...through the company lost money for the first two years (2009 and 2010), but made small profits in 2011 and first quarter of 2012.Sales are rapidly increasing in 2009, 2010 and 2011. Through a recent market survey, it indicates that sales will be increase more in the next few years. 1.1 Organizational chart of the company [pic] 1.2 Duties and responsibilities The President of Custom Gear is Mr. Roger Rhodes, the founder of Custom Gear. His responsibilities are: a) Contacts with some of the large customers b) Arranges financing needed by company c) Sits in weekly production meeting d) Discussing on problems like scheduling, employee and also production. The Engineer is responsible on: a) Design company’s products b) Procurement and maintenance of equipment c) Oversee the supervisor/foreman d) Attends weekly production meetings e) Spend most time on factory floor The Expediter: a) Review work in progress in the shop b) Select orders which are behind schedules and ensure they are treated on rush basis c) Looking for past due raw materials and lost orders The work force consists of 50 highly skilled or semiskilled employees which are managed through family type approach. 2.0 Problem Being Faced By Custom Gear i. Accepting...
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...Chap -1 Production management DEFINITION As any premises in which person are employed for the purpose of making altering , repairing ornamenting , finishing , clearing , washing , breaking , adopting for sale any article PRODUCTION AS THE CONVERSION PROCESS Production process of changing input into output . INPUT Lab our Material Equipment Capital Management OUTPUT Goods and services Conversion Process COMPARISION Actual V/s Planned The input to the production system are raw material , parts , energy , production schedules , information technology , capital or management and output are the goods , transported goods ,delivered message , services customers. For example :- 1) In manufacturing organization like steel plant , input are materials like iron , ore , coke , lime stone ,etc 2) In service organization like bank , inputs are customer and output are serviced customer COMPONENTS OF PRODUCTION FUNCTION PLANNING | * Product selection and design * Process selection and planning * Facility location * Facility layout and materials handling * Capital planning * Forecasting * Production planning | ORGANISING | * Work study and job design | CONTROLLONG | * Production control * Inventory control * Quality control * Maintenance and replacement * Cost of reduction and cost control | 1. Production selection and design -A right kinds of products and good design of the product are crucial for the...
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...Program Operation Management (GMB 723) 9:00-12:00 Case Analysis: Chad’s Creative Concept Submitted by: Renz Marion G. Aquino Submitted to: Engr. Melodia Pahati Chad’s Creative Concept Case Analysis I. View Point As the founder of the company our objective is to maximize the sale of both standard and custom made furniture at the same time create a good production system. II. Time Context The problem started when the company introduced a standard line of furniture and begun retailing its product to retail outlets. III. Statement of the problem a. Primary The effect of standard furniture in production and financial structure of the company over the long run. b. Secondary i. Large volume of inventory ii. Expensive warehouse rents iii. No space left for plant expansion iv. Longer lead time IV. Areas of consideration c. Strength v. High quality workmanship vi. Solid reputation for its creative designs d. Weaknesses vii. Costly standard furniture viii. Large volume of inventory ix. Disorganized production system x. Operates single manufacturing facility e. Opportunities xi. Company growth because of customer demands xii. Location encompass the entire great Lake Erie f. Threats xiii. Competitors on retail outlets cost less V. Analysis of the Problem g...
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...1. Inditex financial results compare to competitors. The four companies shown above have very different business models. Inditex owned much of the production and most of its stores. Inditex is thus a vertically integrated company. This made Inditex gain a competitive advantage, which is quick response to the market requirements. On the other hand, The Gap and H&M have a different business model. They owned most of the stores, but outsourced all the production. Benetton had a third business model. It invested heavily in the production, but licensees ran its stores. The most interesting company to compare Inditex is The Gap. Although The Gap has much higher revenues than Inditex (almost five times Inditex), it incurred a net loss, as opposed to Inditex, which achieved a 23%, return in investment. This is due to the extremely high costs of good sold for The Gap. This could be caused -at least partially- by the complete outsourcing of the production. They do not have enough control over the production costs. Although The Gap has larger market share than Inditex and has equity almost double that of Inditex, Inditex is much more profitable. 2. How specifically do the distinctive features of Zara business model affect its operating economics? Specifically, compare Zara with an average retailer with similar posted prices. Zara sources fabric, other inputs, and finished products from external suppliers. It has purchasing offices in Barcelona and Hong Kong. This gives Zara a competitive...
