...out works for those retail shops and office premises owned and operated by the same Group. In late 2000, the Group decided to expand its real estate business and strengthening its property portfolios in Hong Kong and China through acquiring lands and carries out new development projects. It started with 4 luxurious residential projects in Hong Kong at around the same time and they have been completed recently. Now, the Group decided to go for a huge investment through the development of prestigious hotel project in Hong Kong and an A-Grade office development in Beijing, China . The Problems Before proceeding to the next new development project, the senior executives would like to investigate the quality issues and effectiveness of operation of the management company where I worked. After review and analyze the process and result of the above-mentioned projects, problems that can be categorized into three main factors, which are time, quality and cost were identified. 1. Time a. One of the projects was delayed for near 2 months due to the poor performance of a nominated sub-contractor selected by the management company and finally a new contractor have to be appointed to rectify the defects and take up the remaining works. Both time and money has been paid for the lesson due to the improper system on selection of consultants, contractors and suppliers at the beginning of the project. b....
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...EXECUTIVE SUMMARY Operations Management plays a vital role in all the forms of organisation. Lack of operations management can lead to the failure of the business. In the following report we discuss the world’s largest automobile industry the Toyota Manufacturing Company and also some of the various principles with description and are useful in the operations management such as Just in Time, kaizen, vertical Integration, Toyota Production system and the Vertical Integration. These principles play a major role in the effective production and operations of Toyota as well as most of the other organisations. Let us now discuss the principles of operations management beginning with the history and background of Toyota. INTRODUCTION Japan is the world’s second largest automobile nation with 73 million vehicles on the road. Toyota is a Japanese company founded and formed by Kiichiro Toyoda in the year 1936. He was given a full strong support by his father Sakichi Toyoda an industrialist who use to invent Toyota Model G automatic loom. In the year 1937 the Toyota Motor Company Ltd was established. Since then it grew rapidly in the recent years. The success of the company was based on the principles of innovation and both for its products and the processes to make the product. At the start of the company the aim was to produce reliable and efficient cars in Japan. The company was very well accepted by the people and since then the company touched the heights...
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...Contents Cover Title Page Copyright Dedication About the Authors Preface Changes in the fifth edition Companion websites Acknowledgments Chapter 1: Introduction to research What is research? Business research Types of business research: applied and basic Managers and research The manager and the consultant–researcher Internal versus external consultants/researchers Knowledge about research and managerial effectiveness Ethics and business research Summary Discussion Questions Chapter 2: Scientific investigation The hallmarks of scientific research Some obstacles to conducting scientific research in the management area The hypothetico-deductive method Other types of research Summary Discussion Questions Chapter 3: The research process: the broad problem area and defining the problem statement Broad problem area Preliminary information gathering Literature review Defining the problem statement The research proposal Managerial implications Ethical issues in the preliminary stages of investigation Summary Discussion Questions Practice Projects Appendix Chapter 4: The research process: theoretical framework and hypothesis development The need for a theoretical framework Variables Theoretical framework Hypothesis development Hypothesis testing with qualitative research: negative case analysis Managerial implications Summary Discussion Questions Practice Project Chapter 5: The research process: elements of research design The...
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...EXECUTIVE SUMMARY: The Coca-Cola Company came up with the idea of launching the new product through the people survey. In India most of the people are fruit lovers. In that many of the people likes the grape flavor. So the Company decided to introduce the new flavor which is named as pulpy grape. Already the Coca-Cola Company implemented many flavors like Maaza, Thums up, Kinley, pulpy orange and so on. Now the company wanted to introduce the pulpy grape which is in the grape flavor. For that the company appointed me as a project manager to implement the new product development. As a project manager, first I want to form the task force. In that task force there are many departments. But, as a project manager I have chosen the marketing department, financial department, HR department and production department. After forming the task force, they began to start the new product development process through the characteristics of the new product development. The NPD characteristics are idea generation, idea screening, concept of new product, market strategy, business analysis, product development, testing, completing the project and commercialization. These are the nine NPD characteristics to do the step by step process in the new product development. Whereas doing the project management there is some project planning tools to implement their idea efficiently. The tools are PERT chart, Critical Path Method and the Gantt chart. The Coca-Cola Company...
