...Critical to Quality (CTQs) — what are the critical process outputs? * The target process and other related business processes * Project targets * Project boundaries * A project charter is often created and agreed during the Define step. Measure This is the data collection step. The team decides on what should be measured and how to measure it. This forms a data collection plan. It is usual for teams to invest a lot of effort into assessing the suitability of the proposed measurement systems. Good data is at the heart of the DMAIC process: * Define the process critical Xs (inputs) and Ys (outputs). * Define the measurement plan. * Test the measurement system. * Collect the data. * A Measurement System Analysis (gauge study) is performed at this stage. Analyze : Brainstorming, 5 Whys, and the Fishbone Diagram The data collected in the Measure step is analysed to determine root causes of defects. Within Six Sigma, often complex analysis tools are used. However, it is acceptable to use basic tools if these are appropriate. * Identify gaps between current performance and goal performance * Identify how the process inputs (Xs)...
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...THEORY OF CONSTRAINTS PROJECT TIME MANAGEMENT IN MULTIPLE, CONCURRENT PROJECTS: INVESTIGATION OF ASSUMPTIONS REGRADING HUMAN BEHAVIOUR DURING PROJECT PLANNING J. C. Kago1 and P. J. Viljoen2 1 Masters in Project Management, Department of Engineering and Technology Management, University of Pretoria, Pretoria 002, South Africa. 2 Formerly Department of Engineering and Technology Management, University of Pretoria, Pretoria 002, South Africa. ABSTRACT CCPM has attempted to account for certain human behaviour patterns during project planning and execution which other time management techniques neglect. CCPM gives this human behaviour as a major influence on amount of contingency provided in activity duration estimates. The human behaviours however are assumptions and justification of CCPM relies heavily on these assumptions. The problem is that we do not know if the human behaviours assumed are an important influence on contingencies provided in activity duration estimates during project planning. The main objective of this research is therefore to determine, using empirical data how stakeholders in the construction industry rate the influence of human behaviour on contingency provided in activity duration estimates. Other factors that influence contingency provided have been identified and their relative importance investigated. 1.1 Introduction As competition increases, organisations survival will be determined by their ability to make...
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...Engineering Student Award for the 2004–2005 academic year. On graduation, Winter plans to pursue a Master of Science in Electrical Engineering at the University of Texas at Dallas. He currently works as an engineering intern at Sanmina-SCI in Allen, Texas. According to the Goal 3 Abstract: Eliyahu Goldratt’s Theory of Constraints has helped companies around the world improve their profit margins by effectively managing business processes. Goldratt first introduced his theory in 1984 in the book, The Goal: A Process of Ongoing Improvement. This essay summarizes Goldratt’s book and explains the business model he proposes. The model is expanded in his later book, The Theory of Constraints. Goldratt’s business model is examined in a case study of i2 Technologies. i2 Technologies is one of the fastest-growing companies in the world and supplies software to businesses to help them...
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...Engineering Student Award for the 2004–2005 academic year. On graduation, Winter plans to pursue a Master of Science in Electrical Engineering at the University of Texas at Dallas. He currently works as an engineering intern at Sanmina-SCI in Allen, Texas. According to the Goal 3 Abstract: Eliyahu Goldratt’s Theory of Constraints has helped companies around the world improve their profit margins by effectively managing business processes. Goldratt first introduced his theory in 1984 in the book, The Goal: A Process of Ongoing Improvement. This essay summarizes Goldratt’s book and explains the business model he proposes. The model is expanded in his later book, The Theory of Constraints. Goldratt’s business model is examined in a case study of i2 Technologies. i2 Technologies is one of the fastest-growing companies in the world and supplies software to businesses to help them...
