...product is developed, and rate of product improvement. 7. Managers and workers: people are the heart and soul of an organization. Their skills can be a competitive edge. Skills example is answering the phone: persons handling calls should be helpful, cheerful, prompt. Global 1. 2. 3. 4. 5. 6. competition criteria: Changing in nature. Quality, service and prices competition. Continued growth of service sector. Scarcity of operations’ resources represents a limitation in competition. Rapid expansion of advanced technologies, to compete with global companies, you have to use a similar technology. Strategic alliances: joint ventures among international companies to exploit global business opportunity. Alliances are motivated by: a. Product or production technology b. Market access c....
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...A Helping Hand for Europe: The Competitive Outlook for the EU Robotics Industry Authors: Simon Forge and Colin Blackman Editors: Marc Bogdanowicz and Paul Desruelle EUR 24600 EN - 2010 The The mission of the JRC-IPTS is to provide customer-driven support to the EU policymaking process by developing science-based responses to policy challenges that have both a socio-economic as well as a scientific/technological dimension. European Commission Joint Research Centre Institute for Prospective Technological Studies Contact information Address: Edificio Expo. c/ Inca Garcilaso, 3. E-41092 Seville (Spain) E-mail: jrc-ipts-secretariat@ec.europa.eu Tel.: +34 954488318 Fax: +34 954488300 http://ipts.jrc.ec.europa.eu http://www.jrc.ec.europa.eu Legal Notice Neither the European Commission nor any person acting on behalf of the Commission is responsible for the use which might be made of this publication. The report reflects the views of the authors and does not necessarily reflect those of the European Commission Europe Direct is a service to help you find answers to your questions about the European Union Freephone number (*): 00 800 6 7 8 9 10 11 (*) Certain mobile telephone operators do not allow access to 00 800 numbers or these calls may be billed. A great deal of additional information on the European Union is available on the Internet. It can be accessed through the Europa server http://europa.eu/ JRC 61539 EUR 24600 EN ISBN 978-92-79-17657-9 ISSN 1018-5593...
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...semargroup.org, www.ijsetr.com Programmable Mobile Servant Robot PANN EI PHYU1, NU NU WIN2 1 PG Scholar, Dept of Mechanical Engineering, Mandalay Technological University, Mandalay, Myanmar, E-mail: polestar23@gmail.com. 2 Assoc Prof, Dept of Mechanical Engineering, Mandalay Technological University, Mandalay, Myanmar, E-mail: malnuwin@gmail.com. Abstract: Mobile robots are becoming a common sight nowadays. This paper expresses the design and simulation of a programmable mobile servant robot that can be built at a minimum cost. It has four wheels for movement. It is capable of moving forwards and backwards. It is able to serve food and drink to customers in the restaurant. Depends on the desire design of a mobile servant robot, it is used two DC motors for motion control. As the driving system of DC motors, L298 motor driver and microcontroller technology are used in the controller. For the design analysis of motor driving system, PIC16F887 is used and it was implemented by using Pulse Width Modulation (PWM) technique. The driving circuit for the robot is designed and it should be synchronized such that the locomotion of both wheels is executed simultaneously. The entire operation can be made closed loop with the help of feedback circuitry using incremental encoder. Keywords: DC Motor, Incremental Encoder, Pulse Width Modulation (PWM), Programmable Servant Robot. I. INTRODUCTION Servant robots are intelligent and helpful agents. They decrease the workload...
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...business such as accounting, finance, marketing, or human resource management. Analyzing Gulf States Paper We can learn a lot about how information technology provides major business benefits in manufacturing and other functional areas of business from the Real World Case of Gulf States Paper Corporation. Take a few minutes to read it, and we will discuss it (See Gulf States Paper Corporation in section XI). 10-2 Cross Functional Information Systems: [Figure 10.2] Information systems can be grouped into business function categories, however, in the real world information systems are typically integrated combinations of functional information systems. Such systems support business processes, such as product development, production, distribution, order management, customer support, and so on. There is a strong emphasis in many organizations to develop such composite or cross-functional information systems that cross the boundaries of traditional business functions in order to reengineer and improve vital business processes. These organizations view cross-functional information systems as a strategic way to share information resources and improve the efficiency and effectiveness of a business, thus helping it attain its strategic objectives. Applications of information systems in the functional areas of business...
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...McKinsey Global Institute May 2013 Disruptive technologies: Advances that will transform life, business, and the global economy The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on four themes: productivity and growth, the evolution of global financial markets, the economic impact of technology and innovation, and urbanization. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of the Internet. MGI is led by McKinsey & Company directors Richard Dobbs and James Manyika. Yougang Chen, Michael Chui, Susan Lund, and Jaana Remes serve as MGI principals. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world. These teams draw...
