma are used daily, but rather specific tools and methods related to them, such as the control chart, Pareto analysis, Kanban or SMED – how to use them is beyond any doubt. But this lack of agreement regarding the nomenclature is a certain hindrance in communication between both practitioners and theoreticians of continuous improvement. The TQM and Kaizen build a friendly environment for achieving high expeditiousness of operations. However, they are not aggressive enough towards the costs. In this scope, they are aided by Lean, TOC and Six Sigma. They underline significance of financial side of the improvement, simultaneously making the road to high efficiency less steep (inclination of the slope is reduced) and they give additional impulse for improvement (the Six Sigma pushes the cylinder of efficiency), not in the role of the proverbial Sisyphus, but as an efficient tool.” Despite existing differences, SEO are complementary towards each other. Relations between the strategies can be schematically presented as in Fig. 1 and describe as a commentary below: “High efficiency of operations is a challenge for each company. The effects do not come by themselves, hard work is necessary. Achieving, maintaining and improving high efficiency can be imagined as rolling a stone upwards a slope. Height of the stone is here a metaphor for efficiency and the slope – difficulties which are to overcome while maintaining and improving it. A moment of hesitation and the stone goes down. Maintaining of achieved level and improving it cannot be stopped – being aware of this means building the TQM. The TQM creates a thought climate from the client’s viewpoint – fulfilling his requirements. But the TQM is, to a large extent, a way of building good solutions by convincing, influencing and calling to Even if the narration presented above is too literary, a little naive and even biased, it shows that all the strategies of expeditious operation create one family. And just as in the family, they can live amicably together (although they do not have to); they can also, as each family member, lead their own, self-dependent life. But in more difficult moments, they always support each other. Lean Manufacturing Six Sigma Theory of Constraints Kaizen ISO 9001 TQM Figure 1. Relations between TQM, Kaizen, Lean, Six Sigma, TOC, ISO 9001 77 Mašinstvo 2(14), 75 – 80, (2017) A. Hamrol: QUALITY IMPROVEMENT STRATEGIES… Assigning a specific PEO to a particular group is a result of its properties [5,8]. As follows: 3. PRINCIPLES, METHODS AND TOOLS The strategies of expeditious operations in themselves only have a certain potential. They gain operational power only in connection with rules, and above all tools and operational methods. However, they must be applied regularly and consistently, not only from time to time. According to a known old German proverb, “Uebung macht den Meister”, meaning “practice makes perfect”. This proverb refers to a concept, which is known as the daily practice. Practice is a set of activities performed regularly in certain situations. In a specific operation, practice is skills and knowledge gained through multiple and continued performance. - - - - Following this trace, it can be said that a strategy, a rule, a method or a tool becomes a practice in a company, if it is regularly applied and is an element of daily routine of employees and managers. In such case it becomes a Practice of Expeditious Operation (PEO), if, thanks to its application, human performance efficiency, as well as operational and business efficiency of processes and a whole company are increased. Thanks to application of PEO, professional mastery of employees can be better used for company’s benefit. Incubation time of strategies for expeditious operation 1900 strategy is distinguished by a certain general idea, concerns a whole company (is not related to any particular area of activity of a company), its realization requires rules, methods, tools and guidelines, rule – indicated that certain activities and attitudes are good for achieving intended results, method – is a determined methodology of operation, concerns particular area of operation of a company, its realization requires certain tools, tool – just as a method, it has determined methodology of operation, but it is usually simple and does not require use of other tools (tools are usually intuitive in use). It should be underlined, that definite majority of tools were invented before popularization of the improvement concept, see Fig.2. Today, a given tool and method can be assigned to many concepts, similarly as a given concept is assigned to many methods and tools. TPS Kaizen TQM Six Sigma ISO 9000 TOC 1950 2000 Year Basic Statistical Tools Design of Experiments Pareto Principle PDCA Control Chart Sampling – quality control Kanban FMEA Poka Yoke Figure 2. Evolution of chosen strategies, methods and tools of expeditious operation 78 Mašinstvo 2(14), 75 – 80, (2017) A. Hamrol: QUALITY IMPROVEMENT STRATEGIES… and friendly for their stakeholders (employees, society, environment), mere mastery in a given profession is not enough to achieve high operational expeditiousness of processes (higher than competitors). Today, operational expeditiousness means more than, e.g., in 70s of XXth century. In that time, it meant mostly supplying products with a competitive price (in the market economy; the command economy was ruled by different principles). Today, operational expeditiousness comprises also minimization of wastage, limiting influence on natural environment and creation of humanfriendly environment. There is no way it can be achieved without extra competences. In a modern company, even someone of very high professional qualifications, a true master in operations regarding a given profession, must take care of the so-called soft competences, which are skills such as cooperation, time management, work organization, creativity, learning, communicating etc. It is a frequent case, when a brilliant specialist loses its market position with a worse one, but distinguished by soft competences. The soft competences – in comparison with the hard ones – are less dependent on knowledge. They depend highly on character, temper, attitude, openness for change, willingness for cooperation etc. They are gained through operations requiring creativity, teamwork, attempting endeavors with results dependent not only on knowledge and professional skills, but also on being open and flexible. The TQM, Kaizen, Lean, Six Sigma, Theory of Constraints together form a brilliant environment for its harmonious and synergic development, see Fig. 3. Relying on certain elaborations, it can be said that all concepts use all tools and methods. Indeed, there is a lot of truth in this statement. However, disputing how a given company, declaring that it applies TQM rules, can implement a specific tool (e.g. TPM) which is not an essence of TQM, is a discussion of purely academic character. On the other hand, saying that we use TPM in TQM is a certain infelicity. But if it helps thinking or acting towards improvement, it should be of no concern. 4. SYNERGY OF SEO AND OCCUPATIONAL PROFICIENCY Tools and methods of Lean, Kaizen or Six Sigma are often used with an intention of improving products, operations and processes, which are, simply saying, designed in an incorrect way. Such a proceeding can hardly be named improvement, it is merely a form of repair. That is because the described concepts are not a cure for all or most of a company’s problems, as sometimes suggested by neophytes and specialists from consulting companies’, often really believing in it. In reality, these methods are just a support for design engineers, process engineers, salesmen, IT specialists, planners etc. That is because performing of daily duties relies on fundamental professional preparation, regarding basic activity of a company. Its success is dependent on professional knowledge and competences of employees. Sometimes it resembles an approach of a tribal shaman (healer), who does not know fundamentals of human anatomy and physiology and still attempts to heal people. Nowadays, when companies aim at being “lean” Effect for a company Hard competences – directed professional knowledge Synergy Soft competences Figure 3. Synergy of SEO 79 Mašinstvo 2(14), 75 – 80, (2017) A. Hamrol: QUALITY IMPROVEMENT STRATEGIES… 5. REFERENCES - LITERATURA [1] Bożek M., Hamrol A.: Analysis of efficiency of Lean Manufacturing and Six Sigma in a production enterprise, Management and Production Engineering Review – MPER, No. 3, 2012 [2] Cox J., Schleier J., Handbook: Theory of Constrains, McGraw Hill, 2010, New York. [3] Deming W.E. Out of the crisis, The MIT Press1982, London [4] Goldratt E.M.: The Goal, North River Press 2005, Great Barrington [5] Hamrol A.: Strategies and practices of efficient production. Lean, Six Sigma and others, Scientific Publishing House (PAN). Warsaw 2015 [6] Hamrol A.: How political and economic circumstances can influence pursuits of excellence in quality management, TQM&BE, volume 2, 2011 [7] Oakland J.S.: Total Organizational Excellence, Butterworth Heineman 2007 Oxford [8] Starzynska B, Hamrol A.: Excellence toolbox: Decision support system for quality tools and techniques selection and application, Total Quality Management & Business Excellence, 2013, Vol. 24, No. 5. Coresponding author: Adam HAMROL, prof. dr hab. inż. Poznan University of Technology Department of Management and Production Engineering ul. Piotrowo 3, 60-965 Poznań tel.: +48 61 665 27 74 Rad je objavljen na Konferenciji „QUALITY 2017“, Neum 17-20 May 2017 The paper was published at the Conference “QUALITY 2017”, Neum 17-20 May 2017 80 Mašinstvo 2(14), 81 – 90, (2017) E. Dedić: ACADEMIC STAFF EVALUATION… EVALUACIJA RADNE USPJEŠNOSTI AKADEMSKOG OSOBLJA – OBJEKTIVNI MODEL ACADEMIC STAFF EVALUATION – OBJECTIVE MODEL Enes Dedić University of Bihać Ključne riječi: evaluacija, radna uspješnost, akademsko osoblje, visokoškolske ustanove Keywords: evaluation, job performance, academic staff, higher education Paper received: 16.04.2017. Paper accepted: 10.05.2017. 1. Rad sa konferencije REZIME Evaluacija radne uspješnosti akademskog osoblja predstavlja poseban izazov u visokoškolskom obrazovnom sistemu u Bosni i Hercegovini. Ustaljena praksa samopredstavljanja apsolutnog autoriteta na javnim visokoškolskim ustanovama je počela slabiti pojavom privatnih visokoškolskih ustanova na kojima su poslodavci tražili rezultate, predstavljali svoja očekivanja, ali i zahtjeve studenata. Suočeni sa novim razvojem u ovoj oblasti, članovi akademske zajednice se nalaze pred velikom nepoznanicom i strahuju da bi se primjenom raznih modela ustvari iskrivila slika njihovog doprinosa, vrijednosti učinka i zasluga, te shodno tome i ukinule ili problematizirale beneficije koje koriste. Ovaj rad daje detaljan pregled stanja, očekivanja i zahtjeva za ispravno postupanje, te predstavlja jedan objektivni model. Conference paper SUMMARY Academic staff evaluation poses a unique challenge in higher education system in Bosnia and Herzegovina. The established practice of selfrepresenting the absolute authority in public higher education institutions attenuated by the emergence of private higher education institutions where the employers sought for the results, expressed their own, as well as students’ demands. Encountered with new development in this domain, the members of academic community are facing an unknown and are feared that the application of various models would in fact deteriorate the image of their contribution, the value of their results and credits, and consequently recall or query the benefits at their disposal. This paper provides a detailed overview, expectations and demands for proper practice, and represents an objective model to be used. 1. TERMINOLOGICAL EVALUATION DILEMMAS Evaluation of performance results represents a required activity of every working organization, no matter what the type of business or work. Even though academic staff evaluation is not absolutely accepted practice, it has become a part of everyday life so this paper tries to answer the key dilemmas related to academic staff performance evaluation. It must be stressed in this introduction that in our educational system, academic staff, except for full-time professors, sign definite duration contracts and contract renewal is not related only to teaching success. Specific features of higher make this process even more complicated, so, apart from teaching evaluation, it is necessary to establish a system of evaluating research, publications, administration and wider TERMINOLOŠKE DILEME EVALUACIJE Vrjednovanje rezultata rada predstavlja neizostavnu aktivnost svake radne organizacije, bez obzira na vrstu poslova i djelatnosti kojima se bavi. Iako ocjenjivanje rada akademskog osoblja nije potpuno usvojena praksa, ono je postalo svakodnevnica i ovaj rad pokušava dati odgovore na ključne dileme vezane za ocjenjivanje radne uspješnosti akademskog osoblja. Potrebno je u uvodu istaći da u našem obrazovnom sistemu, akademsko osoblje, s izuzetkom redovnih profesora, zaključuje ugovore na određeno vrijeme i produženje ugovora nije uslovljeno isključivo uspjehom u nastavnom procesu. Specifičnosti visokog obrazovanja dodatno usložnjavaju ovaj proces, tako da je pored evaluacije nastavnog rada, potrebno uspostaviti sistem koji vrjednuje i istraživački rad i publicistiku, administrativne 81 Mašinstvo 2(14), 81 – 90, (2017) E. Dedić: ACADEMIC STAFF EVALUATION… aktivnosti, te doprinos razvoju društva u cjelini. Akademsko osoblje je svjesno potrebe evaluacije kvaliteta svoga rada, ali istovremeno s teškoćom prihvataju modele evaluacije koji su drugačiji od njihove percepcije „bitnih“ karakteristika rada akademskog osoblja. Radna uspješnost, odnosno koncepti poput radnog učinka i rezultata rada su definisani iz nekoliko perspektiva. Mawoli i Abdullahi [1] predstavljaju više definicija kojima je zajednička odrednica da radna uspješnost predstavlja mjeru u kojoj zaposlenik ostvaruje postavljeni zadatak i koliko taj ostvareni zadatak doprinosi realizaciji organizacijskih ciljeva. Nadalje, ocjenjivanje performansi obično provodi samo direktno nadređeni, za razliku od evaluacija akademskog osoblja koje najčešće sadrže cjelokupnu sliku koju daju i studenti i radne kolege. Isto tako, fokus ocjenjivanja performansi je ograničen samo na opis radnog mjesta, dok se kod evaluacija akademskog osoblja, bez obzira na nivo i zvanje, vrjednuju najmanje tri različita aspekta – nastava, istraživanje i administrativni poslovi. contribution to society. Academic staff is aware of the need to evaluate the quality of their work, but at the same time, they have difficulties accepting an evaluation model different from their own perception of “relevant” academic staff features. Work efficiency, namely concepts of job performance and results are defined from several perspectives. Mawoli and Abdullahi [1] represent several definitions with a common feature depicted as a measure of accomplishment of defined tasks and how that tasks contributes to the overall organizational goals. Furthermore, performance evaluation is usually performed by only direct supervisor, while academic staff evaluation entails the entire image created by both students and colleagues. Moreover, the focus of performance evaluation is only on working position description, while academic staff evaluation, no matter what the level or title is, deals with at least different aspects – teaching, research and administrative duties. 