...“Nano” was introduced by Tata Motors, the largest automobile company in India. It is cheapest and smallest car in the world. Its features have captured the sight from the whole world. Some people think the “people’s car” is good but some believe in the vice versa. Nano is expected to improve the Indian’s life, boost the economy, invent entrepreneurial opportunities bring prosperity for the urban. Every company nowadays will encounter external organizational environment no matter what industry it involves with. The external environment consists of general environment and task environment which influenced the company’s business directly and indirectly respectively. The dimensions of the general environment includes international, technological, sociocultural, economic, legal-political, and natural while the task environment includes customers, competitors, suppliers and labor market. At here, I will discuss about the success and failure of Nano based on the sociocultural, economics, natural and customers environment. Although Indian economy showed a healthy growth in the recent years, many people still cannot afford to own a car. Ratan Tata believes that, the Nano car, also known as “people’s car” is an idea to provide a safer but affordable car for the lower-middle class families in four members in the developing world. (For further information, see Appendix 1). In 2009, Nano is first launched in India with the promised and lowest cost in the world which only costs 100,000...
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...Total Quality Control? The Japanese Way; both translated to English. Primary Work and Significant Accomplishments Dr. Ishikawa, at the forefront of the quality control movement in the 1960s, capitalized on other quality gurus before and developed a unique Japanese strategy to total quality and called it company-wide quality control (CWQC): participation in quality improvement initiatives from all employees would lead to quality of product, satisfied customers and employees, increased profits. There are two essential elements to CWQC – cause and effect diagramming and quality circles. Though the 1980s brought about the western world playing catch up with its Total Quality Management (TQM) concept the two are not synonymous. Dr. Ishikawa’s CWQC were well developed, proven and tested; TQM was...
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...Table of Contents Table of Contents 1 Executive Summary 2 Introduction 2 Innovative Companies 3 Innovative Solutions 4 Transferring Innovations 8 Success Factors 9 Conclusion 10 Self Evaluation 10 References 12 Executive Summary In order for Chrysler to be successful in a global market, they are going to have to shed the old ways of manufacturing cars and develop newer innovative ideas to compete in today’s economy. By implementing a new business plan, a knowledge sharing system and partnering with a design firm, Chrysler can become a dominant force in the auto industry, not just domestically but globally. The initial startup costs for implementing these innovations are quite high, yet the long term payoffs such as lower manufacturing costs, higher quality products, less waste, a variety of innovative designs, better supplier relationships, increased sales, profits, market share, and greater customer retention and loyalty, all support changing to a more innovative company. Introduction The target of this project was to find and research innovative methods to apply to a current existing company. Our team chose Chrysler to apply the innovations researched to help their company domestically and globally. With Fiat recently acquiring a 35% stake in Chrysler, it is necessary for Chrysler to focus on the global market to remain competitive in this day and age. This project takes an in-depth look at TaTa Motors business model, Toyota’s knowledge sharing...
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...Talib Mechanical Engineering Section, Faculty of Engineering and Technology, University Polytechnic, Aligarh Muslim University, Aligarh, India Zillur Rahman Department of Management Studies, Indian Institute of Technology Roorkee, Roorkee, India, and M.N. Qureshi Mechanical Engineering Department, Faculty of Technology and Engineering, M.S. University of Baroda, Vadodara, India Abstract Purpose – The purpose of this paper is to present a set of total quality management (TQM) and supply chain management (SCM) practices through an extensive literature review and to identify the relationships among them by comparing the identified TQM and SCM practices. Design/methodology/approach – An extensive overview of the practices of TQM and SCM is carried out using published research papers and some major TQM and SCM practices were extracted. These identified practices are then compared to explore the relationship between them for better understanding and application. Findings – The results reveal six major TQM and SCM practices from as many as 50 TQM practices and 40 SCM practices. The paper further compares these practices and found that management support and commitment, customer focus, and supplier partnership are the most common practices found in both TQM and SCM literature, and have the strongest impact in the integration of TQM and SCM across organizations. Research limitations/implications – This paper focuses only on the literature review of previously published...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/1598-2688.htm AJQ 13,3 An analysis of critical success factors for Six Sigma implementation Sunil Sharma Faculty of Management Studies, University of Delhi, Delhi, India, and 294 Anuradha R. Chetiya Department of Mathematics and Statistics, Ramjas College, University of Delhi, Delhi, India Abstract Purpose – The success of Six Sigma implementation is known to depend on a number of critical factors. The purpose of this paper is to explore and analyse Six Sigma critical success factors (CSFs) in the context of Indian manufacturing organizations. Design/methodology/approach – Although Six Sigma success factors have been amply researched in the global context, in this paper, a maiden attempt is made to identify, through an extensive literature review, the CSFs for Six Sigma implementation followed by their validation and prioritization using primary data collection from Indian companies. A total of 22 CSFs have thus been compiled through an extensive literature review. These CSFs are then validated through an empirical research of select Indian manufacturing companies at various stages of implementation of the Six Sigma process improvement methodology. Findings – A factor analysis was used to finally reduce the 22 factors to seven groups of underlying CSFs, the top factors being use of right tools, measurement assurance, innovation and supplier collaboration. Based on the...