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...Which of the following are the primary functions of all organizations? a. operations, marketing, and human resources b. marketing, human resources, and finance/accounting c. sales, quality control, and operations d. marketing, operations, and finance/accounting e. research and development, finance/accounting, and purchasing d (Organizing to produce goods and services, moderate) Budgeting, paying the bills, and collection of funds are activities associated with the a. management function b. control function c. finance/accounting function d. production/operations function e. staffing function c (Organizing to produce goods and services, moderate) Which of the following would not be an operations function in a fast-food restaurant? a. advertising and promotion b. designing the layout of the facility c. maintaining equipment d. making hamburgers and fries e. purchasing ingredients a (Organizing to produce goods and services, moderate) The marketing function's main concern is with a. producing goods or providing services b. procuring materials, supplies, and equipment c. building and maintaining a positive image d. generating the demand for the organization's products or services e. securing monetary resources d (Organizing to produce goods and services, moderate Reasons to study Operations Management include a. studying why people organize themselves for free enterprise b. knowing how goods and services are consumed c. understanding what human resource...
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...King, Inc. ………………………………………………………… C-74 World Industrial Abrasives ……………………………………………... C-84 Inventory Consolidated Electric …………………………………………………... C-88 Southern Toro Distributor, Inc. ………………………………………… C-93 ToysPlus, Inc. …………………………………………………………... C-99 SHIPPER MANUFACTURING COMPANY Teaching Notes Synopsis and Purpose Shipper Manufacturing Company is a manufacturer of electrical products, laminated materials, and specialty products. The Advanced Products Division (APD), which manufactures the specialty products, has reformulated its corporate strategy. As a result, its manufacturing strategy should also be revised. In the past, APD has manufactured custom products in low volume for its customers. The division plans to gradually add higher volume products for multiple customers. As a...
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...external customers, both now and in the future. Monitor and evaluate Comp Capabilities: The cost, quality, time, and flexibility dimensions that a process or supply chain actually possesses and is able to deliver. results. Order Winner: The criterion customers use to differentiate the services or products of one firm from those of another. Ex: Happy Meals. “We are this…” Order Qualifier: The minimum level required from a set of criteria for a firm to do business in a particular market segment. Ex: Fast Service, Low Cost, Location. Steps in Decision Making: Problem Recognition, Prob Formulation (develop objectives, criteria and gen. alts), Analyze alts, Choose best solution b. on criteria, Impl. Dec., Breakeven Analysis: Breakeven Point is the volume at which Total Revenues=Total Cost. A tipping point where your org goes from losing money to earning profit Intro or no Pref Matrix: Table that allows a manager to rate alts according to several performance criteria. The alt with highest score is the preferred alt. Pref Matrix Advantages: Allows managers to incorp multiple criteria into their decision-making. Allows manager to incorporate relative importance of different criteria. Pref Matrix Disadv: Subjective approach req man judgment that may not reflect the diff btwn alts. Man states weights before examining alts, may not know what’s important. Pref Matrix Criticism: Allows one very low score to be overridden by high scores on other factors. May cause managers to...
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...McKinsey Global Institute May 2013 Disruptive technologies: Advances that will transform life, business, and the global economy The McKinsey Global Institute The McKinsey Global Institute (MGI), the business and economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on four themes: productivity and growth, the evolution of global financial markets, the economic impact of technology and innovation, and urbanization. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of the Internet. MGI is led by McKinsey & Company directors Richard Dobbs and James Manyika. Yougang Chen, Michael Chui, Susan Lund, and Jaana Remes serve as MGI principals. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world...
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...productivity * efficiency * quality of outputsTherefore, all strategic decisions will focus on lower costs to an industry benchmark through efficiency and producing a good or service that is different to and competitive against rivals in the market. There are 3 types of strategies that are commonly used by businesses to gain and maintain a competitive advantage. These are: * cost leadership * product differentiation * market segmentationcost leadershipA cost leadership strategy is where a business aims to be the lowest cost manufacturer within its industry. The products are the basic, no-frills type with fewer features, perhaps lower quality and using low-cost packaging. Low costs can be achieved through: * economies of scale in production and distribution, * access to cheaper raw materials * exclusive access to a large source of low cost inputs * Distributing the product using dealers who work with lower profit margins.The issues that operation mangers need to be aware are: * Competitors can use the same strategy and can achieve even lower costs * The business’s product is not perceived by customers to be equal to its competitors because competitors offer better technology, features and service. * Developments in technology change consumer preferences *...
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...are increasingly occurring with an increase in varieties of and demand for the seats. Toyota currently addresses these problems offline; however, this is a deviation from the policies and procedures under the Toyota Production System (TPS). Now, as TMM ramps up for the production of the Camry Wagon, it must address the seat issue before seriously impacting production performance. We recommend the following major measures to overcome these problems: Immediate * Send TMM Quality Control (QC) people to KFS to identify and correct the source of the problem. * Place a QC person at the seat arrival dock to check for defects before sending seats to the line. * Continue fixing seat defects off line. It is too expensive to stop the line. * Assign employees to be responsible that correct replacement seats are procured in a timely manner. Long Term * Improve internal communication within Toyota, specifically between the Japanese design engineers and US manufacturing. * Decrease seat variety. * Implement TPS processes at the KFS factory. Fujio Cho pronounced this to be the next step for TMM. KFS is a logical first supplier to implement Toyota’s methods of production. ANALYSIS Ideally, Toyota corrects defects on the production line. However, vehicles with seat problems are managed offline after the assembly is completed. This is caused by three factors; 1) Seats need to match each particular car, therefore stock parts cannot be used; 2) The...