2. ON TEACHERS AND TEACHER EVALUATION Employee performance management and its evaluation were established in industry with periodicity as its basic feature, in some systems entailing goal setting as well. Bush and Middlewood [2] state that formal, periodic evaluation of teaching process in the USA was established in 1970s and the results were appropriate for administrative tasks like remuneration calculation and staff promotion, but not for teaching practice enhancements. These authors also portray the fact that teacher roles are different, so the evaluation of teacher performance is contextually and culturally conditioned. Educational systems in Africa, China and some western church schools, where belief is among basic values, are mentioned as the examples that condition performance evaluation systems. Education is more and more regulated profession that, apart from transparency and responsibility, requires the argumentative and measurable examples of positive leadership practices. We are witnessing the constant reduction in available funds in public financing schemes, so the demands for more efficient use and results comparison are becoming ever louder. All these make the need for continuous enhancements of performance and outcome evaluation methods more apparent. 2. O NASTAVNICIMA I EVALUACIJI NASTAVNIKA Upravljanje učinkovitosti zaposlenika i njeno ocjenjivanje svoje porijeklo ima u industriji, a temeljna karakteristika je periodičnost, koja u određenim modelima sadrži i definisanje i postavljanje ciljeva. Bush i Middlewood [2] navode da je formalna, periodična evaluacija nastavnog procesa u SAD uspostavljena 1970-ih, te su rezultati bili prikladni za administrativne poslove utvrđivanja visina plaća i promocija osoblja, ali ne i za unaprijeđenje nastavne prakse. Ovi autori također predstavljaju činjenicu da je uloga nastavnika različita, tako da je i ocjenjivanje učinkovitosti nastavnika kontekstualno i kulturološki uslovljeno. Kao primjer navode se obrazovni sistemi u Africi, Kini i u nekim Zapadnim crkvenim školama gdje je vjerovanje sastavni dio osvnovnih vrijednosti, te kao takvo kondicionira sistem evaluacije učinkovitosti. Obrazovanje je sve više regulirana oblast koja pored transparentnosti i odgovornosti nameće zahtjev argumentirane i mjerljive pozitivne prakse rukovođenja. Svjedočimo konstantnom smanjenju raspoloživih finansijskih resursa u javnom sektoru, tako da su sve glasniji zahtjevi za efikasnijim korištenjem i uporedbom sa ostvarenim rezultatima. Iz svega proizilazi potreba za konstantnim unaprijeđenjem metoda mjerenja radnog učinka i ostvarenih rezultata i ishoda. 82 Mašinstvo 2(14), 81 – 90, (2017) E. Dedić: ACADEMIC STAFF EVALUATION… 2.1. Ciljevi i funkcije evaluacije Ocjenjivanje i evaluacija nastavnika bi morala unaprijediti učenje, ili barem nastavu.[3] Stoga, unaprijeđenje kvaliteta procesa učenja mora biti prisutno u bilo kojoj evaluaciji rada nastavnika. Proces evaluacije mora osigurati ostvarivanje željenih ciljeva unutar organizacije. Iz perspektive menadžmenta, sistem evaluacije radnog učinka postaje potpuno besmislen ako nema snagu rezultiranja odgovarajućim mjerama u interesu VŠU. Mnoge studije u sektoru visokog obrazovanja ukazuju na duboku podjelu u percepciji između nastavnog osoblja i menadžmenta u pitanjima profesionalne odgovornosti. Problem leži u tome što su sistemi evaluacije ili previše preskriptivni, oslanjaju se na brojke, ili su previše uopćeni i neodređeni, kao npr. očekivanje da ocjenitelj da ocjenu od nezadovoljavajući do izuzetno, bez da se daju jasne smjernice šta te ocjene predstavljaju i na koji način da se formiraju. 2.1. Goals and functions of evaluation Assessment and evaluation of teachers should enhance learning, or at least teaching.[3] Therefore, the enhancement of quality of learning process must be a part of any evaluation scheme used for teacher performance evaluation. The evaluation process must ensure the achievement of set goals within the organization. From the managerial perspective, the process of performance evaluation becomes absolutely useless if it cannot achieve defined goals relevant for a higher education institution. Many studies in higher education sector indicate wide divide in perception between academic staff and management, when it comes to professional responsibility. The problem lies in evaluation systems that are either too prescriptive and rely solely on numbers, or are too general and unspecified, e.g. they expect that evaluator should evaluate between unsatisfactory and exemplar, without clear guidelines what these evaluations represent and how should be formed. Craftova [4] navodi dodatne razlike između razvojne evaluacije, formativne, sumativne, evaluacije odgovornosti, kvalitativne i kvantitativne, te primjene otvorenog ili zatvorenog pristupa. Sistem evaluacije koji se koristi na VŠU istovremeno oblikuje radnu kulturu i kvalitet akademskih rezultata te institucije. Stoga je veoma bitno da VŠU koje žele poboljšati svoje rezultate u oblasti obrazovanja i učenja studenata moraju istovremeno razvijati sistem evaluacije nastavnog procesa.[5] Procesom evaluacije nastavnog procesa moguće je istovremeno doprinijeti unaprijeđenju nastave, nagraditi izuzetne primjere, prilagoditi zadatke, zaštititi pojedince i ustanove, potvrditi proces izbora osoblja, zadovoljiti propise i zakone, unaprijediti procese odlučivanja, postaviti osnovu za planiranje karijere, te doprinijeti radnoj atmosferi i motivisanju. Craft [4] mentions additional differences between developmental evaluation, formative, summative, evaluation of responsibility, qualitative, quantitative and use of open or closed approach. Evaluation system used at HEI forms the institutional culture, as well as the quality of academic results of that institution. Therefore, it is crucial for institutions that want to improve their results in education and learning to develop the system of evaluation of educational process as well.[5] The process of evaluation of educational process provides for teaching enhancements, rewarding the exquisite examples, adjust tasks, protect individuals and institutions, confirm staff selection process, satisfy legal requirements, improve decision making processes, create foundation for career development and contribute to the overall working atmosphere and motivation. Evaluacija također mora zadovoljiti potrebe profesionalnog razvoja nastavnika, te izbjeći nesklad između ličnih i prioriteta obrazovne ustanove. Evaluacija može poslužiti ne samo kao sredstvo identifikacije potreba, već i za definisanje potrebnih koraka za ostvarenje tih potreba i usaglašenih ciljeva. Evaluacija treba rezultirati unaprijeđenjem stanja i/ili oslobađanjem od onih koji ostvaruju prosječne ili ispodprosječne rezultate. Evaluation must also satisfy needs for teacher professional development and avoid dissonance between personal and institutional priorities. The evaluation could serve not just as a tool for needs identification, but also as a tool for defining necessary steps towards realization of these needs and agreed objectives. It should result in improvements and/or getting rid of those that achieve average or under average results. 83 Mašinstvo 2(14), 81 – 90, (2017) E. Dedić: ACADEMIC STAFF EVALUATION… 2.2. Evaluation models Job performance is a multidimensional concept made of several types of behavior. Buller [6] represents “comprehensive faculty evaluation system” developed by Raoul Arreola and Laawrence Aleamoni and further improved in 2007. The importance of such an approach is in its reduction of subjectivity in academic staff evaluation process. The main feature of this model is the eight-step process that ensures maximal comprehensiveness and objectivity in the process of academic staff evaluation. The first step requires determination of academic staff role model. The second step assumes determination of parameter values of the role model. The third step is defining roles of the role model. The fourth step is determination of role features weights, in a way to define priorities and weights for every observable behavior. The fifth step should define appropriate data source, i.e. the ways to monitor and measure these behaviors. The sixth step defines weight factors for every information source. In the seventh step, one should define ways how information should be acquired. The eighth step assumes completion of the system by collecting information, analyzing it and reporting on the results. Nevertheless, such a model will not be accepted by all, especially by academic staff in Humanities that in general are against quantification which distorts the true and complex image of academic staff roles. 2.2. Modeli evaluacije Radni učinak je multidimenzionalan koncept koji se sastoji od više vrsta ponašanja. Buller [6] predstavlja „Sveobuhvatni sistem evaluacije akademskog osoblja“ koji je razvio Raoul Arreola u saradnji sa Lawrence Aleamoni i usavršio 2007. godine. Značaj ovakvog pristupa je u tome što smanjuje nivo subjektivnosti u procesu evaluacije akademskog osoblja. Osnovna karakteristika ovog modela je proces u osam koraka koji osigurava maksimalnu sveobuhvatnost i objektivnost evaluacije akademskog osoblja. Prvi korak zahtjeva da se definiše uzoran primjer akademskog osoblja. Drugi korak pretpostavlja da se odrede vrijednosti parametara uzornog modela akademskog osoblja. Treći korak je utvrđivanje svojstava uzornog primjera akademskog osoblja. Četvrti korak je utvrđivanje težinskih faktora za svaku komponentu svojstva, na način da se odrede prioriteti i težinski faktori svakog mjerljivog ponašanja. Petim korakom se definišu prikladni izvori informacija, odnosno načini praćenja i mjerenja ovih ponašanja. Šestim korakom se određuju težinski faktori izvora informacija, te se određuju prioriteti i težinski faktori za svaki izvor informacija. U sedmom koraku se određuje način na koji će informacije biti prikupljane. Osmim korakom je predviđeno upotpunjavanje sistema na način da se prikupe informacije, analiziraju i izvjesti o rezultatima. Pa ipak, ovakav model neće dobiti podršku svih, posebice akademskog osoblja iz područja humanističkih nauka, koji se generalno protive kvantifikaciji kojom se iskrivljuje stvarna slika kompleksnosti uloge akademskog osoblja. Türk [7] states that evaluation of teaching is done through the number of lecture hours and successful mentoring of students, scaled to the level and language of instruction. Furthermore, the number of publications in reference period, scaled to the quality of publication, is also taken into account. The score achieved in the evaluation process might be adjusted according to qualitative indicators not present in quantitative measurements by direct superior. Türk [7] navodi da se evaluacija nastave prati kroz broj sati nastave i broj uspješnih kandidata u procesu mentorstva, prilagođeno na osnovu nivoa nastave i jezika. Također, u obzir se uzima broj publikacija u referentnom periodu, prilagođen na osnovu kvaliteta objavljene publikacije. Ocjena postignuta evaluacijom može biti korigovana na osnovu kvalitativnih pokazatelja koji nisu zastupljeni u kvantitativnom mjerenju od strane direktno pretpostavljenog. Ranije je navedeno da je potrebno osigurati prihvaćenost sistema evaluacije među akademskim osobljem. Pa ipak, ovdje je nužno istaći razlike utemeljene na kulturološkim osnovama. Odnos prema akademskom osoblju je rezultat određenog društva i preovladavajuće kulture. It was mentioned earlier that the acceptance of evaluation system among academic staff should be achieved. However, one must be aware of differences based on cultural differences. Attitudes towards academic staff are the results of certain societies and overwhelming cultures. 84 Mašinstvo 2(14), 81 – 90, (2017) E. Dedić: ACADEMIC STAFF EVALUATION… Bush and Middlewood [2] mention the examples of Japan where cultural focus is on the community as such, not the individual, so the evaluation system as well, is rather different when compared to Western comprehension of the role of an individual. Another example of cultural differences is evident in Muslim societies where teacher is seen as another father, so the respect and attitude toward the teacher are adjusted accordingly. Detailed evaluation of teacher performance in such context is, not just almost impossible, but also anti-Islamic. Direct examples are madrasas in Pakistan where religious perception precondition all other activities, including academic staff performance evaluations. Tako Bush i Middlewood [2] navode primjere Japana gdje je fokus na zajednici, a ne na pojedincu, te je kao takav, sistem evaluacije različit u odnosu na Zapadno poimanje uloge pojedinca. Drugi primjer kulturološke različitosti je evidentan u islamskim društvima gdje se nastavnik doživljava kao drugi otac, te se shodno tome i poštovanje i odnos prilagođava, tako da je detaljna evaluacija rada nastavnika, ne samo skoro nemoguća, već i antiislamska. Direktan primjer su medrese u Pakistanu gdje vjerska percepcija uslovaljava sve druge aktivnosti, pa tako i evaluacije rada akademskog osoblja. 2.3. Proces evaluacije Ocjenjivanje radne uspješnosti se bavi procesom praćenja i evaluacije radne uspješnosti s ciljem identifikacije potreba za unaprijeđenja, kao i rad sa zaposlenicima kako bi se povećala njihova efektivnost i maksimalno iskoristili njihova znanja i vještine. Pri tome, potrebna je odrednica sistemskog pristupa ovom pitanju, a u većim organizacijama obavezna je i stručnost onih koji provode proces, kao i poznavanje radnog procesa i radnog mjesta, odnosno zahtjeva tog radnog mjesta. 2.3. Evaluation process Job performance evaluation is about monitoring and evaluating performance with an objective to identify the needs for improvements, as well as to work with employees in order to increase their efficiency and maximize the use of their knowledge and skills. Therefore, systematic approach is needed and in larger organizations, also the expertise of those managing the process, as well as knowledge of work processes, work postions and demands for those positions. Buller [6] objašnjava pristup Greg Martina koji proces evaluacije nastavnog osoblja predstavlja u četiri osnovna koraka. Prvi korak je definisanje kriterija po kojima će akademsko osoblje biti evauirano. Drugi korak je uspostava jasnih standarda za svaki kriterij, odnosno precizno definisanje šta predstavlja očekivani kvalitet u nastavi, istraživanju i administrativnim poslovima. Treći korak je predstavljen odabirom indikatora koji određuju nivo ostvarene učinkovitosti. Četvrti korak je integracija ostalih relevantnih informacija u sistem godišnje evaluacije zaposlenika. Buller [6] explains Greg Martin’s approach which presented academic staff evaluation in four basic steps. The first step is defining academic staff evaluation criteria. The second step is the establishment of clear standards for each criterion, i.e. precise definition of what is anticipated quality in teaching, research and administrative duties. In the third step, there is selection of indictors that define the level of accomplished effectiveness. The fourth step is integration of all other relevant information in the system of annual employee evaluation. It must be assured that the evaluation process is clear to and accepted by all participants, especially because in the extreme cases, the institution’s administration might fire an academic staff member that will never admit or state that she lost academic job due to poor performance or incompetence. In order to maintain morale in the institution, it is crucial that all the employees are familiar with such a decision and reasons based on the pedagogical standards, norms and institutional values, and to see fair treatment. [3] Nužno je osigurati da proces evaluacije bude svima jasan i prihvaćen, posebno zbog toga što u ekstremnoj situaciji administracija ustanove može otpustiti člana akademskog osoblja koji nikada neće priznati ili izjaviti da je ostao bez posla zbog lošeg rada ili nekompetentnosti. Za održanje morala u ustanovi, potrebno je da ostali zaposlenici budu upoznati sa ovakvom odlukom i razlozima koji su utemeljeni na pedagoškim standardima, normama i vrijednostima ustanove, kao i da vide da se pravično postupa.