Bøger af Alexander Tsigkas

Between Theory and Practice in Architectural Design: Imagination and Interdisciplinarity in the Art of Building examines the intersection of philosophy and practice in architecture, exploring life, viability, and interdisciplinary collaboration and offering practical design insights for all beings.This book highlights several key architectural features, including a philosophical exploration of life, a focus on creating organic spaces, and the use of the Viable System Model for organisational resilience. Additionally, it emphasises interdisciplinary design thinking and introduces a platform for viable and agile AI-assisted design. The book provides practical case studies highlighting how theory and practice can be integrated into architectural projects, giving architects actionable insights for innovative, adaptive, and purposeful design. By utilising organic design principles and interdisciplinary collaboration, readers will gain a transformative understanding of architecture. The book encourages the application of the Viable System Model to enhance organisational viability while promoting flexibility and viability in design. Furthermore, architects are encouraged to use logic-based and Object-oriented Ontology (OOO)--based AI-assisted design approaches due to their ability to evaluate design scenarios quickly.This book will be of interest to architects, designers, and enthusiasts seeking a comprehensive understanding of architecture as well as professionals in architectural enterprises looking to enhance organisational viability will find value. Interdisciplinary collaboration is emphasised throughout the book. Students and academics in architecture and related fields will also benefit from its philosophical exploration and practical insights.

The book addresses a modern reorientation of Lean, abandoning the classical waste dogma that brings direct efficiency gains and substituting by a way to achieving indirect efficiency in a continuous and sustainable manner. Waste is the output of a process that cannot be of further use, while value is a matter of valuation, a process whose output we conceive to be of further use. Value and waste are not antithetical, they are just not comparable issues. We achieve added value to the modern Lean Enterprise through synergies that bring sustainable economic benefits to the company. Such synergies use the complementarity theory developed by Milgrom and Roberts in 1990 on the principle that we can achieve maximal gains via the joint investment on complement activities and not investing. Complementarity is not something specific to Lean Enterprises; however, Lean Enterprises can benefit the most from such a concept. The reason is that Lean uses the principle of achieving more with less effort. Less effort does not mean the use of fewer resources, but the use of resources in a complementary way in order to achieve more, rather than using them. Complementarity is a feature by design. Complementarity by design will help modern Lean companies have an easier transition in the digital era and the new world of Industry 4.0. In this second edition, we have preserved the method of how to achieve Lean and have enhanced it to show how to move towards modern Lean within Industry 4.0 paradigm. However, if a company has not yet made the Lean step, there is no need to make that step first before yielding the benefits. Technology is the key. Modern Lean Enterprise strengthens out of the old paradigm into the new one of Industry 4.0. Because of evolution, such an enterprise achieves optimal technological complementarity necessary for synergies that sustain increasing profits.

The book addresses a modern reorientation of Lean, abandoning the classical waste dogma that brings direct efficiency gains and substituting by a way to achieving indirect efficiency in a continuous and sustainable manner.

He argues that performativity is the flip side of quality on a coin called identity, and in postmodernism, that is, in the age of Industry 4.0 and beyond, companies should be aiming for performativity and achieve quality as one of its many consequences.

A clear and methodical guide to implementing 'lean' management, describing each step in a distinctive method-based 'European' process that contrasts with tools-based Japanese systems. Case studies from a range of industries provide invaluable real-world models.