Global ETD Search

31	Att möta ett träd : En undersökning av intra-aktion i relation till kunskapande / Meeting a tree : An investigation into intra-action in relation to knowledge building Ejnar Kingfors, Amanda January 2021 (has links) Undersökningens syfte är att utforska kunskapande processer med fokus på materiell agensoch intra-aktion genom analys av en slöjdprocess med en nyfälld björk. Målet är att försökasynliggöra hur icke-hierarkiska intra-aktioner i en slöjdprocess kan se ut, genom att studerasamhandling, ömsesidighet, agens och maktstrukturer.Empiri har samlats i en autoetnografisk studie där reflektioner gjorts över mina erfarenheterunder slöjdprocesser tillsammans med en björk. Inledningsvis upplevde jagmaktfullkomlighet över björken då jag skapade ett styckningsschema och arbetsplan.Efterhand insåg jag att björken i stor grad påverkade mig och processen. Björkens agenskrävde ett snabbt och systematiskt omhändertagande för att tillåta sig bearbetas. Björkensstarka närvaro med stora mängder spån och ris, ställde krav på mig att lägga större fokus åtdessa processer. Vid varje motstånd i materialet, frustration och känsla att behöva taoplanerade beslut, agerade trädet eller någon annan aktör som transaktant och bytte riktningpå processen.Alla aktörer i en process förhåller sig till varandra i en kollektiv enhet. Känsla av makt ochkontroll i processen kunde nås i en ömsesidig dialog genom lyhördhet till de andra aktörerna.För att kunna ha en dialog med ett träd, att kunna läsa av det eller möta dess krav, behöverden materiella agensen erkännas. slöjd materiell agens intra-aktion kunskapande processens dialog transaktant hållbarhet zero waste Pedagogical Work Pedagogiskt arbete Pedagogy Pedagogik Learning Lärande Didactics Didaktik History of Ideas Idé- och lärdomshistoria Design Design Environmental Sciences Miljövetenskap
32	An evaluation of solid waste management practice at Carnival City, Brakpan Pholose, Annah Motshwane 03 1900 (has links) Waste management is a global concern and landfill sites are facing a crisis of handling capacity. This is worsened by the fact that many consider landfilling as an environmentally responsible and cost-effective solution to waste disposal. Carnival City generates vast quantities of solid waste on a daily basis and most of it ends at the landfill, which it acknowledges that it’s a wastage of recoverable resources, hence its commitment of “zero-waste-to-landfills by 2022”. This study evaluated solid waste management practices at Carnival City Casino in Brakpan. Informed by an interpretive paradigm, qualitative methods including interviews, observations, photographs and document reviews were used to collect data. Based on abductive reasoning, the waste management hierarchy and the ISO 14001 standard were used as frameworks for recontextualising and presenting the collected data. The waste hierarchy sets out the preferred order of waste management practices, from the most favoured to the least preferred option. The effectiveness of current waste management practices is limited as Carnival City heavily depends on landfilling and implement waste minimisation, reuse, recycling and recovery on a small scale. Absence of a waste separation at source policy limits recycling activities significantly. The researcher noted the presence of some areas of conformity to South African legislation pertaining to waste management, international standards and Carnival City’s standard operating procedures, and some areas of good practice. The study showed that there is room for improving concerning Carnival City’s current waste management practices. It recommends that waste management training and awareness be undertaken on a continuous basis to improve current practices and ensure that more waste is diverted from landfill sites. Investment into waste to energy technologies should be considered to help Carnival City to meet Sun International’s commitment of “zero-waste-to-landfills by 2022”. Recycling must be maximised and its environmental and financial benefits be highlighted. The research recommends developing of a separation at source policy and its enforcement by the Environmental Committee as the absence of the documented procedures results in deviations from environmental objectives. Offenders who do not follow procedures should be duly punished. It also recommends that a disciplinary action and a fine be introduced for kitchens that will deviate from the policy. / Environmental Sciences / M. Sc. (Environmental Management) Waste management practices Carnival City Waste hierarchy Waste separation at source Reuse Recycling Waste disposal Zero waste Landfilling Effectiveness 628.440968224
