ZBORNIK RADOVA 2019.

Fakultet strojarstva, računarstva i elektrotehnike

Fakultet strojarstva, računarstva i elektrotehnike
Sveučilište u Mostaru
ZBORNIK RADOVA 2019.
Nakladnik
PRESSUM

Za nakladnika
izv. prof. dr. sc. Željko Stojkić, dekan

Glavni urednik
prof. dr. sc. Remzo Dedić

Tehnički urednici
dr. sc. Nikola Knezović
mag. ing. mech. Darko Šunjić

Uredništvo
izv. prof. dr. sc. Željko Stojkić
prof. dr. sc. Alija Cigić
prof. dr. sc. Remzo Dedić
izv. prof. dr. sc. Vesna Raspudić
izv. prof. dr. sc. Angela Topić
izv. prof. dr. sc. Davorka Šaravanja
doc. dr. sc. Boris Crnokić
doc. dr. sc. Danijel Šogorović
doc. dr.sc. Nebojša Rašović
doc.dr.sc. Ivana Zubac
doc. dr. sc. Miroslav Grubišić
prof. dr. sc. Ivanka Boras
izv. prof. dr. sc. Irena Galić
izv. prof. dr. sc. Jadranko Matuško
prof. dr. sc. Mirjana Bonković

Adresa
Fakultet strojarstva, računarstva i elektrotehnike Sveučilišta u Mostaru
Matice hrvatske b.b.
88000, Mostar, Bosna i Hercegovina
Tel./Fax: +38736/337-001; +38736/337-012
E-mail: office@fsre.sum.ba

Tisak
FRAM-ZIRAL d.o.o., Mostar

Naklada
200 primjeraka
 ZBORNIK RADOVA 2019.
Fakultet strojarstva, računarstva i elektrotehnike

Mostar, 2019.
PREDGOVOR
Šezdeseta obljetnica Fakulteta strojarstva, računarstva i elektrotehnike Sveučilišta
u Mostaru prava je prigoda za podsjećanje na znanstveno-istraživačku djelatnost i
objavljivanje rezultata tih aktivnosti. U sklopu svečanosti u povodu obljetnice Fakul-
tet je pripremio novu ediciju – prezentaciju rezultata znanstveno-istraživačkog rada
svojih nastavnika i suradnika, te je pred vama novi Zbornik radova 2019.
Uredništvo Zbornika je nastojalo ostvariti kontinuitet u odnosu na prethodna iz-
danja Zbornika radova iz 2009., 2012. i 2014. godine. Ovaj Zbornik radova 2019. sa-
drži rezultate istraživanja djelatnika Fakulteta u periodu između 2014–2019. godine.
Pregled autora objavljenih radova u Zborniku ukazuje na tendenciju širenja in-
teresa djelatnika Fakulteta prema novim tehnologijama u strojarstvu, računarstvu i
elektrotehnici. Posebno nas raduje značajan broj radova mladih znanstvenika koji
svoje radove objavljuju samostalno ili zajedno sa svojim mentorima. Među autorima
su i suradnici iz gospodarstva, kao i znanstvenici iz drugih akademskih sredina iz ze-
mlje i inozemstva. Prisutni su i autori koji su polaznici doktorskih studija strojarstva
i računarstva.
Koristimo prigodu da promociju Zbornika radova 2019. djelatnika i suradnika
Fakulteta strojarstva, računarstva i elektrotehnike Sveučilišta u Mostaru iskoristimo
i za prvi poziv autorima za pripremu radova za sljedeći Zbornik radova u kome ćemo
objaviti nove rezultate znanstveno-istraživačkog rada na Fakultetu i širem okruženju.

Uredništvo Zbornika

5
SADRŽAJ
CONTENT

Šimun Bogdan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
PROVJERA NOSIVOSTI EUROPALETE
LOAD BEARING CAPACITY CHECK FOR EURO-PALLETS
Emil Brajković, Krešimir Rakić, Goran Kraljević. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
APPLICATION OF DATA MINING IN E-LEARNING SYSTEMS
Boris Crnokić, Ana Bokšić, Sara Brljević . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
VIRTUALNO MODELIRANJE I SIMULIRANJE KINEMATIKE I DINAMIKE INDUSTRIJSKIH ROBOTA
VIRTUAL MODELING AND SIMULATION OF KINEMATICS AND DYNAMICS OF INDUSTRIAL ROBOTS
Remzo Dedić, Adisa Vučina, Haris Džindo. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
RAZVOJ MODIFICIRANIH NATKOLJENIČNIH PROTEZA
DEVELOPMENT OF ABOVE KNEE PROSTHESIS
Mario Dragičević, Edin Begović, Ivan Peko . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
MULTI-OBJECTIVE OPTIMIZATION OF MQLC TURNING PROCESS PARAMETERS USING GREY-FUZZY
APPROACH

Miroslav Grubišić, Marija Miličević. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?