[3] 85 Mašinstvo 2(14), 81 – 90, (2017) E. Dedić: ACADEMIC STAFF EVALUATION… Literature on academic staff evaluation presents general evaluation methods like teacher interviews, competence tests, indirect measurements, teaching observations, student evaluations, peer evaluations, students’ results and academic staff self-evaluation. Literatura o evaluaciji nastavnog osoblja predstavlja opće metode evaluacije poput intervjua sa nastavnicima, testova kompetencija, indirektnog mjerenja, observacija na nastavi, evaluacija od strane studenata, evaluacija kolega, uspjeha studenata, i samoevaluacija akademskog osoblja. 2.4. Evaluation elements A practical problem with any evaluation is selecting the number of criteria, i.e. indicators for evaluation. A generally accepted rule is the more criteria, the more detailed and precise evaluation will be. However, statistical indicators should contribute to the evaluation and not replace it. [8] According to the defined set of duties of academic staff, evaluation elements must entail at least teaching, research and administration. 2.4. Elementi evaluacije Praktičan problem primjene bilo kojeg modela evaluacije predstavlja odabir broja kriterija, odnosno indikatora na osnovu kojih se vrši evaluacija. Općepoznato je pravilo da se sa što više indikatora može donijeti detaljnija i preciznija evaluacija. Pa ipak, statistički pokazatelji, odnosno indikatori, trebaju doprinijeti evaluaciji a ne zamijeniti je. [8] Na osnovu definisanih poslova članova akademskog osoblja, elementi evaluacije moraju minimalno obuhvatiti nastavu, istraživački rad i administrativne poslove. Iako je istraživački rad po mnogo čemu drugačiji od klasičnog „proizvoda“, potreba za mjerenjem kvaliteta i poređenjem sa drugima je prisutna. Kod istraživanja se mjere i porede objavljeni radovi, napisane knjige, izlaganja na konferencijama i sl. tako da su ove publikacije ustvari fokus evaluacija. Jedan od pristupa je broj citiranja pri čemu se kvantificiraju pokazatelji kvaliteta istraživačkog rada, u pogledu same publikacije i primjenjenih indeksa. Drugi primjer je brojanje patenta, ali i ovdje je jasno da imamo velike probleme. Treća mogućnost pretpostavlja uvid u kvalitet istraživanja, uzimajući za primjer Eigenfactor, H-indeks, ISI impakt faktor ili SCOPUS-ov normalizirani impakt po članku kao validnu mjeru kvaliteta istraživačkog rada. Pored ovih pomenutih indeksa, u upotrebi je i veliki broj drugih, uključujući Kineski indeks u društvenim naukama, Azijski naučni citatni indeks i Indijski citatni indeks. Iako se još uvijek raspravlja o tome da li i u kolikoj mjeri studenti treba ili mogu da ocjenjuju svoje nastavnike, ova praksa je prihvaćena i prisutna u obrazovnim sistemima visokog obrazovanja i neizostavan je segment svake ozbiljne analize kvaliteta rada na visokoškolskoj ustanovi. Studentske evaluacije se primarno tiču evaluacije nastave, te kao takve trebaju biti ispravno percipirane kao indikator stanja u toj sferi. Ni u kojem slučaju ne bi smjele biti isključivi pokazatelj kvaliteta rada akademskog osoblja, posebno iz razloga što je evaluacija obojena karakterom nastavnika.[7] Even though research activities are in many aspects different from classical “product”, there is also need to measure and compare the results with others. In research, published papers, written books, conference speeches etc. are measured and compared, so these publications actually become the focus of evaluation. One of the approaches takes into account the number of citations where research quality indicators are quantified in terms of publication themselves and applied indices. Another example might be counting patents, but there are serious problems with such an approach too. The third possibility assumes the insight into the research quality by taking Eigen Factor, H-index, ISI impact factor or SCOPUS normalized impact per paper as a valid measure of the quality of research. Apart from these indices, there are many other indices in use, including Chinese Social Science Citation Index, Asian Science Citation Index and Indian Citation Index. Even though there are still discussions whether and how students should and could evaluate teachers, the practice is already accepted and present in higher education systems and mandatory aspect of any serious analysis of quality at HEI. Student evaluations are primarily related to teaching and should be treated properly as an indicator in this sphere. In any case, student evaluations should not be the only indicator of quality of work of academic staff, especially because the evaluation is colored by teacher’s character.[7] 86 Mašinstvo 2(14), 81 – 90, (2017) E. Dedić: ACADEMIC STAFF EVALUATION… 3. PRESENTING AN OBJECTIVE EVALUATION MODEL An objective performance evaluation model is presented through a holistic approach to academic staff evaluation. Therefore, it includes educational activities, scientific and research work and administrative duties. For every of these three basic areas, detailed classifications are prepared in a way that academic staff could give their proposals for changes and additions of particular features and numerical values within the system. The process of categorical definitions, items in each category and numerical values for each item lasted for three months and just after the detailed discussions was adopted as a framework and evaluation system. The system defined that every academic staff member should fill-in selfevaluation table, for every pre-defined item and to provide evidence to central university administration service. The system assumed that only Rector is exempt from this evaluation scheme. Filling-in the self-evaluation table assumed entering numerical values and points multiplication for each item. For some items, it was necessary to provide additional information, like authors, journal and paper titles etc. Electronic form was used so the points were calculated automatically for every single item, but the general score too. Direct line superiors could provide comments and notes on academic staff member work, but could not alter the scores calculated in the process. The evaluation system made of five pre-defined categories was used. 3. PREDSTAVLJANJE OBJEKTIVNOG MODELA EVALUACIJE Objektivni model ocjenjivanja radne uspješnosti akademskog osoblja predstavljen je holističkim pristupom evaluaciji akademskog osoblja, tako da obuhvata obrazovne aktivnosti, naučnoistraživački rad i nenastavne obaveze. Za svaku od ovih osnovnih oblasti napravljene su detaljnije klasifikacije, i to na način da je svo akademsko osoblje moglo davati svoje prijedloge za izmjene i dodavanja stavki, kao i bodovne vrijednosti predloženog sistema evaluacije. Proces definisanja kategorija, stavki u kategorijama i bodovnih vrijednosti za svaku stavku je trajao tri mjeseca i tek nakon iscrpnih rasprava usvojen je okvir i sistem evaluacije. Sistem je definirao da svaki član akademskog osoblja popunjava samoevaluacijsku tabelu, za svaki od predefinisanih elemenata, te da prikupi i dostavi dokaze centralnoj administrativnoj službi univerziteta. Sistemom je predviđeno da jedino rektor univerziteta neće biti evaluiran. Popunjavanje samoevaluacijske tabele pretpostavlja unošenje brojčane vrijednosti i množenje sa bodovnom vrijednosti za svaku stavku. U nekim poljima je bilo potrebno unijeti i dodatne informacije, poput autora, naziva radova i žurnala i sl. Za ovo je korištena elektronska forma koja je automatski vršila izračune pojedinačnih i ukupnih vrijednosti. Direktni nadređeni člana akademskog osoblja su imali mogućnost davanja komentara i opažanja o radu člana akademskog osoblja, ali nisu imali mogućnost mijenjanja rezultata postignutih u ovom sistemu evaluacije. Primjenjen je sistem ocjenjivanja od pet definisanih kategorija. Ustanova je definirala svoj prihvatljivi prag kvaliteta i sve koji ga ostvare ocijenila pozitivnom, zadovoljavajućom ocjenom. Kako bi se ostvario cilj dodatnog motivisanja i ukazivanja na željena i očekivana ponašanja i prakse, istaknuto je najboljih 10% i dodijeljena su im određena priznanja. Na ovaj način se ostvario i cilj evaluacije koja doprinosi razvoju nastavnika. Ustanova je u stanju definisanjem svoga praga i faktorizacijom bodovnih skala usmjeravati akademsko osoblje u željenom pravcu i na odgovarajući način. Oblast naučno-istraživačkog rada je detaljnije podijeljena na klasu Publikacije, radovi i reference i klasu Projekti, patenti i nagrade. Za svaku posebnu klasu je određen težinski faktor decimalnog karaktera, po 0,20. The institution defined its acceptable threshold level of quality and everyone who achieved it was evaluated with a positive, satisfactory score. In order to achieve additional motivational goal and to indicate desirable and expected behaviors and practices, top 10% were identified and rewards were given to them. By doing this, a contribution to teacher development was secured as an evaluation goal. The institution is capable to, through defining its threshold level and factorization of scoring scales, direct academic staff in a desirable direction and in proper way. The scientific-research area was further divided in two classes – Publications, papers and references, and Projects, patents and awards. Each class had its decimal weight factor and in this particular case it was the same for both these classes – 0.20. 87 Mašinstvo 2(14), 81 – 90, (2017) E. Dedić: ACADEMIC STAFF EVALUATION… Publications, papers and references class had eleven sections with additional item divisions, depending on specific features of every section. Every single item was described in details, so there was no possibility to misclassify one’s results, and every item had its numerical value. Item values were spread between 2 and 100, and certain items had its quantitative limitation, either in terms of maximum acceptable points or occurrences. Additional factor used in this class was the number of authors and factoring was done in four categories with values between 0.4 and 1. Projects, patents and awards class had four sections with further item divisions. Item values were between 10 and 150. Klasa Publikacije, radovi i reference je bila podijeljena na 11 stavki, sa dodatnim podjelama, ovisno od specifičnosti svake stavke. Svaka pojedina stavka je precizno opisana tako da ne postoji mogućnost pogrešnog svrstavanja rezultata rada akademskog osoblja, i za svaku su dodijeljeni bodovi. Raspon bodova je od 2 do 100, a za određene stavke je definisan prihvatljivi maksimum, bilo bodovno, bilo količinski. Dodatni koeficijent koji je korišten u ovoj oblasti je broj autora i faktorisanje je izvršeno na 4 nivoa, sa vrijednostima od 0,4 do 1. Klasa Projekti, patenti i nagrade je podijeljena na 4 stavke sa detaljnijim podjelama. Raspon bodova je određen od 10 do 150. Oblast obrazovnih aktivnosti je podijeljena na tri klase: Predmeti, Konsultacije i Studentska anketa. Težinski faktor za Predmete je 0,20, dok je za druge dvije klase 0,10. U okviru klase Predmeti, predviđeno je da se evaluacijom napravi distinkcija između sata predavanja na dodiplomskom i diplomskom studiju. Korišteni omjer je za 50% veća bodovna vrijednost sata na diplomskom studiju. Klasa Konsultacije je podijeljena na 5 stavki a raspon bodova je od 2 do 15. Klasa Studentska anketa predstavlja rezultate anketiranja studenata koji se izražavaju bodovnim vrijednostima na skali od 1 do 5 tako da u ukupnom rezultatu evaluacije akademskog osoblja predstavlja istu brojčanu vrijednost. Oblast nenastavnih dužnosti je definisana kroz 10 stavki sa detaljnijim podjelama a raspon bodova je od 2 do 150. Ovdje su definisane stavke administrativnih zadataka sa navedenim administrativnim i rukovodnim funkcijama na univerzitetu, zatim članstva u tijelima univerziteta, učešće u promotivnim aktivnostima i organizacija skupova. Također je evaluiran i širi doprinos zajednici kroz stavke vođenja stručnih udruženja, stručnih aktivnosti izvan univerziteta i medijskog prisustva. Visokoškolska ustanova može definisati obim željenih rezultata svojih uposlenika u svim kategorijama, izračunati bodovne vrijednosti i iste definisati kao normu. Ovo normiranje je moguće uraditi na nivou svake od stavki korištenog obrasca, ali je bolje definisati bodovnu vrijednost i limite u pojedinim stavkama kako bi se osigurala raznolikost i distribucija nastavničkog djelovanja u područjima na osnovu ličnih preferenci, tako da bi očekivanja od člana akademskog osoblja bila da ostvari: Educational activities area was further divided into three classes – Courses, Consultations and Student evaluation. Weight factor for Courses was 0.2., and for other two classes was 0.10. Courses class anticipated distinction between lecture hours in courses taught at undergraduate and postgraduate levels. The used ratio was 50% higher values for lecture hour in postgraduate courses. Consultations class was divided in five sections with item values between 2 and 15. Student evaluation class was represented by the results of student evaluations on a scale from 1 to 5 and in this system it kept the same values in overall evaluation. Administrative duties area was present through 10 classes with detailed items and item values were between 2 and 150. It included administrative tasks related to administrative and managerial functions at university, memberships in university bodies and committees, participation in promotional activities and events organizations. A wider contribution to society was evaluated in this area through items like running professional associations and professional activities outside the university and media presence. A higher education institution could define the volume of desirable results for its employees in all areas and classes, calculate numerical values and define them as a norm. This norm-setting could be done at the level of a single item, but it is a way better to do it at area and/or class levels in order to provide for certain differences and distribution of academic staff activities in the areas of their personal preferences, so there could be an anticipation from a member of academic staff to achieve: 88 Mašinstvo 2(14), 81 – 90, (2017) E. Dedić: ACADEMIC STAFF EVALUATION… Publikacije, radovi i reference – 120 bodova, o Projekti, patenti i nagrade – 90 bodova, o Obrazovne aktivnosti – 50 bodova, o Administrativne dužnosti – 20 bodova, svi bodovi bez faktorisanja. Ovaj primjer predstavlja optimalan pristup između potpune akademske slobode i potpunog definisanja ciljanih rezultata ustanove. Ovo optimalno rješenje daje određeni nivo slobode svakom članu akademskog osoblja i istovremeno osigurava ostvarenje željenih ciljeva ustanove. Nadalje, modifikacijom ovih vrijednosti, ustanova šalje jasnu poruku svom akademskom osoblju u kojim područjima očekuje veće rezultate i šta je fokus ustanove za narednu godinu. Publications, papers and references – 120 points, o Projects, patents and awards – 90 points, o Educational activities – 50 points, o Administrative duties – 20 points, prior to factorization. This example represents an optimal approach between total academic freedom and total control of institutional results. This optimal solution gives certain level of freedom to every member of academic staff and at the same time provides for acquisition of institutional goals. Furthermore, by modifying the item values and factors, the institution is sending a clear message to its academic staff about the institutional focus in the following year, about its expectations and expected staff results in certain areas. 