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...Module III: Financial Analysis Cost of Project, Means of Finance, Estimates of Sales and Production, Cost of Production, Working Capital Requirements and its Financing, Profitability Projections, Break Even Point, Projected Balance Sheets, Muti Year Projections, Basic Principles for Measuring Project Cash Flows, Components of the Cash Flow Stream, Biases in Cash Flow Estimation Module IV: Project Risk Types and Measures of Project Risk, Sensitivity Analysis, Scenario Analysis, Optimal Timing, Social Cost Benefit Anaysis, Net Benefit in terms of Economic Prices, Measurement of the Impact on Distribution, Savings Impact and its value, Income Distribution Impact, Little-Mirrlees Approach, Shadow Prices Examination Scheme Components CPA TP Q/S A ME EE Weightage (%) 5 5 5 5 10 70 References • Chandra P.(2002), Projects: Planning, Analysis, Financing, Implementation & Review, Tata McGraw-Hill Publishing. • Meredith J.R. & Mantel S.J., Jr.( 2000), Project Management: A Managerial Approach, Ed. John Wiley & Sons. • Machiraju H.R.(2001), Introduction to Project Finance: An Analytical Perspective, Vikas Publishing House Pvt. Ltd. • Patel B.M.(2000),Project Management: Strategic Financial Planning Examination & Control, Vikas Publishing House Pvt. Ltd. • Finnerty J. D.(1996), Project Financing: Asset-Based Financial Engineering, Wiley • Newbold C.R.,(1998), Project Management in the Fast Lane: Applying Theory & Constraints, St. Lucie Press • Anthony R.N. & Govindrajan...
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...IOSR Journal of Business and Management (IOSRJBM) ISSN: 2278-487X Volume 3, Issue 5 (Sep,-Oct. 2012), PP 17-27 www.iosrjournals.org Corporate Social Responsibility: A Case Study Of TATA Group Amit Kumar Srivastava1, Gayatri Negi2, Vipul Mishra3, Shraddha Pandey4 ( 1,4 ( 2 ,3 Shri Ram Murti Smarak College of Engineering & Technology, Bareilly, U P/India ) Career Degree College, kakori, Lucknow /U P / University of Lucknow / India) Abstract: Starting from the times of barter system to today’s modern era of plastic money, the mankind has trodden a remarkably long path. Undoubtedly “profitability” has always been the driving force and an undercurrent behind all this development; but as every coin has two facets; growing cut throat competition and business rivalries started taking heavy toll on the quality, transparency, environment and the society in general endangering the peaceful coexistence of business and society. The businesses houses started realizing that they would have to rise over and above the profitability and take care of all those associated with their survival in the society directly or indirectly. This realization resulted into the concept of Corporate Social Responsibility (CSR). This research paper moves around developing an understanding about the corporate social responsibility (CSR), delving into its concept and finding out its scope taking the case study of the TATA Group under Mr. Ratan Tata who has exemplified the sense of responsibility towards...
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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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...between theory and practice and classic and contemporary concepts. The MBA programme of Gujarat Technological University (GTU) will be conducted on a semester basis with four semesters spread over two academic years. The duration of each semester will be around 15 weeks. In each semester there will be seven courses/subjects. In the first year all the 14 courses are compulsory. In the second year there will be three types of courses, namely, compulsory, electives and sectorial specialisation. The MBA programme will have four electives, namely, Marketing, Finance, Human Resource and Information Systems. A student can choose any one of the four electives. There will be five sectorial specialization areas, namely, Retail, Pharmaceutical and Healthcare, Rural and Cooperatives, Public Systems and Policy, and Banking and Insurance. A candidate has to opt for one of the sectorial areas. In each semester of the second year there will be three compulsory courses, three electives and one sectorial course, thus making a total of six compulsory courses, six elective courses and two sectorial courses in the second year. Once a student opts for a particular elective and sectorial course in semester III, he/she will continue the same in semester IV. The institution conducting the programme can either offer all the electives and sectorial options or the minimum requirement of two for each. The institution is free to drop an elective or sectorial option in case...