MODELIRANJE I SIMULACIJA RADA DIESEL MOTORA S TURBOPUNJAČEM
MODELING AND SIMULATION OF THE TURBOCHARGED DIESEL ENGINE
Nikola Knezović, Angela Topić. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
WAAM (WIRE AND ARC ADDITIVE MANUFACTURING) – BASIC PRINCIPLES, ADVANTAGES AND DRAWBACKS
Gordan Lješić. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
USPOREDBA REZULTATA SIMULACIJE SOFTVERA ZA ENERGETSKO MODELIRANJE eQuest I IDA
ICE NA PRIMJERU DVOKATNE POSLOVNE ZGRADE
SIMULATION RESULTS COMPARISON OF ENERGY MODELING SOFTWARE eQuest AND IDA ICE ON A TWO-
STOREY BUSINESS BUILDING
Vlado Majstorović, Ana Majstorović. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
METODOLOGIJE I TRENDOVI U PODRUČJU UPRAVLJANJA PROJEKTIMA
PROJECT MANAGEMENT METHODOLOGIES AND TRENDS
Vlado Majstorović, Krešimir Rakić. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
INTERNET OF THINGS AND SOCIAL MEDIA: TOOLS OF A SUCCESSFUL INFORMATION ORGANIZATION

7
Petar Marić, Ivan Bevanda. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
KORIŠTENJE METODE GRADIJENTNOG SPUSTA PRI MODELIRANJU I OPTIMIZACIJI SUSTAVA
HIDRONIČKOG PODNOG GRIJANJA
MODELLING AND OPTIMIZATION OF THE HYDRONIC FLOOR HEATING SYSTEM USING GRADIENT DESCENT
METHODS
Mirna Nožić, Himzo Đukić. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
THE IMPACT OF THE DEFORMATION REDISTRIBUTION ON THE SPECIAL NARROWING FORCE
Ana Pinjuh, Mirela Kundid Vasić. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
INTEROPERABILITY IN HEALTHCARE
Ana Pinjuh, Mirela Kundid Vasić. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
DICOM-STANDARD ZA UPRAVLJANJE MEDICINSKIM SLIKAMA
DICOM-STANDARD FOR MANAGING MEDICAL IMAGES
Vesna Raspudić. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
BIOMEHANIČKA ANALIZA GIBANJA UZ PRIMJENU ZEBRIS FDM-S MJERNOG SUSTAVA
BIOMECHANICAL MOVEMENT ANALYSIS USING ZEBRIS FDM-S MEASURING SYSTEM
Nebojša Rašović, Milenko Obad. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
A FRAMEWORK FOR OPTIMAL QUALITY OF PARTS IN REVERSE ENGINEERING
Snježana Rezić, Ivana Zubac . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
RELACIJE IZMEĐU BOND GRAFA I MATEMATIČKOG MODELIRANJA
THE RELATIONS BETWEEN BOND GRAPH AND MATHEMATICAL MODELING
Miljan Rupar, Remzo Dedić, Adisa Vučina. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
ANKLE JOINT DESIGN FOR THE NEW HYDRAULIC ABOVE THE KNEE PROSTHESIS DEVELOPMENT
Željko Stojkić, Igor Bošnjak. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
RAZVOJ TVORNICE ZA UČENJE NA FSRE, SVEUČILIŠTE U MOSTARU
DEVELOPMENT OF LEARNING FACTORY AT FSRE, UNIVERSITY OF MOSTAR
Željko Stojkić, Vlado Majstorović, Vojo Višekruna, Danijel Zelenika . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
APPLICATION OF LEAN TOOLS AND XRM SOFTWARE SOLUTIONS IN ORDER TO INCREASE THE EFFICIENCY
OF BUSINESS PROCESSES
Davorka Šaravanja, Marko Grbešić . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
SED AND FFT METHODS FOR ANALYSIS OF ROLLER BEARING VIBRATION
Davorka Šaravanja, Josip Kožul. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
ISTRAŽIVANJE VIBRACIJA NA VENTILATORU U FUNKCIJI POBOLJŠANJA KVALITETE
PROIZVODNOG PROCESA
RESEARCH OF FAN VIBRATION IN FUNCTION OF IMPROVING THE PRODUCTION PROCESS QUALITY
Željko Šeremet, Eugen Mudnić, Stipe Čelar. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
NEXT GENERATION DATA FLOW AND STORAGE SOLUTION IN ALICE EXPERIMENT

8 60 godina Fakulteta strojarstva, računarstva i elektrotehnike

Danijel Šogorović. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
OPTIMIZACIJA PROCESA IZRADE NAVOJA EKSCENTRIČNIM REZANJEM NA UNIVERZALNOM
TOKARSKOM STROJU
THE OPTIMISATION OF THE PROCESS OF PRODUCTION OF THREADS BY ECCENTRIC CUTTING ON A
UNIVERSAL LATHE
Darko Šunjić, Stipo Buljan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
DETERMINATION OF VELOCITY OF DETONATION USING DAUTRICH METHOD
Ante Tolušić, Stipo Buljan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
MODELIRANJE SILE PROCESA DUBOKOG VUČENJA
MODELLING OF DEEP DRAWING FORCE
Angela Topić, Branko Bauer, Zoran Kožuh, Nikola Knezović. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
GAS COMPOSITION INFLUENCE ON THE MICROSTRUCTURE AND GEOMETRY OF LASER-WELDED JOINTS IN
DUPLEX STAINLESS STEEL
Ivana Zubac. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ?
A NOTE ON MAXIMAL MATCHINGS IN ROOTED PRODUCT OF PATHS AND SHORT CYCLES

Zbornik radova 2019. 9

 APPLICATION OF LEAN TOOLS AND XRM SOFTWARE
SOLUTIONS IN ORDER TO INCREASE THE EFFICIENCY OF
BUSINESS PROCESSES
Željko Stojkić, Vlado Majstorović, Vojo Višekruna, Danijel Zelenika