5. REFERENCES - LITERATURA [1] Mawoli, M. A.; Abdullahi, Y. B.: An Evaluation of Staff Motivation, Dissatisfaction and Job Performance in an Academic Setting, Australian Journal of Business and Management Research, ISSN 1839-0846, Vol. 1, No. 9, December 2011, pp. 1-13 [2] Bush, T.; Middlewood, D.: Leading and Managing People in Education, SAGE Publications London, 2005. [3] Mercer, J.: Appraising higher education faculty in the Middle East, Management in Education, ISSN 0892-0206, Vol. 20, No. 1, February 2006, pp. 17-26 [4] Craft, A.: Continuing Professional Development: a practical guide for teachers and schools, RoutledgeFalmer London, 2000. [5] Toch, T.; Rothman, R.: Rush to Judgment: Teacher Evaluation in Public Education. Education Sector Reports, Education Sector Washington, D.C., 2008. [6] o o [7] [8] Buller, J. L.: Best Practices in Faculty Evaluation: A Practical Guide for Academic Leaders, Jossey-Bass San Francisco, 2012. Türk, K.: Performance Management of Academic Staff and its Effectiveness to Teaching and Research – Based on the Example of Estonian Universities, Trames Journal of the Humanities and Social Sciences, ISSN 1736-7514, Vol. 20 , No. 1, March 2016, pp. 17-36 Türk, K.: Performance Appraisal in the University of Tartu, EBS Review, ISSN 1406-0264, No. 17, Autumn 2003, pp. 143-150 Coresponding author: Enes Dedić University of Bihać Email: [email protected] Phone: +387 61 105 722 Rad je objavljen na Konferenciji „QUALITY 2017“, Neum 17-20 May 2017 The paper was published at the Conference “QUALITY 2017”, Neum 17-20 May 2017 89 Mašinstvo 2(14), 81 – 90, (2017) E. Dedić: ACADEMIC STAFF EVALUATION… 90 Mašinstvo 2(14), 91 – 104, (2017) D. Vidaković et all: MAINTENANCE AND EFFECT OF… ODRŽAVANJE I UČINAK STROJEVA NA GRADILIŠTIMA MAINTENANCE AND EFFECT OF MACHINES WORKED ON CONSTRUCTION SITE Držislav Vidaković1, Zlatko Lacković1, Milan Ivanović2 1 University J. J. Strossmayer in Osijek, Faculty of Civil Engineering, Osijek 2 Panon – Institute for strategic studies, Osijek Ključne riječi: građevinski strojevi troškovi, održavanje, planiranje, učinak Keywords: construction machinery, costs, maintenance, planning, effect Rad sa konferencije REZIME U radu je pojašnjeno značenje i važnost učinka građevinskih strojeva obzirom na specifičnosti njihove uporabe. Opisani su načini organizacije aktivnosti održavanja strojeva na gradilištima i ukazano je na utjecaj koji to ima na njihov učinak. Naglašene su mogućnosti unaprjeđenja postojeće prakse izvođača građevinskih radova i istaknuta je potreba praćenja ostvarenih učinaka i izrade i kontinuiranog ažuriranja internih baza podataka koji su podloga za planiranje i odlučivanje o realizaciji mehaniziranih radova. Conference papaer SUMMARY The paper explained meaning and importance of the impact of construction machinery due to the specifics of their use. Describes how organization of maintenance activities of machines on construction sites and points to the impact this has on their performance. Accent was placed on possibilities of improving existing practice of building contractors and emphasized need for monitoring of achieved results, development and continuous updating of internal databases which are basis for planning and decision-making on implementation of mechanized work. Paper received: 10.04.2017. Paper accepted: 16.06.2017. 1. UVOD – SPECIFIČNOSTI UPORABE I ODRŽAVANJA STROJEVA NA GRADILIŠTIMA Strojno izvođeni procesi često su kritični za rokove i imaju veliko učešće u realizaciji građevinskih projekata, pogotovo kod niskogradnje i novogradnje (najviše za zemljane i betonske radove). Građevinska mehanizacija ima niz bitnih posebnosti u odnosu na uporabu i održavanje strojeva u industrijskim pogonima, a postoje i izvjesne sličnosti sa strojevima u nekim drugim djelatnostima (npr. rudarstvu, šumarstvu i brodogradnji). Uporabu strojeva na gradilištima najviše karakterizira: • različite karakteristike obavljanih poslova tijekom uporabnog vijeka i promjenjivi uvjeti rada (svaki projekt je jedinstven); • rad na radnim mjestima privremenog karaktera (promjena mjesta rada – od gradilišta do gradilišta, a i na jednom gradilištu često više mjesta rada); 1. SPECIFICS OF USE AND MAINTENANCE OF MACHINES WORKED ON CONSTRUCTION SITES Machine performed processes are often critical for deadlines and have a lot participation in implementation of construction projects, especially in engineering and new construction (up by earth and concrete works). Construction machinery has a number of important special features in relation to use and maintenance of machines in industrial plants, and there are certain similarities with machines in other industries (e.g. mining, forestry and shipbuilding). Usage of machines on building sites most is characterized by: • Various characteristics of completed tasks over lifetime of a variable operating conditions (each project is unique); • Work in workplaces temporary (change of work - from site to site, and at one site often more places of work); 91 Mašinstvo 2(14), 91 – 104, (2017) D. Vidaković et all: MAINTENANCE AND EFFECT OF… • korištenje strojeva koji nisu uvijek optimalni izbor za određenu vrstu radnih zadataka (jer se za postojeću količinu rada ne isplati dovoditi drugi stroj); • rad pretežito na otvorenom prostoru (izloženost različitim vremenskim nepogodama); • neujednačenost količina za realizaciju tijekom dužeg vremena rada (često i prekidi u radu); • dislociranost mjesta izvođenja radova od centralnog mjesta za smještaj strojeva i shodno tome potreba za transportom na svako gradilište (nekada iziskuje montažu i demontažu) i organizacija aktivnosti održavanja strojeva na svakom gradilištu. Za pouzdano planiranje troškova radova i za vremensko planiranje realizacije neophodno je poznavanje učinka strojeva koji se namjeravaju koristiti, i to učinka u konkretnim gradilišnim uvjetima rada. Jedinični troškovi rada strojeva su direktni troškovi i izračunavaju se u jediničnoj analizi cijena kao umnožak koštanja sata rada određenog stroja (koliko košta izvođača radova) i normativa vremena, koji treba biti veličina obrnuto proporcionalna prosječnom ostvarenom učinku. Trajanje svake aktivnosti izraženo u radnim danima deterministički se izračunava kao kvocijent umnoška količine rada i normativa vremena i umnoška broja planiranih resursa i broja radnih sati na dan. Analogno tome, može se za zadano vrijeme rada određivati potreban broj strojeva za određenu aktivnost. Poznavanje učinka potrebno je i za realno zadavanje zadataka koji se trebaju realizirati s određenim resursima, u konkretnim uvjetima u određenom vremenu, kao i da bi se mogao uskladiti rad strojeva koji rade povezano. • Use of machines that are not always optimal choice for a type of tasks (because of existing amount of work is not worth bringing another machine); • Work mostly outdoors (exposure to different weather conditions); • Disparity amount for implementation over a long operating time (often and downtime); • Dislocation of works of the central places of machines, and consequently need for transport to any construction site (sometimes requires assembly and disassembly) and organization of maintenance activities of machines at each site. For reliable cost planning work and for scheduling implementation is necessary to know impact of machines intended to be used, and that effect of specific site conditions of work. Unit labour costs of machines are direct costs and are calculated in the unit price analysis as the product cost hours of work a particular machine (how much contractor) and the norms of time, which should be inversely proportional to size of average realized performance. The duration of each activity expressed in working days deterministic is calculated as the quotient of product of amount of work and norms of time and the product of number of planned resources and number of working hours per day. Similarly it can be for a given operating time determined by required number of machines for a particular activity. Knowledge of effect it is necessary to realistically determine tasks to be implemented with available resources, in particular conditions at a given time, and to be able to harmonize the work of machines that work related. 2. PLANSKI UČINAK I POUZDANOST GRAĐEVINSKIH STROJEVA Učinak jednog ili više strojeva može se definirati kao količina kvalitetom zadovoljavajućeg rada, odnosno proizvoda, izražena u adekvatnim obračunskim jedinicama (m3, m2, m, kom, t), koja se obavi u jedinici vremena, a koja je najčešće jedan sat. Za građevinsku praksu čest je problem nepoznavanje učinka potrebnog za planiranje troškova i vremena, odnosno nedostatak odgovarajućih normativa. Prije 30 - 40 godina postojali su opći, državni normativi za građevinsku mehanizaciju (npr. [12]), ali danas država nije zainteresirana za izradu takvih normativa, a obzirom na jako puno različitih strojeva koji se koriste, to bi bilo i izuzetno opsežan pothvat. 2. PLANNING PERFORMANCE AND RELIABILITY OF CONSTRUCTION MACHINERY Effect of one or more machines can be defined as amount of work satisfactory quality, or product, expressed in adequate accounting units (m3, m2, m, pc, t), which is performed per unit time, which is usually one hour. In construction practice more common problem are lack of knowledge on impact needed for planning costs and time, or lack of appropriate norms. Before 30-40 years there are general, national norms for construction machinery (e.g. [12]), but today – the state is not interested in making such norms, and considering a lot of different machines used, it would be an extremely extensive venture. 92 Mašinstvo 2(14), 91 – 104, (2017) D. Vidaković et all: MAINTENANCE AND EFFECT OF… Zato bi svako poduzeće trebalo izraditi vlastite, interne normative za radove koje izvode i strojeve koje koriste i/ili imati relevantne podatke za izračun njihovog planskog učinka. Therefore, every company should create their own, internal norms for work performed by machines that use and/or have relevant data for calculation of their planned performance. Because of the introductory mentioned reasons, planning the impact of construction machinery is not easy. Usually there are some data from the manufacturer of the basic technical effect, i.e. theoretical effect (Et), but not on the performance that can be achieved in concrete terms on a construction site, so-called planned or practical effect (Ep). The theoretical effect arises from the structural characteristics of machine, such as power, speed in operation, capacity and size of tool. However, this effect can actually be achieved only with a new machine, in almost ideal conditions and for a short time (up to 1 hour). Planning effect depends on technical characteristics of each machine (i.e. Et), but also of various specifics of working conditions at each site. Studies have shown that greatest impact on performance are technical parameters of machines, organization and experience, fatigue, health status and motivation of workers, but at least weather conditions [13]. If plan was good and there were no unforeseen impact on execution of work, then they realized effect should be approximately equal to the planned effect. Although there are stochastic models for determining size of the impact of construction machinery (based on principle of equilibrium statistical series relating to quantitative characterization of random events over random variables) [7] [8], they are applied only to the various theoretical, and in civil engineering practice "maximum range" is a deterministic calculation of impact. Stochastic models are more specific, but give almost identical results and are quite complicated [8]. Deterministic calculation implies multiplication hour theoretical effect (for machines that run cyclically this effect is calculated as product of the number of cycles per hour with the amount of work to be done on average in one cycle) with a series of correction coefficients (Ep = Et x k1 x k2 x to x .... kn) whose dependent of machine type and of application characteristics. [4] [6] [9] [10] Zbog uvodno navedenih razloga, planiranje učinka građevinskih strojeva nije jednostavno. Obično postoje neki podaci od proizvođača o temeljnom tehničkom učinku, odnosno teorijskom učinku (Ut), ali ne i o učinku koji se može postići u konkretnim uvjetima na nekom gradilištu, tzv. planskom ili praktičnom učinku (Up). Teorijski učinak proizlazi iz konstruktivnih svojstava stroja, kao što su snaga motora, brzina pri radu, nosivost i veličina radnog alata. No, taj učinak se zapravo može postići samo s novim strojem, u gotovo idealnim uvjetima i za kraće vrijeme rada (do 1 sat). Planski učinak ovisi o tehničkim karakteristikama svakog pojedinog stroja (tj. o Ut), ali i od različitih specifičnosti radnih uvjeta na svakom gradilištu. Istraživanja su pokazala da najveći utjecaj na učinak imaju tehnički parametri strojeva, organizacija i iskustvo, umor, zdravstveno stanje i motivacija radnika, a najmanje vremenski uvjeti, [13]. Ako je planiranje bilo dobro i nije bilo nepredviđenih utjecaja na realizaciju radova, onda bi ostvareni učinak trebao biti približno jednak planskom učinku. Iako postoje stohastički modeli određivanja veličine učinka građevinskih strojeva (temeljeni na principu ravnoteže statističkih serija, koja se odnosi na kvantitativnu karakterizaciju slučajnih događaja preko slučajnih varijabli), [7], [8], oni su primjenjivani samo na teorijskoj razni, a u građevinskoj praksi “najveći domet” je deterministički izračun učinka. Stohastički modeli jesu malo precizniji, ali daju gotovo jednake rezultate i dosta su kompliciraniji, [8]. Deterministički izračun podrazumijeva množenje teorijskog satnog učinka (kod strojeva koji rade ciklično taj učinak se izračunava kao umnožak broja ciklusa na sat s količinom rada koja se prosječno obavi u jednom ciklusu) s nizom korekcijskih koeficijenata (Up = Ut x k1 x k2 x ki x …. kn), ovisnih o vrsti stroja i karakteristikama uporabe [4], [6], [9], [10], [14], [15]. Postoji više sličnih metodologija proračuna učinka strojeva (imaju različite koeficijente korekcije i njihove vrijednosti), od kojih one od proizvođača strojeva daju znano veće veličine proračunatog učinka. [14] [15]. There are more similar methodology for calculating performance machines (with different coefficients of correction and their value), of which those of known machine manufacturers give greater effect sizes calculated. 