33	Guidelines for successful implementation of total productive maintenance in a chemical plant / Jethro Padya Mahlangu Mahlangu, Jethro Padya January 2014 (has links) With the world economy becoming unpredictable, it has become a necessity for businesses to relook at the way they do business. The world has become competitive and companies that aim to become profitable have seen the need to find ways to improve efficiencies and increase productivity to stay relevant. There has been an adoption of strategies that are aimed at improving the efficiencies in companies such as Total Productive Maintenance (TPM). The strategy is aimed at improving equipment efficiencies and increase productivity through the transfer of certain skills from maintenance personnel to operators. The aim is that the operators perform some of the activities that the maintenance people used to do and they do the more complex tasks. By transferring these skills to operators there is constant cleaning, inspections and lubricating of equipment. This frees up time for maintenance people to do planning and other jobs that require time and higher skills levels. The implementation of these activities allows companies to tap into unused capacity that was always hidden by breakdowns and unplanned stops. The process however requires commitment from management and all stakeholders involved in the organisation. There are prescribed implementation processes that can be followed or companies can follow their own processes but the fundamentals of involving people from the onset must be followed. The involvement of stakeholders creates commitment at all levels and in order to sustain this initiative people must be committed to it. The inclusion of the activities transferred from maintenance people to operators, will reinforce the knowledge and habits required from operators and perhaps sustain the initiative. / MBA, North-West University, Potchefstroom Campus, 2015 Total Productive maintenance Overall equipment efficiency TPM Deployment Autonomous maintenance Plant maintenance Preventative maintenance Planned maintenance Quality maintenance Focused improvement Early equipment management Training and education Safety Health and Environment TPM in administration Zero defects Zero waste Zero downtime 5S Breakdown maintenance Preventative maintenance Corrective maintenance Maintenance prevention Downtime losses Speed losses Defect losses Quality defect losses Normal production loss Abnormal production losses Maintenance schedules Prescribed TPM deployment Equipment failure Function failure Function reduction Reprocessing losses Factors of successful TPM deployment
34	Guidelines for successful implementation of total productive maintenance in a chemical plant / Jethro Padya Mahlangu Mahlangu, Jethro Padya January 2014 (has links) With the world economy becoming unpredictable, it has become a necessity for businesses to relook at the way they do business. The world has become competitive and companies that aim to become profitable have seen the need to find ways to improve efficiencies and increase productivity to stay relevant. There has been an adoption of strategies that are aimed at improving the efficiencies in companies such as Total Productive Maintenance (TPM). The strategy is aimed at improving equipment efficiencies and increase productivity through the transfer of certain skills from maintenance personnel to operators. The aim is that the operators perform some of the activities that the maintenance people used to do and they do the more complex tasks. By transferring these skills to operators there is constant cleaning, inspections and lubricating of equipment. This frees up time for maintenance people to do planning and other jobs that require time and higher skills levels. The implementation of these activities allows companies to tap into unused capacity that was always hidden by breakdowns and unplanned stops. The process however requires commitment from management and all stakeholders involved in the organisation. There are prescribed implementation processes that can be followed or companies can follow their own processes but the fundamentals of involving people from the onset must be followed. The involvement of stakeholders creates commitment at all levels and in order to sustain this initiative people must be committed to it. The inclusion of the activities transferred from maintenance people to operators, will reinforce the knowledge and habits required from operators and perhaps sustain the initiative. / MBA, North-West University, Potchefstroom Campus, 2015 Total Productive maintenance Overall equipment efficiency TPM Deployment Autonomous maintenance Plant maintenance Preventative maintenance Planned maintenance Quality maintenance Focused improvement Early equipment management Training and education Safety Health and Environment TPM in administration Zero defects Zero waste Zero downtime 5S Breakdown maintenance Preventative maintenance Corrective maintenance Maintenance prevention Downtime losses Speed losses Defect losses Quality defect losses Normal production loss Abnormal production losses Maintenance schedules Prescribed TPM deployment Equipment failure Function failure Function reduction Reprocessing losses Factors of successful TPM deployment

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