Abstract: In this paper wants to stress the importance of connection between

organisational Lean tools and software tools that have great flexibility and abil-
ity to adapt to business processes of companies. LEAN management means
creating more value for the customer by using fewer resources. Lean organisa-
tion knows which values their customers require and focuses its key processes
to continuously add value to the customer. Elimination of losses in the whole
process in stead of in certain parts of the system only creates processes that
need less human effort, less space, less capital and less time to develop a prod-
uct or to perform a service. On the other side, CRM as a concept and software
tool have significantly contributed to improving relationship with customers.
Development of CRM system is oriented by xRM (Anything relationship man-
agement). Processes which can be covered with these solutions are no longer
related to relations with customers only, but to a large number of other pro-
cesses such as managing relationships with suppliers, managing employee re-
lations and managing machinery maintenance. This work wants to show that
combining concepts of xRM and Lean can lead to the increase of efficiency and
transparency of business processes.

Keywords: CRM, lean, xRM

1. INTRODUCTION
CRM, or Customer Relationship Management, is an old business concept that is be-
coming topical again thanks to technology that enables and supports it. Basic idea
of CRM is not only the focus of the company towards the product, but also creating
personalised lasting relationship with their customers. It is desirable that the prod-
ucts and services are adapted to the requirements and specifications of individual
customers, and it has become possible with the development of databases that ena-
ble you to store data on individual users and with the development of software that
enables the analysis and optimal use of these data.

Stojkic, Z., Majstorovic, V., Visekruna, V., & Zelenika, D. (2014). Application of lean tools and xRM software
solutions in order to increase the efficiency of business processes. Procedia engineering, 69, 41-48. 11
 Željko Stojkić, Vlado Majstorović, Vojo Višekruna, Danijel Zelenika

CRM is a relatively simple concept that refers to the understanding of customer

requirements and actions, so that the company would be able to meet those needs in
order to build strong relationships with customers, with the aim that all this leads to
the increased customer loyalty and increased sales.
Customer is a party that is involved in the process of acquiring assets (enrich-
ment) of a company in the form of purchase of goods and services and that is of
interest for the company. According to research, costs of attracting a new customer
are 7 to 10 times higher than the costs of retaining an existing one.
One goal of CRM is to transform valuable data regarding clients into knowledge
about them. This knowledge must be recorded, stored, accessible and open for anal-
ysis, so that management and employees would be allowed to use them for better
understanding of past and present environment and to predict its future operating
results.
CRM includes: Preliminary identification of needs and desires of customers; Dif-
ferentiation of customers – according to needs and importance in order to achieve
goals of the organisation; Interaction with customers – identification of customer
needs; The design of products/services that are offered to groups of customers.

Table 1. Customer requirements

OLD APPROACH NEW APPROACH
Attract new customers Retain existing customers
Get orders Become preferred supplier
Identical customer management Managing every customer in a specific way
Sell to anyone Concentration on customers who make a profit

2. CRM AS A PHILOSOPHY AND AS A SOFTWARE TOOL

Concept of customer relationship management evolved through history. In the be-
ginning, the only way to contact the client was personal contact. Invention of phone
allowed the improvement of relations with clients. Over time, the phone has become
an important mean by which clients of the companies were trying to obtain neces-
sary information. This changes lead to the formation of the organisational unit in
the company, so called call centre. Contact centres evolved from call centres, main
difference between call and contact centre derives from the name. Both centres serve
for establishing communication between professional staff working in the office and

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 APPLICATION OF LEAN TOOLS AND XRM SOFTWARE SOLUTIONS IN ORDER TO INCREASE THE EFFICIENCY OF BUSINESS PROCESSES

the client, provided that at the time of using call centres people used classical fixed
phone as the main medium of communication, while contact centres provide much
more diverse channels and forms of communication, and the emphasis is on the
use of various Internet services such as e-mail, www, Internet telephony, mobile de-
vices to access the Internet, etc. [19]. Software tools to support CRM strategy in its
current form have been developed in several phases. There were applications that
were developed before discovering CRM philosophy and served for accelerating the
process of selling or marketing. This refers primarily to the precursors SFA (Sales
Force Automation) and Field Service Automation. Then they were called Custom-
er-facing Applications. Help Desk Applications were known as Contact Manage-
ment Applications. With the advent of a new trend, CRM, they were adapted to the
new philosophy. Basic structure of the system to support the CRM strategy consists
of three parts: Operational – basic business processes (marketing, sales, service),
Analytical – presents support in the analysis of consumer behaviour and implements
business philosophy as well as technology and Collaborative – to contact consumers
by phone, fax, Internet, mail, in person, etc.

Figure 1. Components of CRM [16]

Zbornik radova 2019. 13

 Željko Stojkić, Vlado Majstorović, Vojo Višekruna, Danijel Zelenika

2.2. XRM – new paradigm of traditional CRM

One new phenomenon is the introduction of CRM without explicit emphasis on the
client or customer, so that the CRM acronym is now being replaced with the new
xRM acronym where xRM represents the management of any type of relationship.
xRM began to appear in legal departments, purchasing departments, finance, hu-
man resources, project offices and various back office processes. Moving the CRM
towards xRM leads to the large demystification of CRM process so that it stops being
an island that aggregates data from other systems and it becomes an integral part of
everyday processes.
Capabilities of the xRM: CRM-oriented systems support sales, marketing and
customer service department; xRM-oriented systems can support any department in
the organisation, CRM-oriented systems automate processes in marketing, sales and
customer service; xRM-oriented systems automate any business process or connec-
tion of greater significance, CRM-oriented systems provide insight into the interac-
tions, activities and tasks; xRM-oriented systems do exactly the same for “anything”
or “anyone”.
xRM-oriented systems enable functionalities such as: data management, creating
a flowchart, recording user experience, access and security, making analysis and re-
ports. As far as adjustment is concerned, configuration of basic application was done
through a visual user interface, so that non-technical resources can quickly create
and configure applications [10].

