The application of quality management methods and tools is an important prerequisite for the success and performance increase of manufacturing enterprises. The paper deals with the application of methods and tools of quality management (MTQM) in manufacturing enterprises. The paper aims to analyze whether there is a relationship between the application of MTQM and the size of enterprises, the use of MTQM, and the performance of enterprises measured through the achieved profit. It also analyzes the impact of MTQM on the agility of manufacturing enterprises measured through the decrease in sales expressed in revenues during the pandemic period. The paper presents the results of the research which was conducted between 2020–2022. Several statistical tools such as the Chi-square goodness-of-fit test, Pearson’s chi-square test, and contingency analysis were used to evaluate the different analyses as well as the representativeness of the sample. Based on the results, it can be concluded that there are differences in the use of MTQM and the size of the enterprise as well as the performance of the enterprises. At the same time, the hypothesis that enterprises using a wider range of quality management methods and tools have a higher potential to adapt to unexpected market changes was also confirmed.

Throughout the course of a project cycle, the many phases of project management—including planning, execution, control and monitoring, and ending—are integrated and executed. In modern firms, project management has become the dominant tool for managing change. Best practices have emerged due to global project management practices and company evolution. The primary goal was to investigate how project management approaches affected project performance of the Saudi Arabia Small and Medium Sized Enterprises (SMEs). This study investigated the impact of various project management practices including risk management, communication, leadership, and stakeholder management, on project performance in manufacturing SMEs in Riyadh, Saudi Arabia. A quantitative research methodology was employed, with data collected from 250 employees (i.e., supply chain, finance and R&D managers/supervisors) across 8 SMEs. The results revealed that risk management, leadership practices, and stakeholder management significantly contribute to project performance. Surprisingly, no significant relationship was found between communication practices and project performance. The findings of this study emphasize the importance of effective risk management, strong leadership, and efficient stakeholder management in achieving successful project outcomes. Finance managers and R&D managers in Saudi manufacturing SMEs should lead and engage stakeholders to improve project performance. Supply chain managers must manage risk and maintain stakeholder relationships to avoid disruptions. Communication improvements, despite their small impact, are essential for departmental coordination. Global project management strategies tailored to local culture and business will improve project success.

The integration of digitalization and servitization has become a significant trend in transforming the manufacturing industry due to digital intelligence technology. This paper examines the impact of the integration of digitalization and servitization on the performance of manufacturing companies and how small-scale enterprises can promote digital transformation leading to servitization. The study involved surveying 331 manufacturing companies in China using a seven-point Likert scale questionnaire. Measurement scales were validated using confirmatory factor analysis and discriminant validity tests. Mediation analysis assessed digitalization’s impact on servitization and firm performance. The study’s findings emphasize the significant impact of digitalization and servitization on enterprises’ performance. Digitalization plays a crucial role in mediating this relationship. The study highlights three critical dimensions of digital variables, including digital technology, digital labor, and digital relationship resources, essential in enabling effective servitization. Manufacturing enterprises generally prefer aligning their technology investments and organizational changes within the digitalization framework to implement servitization successfully. The study suggests two integration strategies, namely conservative and aggressive. The finding emphasizes that the convergence of digitalization and servitization leads to a new manufacturing production mode called digital servitization.

We develop a relatively cheap technology of processing a scrap in the form of already used tungsten-containing products (spirals, plates, wires, rods, etc.), as well not conditional tungsten powders. The main stages of the proposed W-scrap recycling method are its dispersing and subsequent dissolution under controlled conditions in hydrogen peroxide aqueous solution resulting in the PTA (PeroxpolyTungstic Acid) formation. The filtered solution, as well as the solid acid obtained by its evaporation, are used to synthesize various tungsten compounds and composites. Good solubility of PTA in water and some other solvents allows preparing homogeneous liquid charges, heat treatment of which yield WC and WC–Co in form of ultradispersed powders. GO (Graphene Oxide) and PTA composite is obtained and its phase transition in vacuum and reducing atmosphere (H₂) is studied. By vacuum-thermal exfoliation of GO–PTA composite at 170–500℃ the rGO (reduced GO) and WO_2.9 tungsten oxide are obtained, and at 700℃—rGO–WO₂ composite. WC, W₂C and WC–Co are obtained from PTA at high temperature (900–1000℃). By reducing PTA in a hydrogen atmosphere, metallic tungsten powder is obtained, which was used to obtain sandwich composites with boron carbide B₄C, W/B₄C, and W/(B₄C–W), as neutron shield materials. Composites of sandwich morphology are formed by SPS (Spark-Plasma Sintering) method.

This study evaluated the efficiency and productivity of the manufacturing industries of Singapore. Singapore is one of the world’s most competitive countries and manufacturing giants. All 21 manufacturing industries as classified by Singapore’s Department of Statistics were included in the study as decision-making units (DMUs). Using the Malmquist DEA on data spanning 2015–2021, we found that excerpt for the Paper and Paper product industry, all industries recorded positive total factor productivity (TFP). TFP ranged from 0.977 to 1.481. In terms of technical efficiency, 14 out of 21 industries showed positive efficiency change. The highest TFP was recorded in 2020 and the lowest in 2016. By measuring and improving efficiency, industries in Singapore can achieve cost savings, increase output, and enhance their competitiveness in the global marketplace. In addition, efficiency measurement can help policymakers identify potential areas for improvement and develop targeted policies to promote sustainable economic growth. Given these benefits, performance measurement is inevitable for industries and policymakers in Singapore to achieve economic objectives. Manufacturing industries need to find ways to manage the size and scale of operations as we flag this as an area for improvement.

Shipbuilding industry is characterized by high price competition, as well as tight deadlines for product design and production. The dominant positions in the civil shipbuilding market are occupied by the countries of Southeast Asia, and for a number of reasons, participants from other countries are uncompetitive. Thus, in order to ensure the sustainable development of companies in the global civil shipbuilding market, it is necessary to identify and analyze the main factors that provided the competitive advantages of industry leaders. Assessment of further directions of shipbuilding development is a necessary condition for the formation of competitive advantages of new market participants. The article analyzes the main directions of development of the world civil shipbuilding in the period after World War II, as well as prospects for the future. As a result of the analysis of the latest organizational management concepts, the concept of modular production in shipbuilding is proposed, and directions for further research are determined.