93 Mašinstvo 2(14), 91 – 104, (2017) D. Vidaković et all: MAINTENANCE AND EFFECT OF… For example, in relation to article presented procedure, budget Fiatallis for excavator with bucket of 1.0 m3 gives 20%, 36% of budget of Komatsu, Caterpillar's 48%, a Liebherr 53% more performance, while Handubuch BML gives 11% lower calculation impact. [9] The usual correction coefficients to determine the impact of construction machinery are listed in Table 1, according to limits of their range in size can be seen that up can be more than ten times smaller than Tues. The maximum number of coefficients and largest reduction effect is at earthmoving. (Npr. u odnosu na u članku prezentirani postupak, proračun Fiatallisa za bager s lopatom od 1,0 m3 daje 20%, proračun Komatsua 36%, Caterpillara 48%, a Liebherra 53% veći učinak, dok Handubuch BML daje 11% manji izračun učinka, [9].) Uobičajeni korekcijski koeficijenti za određivanje učinka građevinskih strojeva navedeni su u tablici 1, a prema granicama u kojima im se kreću veličine vidi se da Up može biti i više od deset puta manji od Ut. (Najveći broj koeficijenata i najveće umanjenje učinka je kod strojeva za zemljane radove.) Tablica 1. Najčešće korišteni koeficijenti za korekciju teorijskog učinka građevinskih strojeva s uobičajenim graničnim veličinama, [9], [12], [14], [15] Koeficijenti ispravke - vrste utjecaja na učinak krv – iskorištenost radnog vremena kog – organizacija rada na gradilištu i rukovođenje radovima kds – dotrajalost (prema dosadašnjem broju radnih sati) kpu – prosječno punjenje radnog alata kns – nož stroja (kod strojeva s nožem nema kpu) kkn – kut nagiba noža u odnosu na smjer kretanja stroja kgm – gubitak materijala guranjem duž dionice (dozeri) knt – nagib terena po kojemu se kreće puni stroj (dozeri) knm – nadmorska visina kvm – vlažnost materijala (zemljanog) s kojim se manipulira krp – pogodnost radnog prostora za manevriranje stroja kko – kut okretanja oko osi u radnom ciklusu (samo bageri) kvč – prosječna visina radnog čela pri radu kuv – pogodnost transportnog vozila za utovar (1,00 ako je .........istovar na hrpu pored radnog stroja) Granične veličine 0,75 – 0,92 0,5 – 0,83 0,71 – 1,00 0,40 – 1,20 0,40 – 1,20 0,60 – 1,00 0,50 – 0,95 0,40 – 2,20 0,90 – 1,00 0,30 – 0,95 0,95 – 1,00 0,71 – 1,26 0,80 – 1,00 0,83 – 0,91 Napomena Uzima se u obzir kod svih strojeva Djelovanje radnih uvjeta i zadatka (karakteristike materijala, terena itd.) na količinu rada obavljenu u jednom ciklusu rada, odnosno na brzinu rada (kod strojeva koji rade kontinuirano) Table 1. The most commonly used ratios to correct the theoretical impact of construction machinery with the usual border sizes. [9] [12] [14] [15] Coefficients of correction - kind of influence on effect kut – utilization of working time kow – organization of work on construction site and management Limit size Remark 0,75 – 0,92 0,5 – 0,83 kdm – deterioration (according to the previous number of worked hours) 0,71 – 1,00 Taken into account in all machines kft – average filling of working tools kkm – knife of machine (for machines with a knife no kft) kak – blade pitch angle to direction of machine movement klm – loss of material sliding along section (dozers) kst – slope of terrain travelled by it full machine (dozers) kat – altitude kmm – moisture of material (earth) with which to manipulate kws – convenience of working space for maneuvering of machine kar – angle rotation about an axis in working cycle (only a crawler) khf – average height of working face at work klv – suitability of transport vehicle loading (1.00 if unloading on pile addition processing machine) 0,40 – 1,20 0,40 – 1,20 0,60 – 1,00 0,50 – 0,95 0,40 – 2,20 0,90 – 1,00 0,30 – 0,95 0,95 – 1,00 0,71 – 1,26 0,80 – 1,00 94 0,83 – 0,91 The effect of working conditions and the task (characteristics of the material, terrain, etc.) on the amount work performed in one cycle of work, or the work speed for machines that run continuously. Mašinstvo 2(14), 91 – 104, (2017) D. Vidaković et all: MAINTENANCE AND EFFECT OF… When calculated effect of operating time is longer than one hour is necessary to take into account higher percentage of unused working hours in these long periods of use of the machines. As amount normally expressed without taking account of material plus soils (clay material in a fused state) effect should be even cheaper by multiplying coefficient of friability whose size is inversely proportional to percentage of soils. For all machines for safety may not always be in perfect condition (vehicle travelling on public roads, cranes) calculated effect is reduced due to anticipated failure or deterioration of kdm. As seen in Table 1 of this reduction can be up to 29% of theoretical performance and amount of impairment effect may be even larger than size at the end of calculated planned effect. However, such a calculation was arbitrary because it is based solely on the current number of operating hours. In general, if machines have not had extraordinary damage new are those with up to 2000 hours and for them there is no impairment effect, machines with 2000-4000 hours of operation are considered to be preserved and their effect is reduced by 9% due to deterioration, machines with 4000 - 6000 hours of operation are considered worn out and their effect is reduced 20%, and machines with more than 6000 hours of some of literature [12] declared as "totally worn out" and their effect is reduced by 29% correction coefficient kdm includes assumption of age or condition, and of maintenance of machines and allows planning values individual performance of machine in terms of assumption of reliability. Reliability, depending on the use of machines and operating conditions, can have multiple meanings and characteristics, for example, trouble-free operation, durability, flexibility and others. Reliability single machine as a technical system depends on reliability of functioning of its assemblies, subassemblies and parts, and determination of their interactions and relationships between them, and this is a direct effect of preservation. [9] Failures in machines are often the result of wear, tear or aging, but their performance declining constantly and gradually. Only numerical assessment of damage degree in worn parts solves the issue of evaluating and calculating reliability of parts, and this requires knowledge of the law to wear and tear. External factors (nature of body rubbing, initial play, kind of friction, at partial load on surface friction velocity, environment, and in particular oil and ambient temperature) significantly affect Kada se računa učinak za vrijeme rada duže od jednog sata potrebno je uzeti u obzir i veći postotak neiskorištenog radnog vremena u tim dužim periodima korištenja strojeva. Kako se količine uobičajeno iskazuju bez uzimanja u obzir rastresitosti matreijala (zemljani matreijal u sraslom stanju), učinak treba još umanjiti množenjem s koeficjentom rastresitosti čija je veličina obrnuto razmjerna postotku rastresitosti. Za sve strojeve koji zbog sigurnosti ne moraju uvijek biti u potpuno ispravnom stanju (vozila koja se kreću javnim cestama, dizalice) proračunati učinak se umanjuje zbog predviđenih kvarova, odnosno dotrajalosti s kds. Kako se vidi u tablici 1 to umanjivanje može biti do 29% teorijskog učinka i taj iznos umanjenja učinka može biti čak i veći od veličine na kraju izračunatog planskog učinka. No, takav izračun je paušalan, jer je temeljen isključivo na dosadašnjem broju sati rada stroja. (Općenito, ako strojevi nisu imali izvanrednih oštećenja, ¨novim¨ se smatraju oni s do 2000 radnih sati i za njih nema umanjenja učinka, strojevi s 2000 - 4000 sati rada smatraju se ¨očuvanim¨ i njima se učinak umanjuje za 9% zbog dotrajalosti, strojevi s 4000 - 6000 sati rada smatraju se ¨dotrajalima¨ i učinak im se umanjuje 20%, a strojeve s preko 6000 sati rada neka literatura ([12]) deklarira kao “sasvim dotrajale“ i njima se učinak umanjuje za 29%.) Korekcijski koeficijent kds obuhvaća pretpostavku glede starosti odnosno stanja i održavanosti strojeva i omogućava planiranje vrijednosti pojedinačnog učinka stroja u smislu pretpostavke njegove pouzdanosti. Pouzdanost, ovisno o namjeni strojeva i uvjetima rada, može imati više značenja i svojstava, kao npr. rad bez kvarova, trajnost, prilagodljivost i dr. Pouzdanost pojedinog stroja kao tehničkog sustava ovisi o pouzdanosti funkcioniranja njegovih sklopova, podsklopova i dijelova te o određenosti njihovog međudjelovanja i vezama među njima, a na to se direktno djeluje održavanjem, [9]. Kvarovi kod strojeva su često posljedica trošenja, habanja ili starenja, pa njihove radne karakteristike opadaju konstatno i postepeno. Samo numerička procjena stupnja oštećenja kod istrošenih dijelova rješava pitanje vrednovanja i izračuna pouzdanosti dijelova, a za to je potrebno poznavanje zakona trošenja materijala. Vanjski faktori (priroda trljanja tijela, početni zazor, vrsta trenja, optrećenje na površini trenja, brzina, okolina, a posebno ulje i temperatura okruženja) značajno utječu na interakciju unutarnjih (plastična deformacija i oslobađanje topline, izmjena hrapavosti, strukture, 95 Mašinstvo 2(14), 91 – 104, (2017) D. Vidaković et all: MAINTENANCE AND EFFECT OF… interaction of internal (plastic deformation and release of heat exchange surface roughness, structure, mechanical properties and properties film, accumulation of energy in material under cyclic load may) and output factors (rate of removal, intensity of spending, linear wear). However, this relationship is very difficult to express in analytical form, but on basis of empirical data defined range limits for certain types of damage, under certain conditions. [6] Because of many influences it is difficult to predict exact border between state of work and dismissal. More realistic solution provides introduction degree of belonging to state of the elements in work or dismissal. These balances represent Fuzzy events that describe the elements Fuzzy sets. Failures happen by accident, but are probabilistic events for which applies probability theory Fuzzy events. Several authors have in their papers applied this theory to determine reliability and maintenance management of technical systems [11] what are considered construction equipment. mehaničkih svojstava i svojstva filma, akumulacija energije u materijalu pri cikličnom opterćenju) i izlaznih faktora (brzina trošenja, intezitet trošenja, linearno trošenje). No, te odnose je vrlo teško izraziti u analitičkom obliku, pa se na osnovu epmirijskih podataka definira raspon ograničenja za određenu vrstu oštećenja, u određenim uvjetima, [6]. Zbog mnogih utjecaja teško je predvidjeti točnu granicu između stanja u radu i otkaza. Realnije rješenje pruža uvođenje stupnja pripadnosti elemenata stanju u radu ili otkazu. Ta stanja predstavljaju fazzy događaje koji se opisuju elementima fazzy skupova. Otkazi se događaju slučajno, pa predstavljaju probabilističke događaje za koje vrijedi teorija vjerojatnosti fazzy događaja. Više autora je u svojim radovima primjenilo tu teoriju za određivanje pouzdanosti i upravljanje održavanjem tehničkih sustava, [11] kakvim se smatraju i građevinski strojevi. 3. ODRŽAVANJE STROJEVA NA GRADILIŠTIMA U 21. st. razvijene su napredne strategije održavanja tehničkih sustava, ali one se za sada još ne primjenjuju kod strojeva na gradilištima. U odnosu na nastanak kvarova, održavanje građevinskih strojeva može biti korektivno i preventivno. Korektivno održavanje je interveniranje radi otklanjanja iznenadnih kvarova. Pri tome je uvijek bitno otkloniti uzroke koji su doveli do njihovog nastanka. To može biti zamjenom pojedinih dijelova stroja ili popravcima (podešavanjem, podmazivanjem, čišćenjem i drugim postupcima). Preventivno održavanje radi se prema nekom utvrđenom planu. Planiranje održavanja strojeva temelji se na poznavanju svih bitnih podataka o njima (o uporabi, funkcioniranju i upravljanju, obavljenim popravcima, načinu transporta, konzerviranju, priboru i rezervnim dijelovima, uputama za podešavanje, održavanje i podmazivanje, ispitnim kartonima strojeva, normativima za poslove održavanja itd.). Planiraju se kontrolni pregledi, čišćenja i podmazivanja, traženje i otklanjanje slabih mjesta i male, srednje i velike popravke te kapitalni remonti. Jednosmjenski postupci održavanja (kao npr. vizualni pregled i podmazivanje koje obavlja sam rukovatelj stroja) obavljaju se prije ili poslije svake radne smjene, periodično održavanje obavlja se prema uputama proizvođača stroja 3. MAINTENANCE MACHINES ON CONSTRUCTION SITES In the 21st century, developed advanced strategies maintenance of technical systems, but they are as yet not applied in machinery on construction sites. In relation to occurrence of faults, maintenance of construction machinery could be corrective and preventive. Corrective maintenance is intervening in order to eliminate unexpected failures. It is always important to remove causes that led to their creation. It can be by replacing individual parts of machine or repairs (adjustment, lubrication, cleaning and other processes). Preventive maintenance works according to an established plan. Planning maintenance of machines based on knowledge of all relevant data about them (on application, functioning and management, carried out repairs, mode of transport, preservation, accessories and spare parts, instructions for setup, maintenance and lubrication, test records machinery, norms for maintenance, etc.). They plan to check-ups, cleaning and lubrication, search and elimination of weak points and small, medium and major repairs and capital repairs. One-shift maintenance procedures (e.g., visual inspection and lubrication performed alone machine operator) are performed before or after each work shift, periodic maintenance is carried out by manufacturer of the machine 96 Mašinstvo 2(14), 91 – 104, (2017) D. Vidaković et all: MAINTENANCE AND EFFECT OF… (pregledi bez rasklapanja, čišćenja i mali popravci, podmazivanja, zamjene i dopune pojedinih elemenata i podešavanja u kojima uz rukovatelja stroja učestvuju i mehaničar i vanjski suradnik – uobičajeno nakon 50, 100 ili 200 ili 250, 500 i 1000 ili 2000 ili 3000 sati rada, a uvijek obuhvaća i sve potrebne radnje održavanja za kraći period koji sadrži, [16]), a sezonsko održavanje obavlja se obično dva puta godišnje (priprema stroja za rad u jesensko-zimskom i proljetno-ljetnom periodu). Prije skladištenja stroja potrebno ga je pažljivo očistiti, obojati oštećena područja, nagrižene metalne dijelove zaštiti antikorozivnim zaštitom, isprati sustav i napuniti ga novim operativnim tekućinama, te provesti redovite radnje periodičnog održavanja i konzerviranje. Veća složenost strojeva i veći intenzitet uporabe u težim uvjetima rada (tvrđi materijali) zahtjeva duže vrijeme održavanja, veću stručnost i postupke koji se obavljaju u specijaliziranim radionicama. Kapitalni remont podrazumjeva potpuno rasklapanje stroja, pregled i selekciju elemenata na one koji se mogu i dalje koristiti, one koji su za reparaciju i one koji se moraju zamjeniti. (Značajne uštede donosi korištenje modularnih jedinica koje su prethodno uzete s drugih strojeva i renovirane, [6].) Odluka o takvom velikom poravku donosi se komisijski na