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...Business Process Management Journal A systematic review of Lean Six Sigma for the manufacturing industry Saja Ahmed Albliwi Jiju Antony Sarina Abdul halim Lim Article information: Downloaded by North South University At 22:57 26 January 2016 (PT) To cite this document: Saja Ahmed Albliwi Jiju Antony Sarina Abdul halim Lim , (2015),"A systematic review of Lean Six Sigma for the manufacturing industry", Business Process Management Journal, Vol. 21 Iss 3 pp. 665 - 691 Permanent link to this document: http://dx.doi.org/10.1108/BPMJ-03-2014-0019 Downloaded on: 26 January 2016, At: 22:57 (PT) References: this document contains references to 63 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 961 times since 2015* Users who downloaded this article also downloaded: Saja Albliwi, Jiju Antony, Sarina Abdul Halim Lim, Ton van der Wiele, (2014),"Critical failure factors of Lean Six Sigma: a systematic literature review", International Journal of Quality & Reliability Management, Vol. 31 Iss 9 pp. 1012-1030 http://dx.doi.org/10.1108/IJQRM-09-2013-0147 M.P.J. Pepper, T.A. Spedding, (2010),"The evolution of lean Six Sigma", International Journal of Quality & Reliability Management, Vol. 27 Iss 2 pp. 138-155 http:// dx.doi.org/10.1108/02656711011014276 Diego Pacheco, Isaac Pergher, Guilherme Luís Roehe Vaccaro, Carlos Fernando Jung, Carla ten Caten, (2015),"18 comparative aspects between...
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...provide? What is meant by ‘change’? Organisational change in the NHS 12 13 14 18 2.1 How to access the models 2.2 How can we understand complexity, interdependence and fragmentation? Weisbord’s Six-Box Organisational Model 7S Model PESTELI Five Whys Content, Context and Process Model Soft Systems Methodology Process modelling Process flow Influence diagram Theory of Constraints (TOC) 22 25 25 27 29 30 32 34 36 37 38 39 40 40 42 43 45 46 47 48 48 50 54 54 55 56 56 58 2.3 Why do we need to change? SWOT analysis 2.4 Who and what can change? Force field analysis ‘Sources and potency of forces’ ‘Readiness and capability’ Commitment, enrolment and compliance Organisation-level change interventions Total Quality Management (TQM) Business Process Reengineering (BPR) Group-level change interventions Parallel learning structures Self-managed teams Individual-level change interventions Innovation research Securing individual behaviour change Managing Change in the NHS 2.5 How can we make change happen? Organisational development (OD) Organisational learning and the Learning Organisation Action research Project management 60 60 63 66 68 Part 3 Reflections on evidence 3.1 3.2 3.3 3.4 Assistance with using available evidence Developing an evidence base Developing...
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...“A PROJECT REPORT ON ROLE OF HR IN TRANSFORMING CUSTOMER EXPERIENCE FROM GOOD TO GREAT” Submitted by PRATEIK DAS 10IMBA049 DEPARTMENT OF BUSINESS ADMINISTRATION UTKAL UNIVERSITY ORISSA. Declaration I, PRATEIK DAS hereby declare that the project titled “Role of HR in transforming customer experience from Good to Great” is an original record of work under taken by me for the summer internship project .I have completed the project under the supervision of, Dr Jyotirmayee Choudhury,Faculty Human Resource Department of Business Administration and Sarvana Sampath S Manager Human Resources at Manipal Health Enterprises Bangalore. Signature: Place Date Student Name Registration no. Department of Business Administration ACKNOWLEDGEMENTS No project can be completed without acknowledging the help and the support of the people who have helped in its successful completion. Their help, support, guidance and patience have been the key drivers for the project. ,I would like to express my gratitude to Mr. Ganesh Selvaraj, GM and Head Human Resource for giving me the opportunity to work as an intern in Manipal Health Enterprises. His words of encouragement have been an catalyst for working better. I would sincerely like...