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...known as OMM, process. Although these three companies conduct business around three different services and products, their business principles and operating systems are quite similar. They have also fine tuned their OMM processes to be effective and profitable companies. Macy's main objective as a retailer, with a mass production operating system, is to provide a quality and valuable product and service at an affordable price. They specialize in the sale of brand name clothing and furniture from external suppliers in a department store setting. Macy's also relies on computer systems to track available stock, employee sales, and company performance. In order for them to operate their stores effectively they hire competent and personable employees who uphold the philosophy of cleanliness, neatness, professionalism. Macy's employees range from stockers and janitors to managers and salesmen, all of which are a key component to daily operations. Similar to Macy's, McDonald's uses a mass production operating system to provide a dining experience that will become their customer's favorite place and way to eat (McDonald's, 2013). They specialize in the sale of hamburgers, cheeseburgers, and specialty sandwiches at a high-rate of speed for an affordable price. This is only made possible through the use of specialized machines and standard operating procedures, or SOPs, that McDonald's upper management implemented to reduce operating costs (Jones,...
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...ROLL NO.:-1402014725 MAIL ID: viveksrivastav595@gmail.com SUBJECT CODE:-MB0044 SUBJECT NAME: PRODUCTION AND OPERATIONS MANAGEMENT NAME: VIVEK SRIVASTAV SEMESTER: 2ND QuesNo.1) People’s productivity key to Indian manufacturing competitiveness: Boston Consulting Group. Namrata Singh, TNN/Mar14, 2013, 9.34 PM 1st Mumbai: People productivity is the key to Indian manufacturing competitiveness says a report by the Boston Consulting Group (BCG). In most global people productivity surveys, not only does people productivity of Indian manufacturing sector lags developed nations such as US and Japan but also lags in most manufacturing sectors to China. While earlier, many explained this to differences are not only rapidly shrinking, but they do not fully explain the significant gaps in productivity that exists. Skill gap and engagement gap are the two critical factors that explain lower productivity leads to improved skills and better working environment- thus paving the way for higher investments and faster economic growth therefore it is critical for the Indian manufacturing sector to work toward enhancing people productivity to achieve the goals it has set for itself,” the report says. The subject gains importance in the backdrop of a slowdown in western economic countries & China, as well as cost increases in China. Indian manufacturing sector stands at the cusp of a tremendous opportunity. After reading the case study answer the following questions: a) What...
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...process of identifying distinct breed populations and describing their characteristics and those of their production environments. In this context, the term “production environment” is taken to include not only the “natural” environment but also management practices and the common uses to which the animals are put, as well as social and economic factors such as market orientation, niche marketing opportunities and gender issues. Recording the geographical distribution of breed populations is here considered to be an integral part of phenotypic characterization. Complementary procedures used to unravel the genetic basis of the phenotypes of AnGR, their patterns of inheritance from one generation to the next, and to establish relationships between breeds are referred to as molecular genetic characterization (FAO, 2010b). In essence, phenotypic and molecular genetic characterization of AnGR are used to measure and describe genetic diversity in these resources as a basis for understanding them and utilizing them sustainably. The guidelines distinguish between two phases or levels of characterization. The term “primary characterization” is used to refer to activities that can be carried out in a single visit to the field (e.g. measurement of animals’ morphological features, interviews with livestock keepers, observation and measurement of some aspects of the production environment, mapping of geographical distribution). The term “advanced characterization” is used to describe...
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...e-mail cases@ivey.uwo.ca. Copyright © 2008, Ivey Management Services Educational material supplied by The Case Centre Copyright encoded A76HM-JUJ9K-PJMN9I Order reference F240103 Version: (A) 2008-06-24 INTRODUCTION Director Allan Rasmussen took a good deal of pride in the achievements of Coloplast A/S1 (Coloplast) in Tatabánya, Hungary. In consecutive quarters in 2004, the plant had outperformed the company’s longer established Danish production units in quality levels (see Exhibit 1). Rasmussen had been the Tatabánya plant’s manager, its first, since 2001. Just three and a half years later, he was responsible for the daily management of a plant with a head count of 550 and production valued at 1.5 billion Danish kroner (DKK). In 2005, he resumed his position as director of Coloplast’s Danish subsidiary and returned to Denmark. With the Hungarian operation, Coloplast had learned important lessons in designing and implementing a relocation process, and in managing the communication involved. Although Coloplast had some minor production facilities outside of Denmark, the scope of its involvement in Hungary was unparalleled. When the expansion was completed, the Hungarian unit would employ 900 staff — roughly 15 per cent of the company’s total workforce. Coloplast’s involvement in Tatabánya was part of the...