temelju tehničkih (utvrđenog stanja stroja) i ekonomskih pokazatelja. Preventivne aktivnosti mogu se poduzimati na osnovu vremenskog roka (tamo gdje je trošenje podjednako i kada se radi i kada se ne radi) ili određenog broja sati rada, pređenih kilometara ili utrošenih kWh. (Ispitivanja su pokazala da je trošenje dijelova 37% više u korelaciji s potrošnjom energije nego sa satima vožnje ili km [6].) ili prema rano upozoravajućim indikatorima mogućih grešaka i zastoja. Takvi indikatori dobivaju se provjeravanjem postojećeg stanja i radnih performansi stroja što karakterizira prediktivno održavanje. Redovitim održavateljskim aktivnostima dok još nije došlo do otkaza u radu smanjuju se vlasnički troškovi i troškovi rada, [5], obzirom da se izbjegava šteta do koje dolazi kada se rad prekida zbog kvara. Preventivno, a pogotovo prediktivno održavanje u raznim djelatnostima je pokazalo da dovodi do znatnog smanjenja potrebne količine rezervnih dijelova i smanjenja zastoja a povećava se produktivnost i dobiti, [1]. Mogući načini organizacije službe održavanja strojeva u građevinskim poduzećima (prema [16]) i njihove karakteristike navedeni su u tablici 2. (checks without disassembly, cleaning and small repairs, lubrication, replacement and amendment of certain elements and settings in which along with machine operator and mechanic participate and associate - usually after 50, 100 or 200 or 250, 500 and 1000 or 2000, or 3000 hours of operation, and always includes all necessary actions to maintain for a short period containing) [16] and seasonal maintenance is usually performed twice a year (preparing machine for work in autumnwinter and spring-summer). Before storing machine needs to be carefully cleaned, paint the affected area, etched metal parts protect corrosion protection, rinse system and fill it with new operating fluids, and conduct regular operations of periodic maintenance and preservation. Greater complexity of machines and higher intensity of use in severe operating conditions (harder materials) requires more maintenance time, greater expertise and procedures that are performed in specialized workshops. Capital repair involves completely dismantling machine, review and selection of elements to those that can still be used, those who repair and those that must be replaced; significant savings with using modular units that were previously taken from other machines and renovated. [6] The decision on repair of such high returns are based on technical commission (established state machine) and economic indicators. Preventive activities can be undertaken on basis of the time limit (where spending alike when it comes and when it does not work) or a specified number of hours worked mileage or consumed kWh. Studies have shown that the wear parts 37% more correlated with energy consumption than with hours of driving or km [6] or as early warning indicators of possible errors and delays. Such indicators are obtained by checking the current situation and the working performance of the machine which is characterized by predictive maintenance. Regular maintenance activities while there has been no failures in work of reducing cost of ownership and operating costs, [5], since it avoids damage that occurs when work is interrupted due to a malfunction. Preventive and predictive maintenance, especially in various activities showed that leads to a significant reduction in required quantity of spare parts and reducing downtime and increasing productivity and profits. [1] Possible ways of organization of the maintenance of machines in construction companies (according to [16]) and their characteristics are listed in Table 2. 97 Mašinstvo 2(14), 91 – 104, (2017) D. Vidaković et all: MAINTENANCE AND EFFECT OF… Tablica 2. Načini organizacije održavanja strojeva na gradilištima Način organizacije Centralizirano Pojedinačno (decentralizirano) Kombinirano (centralizirano s dislociran. grupama za održavanje) Kooperativno (outsorcing) Karakteristike održavanja i slučajevi pogodni za primjenu Samo jedna služba održavanja s radionicom i alatnicom (najčešće na centralnom pogonu poduzeća) koja djeluje vrlo kvalitetno (dobra opremljenost, kvalitetni stručnjaci, olakšano prikupljanje i obrada podataka), ali problem je u lošijoj povezanosti sa svim gradilištima i mjestima strojeva na njima (slabo praćenje i reagiranje na iznenadne kvarove). Na svakom gradilištu sa strojevima je služba održavanja s radionicom, odgovarajućom prema vrsti i broju korištenih strojeva. Problem je što građevinska poduzeća rijetko imaju za to dovoljno stručnih djelatnika, a multiplicirana oprema obično je slabije iskorištena. Zato se takvo održavanje, u pravilu, organizira samo za veća, izdvojena gradilišta. Male službe za održavanje organizirane su na svakom gradilištu (dobro poznaju stanje strojeva i brzo reagiraju), a u slučaju kompliciranijih intervencija djeluju stručnjaci iz centralnog odjela. Tekuće održavanje odvija se na samom gradilištu (s mobilnom radionicom), a investicijsko održavanje u pravilu se obavlja u centralnoj radionici ili servisu. Održavanje je djelomično ili u potpunosti povjereno vanjskim specijaliziranim službama, koje mogu biti i od proizvođača strojeva. Slična je situacija i kada se unajme strojevi, pa o njihovom održavanju brine vlasnik. To je dobro za mala poduzeća koja nemaju potrebne stručnjake i opremu. Table 2. Models of organization maintaining machinery on construction sites Org. model Centralized Individually (decentralized) Combined (centralized with remote groups to maintain) Cooperative (outsourcing) Characteristics of maintenance and suitable cases for application Only one maintenance department with workshop and tool room (usually in the central drive companies) that operates very well (good equipment, quality experts, facilitated the collection and processing of data), but the problem is worse in connection with all sites and places of machines on them (poor monitoring and responding to sudden failures). At each site with machines is service maintenance with a workshop, appropriate to the type and number of used machines. Problem is that construction companies rarely have enough for professionals, but multiplied equipment is generally less utilized. Therefore, such maintenance, generally, organized only for larger, separate site. Small maintenance services are organized at each site (well aware of the condition of machines and react quickly), but in the case of complicated interventions work experts from the central departments. Current maintenance is carried out on the site (with mobile workshop), and investment maintenance is usually performed in the central workshop or service. Maintenance is partially or totally outsourced to specialized services, which may be the manufacturer of the machines. The situation is similar when it hired the machines, but on their maintenance care owner. This is good for small companies that do not have the specialists and equipment. The organization of maintenance should always be consistent with - number, type and arrangement of machines and need to be flexible because of frequent changes of tasks to be fulfilled. Organization of maintenance should include planning and implementation of technology to link maintenance, planning, supply of spare parts and equipment, training of service and user machines, and organization of warehouses and workshops to support on high and low level of maintenance, all accompanying documents. In planning cost of using machines, as well as the cost-benefit analysis of their purchase, must be, to include maintenance costs. Organizacija održavanja uvijek treba biti usklađena s brojem, vrstama i rasporedom strojeva i treba biti fleksibilna zbog čestih promjena zadataka koje mora ispuniti. Organizacija održavanja treba obuhvatiti i povezati planiranje realizacije tehnologije održavanja, planiranje opskrbe rezervnih dijelova i opreme, obuku servisera i korisnika strojeva, te organizaciju skladišta i radionica za potporu na višoj i nižoj razini održavanja, sve s pratećom dokumentacijom. U planiranje troškova uporabe strojeva, kao i u analizu isplativosti njihove nabave, moraju se ukalkulirati troškovi održavanja. 98 Mašinstvo 2(14), 91 – 104, (2017) D. Vidaković et all: MAINTENANCE AND EFFECT OF… Quite simply rough guidelines determine size of maintenance activities on construction machine on annual basis in relation to accounting cost C (factory price plus the cost of procurement and delivery) according to the model: [10] • For basic maintenance 0.06 x C in stationary machines, 0.09 x C at transport machines • For medium maintenance 0.08 x C in stationary machines, 0.11 x C at transport machines • To maintain a large 0.10 x C in stationary machines, 0.13 x C at transport machines Vrlo jednostavno određivanje orjentacijske veličine troškova održavateljskih aktivnosti na građevinskom stroju na godišnjoj razini je u odnosu na njegovu obračunsku cijenu C (tvornička cijena uvećana za troškove nabave i dopreme) prema obrascu, [10]: • za osnovno održavanje 0,06 x C kod stacionarnih strojeva, a 0,09 x C kod transportnih strojeva • za srednje održavanje 0,08 x C kod stacionarnih strojeva, a 0,11 x C kod transportnih strojeva • za veliko održavanje 0,10 x C kod stacionarnih strojeva, a 0,13 x C kod transportnih strojeva Uz ovo treba uzeti u obzir i troškove probnog rada koji se mogu pretpostaviti u vrijednosti od cca 2% od tvorničke cijene stroja, [10] i troškove nabave i zamjene habajućih dijelova (proporcionano količini i težini uvjeta rada). Orijentacijski se može pretpostaviti da u ukupnoj cijeni sata rada građevinskih strojeva trošak njihovog održavanja iznosi 9 - 10%, [3]. Prema mišljenju Assakkafa, [2] čak do 35 % troškova građevinskih strojeva treba usmjeriti na održavanje i popravke, jer uštede na tome mogu biti samo kratkoročne obzirom da dovode do lošeg tehničkog stanja stroja, smanjenja učinka, niske kvalitete rada i povećanog rizika od ozljeda i ekoloških nesreća, dugotrajnijih zastoja u radu zbog kvarova na strojevima i dr, [8]. With this should be taken into account and the cost of the test run, which can be assumed in the amount of approximately 2% of the ex-works price of the machine and costs of procurement and replacement of wearing parts (proportional to the amount and heaviness of working conditions). [10] Orienteering can be assumed that total cost of hours of construction machinery cost of their maintenance is 9-10% [3]. In the opinion of Assakkafa [2] even up to 35% of the costs of construction machinery should focus on maintenance and repairs, because savings on it can only be short-term as it will lead to bad technical condition of machine, reducing impact of low-quality work and increased risk of injury and environmental disasters, protracted downtime due to failures on machines, etc. [8] 3.1. Mogućnosti povećanja učinka i pouzdanosti građevinskih strojeva Važno je poznavati uobičajene gubitke vremena do kojih dolazi pri realizaciji građevinskih projekata kako bi se znalo planirati one na koje se ne može djelovati, te da bi se umanjilo ili izbjeglo (gotovo nikada potpuno) negativno djelovanje onih na koje se na neki način može djelovati. Gubici vremena koji su prema uzrocima prirodne (najviše vremenski uvjeti) i tehnološke naravi (promjene radnih mjesta na gradilištu, promjene dužine transportnih puteva, neujednačeno i djelomično opterćenje i dr.) ne mogu se izbjeći, već samo dobrim planiranjem i organizacijom (prilagodbom) umanjiti. Zastoji koji se mogu izbjeći boljom pripremom, rukovođenjem i monitoringom nastaju zbog nedostataka materijala, rezervnih dijelova i pogonske energije, lošeg rasporeda na gradilištu, neusklađenih radnih procesa, lošeg izbora strojeva i alata, kvarova strojeva, neobučenosti, nemotiviranosti i nediscipline djelatnika itd. 3.1. Possibility for Improved Performance and Reliability of Construction Machinery It is important to know the usual time losses occurring in the implementation of construction projects in order to know to plan those to whom it cannot act, and to minimize or avoid (almost never completely) the negative effect on those who are in some way can act. Losses time that according to natural causes (most weather conditions) and technological nature (changes jobs at the site, changes haulage roads, uneven and partly of load, etc.) Cannot be avoided, but only good planning and organization (adaptation) reduced . Delays that can be avoided with better preparation, management and monitoring arise due to lack of materials, spare parts and driving energy, poor distribution on the construction site, inconsistent workflows, poor choice of machines and tools, machine failures, lack of training, lack of motivation and discipline employees etc. 99 Mašinstvo 2(14), 91 – 104, (2017) D. Vidaković et all: MAINTENANCE AND EFFECT OF… It is difficult to act on the working conditions (characteristics of materials, space and time, and the availability of certain resources in company and in market), but it is always possible to have a positive effect on other factors that influence effect achieved. Such measures are listed in Table 3: Teško se može djelovati na uvjete rada (karakteristike materijala, prostora i vremena, pa i raspoloživost pojedinih resursa u poduzeću i na tržištu), ali uvijek je moguće pozitivno djelovanje na druge čimbenike koji utječu na ostvareni učinak. Takve mjere navedene su u tablici 3. Tablica 3. Djelovanje mogućih mjera na povećanje učinka građevinskih strojeva Mjere za povećanje učinka - Izbor optimalnih strojeva (između raspoloživih) za zahtjevane radne zadatke (kako bi dali maksimum učinka) - Priprema i planiranje rada – broj i prostorni raspored strojeva, usklađenost učinaka strojeva koji djeluju povezani, put djelovanja strojeva koji se kreću pri radu, rezerva u učinka u skladu s težinom uvjeta rada (10 - 30%) - Odgovarajuća priprema terena za rad strojeva (npr. kod zemljanih radova optimalna vlažnost) - Osiguranje redovite opskrbe potrebnom energijom i pomoćnim materijalima za rad strojeva - Izbor i obuka radnika koji rade sa strojevima, te njihova motivacija (pravilno nagrađivanje i komuniciranje) kako bi više iskoristili i čuvali strojeve - Pravovremeno preventivno održavanje i brzo reagiranje u slučaju korektivnog djelovanja (uz pomoć tehničke dijagnostike, rukovatelja stroja i specijaliziranih mehaničara održavanja) - Monitoring rada – za osiguranje discipline i prikupljanje podataka o ostvarenom i stvarnim uvjetima rada (za planiranje budućih radnih zadataka) Djelovanje na učinak preko: TC i v TC , v , kog , krp , kuv , kvč , kko i krp TC , v i kvm kog TC , krv , kpu i kds kds krv i pouzdanost Table 3. Effect of possible measures on increase the impact of construction machinery Measures to increase the impact - Selection of optimal machine (between available) for required tasks (in order to give maxim. effect) - Preparation and planning of work - number and spatial distribution of machines, compliance effects machines that work-related, path of action moving machine at work, backup in effect in accordance with the severity of working conditions (10 - 30%) - Appropriate preparing ground for the operation of machines (e.g. in earthworks optimum moisture) - Ensuring regular supply of necessary energy and auxiliary materials for machinery - Selection and training of workers who work with machines, and their motivation (duly rewarding and communication) in order to take advantage of more and kept machines - Timely preventive maintenance and rapid response in case of corrective action (with help of technical diagnostics, machine operators and maintenance of specialized mechanics) - Monitoring of work - to ensure discipline and collection of data on realized and actual operating conditions (for planning future work assignments) Action over: TC, speed TC , speed , kow , kws , klv , khf , kar and kws TC , v and kmm kow TC , kut , kft and kdm kdm kut & reliability Based on analysis of the costs and impact on performance of machines should choose the most appropriate way of maintenance. You should also consider feasibility of investing in purchase of new, better machines, which provide opportunity to achieve greater effects, more suitable for maintenance (easier maintenance and selfmaintenance, and embedded devices for technical diagnostics) and use IT to monitor job performance. Na osnovu analize svih troškova i utjecaja na učinak strojeva treba izabrati najprimjereniji način održavanja. Također, treba razmotriti isplativost ulaganja u nabavku novih, boljih strojeva, koji pružaju mogućnost postizanja većih učinaka, pogodniji su za održavanje (jednostavnije održavanje i samoodržavanje, te ugrađeni uređaji za tehničku dijagnostiku) i koriste IT za praćenje radnih performansi. 