...Int. J. Mgmt Res. & Bus. Strat. 2013 Jaskanwal Singh Mand et al., 2013 ISSN 2319-345X www.ijmrbs.com Vol. 2, No. 1, January 2013 © 2013 IJMRBS. All Rights Reserved APPLICATION OF LEAN AND JIT PRINCIPLES IN SUPPLY CHAIN MANAGEMENT Chandan Deep Singh1, Rajdeep Singh1, Jaskanwal Singh Mand1* and Sukhvir Singh1 *Corresponding Author: Jaskanwal Singh Mand, mandjaskanwal@yahoo.com Supply Chain Management is a set of synchronized decisions and activities utilized to efficiently integrate suppliers, manufacturers, warehouses, transporters, retailers, and customers so that the right product or service is distributed at the right quantities, to the right locations, and at the right time, in order to minimize system-wide costs while satisfying customer service level requirements. SCM leads to a proficient way of doing things completely. Lean manufacturing and JIT play an importunate role in better functioning of SCM. Some of the lean manufacturing principles are: JIT inventory principle, JIT production principle, JIT human resource principle, JIT quality principle, JIT supplier relation principle, The present research involves role of lean manufacturing and JIT principles in SCM. Keywords: SCM, JIT, Lean manufacturing origin of the concept of lean or lean thinking cannot be easily assigned to any one person, company, INTRODUCTION Supply Chain Management (SCM) is a set of synchronized decisions and activities utilized to efficiently integrate suppliers...
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...Stephanie Smith MGMT 338 D Professor Kevin Plachy February 20, 2011 International Business Belarus After doing intensive research on Belarus, I think that it may be beneficial to open a restaurant with the emphasis on targeting the “Hamburger” market to see how suitable it would perform in one of the world’s developing countries. As a businessperson, one must look at all the aspects of the country they are aiming to do business within. Of the former nation’s that originated in the Soviet Union, Belarus is one of the most booming former members. Belarus desire to become a developing nation over the years shows in the government’s continuous efforts to expand trade with other nations in order to make a name for themselves in the world’s trading market. Doing business in a country that has not yet developed but is on its way can be positive or negative in nature. Extensive research on the country such as: political views and government involvement, the culture of the people, the economy and transportation as well as communication can play a vital role in orchestrating a business, with the hopes of becoming successful. Belarus growth over the last few years has made the country a mark able place to expand a business with hopes of creating a franchise and open the job market more so to benefit the Belarusian people. Belarus is located in Eastern Europe and is bordered by Russia, Lithuania, Ukraine, Poland and Latvia. Minsk is the capital of...
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...MGMT 306 PRODUCTION AND OPERATIONS MANAGEMENT HOMEWORK 1 (Please submit the Scantron form) I. TRUE/FALSE (A for True; B for False) 1. All organizations, including service firms such as banks and hospitals, have a production function. True (What is operations management? moderate) 2. Operations management is the set of activities that create value in the form of goods and services by transforming inputs into outputs. True (What is operations management? easy) 3. The operations manager performs the management activities of planning, organizing, staffing, leading, and controlling of the OM function. True (What operations managers do, easy) 4. "How much inventory of this item should we have?" is within the critical decision area of managing quality. False (What operations managers do, easy) 5. Customer interaction is often high for manufacturing processes, but low for services. False (Operations in the service sector, moderate) 6. One reason for global operations is to gain improvements in the supply chain. True (A global view of operations, moderate) {AACSB: Multiculture and Diversity} 7. A product will always be in the same stage of its product life cycle regardless of the country. False (A global view of operations, moderate) {AACSB: Multiculture and Diversity} 8. Boeing’s development of the 787 Dreamliner is an example of a company obtaining a competitive advantage via product differentiation/innovation. True (Global company profile, easy) 9. An organization's strategy...
