...Abstract: Key Words: Corporate Social Responsibility, Lean Accounting, Toyota’s sustainability effort I. Introduction 1. Definition of key terms 1) Corporate Social Responsibility CSR refers to operating a business in a manner that accounts for the social and environmental impact created by the business. CSR means a commitment to developing policies that integrate responsible practices into daily business operations, and to reporting on progress made toward implementing these practices. According to Business for Social Responsibility (BSR), corporate social responsibility is defined as“achieving commercial success in ways that honor ethical values and respect people, communities, and the natural environment.” 2) Lean accounting Lean Accounting is the general term used for the changes required to a company's accounting, control, measurement, and management processes to support lean manufacturing and lean thinking. II. Corporate Social Responsibility The field of corporate social responsibility has grown exponentially in the last decade. More than half of the Fortune 1000 companies issue corporate social responsibility (CSR) reports. A larger number of companies than at any time previous are engaged in a serious effort to define and integrate CSR into all aspects of their businesses. An increasing number of shareholders, analysts, regulators, activists, labor unions, employees, community organizations, and news media are asking companies to be accountable...
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...Contents Executive Summary 2 Introduction 3 Implementation of TQM & LEAN into MPA objective 4 TQM application to MPA reliability 4 Lean approach vs MPA competitiveness 7 Benefits & Limitations 8 Environmental Issues 8 Sustainable Environment 9 Carbon Emissions 10 Implementation of LEAN in the Environmental Issues 11 Conclusion 12 References 12 Executive Summary: The port of Singapore comprises a number of facilities and terminals that handle a wide range of cargo transported in different forms. In addition, the government has established The Maritime and Port Authority of Singapore (MPA) as a body that is responsible for the overall development and growth of the port of Singapore, overseeing most if not all the activities that are carried out as far the port logistics are concerned. However, the purpose of this paper has been divided into two tasks, one of which involves a critical evaluation of the application of Lean and TQM (Total Quality Management) in logistics and supply chain networks to achieve MPA objectives such as quality of service, competitiveness, reliability and efficiency. In addition the benefits and limitations from a practical perspective for MPA is evaluated. The second task of the paper aims to critically evaluate the key environmental sustainability issues in Cargo maritime logistics for MPA and an analysis of how implementing lean practices by MPA can reduce the environmental impact of an inward and outward maritime...
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...waste and improve quality. explain the impact and importance of the customer-supplier-competitor relationship within business operations. apply quantitative tools and techniques for planning, predicting, measuring and monitoring operations. base strategic decisions on information derived from these tools and techniques. understand the relationship between operations and each of the other major business functions such as Marketing, Human Resources, Finance. describe how operations strategies can enhance the effectiveness of the business. recognise the importance of accurately predicting demand and adjusting capacity in response to demands 4. Indicative Content • Design of production and information systems • Just-in-time/lean production...
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...serving customers and systemic problem solving teams made up of front line workers. Benefits Total Quality Management: * Strengthened competitive position * Adaptability to changing or emerging market conditions and to environmental and other government regulations * Higher productivity * Enhanced market image * Elimination of defects and waste * Reduced costs and better cost management * Higher profitability * Improved customer focus and satisfaction * Increased customer loyalty and retention * Increased job security * Improved employee morale * Enhanced shareholder and stakeholder value * Improved and innovative processes Advantages of Total Quality Management: * Improves reputation- faults and problems are spotted and sorted quicker * Higher employee morale– workers motivated by extra responsibility, team work and involvement in decisions of TQM * Lower costs – Decrease waste as fewer defective products and no need for separate * Quality Control inspectors (Quay,2012) Lean Manufacturing Lean manufacturing is all about creating value by bringing in fierce efficiency in every aspect of production, by minimizing wastefulness in all its manifestations. With its origins in eastern philosophy of 'Kaizen', lean manufacturing focuses on reduction of 'Muda' which is the Japanese word for anything in a manufacturing or business process, that is wasteful or not directed towards...