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...BOOKS ABOUT TASHTEGO CASE ANALYSIS Rdiana.com TASHTEGO CASE ANALYSIS Updated: 02/26/2015 DISCLAIMER: RDIANA.COM uses the following Tashtego Case Analysis book available for free PDF download which is also related with TASHTEGO CASE ANALYSIS Tashtego Case Analysis can be easily downloaded from our library. Don’t you believe? It is completely free. You just have to register on our site – click on the link below and answer simple questions. It will provide you for free access to Tashtego Case Analysis and other eBooks. We ask you to pass a registration because of hard hackers’ attacks that knock out of service our library and prevent our users from downloading Tashtego Case Analysis as well as other books when it is necessary. When pass the registration, you can be sure of free and unlimited access to Tashtego Case Analysis and lots of other PDF data. Files can be downloaded on your device when you want. Therefore, if you still need Tashtego Case Analysis and cannot download it from other sites, register on our site and get a free access to a rich collection of eBooks right now. Save your time and efforts. PDF FILE: TASHTEGO CASE ANALYSIS Rdiana.com BOOKS ABOUT TASHTEGO CASE ANALYSIS PAGE: 2 TASHTEGO CASE ANALYSIS RR.DVI INSTITUT NATIONAL DE RECHERCHE EN INFORMATIQUE ET AUTOMATIQUE An Average-case Analysis of the Gaussian Algorithm for Lattice Reduction Herve Daude , Philippe Flajolet , Brigitte Vallee N 2798 Fevrier 1996 PROGRAMME 2...
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...SURFACE CASING DESIGN OF AN OIL WELL By MANISH PANT (R270307017) SANDEEP BAHUGUNA (R270307032) College of Engineering studies University of Petroleum & Energy Studies Dehradun May, 2011 Surface casing design of an oil well A thesis submitted in partial fulfilment of the requirements for the degree of Bachelor of Technology (Applied Petroleum Engineering, upstream) Under the Guidance of ……………… Mr. Arun Chandel (Mentor) Approved …………..... Dean College of Engineering University of Petroleum & Energy Studies Dehradun May, 2011 CERTIFICATE This is to certify that Manish pant and Sandeep Bahuguna, students of B.Tech (APE)+ MBA(UAM) has written their thesis on “surface casing design for an oil Well” under my supervision and have successfully completed the project within stipulated time. They have demonstrated high performance levels and dedication during the completion of their thesis. …………… Mr. Arun Chandel (Mentor) Acknowledgement We would like to express our deepest gratitude to Dr. Shri Hari, Dean, COES, UPES for allowing us to perform the project work. We have received maximum co-operation and help from UPES faculty members. We would also like to express our sincere thanks to Mr. Sabyasachi Maiti, Course Coordinator, B.Tech (APE Upstream+ MBA (UAM)), for giving his full support during our project work. Lastly, we would like to thank our mentor, Mr. Arun Chandel...
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...World Journal of Social Sciences Vol. 1. No. 1. March 2011. Pp. 148 - 164 Significance of Management Accounting Techniques in Decision-making: An Empirical Study on Manufacturing Organizations in Bangladesh Farjana Yeshmin* and Md. Amran Hossan** Management accounting is concerned with gathering and reporting internal financial information to facilitate decision-making process. As management accounting is not required to conform to national accounting standards, it allows business to customize the management accounting techniques as per demand of company. As a process of this customization, some advanced quantitative as well as number of qualitative techniques accompany with the traditional techniques, have been emerged to cater the information need in decision making. This study attempts to measure the significance of management accounting techniques in decision making of the selected manufacturing organizations in Bangladesh. In doing so, a total of 74 manufacturing organizations have been surveyed with a structured questionnaire by using 5 point Likert Scale measurement from different categories of manufacturing organizations. Findings reveal that cash flow statement analysis, ratio analysis, budgetary control, CVP analysis, variance analysis and fund flow analysis have been frequently high-ranking techniques. Secondly, the authors have recognized five factors to calculate the variability in decision-making with the help of rotated component matrix which shows that 75.125...
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...18th Street, Cleveland, OH 44114, USA b Department of Industrial and Systems Engineering, University of Florida, Gainesville, FL 32611, USA Received 24 April 2004; accepted 28 October 2004 Available online 1 January 2005 Abstract In this paper, we introduce two methods for determining feeding buffer sizes in critical chain project scheduling. Both methods integrate project characteristics into the formulation. Specifically, one of them incorporates resource tightness while the other uses network complexity. Both methods are tested and compared to two commonly suggested methods in the literature, the cut and paste method and the root square error method, as well as using no buffer as a benchmark. The comparison is done by means of a simulation study using the Patterson data set. The test results indicate that both of the suggested methods generate smaller buffer sizes while providing sufficient protection against delays in project completion time. Ó 2004 Elsevier B.V. All rights reserved. Keywords: Project scheduling; Critical chain; Feeding buffers; Buffer sizing methods 1. Introduction In his 1997 book, Goldratt (1997) introduced the critical chain idea. It received considerable attention among practitioners as a means for resource scheduling in projects and several books, articles, and even software packages (ProChainÒ), have already appeared on the subject (Herroelen and Leus, 2001; Leach, 2000; Newbold, 1998). The critical chain is ‘‘the set of tasks which determines overall project...