Table 2. Comparison of CRM and xRM [10]

C - client x - any
CRM xRM
Usage Marketing, sales and customer service Any team
Management Relationship with clients Any relationship
Automation Marketing, sales and processes of Any significant process
business services
Overview Interactions, activities, tasks and annual Interactions, activities, tasks and annual
history history for X
Provides Client-oriented analysis X-oriented analysis
Integration with ERP applications ERP and CRM application

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 APPLICATION OF LEAN TOOLS AND XRM SOFTWARE SOLUTIONS IN ORDER TO INCREASE THE EFFICIENCY OF BUSINESS PROCESSES

3. LEAN MANAGEMENT AS A PHILOSOPHY AND TOOLS

According to the APICS Dictionary, the essence of lean production is to emphasize
minimising of the amount of used resources (including time in various activities in
the company). This includes identification and elimination of activities that do not
add value in development, production, supply management chain and communica-
tion with customers. Lean manufacturers have teams of employees with multiple
skills at all levels of the company and they use highly flexible and increasingly au-
tomated machines in order to produce large volumes of products with potentially
big variations. “Lean” philosophy sets out principles and practice of reducing costs
through elimination of waste and through simplification of all manufacturing and
support systems. Conditions that led to the development of this system of produc-
tion appeared after the Second World War, when Japanese carmakers faced serious
competition from U.S. manufacturers. Toyota Motor Corporation realised that the
only way to survive was to offer Japanese (and world’s) consumers the only thing
that American manufactures could not offer at that time – variations of the product
– and at the same time to maintain quality, short delivery time and as lower costs as
possible.
Toyota, facing tough competition in terms of quality and price, market oppor-
tunity for the increases number of variations of the product, limited productive re-
sources and raw materials, had to create a new radical way of production in order
to survive. The result was the aforementioned TPS, which methodically eliminated
any waste in the production process and remained focused on meeting customer de-
mand. This approach has revolutionized car production with the following methods
kaizen, poka-yoke, kanban updates and deliveries to the place of use, and innova-
tions on the assembly lines that are now the basis of almost every car factory around
the world.
Today’s concept of lean production originated from the TPS, and the word “lean”
comes from the main principle of using less of everything (for example fewer em-
ployees, less space, less inventory, less movement, etc.) than in traditional produc-
tion processes, although there are more variations of the product. In other words,
basis of philosophy is focused on creating activities that bring value to the customer,
system identification and elimination of waste and continuous improvement of the
production environment in order to increase productivity.
Primary focus is on the activities that create value to the customer, while elimina-
tion of waste and constant improvement are a result of these activities. A pioneer in

Zbornik radova 2019. 15

 Željko Stojkić, Vlado Majstorović, Vojo Višekruna, Danijel Zelenika

the implementation of Lean CRM is Toyota. In 2003 Toyota expanded Lean princi-
ples of management into CRM field of marketing, sales and services. These are the
areas that are the slowest adapted to improve their productivity, despite huge invest-
ments in technology over the past decade. It is expected that introducing Lean CRM
will revolutionize this areas, even more than in the case of production.
Principles of Lean CRM are implemented in Toyota. The project was implement-
ed in a number of Toyota sales offices and goal was reached, not only because of the
implemented CRM software and applied Lean tools, but because of the implemen-
tation step by step.
It is necessary to do the processes to meet customer needs, and they are well
equipped if they achieve good results on the market. On the other hand, custom-
ers are more demanding today than ever before. Today customers expect friendly
competent service, good availability and reliability in the set deadlines and product
quality. It is necessary for the company that all its processes are efficient and cus-
tomer-oriented. Simultaneously, demands on controlling the company are set and
they should be fast, reliable and simple. It is possible to automate processes with
xRM strategy and tools by applying new technology that leads to greater efficiency
and transparency of processes and simple controlling. Lean management provides
us methods and techniques for the analysis of processes and their improvement. We
can see that processes are the focus of xRM and Lean. For this reason, we cannot
apply these organisational and software tools in the same way in different environ-
ments and expect the same results, but we need to adapt them to a particular com-
pany or people in this company.

4. CONCEPT IMPLEMENTATION OF CRM - XRM SYSTEM IN BUSINESS

Implementation of information system in the company is a very important project
for the company. This project represents not only a significant engagement of nec-
essary resources of the company, but also a significant risk for the economic success
of the project itself. For this reason, it is necessary to pay special attention to the
planning of these projects.
It is necessary to begin by choosing strategy for the implementation of the pro-
ject. Basically there are two possible implementation strategies: phasing and simul-
taneous introduction.
In addition to the choice of strategy and standard factors of success of one project,
a significant impact on the outcome of the project has the following:

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 APPLICATION OF LEAN TOOLS AND XRM SOFTWARE SOLUTIONS IN ORDER TO INCREASE THE EFFICIENCY OF BUSINESS PROCESSES