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...The presence of fraud in the insurance industry is not an unknown one. Health insurance seems to have large number of these fraud cases. A larger point of concern is that as per statistics, 90% of the insurance frauds come from health policies itself. Since the key motive for every fraud is financial profit, there are no exceptions to the people who are involved in it. The involvement of these people in these cases could range from the customer, to the agent, member of hospital in question, or even the employee of the insurance company itself. COMMON OCCURRING FRAUD IN THE INDUSTRY Health frauds can be broadly divided into hard frauds and soft frauds. Each of these categories consists of situations ranging from misinterpretation of facts, to fabrication of documents, and even situations including inflation of claims. Here are some of the malpractices that the industry comes across: * Misrepresentation of facts: This is one of the largest frauds; a case qualifies as misrepresentation when the applicant is completely aware of inaccuracy of the statement provided. The most commonly falsely stated details are regarding the details of medical condition, incorrect personal details such as name, age, identity or even information such as medical history, past claim information and so on. * Fabrication of documents: It is commonly noticed that it often acts as frequent form of fraud related activities that the industry is facing now a days. These documents range from those regarding...
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...GD GOENKA WORLD INSTITUTE Module-gmsi402 MANUFACTURING OPERATIONS AND MANAGING SERVICES SUBMITTED TO SUBMITTED BY Mr. S. Dass NITIN KANT BHARDWAJ ACKNOWLEDGEMENT I would like to express my gratitude towards my coursework in charge Mr S. Das under whose guidance and support I completed my coursework successfully on time. INTRODUCTION The case I am provided with is about the natural calamities that occurred in Japan on March 11, 2011. The disasters that took place in Japan include a 9.0 magnitude, Tsunami waves as high as 40 metres travelled up to 10 kilometres and three nuclear reactors at Fukushima Dai-ichi faced Level 7 meltdowns. The impact of this combined disaster was so devastating that it left more than 25000 people dead, injured or missing. Big players of automobile industry such as Nissan, Honda and Toyota got highly affected by the disaster. The case mainly focuses on Nissan, the impact of earthquake on the company and how it responded to the calamity. The company took various protective steps to achieve the momentum of business operations back along with making remarkable flow of income and generating fair revenues at the time of calamity to make situations normal. Q1. The case identifies several aspects of the Nissan response that were particularly beneficial. Expand on the points made...
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...Managing Business Operations The chosen company to study in this report is YO! Sushi. I. INTRODUCTION 1. The Company YO! Sushi is a chain of restaurants that was founded in 1997 by Simon Woodrofde in London, United-Kingdom. Its goal was to make sushi more approachable to the English market. In order to achieve so, it brought the innovative concept of the conveyor belt, also called “kaiten” and sushi bar ambiance that was so successful in Japan. After its opening in Soho, London, its concept expanded among Londoners among whom the YO! Sushi brand quickly established itself as a unique dining experience. The company pursued its expansion in the United-Kingdom and by 2001, it became the market leader in sushi restaurants. The company receives an average of 300 applications per year from potential franchises. It began its international quest by entering the Middle-East in 2003. It progressively entered other European countries such as Portugal and Norway; in 2012, it opened its first branch in the United-States of America, in Washington. The company reports that it serves over 5 million customers a year worldwide. (Rowland, 2014; YO! Sushi, 2014). The Venue In order to analyze the company’s operations, the venue should be introduced: Customers enter the restaurant and a staff member immediately places them either on a table or at the bar. All seats are situated at proximity of the conveyor belt, which is located around an open kitchen. Condiments including...
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...JCT2 Task 3 A: Supply Chain Strategy The best strategy for this company in regards to supply chains is known by the Japanese term “Keiretsu”1. “It is part collaboration, part purchasing from few suppliers and part vertical integration.” Your manufacturing company would most “likely be a financial supporter of some or all of your suppliers through either ownership or loans. Members of the Keiretsu are assured long term relationships but are expected to collaborate as a partner, provide technical expertise, and stable quality production”1 to you. What this means to you is the ability to work with suppliers with a relative level of trust. This will allow you to work together on making your power tools a better product to the competition. In addition your company’s goals will be directly tied to the goals of your suppliers. You can share data, collaborate on business decisions, as well as standardize your products and processes. This makes the overall success of your company just as important to your suppliers as to yourselves. You will have to be mindful of a few things. The first is to keep an eye on your entire supply chain and make sure that all of the entities involved are aware of the overall goals. This will help keep the idea of “Local Optimization”1 in check. “Local Optimization”1 is the concept where a supplier or other entity is unaware of the overall goal and its importance and focuses on their own goals which could potentially sabotage the overall efficiency...