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...TMS(Transport Management System) Configuration Steps: 1: Log into Client 000 with SAP* or DDIC (default user TMSADM) 2: Start STMS and configure new transport domain (DOMAIN_SID) 3: Configure new systems in domain (Host and Sys number) 4: Create transport route(consolidation route - DEV to QA and Z<SID> is the transport layer and delivery route - QA to PRD ) one-system,two-system,three-system landscape hierarchical list and graphical editor 5: Distribute and activate the new data 6: Check the RFC Connections Transport route: route to configure change requests when released in the dev flow through qa and them to prd. Transport Layer: This is assigned to dev work and determines the target system for the objects to be transported. Exporting and importing of transport requests using SAP transport control program(tp) Directory : as/usr/sap/trans Transport subdirectory: bin,buffer,cofiles,data,EPS,log,sapnames,tmp Tables: TRBAT , TRJOB ABAP Program : RDDIMPDP Report: RDDNEWPP Two types of transports - Configuration and development transports(Transport naming convention - <SID>K900000 ) SE01 - create transport request SE09 / SE10 to release tasks Solution manager - SOLAR02 - Configuration - System role - Access SE09/SE10 Transport log - SE03 , SE10 , SE09 - table TPLOG Return codes : '0' - successful '4' -warning '8' - error Example: - Transport route - DEV system development ...
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...Analysis of Global Production Networks within Consumer Electronic Industry. Introduction A diagnostic characteristic of contemporary globalization is that the component parts of the world economy are increasingly interconnected in qualitatively different ways from the past. Another way of saying this is that the world economy consists of tangled webs of production circuits and networks that cut through, and across, all geographical scales, including the bounded territory of the state. It is too simple to just define the global production networks, that involving a process of production, distribution and consumption of commodities, goods and services, as technical-economic mechanisms (Coe, Dicken and Hess, 2008). More than this oversimplified conceptual framework, Levy (2008) argues GPN as ‘simultaneously economic and political phenomena . . . organizational fields in which actors struggle over the construction of economic relationships, governance structures, institutional rules and norms, and discursive frames . . . GPNs thus exist within the ‘‘transnational space’’ that is constituted and structured by transnational elites, institutions, and ideologies’. In Levy’s theory, we can find out that more than a economic process of productions, GPNs is also a ‘social’ and ‘cultural’ phenomena in which the geographically differentiated political and social cultural circumstance are also shaped (Coe, Dicken and Hess, 2008). Considering the consumer electronic industry in particular...
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...policy approaches based on place marketing and associated initiatives is described. The possibilities of a more powerful second-generation approach are then sketched out with special emphasis on localized complexes of cultural-products industries. An extensive review and classification of these complexes is laid out, and their inward and outward relations to global markets are considered. On this basis, a critical discussion of local economic policy options focused on cultural-products industries is offered. Contrasting examples of development initiatives in major global cities, in selected old manufacturing towns, and in the Multimedia Super Corridor of Malaysia are briefly presented. It is suggested that the growth and spread of localized production agglomerations based on cultural-products industries are leading not to cultural uniformity but to greatly increased diversity at the global level. Keywords: agglomeration; cultural economy; globalization; industrial districts; local economic development; place marketing Over the past decade or so, the industrial profile of many countries has tilted perceptibly in the direction of a new creative or cultural economy. In some countries, indeed, the cultural economy is now one of the major frontiers of expansion of output and employment. This turn of events is actually one facet of the wider resurgence of a so-called new economy generally in AUTHOR’S NOTE: This research was supported by the National Science...