� Type of the selected software solution in terms of: functionality of the software
solution, reputation of the producer of the software solution, software solution
reliability, use of reference models, technological completion and modernity,
adaptation of solutions to the business practice.
� Contractor of the project in terms of: experience in implementing software
solutions, partnership of the company and the supplier (contractor), confi-
dence of users in the capability of the project contractor.
� A company that made the introduction of a new system of: support of the su-
preme leadership, compliance of the IT and projects with the business strate-
gy, broad support for the project, transparency of information and procedures
in the organisation, level of information technology and IT knowledge within
the company, use of modern forms of communication and working in teams,
knowledge of the techniques of project management, quality training of the
users, duration of the project
Concept of the implementation describes and generally regulates the entire pro-
cess from initiation through implementation to the completion of the project. Since
there are a number of different types of the projects of implementation of informa-
tion systems, there are many concepts of implementation described in the literature.
Within this work one concept of the implementation of the new CRM – xRM system
in the company will be presented.
Implementation of the information system is done in two parts: implementation
of the system in the entire company with achieving basic functionality of the system,
implementation of the system from the reached level in the first part in implemen-
tation to the desired level of the system by applying Lean tools to improve business
processes.

4.1. First phase of the introduction of CRM - xRM system

First part involves implementation of the system in the entire company through two
forms of describing the problem. One form defines phases of introducing a new in-
formation system in the company, while the other form defines reference organisa-
tional model of the company that is adapted to the individual needs of the process of
that company.
This part of the introduction of an information system is divided into five stages:
Project management, Analysis of the current state, Development of a concept that

Zbornik radova 2019. 17

 Željko Stojkić, Vlado Majstorović, Vojo Višekruna, Danijel Zelenika

meets the needs of the company, Reference models, Installation of the information
system, Implementation phase.
In the phase of project management the following things are done: defining goals,
creating project plan, forming project team and other activities necessary for the
realisation and implementation of the project.
In the second phase of the analysis of current state the following things are done:
process of interviewing and documenting of the flows of the process and defining
specific values of measurements, which will be further processed through the analy-
sis of the bottlenecks in the process.
In the third phase (Development of a concept that meets the needs of the com-
pany), analysed processes are iscussed within the project team and a decision on the
changes that need to be executed is made. Within the concept development there
are developed reference models. From one side, these models can be adjusted to
the functionality of the software package and its modules. On the other hand, these
reference models offer a transparent view of business processed that can be adapted
to the individual needs of the company and simultaneously serve as a basis for cus-
tomizing the software to the needs of the company.
In the forth phase they do editing, i.e. setting parameters of the information sys-
tem. In the final fifth phase, perhaps the most important stage, implementation of
the software is done as well as systematic and organisational documentation. In the
implementation phase it is necessary to pay attention to the order of realisation of
certain steps in order to quickly achieve results from the introduction of the new
CRM - xRM system. Return on investment at this stage has a very high priority.

4.2. Second phase of the implementation of CRM - xRM system

After the implementation of the CRM – xRM system, it is necessary to move to
another part of the implementation by using Lean tools to improve business pro-
cesses (KAIZEN, Value stream mapping). In this part of the implementation of the
information system, a major engagement of the employees of the company is present
with minimal involvement of the consultants or programmers. More effects occur
through the second step of the implementation of the information system and simul-
taneous application of methods to improve business processes.
Information and data requirements for establishing controlling system for the
processes are set in the first step of the implementation of the information system,
and that represents a prerequisite for the implementation of methods to improve

18 60 godina Fakulteta strojarstva, računarstva i elektrotehnike

 APPLICATION OF LEAN TOOLS AND XRM SOFTWARE SOLUTIONS IN ORDER TO INCREASE THE EFFICIENCY OF BUSINESS PROCESSES

business processes. In the implementation of the methods for the improvement of

business processes all employees will be engaged to improve business processes, and
those improvements will be integrated into the information system, which will add
additional quality and speed within business processes.

Figure 2. Stages of the implementation of the information system [18].

Figure 2 shows stages of the implementation of the information system in relation

to the efficiency of business processes. Process of the implementation of CRM –
xRM solutions has an impact on the efficiency of business processes in the company.
One part of the companies cancels further implementation of the system in the first
phase of the implementation and thus the efficiency of business processes remains
unchanged. Increase of the efficiency of the business processes that are covered by a
new system is visible over time in the companies that continue with the implementa-
tion. Also, not using the second phase of the implementation of the CRM – xRM sys-
tem leads to a drop of efficiency of business processes. For this reason, it is necessary
to apply Lean tools at this stage as instruments that will help in the further analysis
and improvement of business processes.