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...coordinate and work together to achieve the common goal. Organizational behavior is the set of actions performed by the individuals or the attitudes of the individuals in a particular organization. For a manager it is very essential to study and understand the organizational behavior as it will assist him to identify and correct problems, establish necessary changes etc. Management or managers plays a vital role in organizational behavior and in achieving its goals (R.L, M, and N, 2010). The role of managers is considered as the key factor in the success of the organization. However the success of an organization does not purely depend on the effectiveness of a manager but also on the interdependencies with other peoples in an organization’s operation. Manager’s interaction with the individuals who are involved in the process of goal achievement...
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...Leadership: Managing Director of Hayasa In a small team of strangers, like the one thrown together for this module, the Managing Director should be the source of leadership and control over numerous responsibilities and functions of their team. • They should pursue the successful completion project goals. • They should keep the team motivated and happy, • They should ensure that the team is giving sufficient effort to the task. The Managing Director should be the most influential and important member of Hayasa car company. The behaviour of this person directly affects the behaviour of his or hers group members, therefore they must show certain key traits and attributes which will exert their leadership and control into the performance of the team, but also themselves. For Hayasa, the leadership was the key factor which influenced and built the group dynamics, the behaviour and motivation of the members during the practical, but also is what I believe the key problem to our lack of success in three years of trading. “The power and influence perspective focuses on the use of power by effective leaders. Two major themes have been identified: a) social power: how leaders influence followers (b) social exchange: discusses the give-and-take relationship between leaders and followers through which leaders are themselves influenced as they try to influence others” (Bensimon et al., 1989) My questions on the lack of social power our Managing Director would...
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...OLDTOWN BERHAD (797771-M) OLDTOWN BERHAD (797771-M) (Incorporated in Malaysia) (Incorporated in Malaysia) The Board of Directors (“the Board”) of Oldtown Berhad (“the Company”) recognises the value of good governance and believes that a high standard of corporate governance will deliver long-term sustainable shareholder value. The Board is committed to ensure good corporate governance practices are applied throughout the Company and its subsidiaries (“the Group”). This Statement sets out the key aspects of how the Company has applied the Principles and Recommendations of the Malaysian Code on Corporate Governance 2012 (“MCCG 2012”) during the financial year ended 31 March 2014 and any non-observation of the Recommendations of MCCG 2012, including the reasons thereof, has been included in this Statement. Principle 1 – Establish Clear Roles and Responsibilities 1.1 Clear Functions of The Board and Management The Board leads the Group and plays a strategic role in overseeing the Group’s corporate objectives, directions and long term goals of the business. The Board is responsible for oversight and overall management of the Group. The Board Committees are established to assist the Board in discharging its responsibilities. The Board delegates specific responsibilities to three (3) principal Committees, namely the Audit Committee, the Nomination Committee and the Remuneration Committee. All committees have written terms of references and operating...
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...TIMELINE OF KENMARK CASE September 15, 1988 Kenmark first incorporated Source: Nov 3, 1997 Kenmark listed on the Second Board of the KLSE Source: Sept 3, 2001 Kenmark listed on the main Board of the KLSE Source: April 23, 2010 Hwang (Kenmark’s managing director) had notified that he had 53,363,092 shares or 29.93 per cent. Source: Bernama, June 8 Chen Wen Ling (Kenmark’s executive director) had reduced its stake in Kenmark from 16.51% as at April 23 to 7.76% now. The combined stake of both the Taiwanese directors, Hwang and Chen, has dropped from 46% to 15.72% now. Source: The Star, June 10 April 2010 MD's brother resigned as director due to health reason. Source: May 24, 2010 Hwang Ding Kuo@James Hwang said he was taken ill in China and was in a delirious state. Source: Business times, June 2 May 25, 2010 James Hwang start cannot be contacted Source: May 27, 2010 The company’s audit committee meeting held but only two independent directors of the company were present to and discover that the other management representatives had resigned. The meeting could not be preceded. Source: EON Bank Berhad (EBB) has been notified of the situation and placed their security guard at the Kenmark’s premises at Port Klang. EBB will also be appointing a receiver over the assets of the company Source: May 28, 2010 Kenmark Paper Sdn Bhd, a wholly-owned subsidiary of Kenmark, received a letter from EBB’s solicitors, advising of the appointment...
