The safety and safety work on OKG, Oskarshamns Kraftgrupp, is supervised by SKI, Swedish nuclear power inspectorate. The task of SKI is to inspect that the nuclear power plants of Sweden runs in a safe way. The proprietor of the permit who runs nuclear power plants has the responsibility to maintain the required safety to run a plant. SKI publishes a number of statue books that OKG has to meet to be able to run the plants. SKI recommends in SKIFS 2 004:1, that OKG work with the safety requirements of IAEA. IAEA, International Atomic Energy Agency is a worldwide cooperation in the nuclear industry. The purpose with the thesis is to do a gap-analysis between the management system of OKG and GS-R-3, a safety standard of IAEA, furthermore basis to work with possible gaps will be brought up. The expected result is to find possibilities for improvements in the management system of the organization. The methods used in the thesis are literature studies, interviews and classification. An assessment has been made, if the management system of OKG meets the safety standard GSR- 3 of IAEA. The assessment is based on information in documents from the management system of the company and information that had been brought up by interviews with experts in different areas. The interviews have been a complement when the documents not were clear enough. For some of the possibilities to improve that was found, basis to work with these areas was brought up from IAEA and WANO. WANO, the World Association of Nuclear Operators, is an organization with the purpose to increase safety end reliability in the nuclear industry, by increasing communication, exchanging information and comparison between the nuclear power plants around the world. The requirements were divided in to three classes, those requirements that were met by the management system, those who were partly met and those that were not at all met. Finally 64 % was assessed being met, 29 % partly met and 7 % not met at all by the management system of OKG. The conclusion drawn is that there are a number of possibilities to improve the management system of OKG to be able to meet the IAEA GS-R-3. The major areas to work with is grading of documents, working with processes, assessing the organization, handling nonconformances, working with improvements and feedback from experience. / <p>Uppsatsnivå: D</p>

Diplomová práce pojednává o implementaci ERP systémů do středně velkých firem. Zabývá se celým procesem implementace od přípravy projektu, přes výběrové řízení, implementaci ERP systému až po rutinní provoz, a to se zaměřením na specifika a rizika ERP projektů. V praktické části se zabývá konkrétním projektem implementace SAP R/3 do podniku Soluziona, s.r.o.

Estágio realizado na Qimonda AG e orientado pelo Eng.º Ricardo Dias / Tese de mestrado integrado. Engenharia Industrial e Gestão. Faculdade de Engenharia. Universidade do Porto. 2008

This study set out to ascertain whether or not Telkom's SAP Rl3! process modification adaptation strategy resulted in improved supply chain performance. For Telkom who have struggled, at great expense and with great frustration, with incompatible information systems and inconsistent operating practices, the promise of an off-the-shelf solution, in the form of SAP R3, to solve its problem of supply chain integration was too great to resist. There are two alternative approaches to implementation of packaged software: Package adaptation to organisational needs and organisational adaptation to the package. This research revealed that typically, Enterprise Resource Planning (ERP) vendors recommend process adaptation and discourage ERP adaptations for the fear of potential performance and integrity degradation as well as maintenance and future upgrade difficulties - however, enterprises often find reasons to stray from that directive. Telkom decided to use the process modification and enhancement ERP adaptation strategy for its SAP Rl3 implementation, because management believes that by enhancing the speed and effectiveness of business processes before implementing SAP Rl3, the full benefits SAP Rl3 will be realised. Telkom redesigned 489 processes to take full advantage of the new system's capabilities, in particular its ability to simplify the flow of information. Taking a broad look at the results and comments made regarding Telkom's SAP Rl3 implementation, it was found that Telkom's SAP Rl3 implementation strategy resulted in quick achievements of a positive return on investment (ROI) when comparing pre- and postimplementation performance. Inventory levels, receivables, operating costs, order cycle times, stock turns, labour and distribution expenditures have all improved. On the other hand, fifty percent of the peer group benchmark baselines were not matched or exceeded by Telkom's measured post-implementation performance. It was found that Telkom's supply chain performance is tightly related to three areas of concern identified in this research: Problems with SAP and c-commerce integration, SAP's forecasting ability remains at a disadvantage, and the issue of Telkom not benchmarking their supply chain performance. It was also found that process improvement emerged as the principal element that enabled Telkom to realise the measured benefits of its ERP implementation. I SAP Rl3 stands for Systems, Applications and Products, Real time, 3-tier architecture. / Thesis (M.B.A. -University of Natal, Pietermaritzburg, 2003.

Universiẗat, Diss., 2002--Würzburg. / Erscheinungsjahr an der Haupttitelstelle: 2000.

Essen, Universiẗat, Diss., 2003--Duisburg.

This thesis deals with proposal of e-commerce solution for BUT, whitch should promotional items and publications of BUT. Through integration platforms is e-commerce connected to the information systém SAP R/3.

použij českou verzi ze souboru "abstrakt.doc"

In recent years, the use of option pricing models to support IT investment decisions has been proposed in the MIS literature. In this paper, we discuss the practical advantages of such techniques for the selection of a software platform. First, we argue that traditional quantitative approaches to a cost-benefit analysis give only a partial picture of such decision situations: due to the long planning horizon required because of the time-consuming and resource-intensive implementation process, it is not possible to exactly predict which applications will, in fact, run on the system over time. Thus, the investor is faced with the problem of valuing "implementation opportunities". We then compare different valuation techniques for this task and discuss their respective advantages and drawbacks. The practical advantages of employing such models are demonstrated by describing a real-life case study where option pricing models were used for deciding whether to continue employing SAP R/2 or to switch to SAP R/3. (author's abstract) / Series: Working Papers SFB "Adaptive Information Systems and Modelling in Economics and Management Science"

<p>Detta examensarbete behandlar affärssystem (även kallade ERP-system) och implementering av dessa. ERP betyder Enterprise Resource Planning och innebär ett integrerat system som innefattar hela företagets verksamhet.</p><p>Att införa ett affärssystem i en organisation är en stor investering och ofta en komplicerad uppgift, det är därför bra om tidigare erfarenheter från liknande implementationer kan utnyttjas. I mitt arbete har jag undersökt vilka faktorer en organisation bör beakta för att erhålla en lyckad implementering. Arbetet har bedrivits i form av en fallstudie där jag genom intervjuer med projektdeltagare har studerat den implementation som Volvo Lastvagnar Komponenter AB i Skövde nyligen har genomfört av affärssystemet SAP R/3.</p><p>Resultatet av undersökningen kan sammanfattas i tre övergripande områden; planering, utbildning och resurser. Dessa områden är alla viktiga att beakta i samband med en implementering av ett affärssystem för att implementeringen skall nå ett, för företaget, lyckat resultat.</p>