Zbornik radova 2019. 19

 Željko Stojkić, Vlado Majstorović, Vojo Višekruna, Danijel Zelenika

5. CONCLUSION
In this work we wanted to point out the necessity of linking organisational tools such
as Lean tools and software CRM – xRM solutions. Both groups of these tools are fo-
cused of processes which have to be more efficient. Through the described concept
of the implementation of software solution and application of Lean tools, efficiency
of business processes can be significantly improved. Proposed concept allows that
the company which is introducing the new CRM – xRM system has insight into the
costs, duration and progress of the project from the beginning of the project. In ad-
dition, the company can use the moment of the implementation of the CRM - xRM
system to change and improve business processes with continuous improvement of
the processes in the future. With this concept, activities of introducing new CRM
– xRM system become transparent and clear, and thus it is possible to control and
achieve set goal of the project. This concept of the implementation allows parallel
enhancement and improvement of business processes of the company by applying
Lean tools as well as automation of business processes through the implementation
of the CRM – xRM system. This concept allows transparent measurement of the
improvement of business processes caused by the implementation of the new infor-
mation system. The disadvantage of this methodology is reflected in the time of the
implementation. Implementation time is significantly longer compared to the stand-
ard methodologies, however, this method achieves greater level of the use of the
selected software tool and of course greater efficiency of business processes. With
its organisational tools Lean methodology is widely used in production, but recently
Lean tools have also been used in administrative business processes. On the other
hand, even today, xRM tools provide automation of administrative activities within
business processes. Thanks to the technology development, we have the ability to
create parts of business processes
by end users within xRM software solutions, without significant usage of pro-
gramming work. Scope of application, umber of business processes covered by the
xRM tools as well as flexibility of the xRM software tools will be increased in the
future. xRM as a software tool is not and will not become a replacement for the
ERP systems, but its application will be extended to the administrative processes
that are not covered by the ERP system in a company. Combined application of the
organisational (Lean) and software (xRM) tools can influence increase of efficiency
and transparency of the company’s administrative business processes. Application
of Lean tools improves administrative business processes and at the same time xRM

20 60 godina Fakulteta strojarstva, računarstva i elektrotehnike

 APPLICATION OF LEAN TOOLS AND XRM SOFTWARE SOLUTIONS IN ORDER TO INCREASE THE EFFICIENCY OF BUSINESS PROCESSES

tools automate those processes. Combined application of Lean and xRM tools in im-
proving administrative business processes presents one of the main challenges in the
future. Simultaneous application of these tools requires multidisciplinary skills (or-
ganisational and IT) of both individuals and teams, and it presents challenge when
choosing appropriate method of applying these tools in practice.

6. REFERENCES
[1] Allweyer, Th., (2005) Geschäftsprocessmanagement. Strategie, Entwurf, Imple-
mentirung, Controling. Herbecke.
[2] Bulinger, H-J. (2003). Neue Organisations-formen im Unternehmen, Springer, 2.
Auflage, ISBN 3-540-60263-1, Stuttgart.
[3] Broechler, K, Schönberger, C., (2004) Six sigma für den Mittelstand, Campus
Verlag Frankfurt/ New York.
[4] Davenport, T.H. (1993) Proces Inovation: Reenginering Work through Informa-
tion Technology, Harvard Business School Press.
[5] EL Sawy, (1993) Redesigning enterprise processes for e-Business, McGrow- Hill.
[6] Gadatsch, A., (2005) Grundkurs Geschäftsprocessmanagement. Metoden und
Werkzeugen für die IT-Praxis, Wiesbaden.
[7] Hammer M., Champy J. (1993) Reenginering the Corporation: A Manifest for
Business Revolution, Harper Business.
[8] http://www.productivityinc.com/pdf/MoMRwebcast5.pdf, Mapping your way
to Lean Maintenance, John Kravontka.
[9] http://www.articlesbase.com/software-articles/modules-of-crm-solu-
tions-1158092.html.
[1] http://www.intellitecsolutions.com/documents/MakingSenseofXRM
[2] James P. Womack & Daniel T.Jones: Lean thinking, Simon & Schuster, Inc. 2003.
[3] James P.Womack, Daniel T.Jones & Daniel Roos: The Machine that change a
world, The Story of Lean production, Harper Collins Publishers, Seamon&Schus-
ter UK Ltd, 2007.
[4] J.Schmelzer H., Sesselmann, W., (2008) Geschäftsprozess-management in der
Praxis, Hanser Verlag, ISBN 978-3-446-41002-2 München.
[5] Martens, P., (2009) Integrierte Informationsverarbeitung 1, Gabler Verlag, ISBN
978-3-8349-1645-7, Wiesbaden.

Zbornik radova 2019. 21

[6] Mitchell I. Kramer, Comparing CRM Architectures -, 2002., Patricia Seybold
Group.
[7] Müller, J., Srića, V., Upravljanje odnosnom s klijentima, Delfin, Zagreb, 2005.
[8] Slama D, NeliusEnterprise R. (2011) BPM: Erfolgsrezepte für unternehmens-
weites Prozessmanagement, dpunkt.verlag. ISBN 9783 89864 6871, Heidelberg.
[9] Stojkic Z, Majstorovic I. (2012) Paper: Improving business organisation through
the implementation of integrated IS, Annals of DAAAM for 2012 & Proceed-
ings of the 23rd International DAAAM Symposium, ISBN 978-3-901509-91-9 ,
DAAAM International, Vienna, Austria.
[10] http://arhiva.trend.hr/clanak.aspx?BrojID=71&KatID=22&ClanakID=783.

Kontakt autora:
Željko Stojkić, izv. prof. dr. sc.
Fakultet strojarstva, računarstva i elektrotehnike, Sveučilište u Mostaru
Matice hrvatske b.b., 88 000 Mostar
+387 36 337-001/+387 36 337-012, zeljko.stojkic@fsre.sum.ba
Vlado Majstorović, prof. dr. sc.
Fakultet strojarstva, računarstva i elektrotehnike, Sveučilište u Mostaru
Matice hrvatske b.b., 88 000 Mostar
+387 36 337-001/+387 63 997-470, vlado.majstorovic@fsre.sum.ba
Vojo Višekruna, prof. dr. sc.
Fakultet strojarstva, računarstva i elektrotehnike, Sveučilište u Mostaru
Matice hrvatske b.b., 88 000 Mostar
+387 36 337-001/+387 63 311-349, vojo.visekruna@fsre.sum.ba
Danijel Zelenika, mag. ing. comp.
Fakultet strojarstva, računarstva i elektrotehnike, Sveučilište u Mostaru
Matice hrvatske b.b., 88 000 Mostar
+387 36 337-015/+387 63 117-537, danijel.zelenika@fsre.sum.ba