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...1 ANNUAL REPORT 2014 Table of contents ABOUT THE COMPANY Letter of Transmittal Corporate Information Milestones Board of Directors and Management Brand Values Products 3 4 5 6 -8 9 10 OPERATING RESULTS Summary of Key Operating & Financial Data 11-12 AGM & COMPANY PERFORMANCE Notice of 35th Annual General Meeting Chairman’s Message to Shareholders Report of the Board of Directors 13 14 ANNUAL REPORT 2014 15 - 19 1 Table of contents COMPLIANCE REPORT Corporate Governance Compliance Report 20 - 38 FINANCIAL RESULTS Auditors’ Report to the Shareholders Statement of Financial Position Statement of Comprehensive Income Statement of Changes in Shareholders’ Equity Statement of Cash Flows Notes to the Financial Statements Unit-wise Working Result Schedule of Non- Current Assets Certificate on Review of financial statements PROXY FORM 39 - 40 41 - 42 43 - 44 45 46 - 47 48 - 80 81 - 82 83 - 84 85 ANNUAL REPORT 2014 2 Letter of Transmittal December 6, 2014 Esteemed Shareholders Bangladesh Securities and Exchange Commission Dhaka Stock Exchange Limited Chittagong Stock Exchange Limited Registrar of Joint Stock Companies and Firms Dear Sir or Madam, Subject: Annual Report for the year ended June 30, 2014 It is our pleasure to inform you that the 35th Annual General Meeting of Olympic Industries Limited will be held on Wednesday, December 24, 2014 at 10:00 AM at our 2nd biscuit factory premises at Lolati, P.S. Sonargaon, District...
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...CSP HOLDING BHD 9426-T MINUTES OF BOARD OF DIRECTORS’ MEETING Minutes of the CSP Holding Bhd meeting held at Bilik Seminar Bunga Raya, Level 10, Office Tower, No.3,Jalan Nagasari (Off Jalan Raja Chulan), 50200 Kuala Lumpur on Monday, 5th May 2014 at 9.00 a.m. Present : Y. Bhg. Tan Sri Wahid Jalil (Chairman) Y. Bhg. Dato’ Zahir Ahmad (Managing Director) Mr. Yeoh Wai Siaw (Non-independent Executive Director) Y. Bhg. Tan Sri Dato’ William Lim (Independent Non-Executive Director) Y. Bhg. Dato’ Hardi Yusof (Independent Non-Executive Director) Mr Heah Sieu Low (Independent Non-Executive Director) Dato Aisyah Syed (General Manager of CSP Fasteners’) Mr Azim Rahmat (General Manager of Maya CSP Sdn Bhd) Wong Kar Chun (Auditor) Ms Loh Ai Lin (Secretary) Apologies : Mr George Siong Chee Sook (Independent Non-Executive Director) CHAIRMAN FOR THE MEETING Tan Sri Wahid Jalil took his place and declares the meeting duly convened once the requisite quorum was present. DIRECTORS REPORT, AUDIT REPORT AND CONSIDERATION OF ANNUAL REPORT That the Audited report of the Company for the year ended 31 December 2013 together with the Reports of the Directors and Auditors thereon be hereby received and noted. DECLERATION OF DIVIDEND That there is no final dividend for year 2013 as recommended by the director is hereby approved. ELECTION OF DIRECTORS IN PLACE OF THOSE RETIRING It was resolved...
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...at 3:00 p.m. N I S S A N E L G R A N D I N F I N I T I F X 3 7 R E N A U L T M E G A N E R S CONTENTS 02 03 05 09 10 14 17 25 27 28 31 Corporate Information Business Divisions Report of the Board of Directors 8 Years Financial Highlights Profile of Directors Corporate Social Responsibility Report Corporate Governance Statement Internal Control Statement Other Statements and Disclosures Audit Committee Report Daily Share Price & Volume Traded on Bursa Malaysia Securities Berhad 33 Financial Statements 133 Ten Largest Properties of the Group 134 Shareholders’ Statistics 137 Notice of Annual General Meeting Form of Proxy CORPORATE INFORMATION Directors Dato’ Tan Heng Chew Executive Deputy Chairman and Group Managing Director Dato’ Ng Mann Cheong Senior Independent Non-Executive Director Dato’ Haji Kamaruddin @ Abas bin Nordin Independent Non-Executive Director Seow Thiam Fatt Independent Non-Executive Director Siew Kah Toong Independent Non-Executive Director Dato’ Khor Swee Wah @ Koh Bee Leng Executive Director Ling Ou Long @ Ling Wuu Long Executive Director Ho Wai Ming Executive Director Audit Committee Company Secretaries Yap Bee Lee Chang Pie Hoon Registered Address 62-68 Jalan Ipoh 51200 Kuala Lumpur Telephone : (03) 4047 8888 Facsimile : (03) 4047 8636 Website : www.tanchong.com.my E-mail : tcmh@tanchong.com.my Registrars Tricor Investor Services Sdn Bhd Level 17, The Gardens North Tower Mid Valley City Lingkaran Syed Putra 59200 Kuala Lumpur...
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