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...YEAR 2010-2011 Late Shri Alkesh Dinesh Mody The Institute was co-founded by Shri. Dineshbhai Mody in loving memory of his beloved son Late Shri Alkeshbhai D. Mody, who was a dynamic stockbroker and a noble soul. The logo of our institute “VISION, ERUDITION, FAITH and CHARACTER” negates INJUSTICE (ANANYA), IMMORTALITY (ANNETI) and GREED (PARIGRAHA) in every domain of life. The Institute was set up in response to fulfill the need of financial literacy in the global business arena. The MMS program was introduced in 2002-2003. Sr No 1 2 Particulars About Us Vice Chancellor‟s Message Page No 1 2 3 4 5 6 7 8 9 Chairman‟s Message Director‟s Message The Core Faculties The Visiting Faculties Courses Offered Course Curriculum Infrastructure 3 4 5 6 9 10 13 10 11 ADMI Placement Activity Student‟s Profile 14 16 12 13 14 15 16 17 18 Achievements ZEST – The Fest International Seminar Industry Interactions Guest Lecturers Research Consultancy and Training Areas of Consultancy 36 38 39 40 43 44 45 19 20 Corporate Associations ADMI Placement Process 46 47 Alkesh Dinesh Mody Institute for Financial and Management Studies,(ADMI),the management institute of the University of Mumbai, resides in the heart of its very own campus in Santacruz(Vidyanagari). The building showcases itself in the shape of an octagon, with fully air-conditioned rooms aided with latest audiovisual amenities like LCD projectors, OHP.This makes the...
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...TRIMESTER III S.No. | Code No. | Title of the Course | 1. | HMPRBA 301 | Strategic Management | 2. | HMPRBA 302 | Entrepreneurship Development | 3. | HMPRBA 303 | Corporate Governance | 4. | HMPRBA 304 | Management of Public & Private Participation | 5. | HMPRBA 305 | Marketing Research | 6. | HMPRBA 306 | Financial Management | 7. | HMPRBA 307 | Operations & Supply Chain Management | 8. | HMPRBA 308 | Innovation Management | 9. | HMPRBA 309 | Current Business Affairs & Soft Skills | 10. | HMPRBA 310 | Minor Project (8 weeks) & Viva - Voce | HMPRBA-301: Strategic Management The objective of this course is to acquaint students with the concepts, methods and tools of strategic management and their application in industry. UNIT I: Strategic Management-Basic process of strategic management; Benefits and limitations of strategic management; Goals and objectives, Business Vision, Mission and Objectives. UNIT II: Environment and Resources Analysis: Environmental Analysis, Industry and Competitive Analysis, the External Factor Evaluation (EFE) Matrix, Competitive Profile Matrix (CPM), Internal Analysis; Internal Factor Evaluation (IFE) Matrix, Porter’s Five Forces Model, SWOT Analysis and VRIO framework. UNIT III: Strategy Formulation: Porters Value chain - Generic competitive strategies - Portfolio Analysis and its limitation - BCG matrix and GE matrix - Building competitive - advantage for a firm - Strategy versus tactics...
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...Int. J. Computer Aided Engineering and Technology, Vol. 3, No. 1, 2011 19 Implementation of Six Sigma in Indian industries – a Delphi study R.K. Padhy and S. Sahu* Department of Industrial Engg. & Mgmt., Indian Institute of Technology, Kharagpur-721302, India E-mail: rkpadhy@iem.iitkgp.ernet.in E-mail: sahus@mech.iitkgp.ernet.in *Corresponding author R.K. Das Department of Mechanical Engg., College of Engg. & Technology, Bhubaneswar-751003, India E-mail: ranjitdas@gmail.com Abstract: A Delphi study was carried out to review and analyse the critical issues that affect Six Sigma initiatives in Indian context. This research is aimed at assisting Six Sigma management professionals, researchers and organisations to gain a better understanding of the critical factors that affect the successful implementation of the programme in India, and its future evolution. Consensus among experts has been arrived upon various issues related to implementation of Six Sigma. The expert opinions invited on various issues have been discussed in the context of present scenario. The main consensual issues as prioritised by the experts are top management commitment, developing an effective system for project selection, monitoring and selection of right people, with strong emphasis on training. The experts’ priorities also focus on effective resource management and communication system. Based on the conclusion drawn from the study and literature reviewed, the effective implementation of Six Sigma...
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