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...BUSINESS ASMINISTRATION (BM 770) MANAGERIAL ACCOUNTING (ACC 770) INDIVIDUAL ASSIGNMENT: CONTEMPORARY MANAGERIAL ACCOUNTING (CONCENTRATION AREA: TOTAL QUALITY MANAGEMENT) PREPARED BY: STUDENT ID.: PREPARED FOR: NURWAHIDA BT. MOHD. YAAKUB 2009782101 DR. AZIZAH BT. ABDULLAH SUBMISSOION DATE: 10 FEBRUARY 2010 Table of Contents Contents Chapter One: Introduction to Contemporary Managerial Accounting Concepts 1. 2. Value Chain a. Just in Time (JIT) b. Total Quality Management (TQM) c. Theory of Constraints 3. 4. 5. 6. 7. 8. 9. Target Costing Kaizen Costing Life Cycle Costing (LCC) Pricing Methods Uses and Limitations of Cost-Based and Market-Based Pricing Factors Affecting Prices Pricing Models for Not-for-Profit Organizations 3 4 5 5 6 7 8 9 10 11 11 Page Chapter Two: Total Quality Management (TQM) – an Introduction and Its Applications Chapter Three: Conclusion Appendix 1: References 12 23 CHAPTER ONE: INTRODUCTION TO CONTEMPORARY MANAGERIAL ACCOUNTING CONCEPTS Over the years, the managerial accounting practices had evolved. From the traditional costing method, many firms now have adopted the contemporary managerial practices to achieve better product costing and manufacturing processes. There are many contemporary managerial accounting in practice, some of them being Value Chain, Just-In-Time (JIT) Manufacturing, Total Quality Management (TQM) and the Theory of Constraints (TOC). All of the mentioned concept will be explained in brief in this chapter. Other...
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...EXECUTIVE SUMMARY This research paper acknowledges different quality management tools. It is about the evolution of different quality tools and defining the best practice Strategic model in IT organization in relation to achieving quality within their business processes and integrating business processes to achieve strategic goals. Previous research and study indicates the various quality system tools in order to achieve quality management objectives in the competitive business environment. This research paper investigates and finds out the evolution of different quality system tools and significance of various quality tools and then designing best practice strategic model for future in Information Technology organization. The importance of this proposed research is that currently IT companies are experiencing increased global competition and parameters like complexities of the product, different markets, customer focus, high quality of product, decision making and integration among various business units in the global environment and the environment in which the firm operates are the issues of concern. Traditional quality tool in IT systems are not capable of coping with these demands and still stay competitive. Changes are needed in order to achieve sustainable results and maintaining fitness and overcome the problems of traditional tools. Today industrial companies need stable position socially and economically...
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...Part One Introduction 1. The Operations Function 3. Product Design The introductory part of this book provides an overview of the operations management field and some of the prerequisites for decision making in operations: operations strategy and product design. After reading this part, the student should have an appreciation for the importance of operations to the firm, the major decisions made in operations, the linkages of operations decisions to other functions, and the need for strategy to guide all operations decision making. New-product design is treated as a cross-functional decision responsibility that precedes production of goods or services. 2. Operations and Supply Chain Strategy Chapter One The Operations Function Chapter outline 1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 Why study operations management? Definition of operations management Decisions at Pizza U.S.A. Operations decisions—a framework Cross-functional decision making Operations as a process Contemporary operations themes Key points Student Internet exercises Discussion questions Selected bibliography “What Is OM?” Vol. XI 2 Operations management, as a field, deals with the production of goods and services. Every day we come in contact with an abundant array of goods or services, all of which are produced under the supervision of operations managers. Without effective management of operations, a modern industrialized society cannot exist. Operations is the engine that creates profit for the enterprise...
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...Internal Controls LJB Company Name Submitted to ACCT504 Accounting & Finance: Managerial Use & Analysis School: Submitted: Executive Summary This report provides an analysis and evaluation of the internal controls at the LJB Company and what is required before going public. We will touch base on IT Governance, Sarbanes-Oxley and COBIT, highlight items that LJB is doing right as well as those items LJB is doing wrong and a few improvements along the way. Company Overview LJB Company is a distributor of equipment for the surrounding areas. LJB is said to be a relatively lean organization which means that the company looks for ways to eliminate any unnecessary resources to operate at expected levels. LJB is looking to go public in the future. Internal Controls / IT Governance / Sarbanes-Oxley What are internal controls? The internal controls for any business consist of policies and procedures designed to provide management with reasonable assurance that the company achieves its objectives and goals. For any organization, public, private or governmental, there are benefits to using internal controls. * To ensure the confidence of the organizations’ constituencies (boards, employees, patients, donors, and students). * To assure there are checks and balances wherever there’s opportunity for mistakes or miscommunications. * To mitigate information technology risk protecting confidential records. * To help monitor assets of geographically...