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...minute. The second worker is more productive. He can create 42.5 labels per minute where the first one can only create 33.3 labels a minute. 2. Howard Plastics produces plastic containers for use in the food packaging industry. Last year its average monthly production included 20,000 containers produced using one shift five days a week with an eight-hour-a-day operation. Of the items produced 15 percent were deemed defective. Recently, Howard Plastics has implemented new production methods and a new quality improvement program. Its monthly production has increased to 25,000 containers with 9 percent defective. (a) Compute productivity ratios for the old and new production system. a. 8*5 = 40 20,000 – 3000 = 17000/160 = 106.25 good parts per hour b. 25,000 – 2250 = 22,750/160 = 142.1875 good parts per hour c. (22750-17000)/ 17000 = 34% increase (b) Compare the changes in productivity between the two production systems. d. The machine that produced 25,000 containers is better and is more efficient. Operations management is an area of management concerned with overseeing, designing, and controlling the process of production and redesigning business operations in the production of goods or services. My boss is the CTO, he makes decisions and lines up items for all of IT to complete. He creates a strategy for us to succeed, to optimize output given out set of requirements. Being able to maximize output saves the company money, and keeps...
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...Quantity Quantity A. Fixed Automation A system in which the sequence of processing (or assembly) operations is fixed by the equipment configuration. The operations in the sequence are usually simple. lt is the integration and coordination of many such operations into one piece of equipment that makes the system complex. Typical features: * Suited to high production quantities * High initial investment for custom-engineered equipment * High production rates * Relatively inflexible in accommodating product variety The economic justification for fixed automation is found in products with very high demand rates and volumes. The high initial cost of the equipment can be spread over a very large number of units, thus making the unit cost attractive compared to alternative methods of production. Examples of fixed automation include mechanized assembly lines (starting around 1913 - the product moved along mechanized conveyors, but the workstations along the line were manually operated) and machining transfer lines (beginning around 1924). B. Programmable Automation The production equipment is designed with the capability to change the sequence of operations through reprogramming to accommodate different product configurations. The operation sequence is controlled by a program, which is a set of instructions coded so that the system can read and interpret them. New programs can be prepared and entered into the equipment...
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...IAI : Expert Systems © John A. Bullinaria, 2005 1. 2. 3. 4. 5. 6. 7. What is an Expert System? The Architecture of Expert Systems Knowledge Acquisition Representing the Knowledge The Inference Engine The Rete-Algorithm The User Interface What is an Expert System? Jackson (1999) provides us with the following definition: An expert system is a computer program that represents and reasons with knowledge of some specialist subject with a view to solving problems or giving advice. To solve expert-level problems, expert systems will need efficient access to a substantial domain knowledge base, and a reasoning mechanism to apply the knowledge to the problems they are given. Usually they will also need to be able to explain, to the users who rely on them, how they have reached their decisions. They will generally build upon the ideas of knowledge representation, production rules, search, and so on, that we have already covered. Often we use an expert system shell which is an existing knowledge independent framework into which domain knowledge can be inserted to produce a working expert system. We can thus avoid having to program each new system from scratch. w9-2 Typical Tasks for Expert Systems There are no fundamental limits on what problem domains an expert system can be built to deal with. Some typical existing expert system tasks include: 1. The interpretation of data Such as sonar data or geophysical measurements 2. Diagnosis of malfunctions Such as equipment faults...
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...positive, the longer term prospects for sustainable production to meet this demand are tenuous and many chocolate manufacturers are becoming concerned. Supply shortages and high prices are a long-term threat to future growth of cocoa consumption since rationing of stocks will affect the most price sensitive markets first which are also the emerging markets. Subsequent establishment of consumer patterns of increased consumption of alternative snack foods and the use of less, or lower quality, cocoa in chocolate products could seriously effect long-term consumption of cocoa in these markets. Despite historically sustained growth, forecasting cocoa supply, demand and price movements is very difficult. However, as expected prices rose in 2001 due to a tightening of supply. Recent outlooks point to a demand growth range of 1.5-4.0% per annum. The current (November 2005) price is about US$1,400 per tonne. The long term outlook is for a price of US$1,200-2,000 per tonne in 2009-10 depending on demand growth Critical factors for an Australian industry Researchers and industry have been interested in cocoa production in northern Australia since the 1960s. A number of reviews were conducted showing there were suitable areas for commercial production and limited trials demonstrated that promising yields were possible. However, a combination of fluctuating world prices and the traditionally labour intensive nature of production have prevented any industry development. In 1999 a project...
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