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... 6.Activity based costing/Target costing Mechanism for determining selling prices. It is a cost management tool. TATA tries to manufacture a car at Rs. 1 ,00,000. – is a typical example for target costing. 42. Stages of target costing 1. Determine the target price which customers will be prepared to pay for the product 2.Deduct a target profit margin fro the target price to determine the target cost 3. Estimate the actual cost of the product 4.If estimated actual cost exceeds the target cost , investigate ways of driving down the actual cost to the target cost 43. Target costing-Continues Customer oriented approach Used by Japanese copanies and recently adopted by Europe and the USA. Recently call canters are trying to adopt this as Indian currency strengthened. 44. Procedures: 1.Market research to find the customer’s perceived value-tear down analysis-examining the competitors’ products-dismantling of the competitor's product.use value engineering 2.How customers differentiate the product from the competitors 3.Target profit margin depends on planned return on investment and fix % of profits on sales 4.Decomposed into a target profit for each product. 5.Deduct the target profit from target price 6.Compare with the predicted actual cost. 7. If predicted cost>target cost then efforts are made to close the gap. 45. What is required? Team approach Team members include: 1.designers 2. engineers 3. Purchasing 4. manufacturing 5. marketing 6. management accounting...
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...between cost-world orientation and throughput orientation The importance, and often the difficulty, of identifying constraints The five-step process of constraint management The circumstances in which the theory of constraints is valuable in increasing throughput How throughput accounting and appropriate performance measures can encourage a throughput emphasis Management Accounting for Change: Process Improvement and Innovation 5.1 INTRODUCTION...........................................................................................................................................85 5.2 MANAGING PROCESS THROUGHPUT ....................................................................................................85 5.2.1 Defining TOC...........................................................................................................................................86 5.3 NATURE OF THE ‘GLOBAL GOAL’ VS LOCAL PERFORMANCE MEASUREMENT ........................87 5.3.1 The Global Goal .......................................................................................................................................87 5.3.2 Local Performance Measurement .............................................................................................................87 5.3.3 Conflicts Between Local Performance and the Global Goal ....................................................................87 5.3.4 Traditional Accounting Measures - Incentives to Create Inventory ......
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...1. | What is the slope of the regression line? | | Answer | The slope is the coefficient before the x variable (D in this case). Thus the answer is 0.0138. | Points Earned: | 1/1 | Correct Answer: | 0.0138 | Your Response: | 0.0138 | 2. | Explain in specific language what this slope says about this penguin's dives. | | A. | If the depth of the dive is increased by one meter, it adds 0.0138 minutes to the time spent under water. | B. | If the depth of the dive is decreased by one meter, it adds 0.0138 minutes to the time spent under water. | C. | If the depth of the dive is increased by 0.0138 meter, it adds one minute to the time spent under water. | | In the equation of a line, ŷ = a + bx, b is the slope. The slope is the amount by which y changes when x increases by one unit. | Points Earned: | 1/1 | Correct Answer: | A | Your Response: | A | 3. | According to the regression line, how long does a typical dive to a depth of 180 meters last? Answer to 3 decimal places. | | Answer | The predicted value of the dive duration (DD) to a depth D = 180 is given by the regression equation DD = 2.69 + 0.0138D = 2.69 + 0.0138 × 180 = 5.174 | Points Earned: | 1/1 | Correct Answer: | 5.174 | Your Response: | 5.174 | 4. | The dives varied from 40 meters to 300 meters in depth. Plot the regression line from x = 40 to x = 300. Which of the lines in the figure below is the correct regression line? | | A. | Blue | B. | Yellow | C....