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...ESD Working Paper Series Towards An Integration Of The Lean Enterprise System, Total Quality Management, Six Sigma And Related Enterprise Process Improvement Methods Kirkor Bozdogan Center for Technology, Policy and Industrial Development Massachusetts Institute of Technology Cambridge, MA USA 02139 Tel. 617 253-8540 bozdogan mit.edu ESD-WP-2010-05 August 2010 esd.mit.edu/wps ESD Working Paper Series Towards An Integration Of The Lean Enterprise System, Total Quality Management, Six Sigma And Related Enterprise Process Improvement Methods Kirkor Bozdogan Center for Technology, Policy and Industrial Development Massachusetts Institute of Technology Cambridge, MA USA 02139 Tel. 617 253-8540 bozdogan mit.edu ESD-WP-2010-05 August 2010 esd.mit.edu/wps TOWARDS AN INTEGRATION OF THE LEAN ENTERPRISE SYSTEM, TOTAL QUALITY MANAGEMENT, SIX SIGMA AND RELATED + ENTERPRISE PROCESS IMPROVEMENT METHODS Kirkor Bozdogan # Center for Technology, Policy and Industrial Development, Massachusetts Institute of Technology, Cambridge, MA USA 02139 August 5, 2010 Key Words: Lean manufacturing; just-in-time-production (JIT); Toyota Production System (TPS); lean enterprise system; total quality management (TQM); six sigma; lean six sigma; theory of constraints (TOC); agile manufacturing; business process reengineering (BPR); enterprise change and transformation; evidence-based management practices Abstract: The lean enterprise system, total quality management, six sigma...
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...MAHATMA GANDHI UNIVERSITY KOTTAYAM REGULATION 1. COURSE OBJECTIVES The MG University MBA program is designed with the following objectives: 1. To develop young men and women in to professional managers to manage all sectors of the organized economic activity. 2. To equip the youngsters with conceptual and interpersonal skills and social purpose for managerial decision-making and its execution in real situations. 3. To develop and encourage the entrepreneurial capabilities of young generation to make them effective change agents. 4. To meet the demand for trained and professional people in the country at the top level management of business and industrial organizations in the light of the new economic and industrial policy of the country. 2. COURSE DURATION The MBA (Full Time) programme of Mahatma Gandhi University shall be spread in two years duration with 4 Semesters. Each semester shall comprise of a minimum of 16 instructional weeks of 5 days each of 5 hours a day (total contact hours 400). Continuous Internal Evaluation during the course period and University examination at the end of each semester shall be conducted. There shall be a semester break of 15 days each in addition to the usual Onam, Christmas and summer holidays. 3. ELIGIBILTY FOR ADMISSION 1. A pass in any Bachelor’s Degree Examination of Mahatma Gandhi University or an equivalent degree of any other universities duly recognized by M.G.University with not less than 50% marks in the aggregate for all parts of...
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...APACHE ENGINE LOGISTICS PROCESS STANDARDIZATION IMPROVEMENTS FOR CORPUS CHRISTI ARMY DEPOTS by Renee Alicia Patterson A Graduate Capstone Project Submitted to the Extended Campus in Partial Fulfillment of the Requirements for the Degree Master of Science in Management Embry-Riddle Aeronautical University EXTENDED CAMPUS HUNTSVILLE RESIDENT CENTER FEBRUARY 2008 APACHE ENGINE LOGISTICS PROCESS STANDARDIZATION IMPROVEMENTS FOR CORPUS CHRISTI ARMY DEPOT by Renee Alicia Patterson This Graduate Capstone Project was prepared under the direction of the candidate's Project Review Committee Member, Mr. James Dunaway, Adjunct Associate Professor, Extended Campus, and the candidate's Project Review Committee Chair, Dr. Jonathan W. Campbell, Adjunct Associate Professor, Extended Campus, and has been approved by the Project Review Committee. It was submitted to the Extended Campus in partial fulfillment of the requirements for the degree of Master of Science in Management PROJECT REVIEW COMMITTEE _____________________________ James Dunaway, M.A.S Committee Member ______________________________ Jonathan W. Campbell Ph.D. Committee Chair ACKNOWLEDGEMENTS SPECIAL THANKS TO CHRISTY FORDHAM, PATRICIA WEITZEL AND DR. WALT WHITACRE AT THE HUNTSVILLE CENTER OF EMBRY-RIDDLE AERONAUTICAL UNIVERSITY, MY COMMITTEE CHAIR DR. JONATHAN CAMPBELL MY COMMITTEE MEMBER...