100 D. Vidaković et all: MAINTENANCE AND EFFECT OF… Monitoring work is important for performance evaluation work (reward - motivation of workers) and to determine the norms and weather data for planning effect machines (working cycle - TC or speed, and correction coefficients). The coefficient of deterioration should be defined according to the actual situation and the reliability of maintenance of each machine at the construction site. Praćenje rada važno je zbog ocjene uspješnosti rada (nagrađivanja – motivacije radnika) i zbog određivanja normativa vremena i podataka za planiranje učinka strojeva (trajanja ciklusa - TC, radne brzine - v, korekcijskih koeficijenata). Koeficijent dotrajalost trebalo bi definirati prema stvarnom stanju i pouzdanosti održavanja svakog pojedinog stroja na gradilištu. Za izradu normativa vremena rada strojeva koji djeluju u ponavljajujćim ciklusima kraćeg trajanja najpogodnija je metoda kronometriranja (mjeri se samo produktivno vrijeme, pa se naknadno mora dodati i druge prosječne utroške vremena), a, kao dopunsku metodu, dobro je koristiti radna izvješća u ujednačenim obrascima, koja se ionako vode zbog redovitog poslovanja gradilišta i poduzeća. Vrlo je bitno uspostaviti racionalni sustav skladištenja i opskrbe s rezervnim dijelovima, jer to ima veliki utjecaj i na pouzdanost i na troškove. Planiranje je uvijek proces i taj proces za građevinske strojeve prikazan na slici 1. Izbor strojeva * Izbor održavanja Podaci o projektu + Podaci o uvjetima rada Postojeći opći noramtivi + Interni normativi ( razina pouzdanosti ) Ažuriranje po potrebi Planiranje troškova i vremena rada Realizacija projektiranih radova i održavanje strojeva postojećih i unos novih podataka To create norms uptime of machines operating in repeating cycles of shorter duration is the most suitable chronometer method (measured only productive time, but subsequently has to add other average spending of time), and, as a supplementary method, it is good to use the working reports in uniform patterns the water anyway due to the normal course of business sites and companies. It is vital to establish a rational system of storage and supply with spare parts, because it has a huge impact on the reliability and cost. Planning is always a process and the process for construction machinery shown in Figure 1; Ažuriranje Mašinstvo 2(14), 91 – 104, (2017) Praćenje ostvarenih učinaka strojeva Ocjena učinkovitosti rada na projektu Selection of macines and selection of maintenance Norms - existing general and internal ( level of reliability ) Planning time and work costs Realization of the projected works and maintenance machines Updating, if necessary Monitoring the effects of machines Evaluation of efficiency works on the project Figure 1. The process of planning the use of construction machinery 101 Updating Information about the project and working condition existing data and enter new Slika 1. Proces planiranja uporabe građevinskih strojeva Mašinstvo 2(14), 91 – 104, (2017) D. Vidaković et all: MAINTENANCE AND EFFECT OF… 4. ZAKLJUČAK Postizanje većeg učinka strojeva u pravilu za izvođača radova znači niže troškove i kraće rokove. Iz podataka navedenih u članku vidi se značaj održavanja za učinak građevinskih strojeva i učešće troška održavanja u ukupnim troškovima uporabe stroja. Održavanje, također, djeluje i na sigurnost radnika, a sigurnost je jedan od faktora motivacije. Zbog svega toga, za ekonimičan rad strojeva na gradilištu potrebno je prethodno dobro organizirati i isplanirati njihovo korištenje i održavanje. Optimalni izbor strojeva, kao i njihovo korišćenje i održavanje, spadaju u krucijalne probleme i zadatke upravljanja građevinskim projektima i organizacije građevinske proizvodnje, [12]. Za planiranje učinka strojeva preporuča se usporedno korištenje normativa (u prvom redu internih, a ako postoje odgovarajući opći normativi i njih treba uzeti u obzir) i proračun prema predviđenim utjecajima za radno mjesto i stroj, obračunatim s realnim veličinama koeficijenata korekcije. Poznavanje pozitivnih i negativnih utjecaja na učinak građevinskih strojeva u konkretnim radnim uvjetima važno je kako bi se moglo djelovati na njih s ciljem postizanja veće produktivnosti i da bi se moglo što realnije planirati rokove i troškove rada. Pozitivno se može djelovati s pozicije rukovodstva i s pozicije rukovatelja strojeva i drugih radnika, što je u duhu strategije totalno produktivnog održavanja (Total Productive Maintenance). 4. CONCLUSION Achieving greater impact machines generally for contractors means lower costs and shorter deadlines. Data listed in article see importance of maintaining performance of construction machinery and share cost of maintaining - total cost of using machine. Maintenance affects safety of workers, and safety is one of factors of motivation. For all these reasons, economically works machines on site require prior well organize and plan their use and maintenance. Optimal choice of machines, as well as their use and maintenance, are among crucial problems and tasks of construction project management and organization of construction production. [12] To plan a performance of machines recommended parallel use norms (primarily internal, and if there are adequate general norms and they should be taken into account) and budget provided for under influence of position and machine, calculated from actual sizes of correction coefficients. Knowing positive and negative impact on performance of construction machinery in particular operating conditions it is important to be able to act on them in order to achieve higher productivity and that could be more realistically planned term and costs. Positively can act from a position of leadership and the position of the machine operator and other workers, which is in the spirit of the totally productive maintenance (TPM). 5. REFERENCES - LITERATURA [1] Adamović, Ž., Ilić, B.: Nauka o održavanju tehničkih sistema, Srpski akademski centar, Novi Sad, 2013. [2] Assakkaf, I.: Ence 420 - construction Equipment and Methods, http://www.assakkaf.com, Accessed at 12.09.2014. [3] Bezak, S, Linarić, Z.: Methodological approach to the calculation of machine work cost in civil engineering, Građevinar, No. 61 (2008) 1, pp. 23-27. [4] Car-Pušić, D., Husić, F., Marović, I.: Analiza učinaka standardne građevinske mehanizacije na izgradnji ceste Vodnjan Pula, Zbornik radova Sveučilišta u Rijeci – Knjiga XI, Građevinski fakultet Sveučilišta u Rijeci, 2008, pp. 175-188. [5] Caterpillar, Savjeti za održavanje – Maksimalno produljiti trajanje i produktivnost strojeva, Cat magazine No. 2, 2010, p. 9., www.teknoxgroup.com, Accessed at 15.06.2015. [6] Djakov, I. F.: Stroiteljnije i dorožnije mašini i osnovi avtomatizaciji, Uljanovskij gosudarstvenij tehničeskij universitet, Uljanovsk, 2007. [7] Korytárová, J. et al.: Management of risks associated with the delivery of construction work, 1st Edition, CERM, Brno, 2011. [8] Kozlovska, M., Krajnak, M., Sirochmanova, L., Baškova, R., Strukova, Z.: New approaches to specifyng performance of construction machinery, Građevinar, No. 67 (2015) 7, pp. 673-680. 102 Mašinstvo 2(14), 91 – 104, (2017) D. Vidaković et all: MAINTENANCE AND EFFECT OF… [14] Trbojević, B.: Građevinske mašine, Građevinska knjiga, Beograd, 1988. [15] Vidaković, D., Gušić, I.: Učinak građevinskih strojeva – Koeficijetni za određivanje praktičnog učinka, Graditelj, No. 9 i 10, 2004, pp. 8-15. i pp. 30-34 [16] Vidaković, D., Lacković, Z., Bubalo, T.: Utjecaj tehničke dijagnostike i održavanja na troškove građevinske mehanizacije, XII International Conference on Organization, Technology and Management in Construction, Primošten, 2015, Proceedings on CD [9] Linarić,. Z.: Građevinski strojevi – Učinak građevinskih strojeva, Građevinski fakultet u Zagrebu, e-udžbenik, 2006, https://www.grad.unizg.hr, Accessed at 20.06.2016. [10] Mirković, S.: Građevinska mehanizacija, Građevinska knjiga, Beograd, 2005. [11] Praščević, Ž., Praščević, N.: Pouzdanost, raspoloživost i očekivani radni učinci sistema građevinskih mašina sa rasplinutim ulaznim parametrima, Zbornik radova XL naučno stručnog skupa Održavanje mašina i opreme, Beograd - Budva, 18-26.06.2015, pp. 487-494. [12] Protić, Đ., Klisinski, T,: Prosečne građevinske mašinske norme I deo – Zemljani radovi, Građevinska knjiga, Beograd, 1979. [13] Radziszewska-Zielina, E., Sobotka, A., Plebankiewicz, E., Zima, K.: Preliminary identification and evaluation of parameters affecting the capacity of the operatorearthmoving machine system, Budownicstwo i architektura, 12 (2013), pp. 53-60. Coresponding author: Držislav Vidaković University J. J. Strossmayer in Osijek, Faculty of Civil Engineering, Osijek Email: [email protected] Phone: +385 (0)91 224 07 37 Rad je objavljen na VI International Conference Industrial Engineering and Environmental Protection 2016 (IIZS 2016), October 13-14th, 2016, Zrenjanin, Serbia 103 Mašinstvo 2(14), 91 – 104, (2017) D. Vidaković et all: MAINTENANCE AND EFFECT OF… 104 Mašinstvo 2(14), 105 – 111, (2017) INFORMACIJE AMER SARAJLIĆ - REVOLUCIJA UPRAVLJANJA CNC MAŠINAMA U PROSTORIJAMA AGENCIJE ZEDA - Napravio sam kompletan dizajn CNC mašine i svih njenih dijelova, vodeći računa o jednostavnosti i dostupnosti svakog dijela - Razvio sam web aplikaciju pomoću koje se upravlja mašinom - Mogu reći da nije bilo ZEDE i ICC-a ne bi bilo ni Oltronica – Ljudi iz ICCa nas motivišu na rad i prenose pozitivnu energiju kako i zašto se odlučio za pravljenje CNC mašina. Amer Sarajlić, Zeničanin koji je napravio CNC mašinu, a još nije ni završio fakultet. Amer Sarajlić, revolucionar u mašinstvu. Amer Sarajlić, momak čiju priču morate pročitati... Svoj interes za mašinstvo iskazao je još kao dijete gledajući emisiju „How it's made“ na Discovery kanalu. Iako je još uvijek student, već je ostvario svoje prvo radno iskustvo na freelance-u dizajnirajući flašu na novi sok, a potom je radio u firmi „Braća Karić“ (kompaniji koja se razvila u Biznis inkubatoru Zenica kojim upravlja Agencija ZEDA) kao konstruktor mašina, što je kako kaže, definisalo njegovo trenutno profesionalno opredjeljenje. On je kreativan, inovativan, spreman na istraživanje, apsolvent na Politehničkom fakultetu IUT i osnovao je start up kompaniju koja se bavi dizajnom i developingom CNC mašina. Danas, kada je iza njega već nekoliko CNC mašina koje su stavljene u funkciju i odlično rade kaže: -„Nastojimo svaku novu mašinu napraviti boljom, analizirajući mane na prethodnim mašinama. Moj posao i jeste to, da unaprjeđujem tehnologiju, činim je sofisticiranijom i dostupnom.“ -„Nekad davno imao sam priliku vidjeti rad CNC laserskog rezača. Bio sam nevjerovatno fasciniran mašinom i pitao se kakav je princip rada. Tada sam vidio potencijal CNC tehnologije, bez obzira za koji materijal je mašina namijenjena. Činjenica da mašina precizno i brzo može napraviti ono što smo nacrtali, čini je krucijalnom u svakoj proizvodnji. Jedina stvar koja mi se nije svidjela kod CNC mašina je njihova cijena, tako da sam odlučio napraviti sebi jednu“ – pojasnio je Amer CNC mašina kojom možete upravljati s bilo koje tačke na planeti -„Prva mašina je bila od dijelova starog računara i Arduina, koja mi je bila dovoljna da shvatim 105 Mašinstvo 2(14), 105 – 111, (2017) INFORMACIJE princip rada CNC-a. Nije imala nikakvu upotrebu, osim što je mogla nacrtati na papiru ono što bih ja nacrtao u CAD programu. Bio je to mali korak, ali dovoljan da me motiviše da radim komercijalne mašine. Danas nakon godinu dana rada na razvijanju i dizajnu imam finalnu verziju mašine. Uspio sam postići preciznost od 0.25mm na glodalici za drvo i 0.1mm na glodalici za aluminijum. Napravio sam kompletan dizajn mašine i svih njenih dijelova, vodeći računa o jednostavnosti i dostupnosti svakog dijela. Razvio sam web aplikaciju pomoću koje se upravlja mašinom, ostavljajući standardni Mach3 program koji mi se nikako nije sviđao. Mach3 pored svih mana, zahtijeva konekciju između računara i mašine putem starog serijskog porta, što recimo današnji laptopi ne posjeduju. Moja mašina se konektuje sa usb kablom, a moguća je također i bežična konekcija. Ovo je zaista revolucija upravljanja mašinama, jer sada mašinom možete upravljati iz bilo koje tačke na planeti“ – pojasnio je Amer koji je vrlo slikovito opisao značaj i ulogu CNC mašina kao i ono što on danas pokreće: -„Zamislite da u kući posjedujete univerzalnu CNC mašinu, koja je ujedno i 3D printer, graver, glodalica, rezač i asembler štampanih ploča. Zamislite sad bazu proizvoda, koje možete skinuti sa interneta i ubaciti u mašinu, bez da dizajnirate bilo šta. Dobili biste jednu mikrotvornicu u Vašem domu, gdje Vam više nije potrebno da kupujete bilo šta kad možete sve to napraviti u Vašem domu. Zamislite sad s druge strane istu tu tehnologiju, ali u megatvornicama sa stotinama CNC mašina. Zamislite sad da jedan čovjek upravlja svim mašinama, iz svog doma. Zamislite sad da takva revolucija počinje u Zenici, negdje u podrumu Zedine zgrade“ Kroz Biznis inkubator Zenica Agencija ZEDA kontinuirano pruža podršku onima koji imaju dobru ideju i pokreću biznis, a Amer je jedan od njih. Specifičnost Oltronicove CNC mašine... U današnje vrijeme mašinska industrija je nezamisliva bez savremenih CNC (Computer Numerical Control) mašina. CNC mašine imaju manje-više iste dijelove kao i stare, ručno kontrolisane mašine. Bitna razlika je dodatak kontrolne (CNC) jedinice i servo motora na sve osovine. Interesantna stvar kod Amerove mašine jeste njena široka primjena, obzirom da obuhvata obradu drveta, kartona, papira, tekstila, pleksiglasa, plastike, forexa, stiropora, stirodura, aluminijuma, čelika i raznih vrsta limova. -„Moja CNC mašina radi sa Nema 23 step motorima. Konstukcije i svi ostali elementi su od 6082 aluminijuma, što mašini daje mobilnost i čvrstoću ne opterećavajući motore, a ujedno postižući brzinu kretanja od 35m/min. Druga stvar je da sam uspio napraviti kompletnu mašinu od 60ak različitih dijelova, od kojih su svi standardizirani. Mogu napraviti mašine od 300x300mm do 4x4 metara. Mašinom je nemoguće raditi bez interneta i korisničkog profila na našoj stranici www.oltronic.com“ – istakao je Amer koji već godinu sarađuje s Emirom Kovačevićem, studentom IT. Kada se mladi, pametni, vrijedni i odlučni udruže i snagom volje krenu naprijed, uspjeh ne može izostati. -„Do naše saradnje je došlo sasvim slučajno, kada sam mu jedne prilike pokazao neku web stranicu koju sam radio, motivirajući ga da se aktivira i počne sa nekim radom. Zajedno smo radili na projektima web stranica za Impulsni kreativni centar i nekoliko drugih lokalnih firmi.