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...CYCLES: Intro Phase- the product is being fine-tuned for market, negative cash flow due to research, product development, process modification, and supplier development; Growth Phase- product design is stabilizing, requires effective forecasting of capacity requirements; Maturity Phase- high sales revenue, competitors are established, improved cost control, reduction in options of product line necessary for profitability and market share; Decline Phase- Sales and profits decreasing, can invest to bring good products up, otherwise terminate; Strategies change as products move through life cycle and successful strategies determine best strategy for product on its life cycle stage. PRODUCT-BY-VALUE ANALYSIS- Pareto Principle- focus on critical few, not trivial many; Product by Value Analysis- lists products in descending order of their...
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...titles in this series Assembly Line Design B. Rekiek and A. Delchambre Advances in Design H.A. ElMaraghy and W.H. ElMaraghy (Eds.) Effective Resource Management in Manufacturing Systems: Optimization Algorithms in Production Planning M. Caramia and P. Dell’Olmo Condition Monitoring and Control for Intelligent Manufacturing L. Wang and R.X. Gao (Eds.) Optimal Production Planning for PCB Assembly W. Ho and P. Ji Trends in Supply Chain Design and Management H. Jung, F.F. Chen and B. Jeong (Eds.) Process Planning and Scheduling for Distributed Manufacturing L. Wang and W. Shen (Eds.) Collaborative Product Design and Manufacturing Methodologies and Applications W.D. Li, S.K. Ong, A.Y.C. Nee and C. McMahon (Eds.) R. Venkata Rao Decision Making in the Manufacturing Environment Using Graph Theory and Fuzzy Multiple Attribute Decision Making Methods 123 R. Venkata Rao, PhD Department of Mechanical Engineering Sardar Vallabhbhai National Institute of Technology, Surat Ichchanath Surat 395 007 Gujarat State India British Library Cataloguing in Publication Data Rao, R. Venkata Decision making in the manufacturing environment : using graph theory and fuzzy multiple attribute decision making methods. - (Springer series in advanced manufacturing) 1. Production management - Decision making 2. Graph theory 3. Fuzzy decision making 4. Multiple criteria decision making I. Title 658.5’036 ISBN-13: 9781846288180 Library of Congress Control Number: 2007926809 Springer Series in Advanced...
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...THE FUTURE OF EMPLOYMENT: HOW SUSCEPTIBLE ARE JOBS TO COMPUTERISATION?∗ Carl Benedikt Frey† and Michael A. Osborne‡ September 17, 2013 . Abstract We examine how susceptible jobs are to computerisation. To assess this, we begin by implementing a novel methodology to estimate the probability of computerisation for 702 detailed occupations, using a Gaussian process classifier. Based on these estimates, we examine expected impacts of future computerisation on US labour market outcomes, with the primary objective of analysing the number of jobs at risk and the relationship between an occupation’s probability of computerisation, wages and educational attainment. According to our estimates, about 47 percent of total US employment is at risk. We further provide evidence that wages and educational attainment exhibit a strong negative relationship with an occupation’s probability of computerisation. Keywords: Occupational Choice, Technological Change, Wage Inequality, Employment, Skill Demand JEL Classification: E24, J24, J31, J62, O33. We thank the Oxford University Engineering Sciences Department and the Oxford Martin Programme on the Impacts of Future Technology for hosting the “Machines and Employment” Workshop. We are indebted to Stuart Armstrong, Nick Bostrom, Eris Chinellato, Mark Cummins, Daniel Dewey, David Dorn, Alex Flint, Claudia Goldin, John Muellbauer, Vincent Mueller, Paul Newman, Seán Ó hÉigeartaigh, Anders Sandberg, Murray Shanahan, and Keith ...
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...J A N U A R Y 2 014 Next-shoring: A CEO’s guide Katy George, Sree Ramaswamy, and Lou Rassey Proximity to demand and innovative supply ecosystems will trump labor costs as technology transforms operations in the years ahead. The problem Demand for manufactured goods in emerging markets is surging and fragmenting as factor costs shift; technological advances, such as more powerful robotics and the Internet of Things, are creating a range of new opportunities for manufacturers to digitize operations. Why it matters Manufacturing strategies built on labor-cost arbitrage are becoming outmoded; the race is on to get ahead of what comes next. What to do about it Place greater emphasis on proximity to both demand and innovation while: • Making location decisions that balance economies of scale against the growing diversity of tastes within and across global markets Building supplier ecosystems that combine technical expertise with local domain and market knowledge Developing the people and skills needed to make the most of technological advances across the organization • • © Bruno Ehrs/Corbis 2 When offshoring entered the popular lexicon, in the 1990s, it became shorthand for efforts to arbitrage labor costs by using lowerwage workers in developing nations. But savvy manufacturing leaders saw it as more: a decisive change in globalization, made possible by a wave of liberalization in countries such as China and India, a steady improvement in the capabilities...
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