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...* CHAPTER 1: COST MANAGEMENT AND STRATEGY * QUESTIONS 1-1 Firms Using Cost Management. Here are some examples; there are many possible answers. 1. Wal-Mart: to keep costs low by streamlining restocking and sales 2. Dell: to keep costs low by improving manufacturing performance and by using target costing and other management techniques 3. Citicorp: to keep costs low by using activity analysis (see exercise1-31) to identify key operations and to find those that add little or no value 4. A local school district or public agency: to keep costs low in order to provide the best possible service given available funds 5. Procter & Gamble: to assess the profitability of its different products 6. Any other large, diversified manufacturer, like Procter & Gamble: which needs to be able to analyze the relative profitability of its different products, using cost management 7. A small machine shop: which needs cost management to determine whether it should repair or replace a machine 8. A dance studio: to analyze and choose between different compensation plans for its teachers; and to determine whether it should open a new studio 1-2 Firms not expected to be significant users of cost management information: 1. Microsoft: here the focus is on forming strategic alliances, innovation and competition; cost management is more important for other firms in the information technology business, such as Hewlett-Packard, and IBM that compete in part on innovation...
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...J.B.M. Vol. 17 No. 1 Journal of Business and Management Editors Cristina M. Giannantonio, Ph.D. Amy E. Hurley-Hanson, Ph.D. Published by Chapman University’s Argyros School of Business and Economics Sponsored by the Western Decision Sciences Institute WDSI WDSI WESTERN DECISION SCIENCES INSTITUTE The Western Decision Sciences Institute is a regional division of the Decision Sciences Institute. WDSI serves its interdisciplinary academic and business members primarily through the organization of an annual conference and the publication of the Journal of Business and Management. The conference and journal allow academicians and business professionals from all over the world to share information and research with respect to all aspects of education, business, and organizational decisions. PRESIDENT Mahyar Amouzegar California State University, Long Beach PRESIDENT-ELECT Nafisseh Heiat Montana State University-Billings PROGRAM CHAIR/VICE PRESIDENT FOR PROGRAMS/PROCEEDINGS EDITOR John Davies Victoria University of Wellington VICE PRESIDENT FOR PROGRAMS-ELECT Sheldon R. Smith Utah Valley State College VICE PRESIDENT FOR MEMBER SERVICES David Yen Miami University of Ohio SECRETARY/TREASURER Richard L. Jenson Utah State University DIRECTOR OF INFORMATION SYSTEMS Abbas Heiat Montana State University - Billings IMMEDIATE PAST-PRESIDENT G. Keong Leong University of Nevada, Las Vegas REGIONAL VICE PRESIDENT Vijay Kannan Utah State University Journal of Business...
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...g., spreadsheet, database) or creating custom programs. MIS 301: Statistical Analysis for Business At the end of this course students should be able to: 1. Use data from a sample to make inferences about a population. 2. Apply probability theory in decision making situations. 3. Formulate hypotheses for decision making and research. 4. Analyze data using appropriate statistical techniques. 5. Interpret the results of statistical analysis. 6. Present statistical results using graphics, text, and the spoken word. MIS 302: Introduction to Operations Management At the end of this course students should be able to: 1. Define the role of operations and supply chain in an organization and its interactions with business functions such as accounting, finance, and marketing. 2. Develop the basic business and operations strategies...
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...LSS lean Six Sigma Abstract Purpose – Although research has been undertaken on the implementation of lean within various industries, the many tools and techniques that form the “tool box”, and its integration with Six Sigma (mainly through case studies and action research), there has been little written on the journey towards the integration of the two approaches. This paper aims to examine the integration of lean principles with Six Sigma methodology as a coherent approach to continuous improvement, and provides a conceptual model for their successful integration. Design/methodology/approach – Desk research and a literature review of each separate approach is provided, followed by a view of the literature of the integrated approach. Findings – No standard framework for lean Six Sigma or its implementation exists. A systematic approach needs to be adopted, which optimises systems as a whole, focusing the right strategies in the correct places. Originality/value – This paper contributes to knowledge by providing an insight into the evolution of the lean Six Sigma paradigm. It is suggested that a clear integration of the two approaches must be achieved, with sufficient scientific underpinning. Keywords Lean production, Six sigma Paper type Literature review 1. Introduction The Toyota Production System (TPS) provided the basis for what is now known as lean thinking, as popularised by Womack and Jones (1996). The development of this approach to manufacturing began shortly after...
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