Executive management for innovation in waste treatment engineering company
Introduction
This paper presents the results of the waste management research in a selected engineering company
RIBE Slovakia, k. s., Nitra factory. Within of its manufacturing programme, the mentioned factory uses
wide range of the manufacturing technologies (cutting operations, metal cold-forming, thread rolling,
metal surface finishing, automatic sorting, metrology, assembly), with the aim to produce the final
products – connecting components (fasteners) delivered to many industrial fields (agricultural
machinery manufacturers, car industry, etc.). There were obtained data characterizing production
technologies and the range of manufactured products. Within the Slovak Republic, the engineering
production significantly contributes to increasing of the gross domestic product. Considering the
development of the engineering production in the Slovak Republic, an attention will be paid also to the
impacts of industrial engineering production on environment. It is especially important, because the
industrial engineering production leads to production of various kinds of waste with a negative impact
on the environment. According to Paulová (2009), in order to reduce industrial waste production,
attention must be paid to the product quality. The product quality depends on quality of manufacturing
process. Butner et al. (2008) state that individual manufacturing companies should focus on timely
investment in implementation of environmentally friendly technologies. Innovation is required for this
purpose. The innovation process has a considerable rate of failure, from 40% to 80%, depending on the
experts consulted. This paper developed a quality management approach, to help Executive
Management Teams to handle the innovation process in a better way, based on the problem-solving
procedure and the application of quality tools and techniques. It includes three major phases: ‘External
Environment Investigation’, ‘Strategic Decision Making’, ‘Innovation Project Execution’, and a series of
steps are arranged to span across the approach in each phase.
The key attention is paid to the classification of waste produced by engineering production and to
waste management within the company. Within the research, there were obtained data characterizing
the time course of production of various waste types and these data were evaluated by means of
statistical method using STATGRAPHICS. Based on the application of SWOT analysis, there is objectively
assessed the waste management in the company in terms of strengths and weaknesses, as well as
determination of the opportunities and potential threats. Results obtained by the SWOT analysis
application have allowed to come to conclusion that the company RIBE Slovakia, k. s., Nitra factory has
well organized waste management system. The fact that the waste management system is incorporated
into the company management system can be considered as an advantage.
Management functions
Planning
Aims
The automobile industry contains within it many operations that often, by themselves, constitute
complete businesses. For example, many automobile manufacturers have their own stamping, casting,
metal finishing, and electropla ting divisions, and a large number of smaller enterprises centre around
the cas ting or forming, finishing and electroplating, anodizing, or painting of parts, such as bumpers,
door handles, grills and moldings. Wastewater from this industry is one of the major sources of heavy
metals, cya nide, oil & grease, organic and inorganic pollutants which contribute greatly to the pollution
load of receiving water bodies and it is particulary import ant for stream pollution. The main objective of
this study is the introduction of new processes for the management of wastewater discharged from this
industrial complex.
Strategies
Following steps will be carried out to introduce the innovation

Determination of strategic approach
Business model will be used as strategic approach. The business model of this company can be described
as articulating three interrelated value creating activities
First, we have a public service mission to organize a cocreation of value (Lusch et al., 2008; Ramirez
1999) between authorities who are legally responsible to manage waste and those in need of getting rid
of waste while also protecting public health and the environment for future generations.
• Second, they have developed processing activities that not only organize the disposal of waste in a
safe, economically efficient and environmentally sustainable way, but also transform as much waste as
possible into materials and/or products with a potential economic and environmental value.

Third, we organize marketing activities that invent ways to insert the output of their processing
activities into the circuit. of production and consumption, thereby realizing the economic value
potential of this output

Understanding the market
The second step in the strategy choice cascade is defining the right playing field,
as in, the market are operating in and the customer segment we are offering
value for. It will be important to determine the size of customers for the
environment friendly innovation in this company.
To be able to innovate and to respond to your customers’ needs, you should
listen and understand what your customers really want and remove the rest. To
be able to do that, knowing what happens in the market is essential.
However, because competitive needs are individual and often very specific, a
strategy that worked for another player in your field shouldn’t be copied but
learned from. Although defining your playing field is important, your unique value
proposition is what will make or break your innovation strategy.
Paulová, I., & Mĺkva, M. (2011). Leadership–The key element in improving quality management. Quality
innovation prosperity, 15(1), 27-36.
BUTNER, K. – GEUDER, D. – HITTNER, J. 2008. Mastering carbon management: Balancing trade-offs to
optimize supply chain efficiencies. IBM Global Business Services, IBM Institute for Business Value,
Somers, NY 10589, USA, 2008. 13 pp