22
 DETERMINATION OF VELOCITY OF DETONATION USING
DAUTRICH METHOD
Darko Šunjić, Stipo Buljan

Abstract: Explosive forming appeared at the end of the 19th century as uncon-
ventional technology that provides new methods to get workpieces with bigger
dimensions and complex geometries. As a source of energy this technology uses
explosives. Explosive, as such, is relatively inexpensive and theoretically with it,
it is possible to get any amount of energy that is needed. Explosive forming is
used with other technologies such as deep drawing, expansion of pipes, welding
etc. One of the main explosive characteristics is the velocity of detonation that
can be determined, inter alia, with the Dautrich method. This paper clarifies the
method and gives a case study with explosive Vitezit 20.

Keywords: explosion; metal forming; velocity of detonation, Dautrich method

1. INTRODUCTION
Explosion can be defined as a process in which a sudden transformation or energy
release occurs. To characterize the process as an explosion the intensity of energy re-
lease is essential. For explosion, two parameters are important: the mount of released
energy and time [1]. Explosions can be divided into physical, chemical and nuclear.
In the case of physical explosion, energy is transforming from one form to another
without changing the chemical composition. Nuclear explosions cause nuclear en-
ergy transformation in the heat through nuclear reactions and these are the most
powerful explosive processes. Chemical explosions are the processes of transforming
chemical energy into the heat through chemical processes, where the release of large
amounts of heat is produced along generating large amounts of gases [2]. Chemical
processes of decomposition of substance can be divided on combustion, deflagration
and detonation. Detonation is a process of decomposition of substance at speeds
above the speed of sound, apropos, from 1300 m/s up to 10000 m/s. Substances
that can be detonated are called high explosives. The speed of decomposition of an
explosive substance in the detonating process is called velocity of detonation and
presents the maximum rate of decomposition. Explosives are commonly divided into
low (black powder) and high (TNT, dynamite) explosives [1]. They can provide, the-
oretically, any amount of energy that is needed for the process of metal forming. On

D. Šunjić, S. Buljan, „Determination of Velocity of Detonation Using Dautrich Method“,

Advanced Technologies And Materials, vol. 43, No. 2 (2018) 23
 Darko Šunjić, Stipo Buljan

the other hand, the problem is in controlling of such suddenly released work so that
we get the desired shape [3].

2. APPLICATION OF EXPLOSIVE IN METAL FORMING TECHNOLOGIES

Metal forming technologies include all technologies that give the material desired
shape and dimensions with the plastic deformation. These methods represent a very
complex area in engineering practice which solutions requires an enormous effort
from constructors to technologists. Today, it is still one of the most common pro-
cessing technology, especially in air and car industry. Development of computers
and product design softwares enabled product optimization. The results were new
workpieces that were economically unjustified and even impossible to create with
conventional methods. Thus, a number of new unconventional technologies have
been developed, that enable modern requirements and processing of materials that
could not be formed with conventional technologies. One of these unconventional
technologies is explosive forming, which include in high-energy rate forming. This
technology is used for deep drawing, expansions of tubes, for cutting, welding, in-
creasing hardness, etc. [5], [6]. The most common method of explosive forming is
deep drawing, as shown on Figure 1.

Figure 1. Deep drawing with explosion [7]

The workpiece on which the hold-down ring is mounted is placed on the die.
Above the workpiece, an explosive is placed at a certain height. Certain condi-
tions regarding the height of the water above the explosives must be fulfilled. The

24 60 godina Fakulteta strojarstva, računarstva i elektrotehnike

 DETERMINATION OF VELOCITY OF DETONATION USING DAUTRICH METHOD

workpiece is immersed in a water tank with die and explosion is initiated. During
the explosion, a certain amount of energy is released and goes to the environment.
Part of this energy is delivered to the workpiece and it is used on its deformation. In
this kind of forming it is necessary to ensure that the impact on the die is as small as
possible, and that can be ensured placing rubber underneath the die. It is also nec-
essary to consider the height of the explosive charge above the workpiece because
increasing the height increases the amount of explosives. Water is commonly used as
a medium in the process of deep drawing with explosion because it is available and
cheap. Furthermore, oil, sand, rubber, metal balls and air can be used. By replacing
water as a medium after the air, the mass of explosive deceased by 80% [8].

3. DETERMINATION OF VELOCITY OF DETONATION – CASE STUDY

To determine velocity of detonation it requires test tubes, lead plate, steel plate, det-
onator and cord [9]. Explosive for testing is placed in the test tube and needs to be in
contact within the tube. The lenght of the explosive charge in the test tube between
the openings is called the measuring lenght of the explosive charge. The distance be-
tween measuring lenght and detonator should be approximately 100 mm for powder
explosives and 200 mm for water gel explosives. It is necessary to prepare two cords
of exactly specified detonation velocity, one of which is longer (900 mm) and other
shorter (600 mm). The ends of cords are placed side by side and the other ends are
pulled in openings in test tube into explosive charge. Longer end of the cord must be
closer to the detonator. The attached ends of cords are places on lead plate and lead
plate is placed on steel plate. The process setup sheme is shown in Figure 2.