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...Lean Manufacturing Mapping Tools & VALSTAT Introduction • • • • • The 7 Mapping Tools chosen – There are many others How are they associated with the 7 wastes Looking at the origins of the Mapping Tools What is VALSTAT? Looking at Goldratt & Theory Of Constraints – – The Synergies The Theory of Constraints 5 Step Process Introduction - The 7 Tools • The chosen Mapping Tools are centred around the “7 Wastes”. • They are well known tools - 2 new ones • There is not a known methodology to help choose the most appropriate. 1 Introduction – How to tools are related to the 7 Wastes The tools discussed provides an overview on those that are useful for eliminating each of the seven wastes. These tools are necessary for the two following reasons 1) They are completed by the ‘doers’, therefore the only people likely to know what is actually going on 2) When using detailed mapping action plans, you can ensure bottom up support by developing the plans from the wider team. Origins of the Mapping Tools Mapping Tool Process Activity Mapping Supply Chain Response Matrix Production Variety Funnel Quality Filter Mapping Demand Amplification Mapping Decision Point Analysis Physical Structure Mapping Origin of Mapping Tool Industrial Engineering Time compression/ logistics Operations Management New Tool Systems Dynamics Efficient Consumer response/logistics New Tool Process Activity Mapping 2 What is Process Activity Mapping ? • • Has traditionally been used...
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...Kayla Gunby November 29th, 2015 Southern New Hampshire University Final Project Submission Engstrom Auto Mirror Plant and Work Analysis Case Study Abstract During May 2007, the Engstrom Auto Mirror Plant faces a low employee morale issue. The newly appointed manager, Ron Bent, sees a decline in work place productivity and culture throughout his recent years of working at the plant. When Bent joined the company, it was facing a similar issue of low morale. He then decided to introduce the Scalon Plan, an incentive program for the employees, to raise morale. The program was successful when it was first introduced but ran into problems time after. Bent was faced with many challenges with the Scalon Plan that caused him to ask many questions. 1. Should he remove the Scalon Plan and try another? 2. What is the root cause of employee morale declining? 3. Should there be revisions to the Scalon Plan and who oversees it? In order to answer these questions, it is suggested that Ron Bent and the other management team work together with employees to identify the root cause to their issue of low morale and work productivity and come with a possible solution to fix the issue. Introduction Engstrom Auto Mirror Plant is a privately owned business that manufactures mirrors for trucks and automobiles in Richmond, Indiana. The mirror manufacturing plant employed over 209 people. Engstrom Auto Mirror has operated since 1948 and has seen many years of success. In the...
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...offering financial and banking services. With its headquarters located in London, the bank is ranked as the fourth largest in the world. In Oman, however, the experienced problems within the bank are not what one would expect from a financial institution with such a reputation. Since its establishment in 1948, the bank has always offered top-notch services with fewer mistakes in Oman. Currently, there have been reports that the country is experiencing problems with their ATM machines. Customers are unable to use their ATM cards to access their accounts. The administrative sector is also having problems involving registration of clients to their newly introduced Advance Credit cards. The process has become strenuous for its customers. This study aims at identifying the problems and resolving it through operations management theories in gaining global competitiveness. According to the theories of operations management, organizations can solve their problems in three distinct ways. The six-sigma approach suggests identifying the defects and solving them afterwards. The lean approach, similarly advocates for the identification of defects though it focuses more on the wastes. After identification of such wastes, it is plausible to eliminate them. Contrary to that, the theory of constraints suggests that in every organizational structure, there is a limit. Identification of these constraints should be solved by redesigning the operational process. Furthermore, drawing examples from...
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...Financial Management, Rotterdam, The Netherlands Mohamed E. Bayou Chee W. Chow Cynthia M. Daily Harry Z. Davis Nabil Elias Arron Scott Fleming Frank G. H. Hartmann vii viii LIST OF CONTRIBUTORS Fred A. Jacobs Frances Kennedy James M. Kohlmeyer, III Leslie Kren John Y. Lee Michael S. Luehlfing Adam S. Maiga School of Accountancy, Georgia State University, Atlanta, GA, USA Department of Accountancy and Legal Studies, Clemson University, SC, USA College of Business, East Carolina University, Greenville, NC, USA School of Business, University of Wisconsin, Milwaukee, WI, USA Lubin School of Business, Pace University, Pleasantville, NY, USA School of Professional Accountancy, Louisiana Tech University, LA, USA School of Accounting, Florida International University, Miami, FL, USA I.H. Asper School of Business, University of Manitoba, Winnipeg, Canada School of Professional Accountancy, Louisiana Tech University, Ruston, LA, USA School of Business, Wayne State University, Detroit, MI, USA Department of Accountancy and Legal Studies, Clemson University, SC, USA College of Commerce, National...
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