“ Ako je cilj kristalno jasan, a volja snažna, mladi ljudi udruženi i spremni za doprinos i razvoj, priča mora biti dobra. -„Cilj je doprinijeti općem dobru, ali ne kroz lošu politiku i prazne priče nego sa radom. Omogućiti svima da počnu nešto proizvoditi kako firmama tako i svim ljudima. Postojeće proizvodnje automatizirati, smanjujući potrebu za niskokvalifikovanim radnicima, direktno povećavajući potrebu za obrazovanim ljudima. Kroz ICC edukovati ljude, osposobiti ih da nauče CAD/CAM tehnologije i rad na CNC mašinama, dajući im krucijalno znanje za svaki vid proizvodnje“ – naglasio je Amer. Prilike treba znati prepoznati. Amer je s Emirom u ICCu boravio dok je još bio u fazi izgradnje/rekonstrukcije i „smetao“ radnicima ☺ On je prvi korisnik Impulsnog kreativnog centra 106 Mašinstvo 2(14), 105 – 111, (2017) INFORMACIJE te motivišu na rad i prenose ti pozivitnu energiju“ – rekao je Amer. i osim što je prepoznao priliku koja je kroz uspostavu ICC-a odnosno kroz projekat MENTOR 2 pružena Zeničanima i Zeničankama pokazao da nije dovoljno truditi se nego imati i konkretan rezultat. ICC je coworking prostor čija je namjena da potiče kreativnost i preduzetništvo kod mladih kreativnih ljudi, da ih potiče na umržavanje te kreiranje vlastitih inovativnih proizvoda, a sve u cilju razvoja preduzetništva u Zenici. -„Mogu reći da nije bilo ZEDE i ICC-a ne bi bilo ni Oltronica. Impuslni kreativni centar nam je dao prostor da radimo na raznim projektima i usavršavamo svoje ideje te da se strateški pozicioniramo u Poslovnoj zoni u krugu firmi kojima su potrebne naše usluge. Na kraju ću reći da ICC ne čini infrastruktura nego ljudi. To je najbolji tim koji sam sreo u toku svog rada, zaista ljudi koji su spremni na svaki vid pomoći uvažavajući potrebe svih korisnika. To su ljudi s kojima smo dijelili i radost i probleme, ljudi koji Nema sumnje da tehnološki napredak donosi veoma pozitivne efekte. Razvoj tehnologije svakim danom omogućuje nam lagodniji život i dostupnijim ono o čemu smo nekada mogli samo maštati. Tehnologija ima značajnu ulogu na oblikovanje ljudske kulture, načina življenja i ponašanja. 107 Mašinstvo 2(14), 105 – 111, (2017) INFORMACIJE 10. NAUČNO-STRUČNA KONFERENCIJA SA MEĐUNARODNIM UČEŠĆEM KVALITET 2017 10TH SCIENTIFIC CONFERENCE WITH INTERNATIONAL PARTICIPATION QUALITY 2017 10. Međunarodna naučno-stručna konferencija KVALITET 2017. održana je 17. – 20. maja u Neumu, a organizatori su bili Mašinski fakultet u Zenici, Univerzitet u Erlangenu i Asocijacija za kvalitet u Bosni i Hercegovini. Rad konferencije se odvijao kroz plenarnu sjednicu (otvaranje i uvodni referati) i u okviru dvije sekcije sa po 6 sjednica. Rasprave o saopštenim referatima bile su veoma intezivne i interesantne, što pokazuje da je tematika konferencije tretirala aktuelne probleme u širokom području kvaliteta. Za konferenciju je prihvaćeno 79 radova od 205 autora i koautora iz 10 zemalja Evrope. Svi radovi su recenzirani od domaćih i inozemnih eksperata. Radovi su štampani u Zborniku (prilog) čiji je obim 508 stranica, a tiraž 300 primjeraka. Seminaru je prisustvovalo 76 učesnika i to 45% iz privrede, 50% iz naučnih i obrazovnih institucija, te 5% iz organa javne uprave i drugih institucija. Naučno-stručna konferencija KVALITET ima višegodišnju tradiciju (18 godina) i postala je poznata u međunarodnim okvirima i predstavlja brend Mašinskog fakulteta u Zenici odnosno Univerziteta u Zenici. 108 Mašinstvo 2(14), 105 – 111, (2017) INFORMACIJE Okrugli sto na temu UPRAVLJANJE KVALITETOM NA VISOKOŠKOLSKIM ORGANIZACIJAMA U BiH QUALITY MANAGEMENT IN HIGHER ORGANIZATIONS IN BiH Saglasno programu rada za 2017. godinu Centra, u Sarajevu na Mašinskom fakultetu, je 07.06.2017. godine održan je okrugli sto na temu " Upravljanje kvalitetom u visokoškolskim organizacijama u BiH" Rad okruglog stola se odvijao prema programu rada najavljenom u pozivu potencijalnim učesnicima – zainteresiranim stranama (prilog 2). U radu okruglog stola je učestvovalo 28 učesnika i to : predstavnici svih 8 javnih univerziteta BiH, 4 privatna univerziteta, predstavnik Agencije za razvoj i kvalitet i akreditaciju Bosne i Hercegovine, Vanjskotrgovinske komore BiH, Privredne komore F BiH, dvije privredne organizacije iz područja kvaliteta ( konsultatnske kuće) i neki drugi zainteresovani. Suorganizatori okruglog stola su bili Asocijacija za kvalitet u BiH i Mašinski fakultet Sarajevo. Rasprava na skupu je bila veoma intenzivna, sadržajna i konkretna, o čemu govore definisani zaključci (prilog 1). Veći dio diskusije se odnosio na prestojeće aktivnosti institucionalne reakreditacije visokoškolskih institucija i akreditacija studijskih programa. Skup je ocjenjen kao uspješan i očekuje se kontinirani nastavak uz učešće više zainteresiranih strana (poslovni sistemi, nadležni organi vlasti). 109 Mašinstvo 2(14), 105 – 111, (2017) INFORMACIJE ZAKLJUČCI OKRUGLOG STOLA ODRŽANOG 07.06. 2017. GODINE NA MAŠINSKOM FAKULTETU U SARAJEVU elemenata dokumentiranosti procesa, izvođenju nekih podprocesa u upravljanju ukupnim kvalitetom. Obim, sadržaj i kvalitet realiziranih elemenata sistema kvaliteta je različit od visokoškolske do visokoškolske organizacije u zavisnosti od veličine i vremena postojanja organizacije. 4. Ne može se oteti utisku da je do sada urađeno u razvoju sistema kvaliteta na visokoškolskim organizacijama u BiH više formalnog karaktera, a manje prihvaćeno kao vanredan instrument poboljšanja procesa sistema i ishoda učenja. 5. Tokom dosadašnjih aktivnosti u razvoju sistema kvaliteta na visokoškolskim organizacijama u BiH kao značajna smetnja uočeno je nedovoljno znanje osoblja o kvalitetu (svrha, ciljevi, principi, defimiranost, dokumentiranost, efekti, provjere, kontrola, nadležnosti, odgovornost, zadovoljene potrebe "kupca" i osnivača....). Potrebno je organizovano pristupiti potrebnom i dovoljnom obrazovanju menadžmenta visokoškolskih organizacija i nastavnog osoblja kao uslov za izbor na menadžerske funkcije i nastavna zvanja. Doprinos rješenju ovog problema treba da daju: top menadžment visokoškolskih organizacija nadležni organi vlasti, Asocijacija za kvalitet u BiH i konsultantske organizacije iz područje kvaliteta. 6. Učesnici u raspravi su jednoglasno identifikovali aktuelne prioritetne zadatke visokoškolskih organizacija. - predstojeću institucionalnu reakreditaciju i akreditaciju studijskih programa. U ovom kontekstu su predstavljeni zahtjevi pred Agenciju za akreditaciju i razvoj kvaliteta u BiH: - detaljnija upustva o procesu vanjske provjere, potrebne dokumentacije, zahtjeva i kriterijima, finansiranja troškova postupka; - pogodnije terminiranje postupka akreditacije studijskih programa Na osnovu sadržaja diskusije na okruglom stolu, konkretnih prijedloga učesnika i mišljenja moderatora okruglog stola oblikovani su sljedeći zaključci: 1. Tematika, ciljevi i sadržaj diskusije na okruglom stolu potpuno odgovaraju aktuelnim potrebama zainteresiranih strana u području visokog obrazovanja (institucionalna akreditacija i reakreditacija i akreditacija studijskih programa). 2. Saglasno principima savremenog pristupa kvalitetu (sistemski pristup, procesni pristup, uključivanje svih zainteresiranih strana, kontinuirano poboljšanje,...) i dugoročnom značaju visokog obrazovanja za ukupnu društvenu reprodukciju (obezbjeđenje kvalitetnog najvažnijeg resursa – ljudskog resursa) očekuje se od organizatora ovog okruglog stola ili drugih zainteresiranih strana u prostoru visokog obrazovanja kontinuiran nastavak ovakvih razmjena mišljenja kvalifikovanih učesnika na putu traženja najboljih rješenja za identifikovane probleme i optimalnih puteva za kontinuirana poboljšanja. Samo tako ćemo se priključiti Evropskom prostoru visokog obrazovanja. 3. Visokoškolske organizacije BiH su , posebno poslije pristupanja BiH Bolonjskoj deklaraciji, učinile određene aktivnosti na uspostavljanju sistema kvaliteta (na nivou organizacija i organa vlasti) u domenu uspostavljanja elemenata sistema, definiranju elemenata procesa, definiranju 110 Mašinstvo 2(14), 105 – 111, (2017) - INFORMACIJE a) regularnosti, sadržaja i kvaliteta procesa obrazovanja, b) procesa provjere znanja završenika, c) vremena trajanja procesa d) kvaliteta nastavnog kadra, e) dokumentiranosti procesa i f) transparentnosti procesa, privatne visokoškolske organizacije treba da učine značajne napore u razvoju sistema kvaliteta, te da se same izdifenciraju one koje ne zadovoljavaju prihvaćene standarde. Zainteresirane strane iz sadržaja termina "tržište rada" treba detaljnije da definišu svoje potrebe za profilima i kompetencijama završenika visokog obrazovanja ( Udruženja poslodavaca, privredne komore, veliki poslovni sistemi, organi uprave). obzirom na njihovu brojnost na nekim organizacijama i njihove raspoložive kapacitete kao i kapacitete Agencije, i jednakom i pravednom primjenom definiranih kriterijima ocjene stanja na sve visokoškolske organizacije u BiH. 7. Iz obraćanja diskutanata se mogu identifikovati i sljedeći zaključci : - Pristup akreditaciji je dobrovoljan i doprinosi konkurentnosti visokoškolskih organizacija na "tržištu"visokog obrazovanja. Poznati su primjeri poznatih univerziteta u svijetu koje nije niko akreditirao a diplome završenika i sami završenici su veoma cjenjeni na tržištu rada (primjer iznešen na skup Imperijal koledž London). - U osnivanju, organizovanju i prijavi za akreditaciju studijskih programa visokoškolske organizacijske treba da se više ponašaju kao poslovni sistemi čiji završenici treba da imaju kompetencije koje će zadovoljiti potrebe tržišta rada, a ne ambicije akademskih pojedinaca i njihovih grupa. Ovo se posebno odnosi na javne ustanove visokoškolske organizacije koje relativno komotno žive na budžetu. Privatne visokoškolske organizacije su zakonski ravnopravne sa javnim ustanovama, ali sa svim obavezama i odgovornostima koje su vezane za proces visokog obrazovanja. U kontekstu negativnih kombinacija u javnosti, pa i na ovom okruglom stolu, koje se odnosi na privatne visokoškolske organizacije na elemente : Na bazi ovoga visokoškolske organizacije će oblikovati studijske programe koji će više zadovoljavati potrebama tržišta rada. Visokoškolske institucije treba, u kontekstu potreba tržišta rada, da daju više praktičnih zvanja za konkretne poslove, a ne samo teoriju. 111 Mašinstvo 2(14), 112 – 116 (2017) N. Surname 1 et al.: TITLE OF PAPER…. INSTRUKCIJE ZA AUTORE (Style: Times New Roman, 14pt, Bold) INSTRUCTIONS FOR AUTHORS (Style: Times New Roman, 14pt, Bold) Name Surname 1, Name Surname 2, Name Surname X (Author's name, Coauthor's name - Style: Times New Roman, 11pt, Bold) Authors’Institution (Style: Times New Roman, 11pt) Ključne riječi: abecedni popis ključnih riječi na bosanskom, hrvatskom ili srpskom jeziku (Style: Times New Roman, 10pt) Keywords: Alphabetic list of keywords in English (Style: Times New Roman, 10pt) Kategorizacija članka (Style: Times New Roman, 10pt, Bold, Italic) REZIME (Style: Times New Roman, 10pt, Bold) Naslov rada (do 15 riječi). Puna imena i prezimena autora (bez navođenja zvanja i akademskih titula). Rezime rada (do 150 riječi). Rezime treba što vjernije odražavati sadržaj rada. U njemu se navode upotrebljene metode i ističu ostvareni rezultati kao i doprinos rada. Naslov, rezime rada i ključne riječi autori sa ex-YU prostora pišu i na bosanskom, hrvatskom ili sprskom jeziku. 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Table titles (Style: Times New Roman, 11pt, Normal) True Engineering Engineering plastic plastic True stress stress strain strain σt / MPa σe / MPa εt,pl / % εe,pl / % 250,0 0,00 250,8 0,00 250,0 0,21 250,8 0,21 285,7 1,35 290,0 1,34 322,7 2,13 330,1 2,10 358,4 3,06 370,0 3,00 393,1 4,35 411,0 4,24 423,6 6,05 450,1 5,85 449,7 8,76 490,1 8,36 457,0 15,79 530,1 14,59 467,9 21,58 570,0 19,45 475,0 29,77 617,5 25,94 (Style in table: Times New Roman, 11pt, Normal) XX. REFERENCES (Style: Times New Roman, 11pt, Normal) [1] P.E. Nikravesh, Computer-Aided Analysis of Mechanical Systems, Prantice Hall Inc.,Englewood Cliff,NJ,1988. [2] Gordon Robertson, Graham Caldwell, Joseph Hamill, Gary Kamen, Saunders Whittlesey: Research Methods in Biomechanics, Human Kinetics; 2nd edition, 2014. [3] Imai, M.: KAIZEN: the key to Japan’s competitive success, Editorial CECSA, Mexico. In Spanish, 1996. [4] Nemoto, M.: Total quality control for management. Strategies and techniques from Toyota and Toyoda Gosei, PrenticeHall, Englewood Cliffs, NJ, 1987. [5] Cheser, R.: The effect of Japanese KAIZEN on employee motivation in US manufacturing, Int J Org Anal 6(3):197– 217, 1998. [6] Aoki, K.: Transferring Japanese KAIZEN activities to overseas plants in China, Int J Oper Prod Manag 28(6):518–539, 2008. [7] Tanner, C.; Roncarti, J.: KAIZEN leads to breakthroughs in responsiveness and the Shingo prize at Critikon, Natl Prod Rev 13(4):517–531, 1994. [8] Rink, J.: Lean can save American manufacturing. Reliable plant. http://www.reliableplant.com/Read/330/lea n-manufacturing-save. Accessed at 14 April 2014. [9] SolidWorks, http://www.solidworks.com (12.5.2015) X. CONCLUSION Paper manuscripts, prepared in accordance with these Instructions for Authors, are to be submitted to the Editorial Board of the "Mašinstvo" journal. Manuscripts and the CDROM are not returned to authors. When being prepared for printing the text may undergo small alternations by the Editorial Board. Papers not prepared in accordance with these Instructions shall be returned to the first author. When there are several authors the first author is to be contacted. The Editorial Board shall accept the statements made by the first author. The author warrants that the article is original, written by stated author/s, has not been published before and it will not be submitted anywhere else for publication prior to acceptance/rejection by "Mašinstvo", contains no unlawful statements, does not infringe the rights of others, and that any necessary written permissions to quote from other sources have been obtained by the author/s. Coresponding author: Name and surname Institution Email: [email protected] Phone: +xxx xx xxxxxx (Style: Times New Roman, 11pt, Bold) 116 RM-LH Izrada i montaža industrijskih postrojenja, cijevnih sistema i prateće opreme RM-LH d.o.o Zenica Zmaja od Bosne bb, Poslovna zona Zenica 1, 72000 Zenica, Bosna i Hercegovina Telefon: +387 (0)32 200 420; Fax: +387 (0)32 200 421 e-mail: [email protected]; web: www.rmlh.ba Sistem upravljanja kvalitetom, prema zahtjevima standarda EN ISO 9001:2008, je integriran sa sistemom zaštite zdravlja radnika, sigurnosti na radu i zaštite okoline, prema zahtjevima dokumenta SCC**2011, kao i sa sveobuhvatnim zahtjevima kvaliteta pri zavarivanju topljenjem metalnih materijala – EN ISO 3834-2 i prema Evropskoj direktivi za opremu pod pritiskom 97/23/EC. EN ISO 9001:2008 SCC**2011 EN ISO 14001:2004 OHSAS 18001:2007 I SSN 1512 - 5173 9 771512 517003 EN ISO 3834-2 AD 2000Merkblatt HPO PED-97/23/EC