Figure 2. Dautrich method

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 Darko Šunjić, Stipo Buljan

When everything is prepared, test tube with explosion is put into the ground or
sand. The plates should be as far from the explosive as it possible, and cords must be
ground-in in the form of sinuosity to avoid sharp corners. The initiation of detona-
tor is done electricaly or by slow burning cord. When the detonation wave reaches
the longer cord it will trasnfer on it. On its further way as it passes through the explo-
sive tube, the detonation wave will come to the shorter cord that will also detonate.
The collision of detonation waves of two cords will create a notch on the lead.
After detonation, the distance to the notch needs to be measured and the re-
quired velocity of detonation of the explosive is calculated according to the following
equation:

(1)

where VE represent calculated velocity of detonation in m/s, L is measuring lenght
of explosive charge in mm, and v is standard velocity of detonation of cords in m/s.
The test is performed three times and as result the medium value is taken. First
testing was with plastic explosive Vitezit 20, shown on Figure 3. A seamless tube, 28
mm in diamtere and lenght of 500 mm, was used.

Figure 3. Explosive Vitezit 20

26 60 godina Fakulteta strojarstva, računarstva i elektrotehnike

 DETERMINATION OF VELOCITY OF DETONATION USING DAUTRICH METHOD

The distance between two cords is 200 mm and velocity of detonation of cords
is standard, 6000 m/s. Explosive with cords is shown on Figure 4 and on Figure 5 is
explosive with detonator and cords.

Figure 4. Explosive with cords

Figure 5. Lead and steel plate

Zbornik radova 2019. 27

 Darko Šunjić, Stipo Buljan

Figure 6. A prepared detonation scheme

Figure 6 shows prepared detonation scheme. The diameter of the openings in

which longer and shorter cords are pulled in is 7 mm. The lenght of the slow-burning
cord, which is used as detonator, is 30 mm and it takes approximaltey 30 seconds
to create imapact on explosive. After the test is completed, distance of the formed
notch is measured from the end of the plate and it is 120 mm. Formed notch is shown
on Figure 7.

Figure 7. Formed notch after the detonation

28 60 godina Fakulteta strojarstva, računarstva i elektrotehnike

 DETERMINATION OF VELOCITY OF DETONATION USING DAUTRICH METHOD

According to (1) velocity of detonation is calculated and it is 5000 m/s. Another

testing was carried out using posder explosive, Amonex 1. The lenght of the tube was
200 mm and the distance between cords was 100 mm. The diamter of tube was 30
mm. Fig. 8. shows this testing where right cord represent start and left cord repreents
the end of explosion.

Figure 8. Powder explosive

Figure 9. Electronic clock for measuring velocity of detonation

As it shown of Fig. 9. velocity of detonation of powder explosive Amonex 1 is 3717

m/s.

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 Darko Šunjić, Stipo Buljan

4. CONCLUSION
The velocity of detonation is one of the most important characteristics of explosive
because it can determine the quality of explosive. If the workpiece is not correctly
deformed, it can be checked whether the problem is with the explosive by measuring
the velocity of detonation. If the velocity of detonation is much lower than velocity
prescribed by the manufacturer, it shows that the quality of explosive is not within
the standard. The velocity of detonation of plastic explosive Vitezit 20 and powder
explosive Amonex 1 is tested in the paper. Both explosives show standard quality
shown by the manufacturer which is tested using the Dautrich method.

5. REFERENCES
[1] Meyer, R.; Köhler, J.; Homburg, A: Explosives, Sixth Completely Revised Edition.
Wiley-VCH Verlag GmbH, Weinheim, 2007.
[2] Savić, M.: Miniranje na površinskim kopovima. RTB, Institut za bakar, 1998.
[3] Šunjić, D.; Buljan, S: Application of Explosives in Metal Forming, Internation-
al Conference “New Technologies, Development and Applications,”, 2018, pp.
144–148.
[4] Mynors, D.J; Zhang, B: Applications and capabilities of explosive forming. Jour-
nal of Materials Processing Technology., vol. 125–126, no. March, (2002). pp.
1–25,
[5] Bohanek, V.; Dobrilović, M.; Škrlec, V: Primjena energije eksploziva pri obradi
metala. Rudarsko-geološko-naftni zbornik, vol. 26, (2013) pp. 29-37.
[6] Altan, T.; Tekkaya, A.E.; Sheet metal forming: processes and applications. ASM
International, 2012.
[7] Bhaduri, A.; Mechanical Properties and Working of Metals and Alloys, vol. 264.
Springer, 2018
[8] Buljan, S.; Primjena genetskih i stohastičkih metoda u istraživanju procesa
dubokog vučenja eksplozijom, disertacija, Fakultet strojarstva i računarstva,
Mostar, 2007.
[9] Suceska, M.; Test methods for explosives. Springer Science & Business, 2012.

30 60 godina Fakulteta strojarstva, računarstva i elektrotehnike

 DETERMINATION OF VELOCITY OF DETONATION USING DAUTRICH METHOD

Kontakt autora:
Darko Šunjić, mag.ing.mech
Fakultet strojarastva, računarastva i elektrotehnike, Sveučilište u Mostar
Matice hrvatske bb
darko.sunjic@fsre.sum.ba
Stipo Buljan, izv. prof. dr. sc.
Federalno ministarstvo energije, rudarstva i industrije
Alekse Šantića b.b., 88000 Mostar
stipobuljan1@gmail.com

Zbornik radova 2019. 31