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...DEBI ADAMS AMERICAN INTERCONTINENTAL UNIVERSITY MGMT 415- GLOBAL OPERATIONS MANAGEMENT UNIT 1 INDIVIDUAL PROJECT PROFESSOR- DAVID TIBBETTS AUGUST 26, 2012 ABSTRACT Conducting business in a foreign country is not a simple two-step process. There are many avenues to consider and to plan. Situations that may arise that must be addressed and worked out for the best of both parties. Trust in a company whether it is organic or borrowed is the foundation stone of the process. Moreover, the ending process or point to make might be the customer satisfaction of the product or service that is performed. A happy customer whether large or small will be a repeat customer and that is the basis of all companies. To move on to another sale. Moving into a global market can be stressful for the company making the move but other factors that should weigh in on the equation. The country that your company is moving into must be considered, what are the customs and regulations that must be followed. Consumption supply is the supply of the service needed to run your business in their country. Moreover, the repair of any equipment used in that country for your business, would you use a local repair company or will you supply your own maintenance to all equipment? If you are going to use a local company, a service contract needs to be composed and agreed upon by both PPQ and the service company. The second to consider is commercial presence,...
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...2015 MGMT 5260 – Final Project Project Report Ha Luu Nguyen 213651096 Nidhi Joshi 213678271 Nomita Chennamraju 213862529 Raghvendra Bagla 213678560 Srini Venkatachalam 213678453 MGMT 5260 – Final Project Contents EXECUTIVE SUMMARY ................................................................................................... Error! Bookmark not defined. APPENDIX – 1 – BUSINESS MODEL OF UBER ................................................................................................................ 6 Purpose and scope.................................................................................................................................................... 6 Methodology and sources of information ................................................................................................................ 6 Highlights of findings and implications for value creation. ...................................................................................... 6 APPENDIX – 2 – VALUE CREATION CYCLE OF UBER ...................................................................................................... 7 Purpose and scope.................................................................................................................................................... 7 Methodology and sources of information ................................................................................................................ 7 ...
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...11164 Yasmin Yashodha/ Elixir Mgmt. Arts 51 (2012) 11164-11171 Available online at www.elixirpublishers.com (Elixir International Journal) Management Arts Elixir Mgmt. Arts 51 (2012) 11164-11171 AirAsia Berhad: Strategic analysis of a leading low cost carrier in the Asian region Yasmin Yashodha Taylor’s University Lakeside Campus, No. 1 Jalan Taylor's, 47500 Subang Jaya, Selangor Darul Ehsan, Malaysia. A R TI C L E I N F O Art i c l e h i st ory : Received: 9 July 2012; Received in revised form: 13 October 2012; Accepted: 30 October 2012; K ey w or d s Strategic analysis, Region, Low cost, Extensive. ABSTRACT This study examines the extensive strategic analysis of AirAsia Berhad that has enabled it to sustain its competitive advantage as Asia’s leading low cost carrier (LCC). The study demonstrates the diverse business-level, corporate level and competitive strategies of AirAsia Berhad, played crucial roles in the LCC to successfully penetrate the under-served market segment of the airline industry within the ASEAN region. An in-depth analysis using a wide array of academic resources, relevant financial, legal and management resources and authorized websites, including face-to-face interviews were used to provide a more consequential comprehension on the varied business and international strategies that were implemented by AirAsia Berhad. This research exhibits critical analysis pertaining to the current macro environment of the aviation industry which includes...
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...Leone Co. Smart Nuclear Missile Weapon’s Project Sean Calhoun Sarah Sanchez Gerardo Cazares MGMT404 Project Management DeVry University 4/15/12 Table of Contents 3…………………………………....... Executive Summary, Scope Statement 4…………………………………………………………………… Objective Definition 5…………………………………………………………… Objective Definition 6………………………………………………………………… Technical Requirements: 7………………………………………………… Limits and Exclusions 8…………………………………….. Decision Making and Concern Levels Matrix 9………………………………High-Level Gantt Chart View, Work Breakdown Structure 10………………………………………………………… Risk Identification 11……………………………………………………………………….. Risk Identification C. 12……………………………………………………… Risk Assessment 13…………………………………………………… Risk Response Matrix 14……………………………………………………. First & Second Highest Risk 15……………………………………………………… Communication Plan 16………………………………………………. Communication Plan Matrix 17……………………………………… Performance Measurement and Control Approach 18……………………………………………………… Audit Process and Timetable 19…………………………………………………… Customer Review 20………………………………………………………Conclusion / Recommendation Executive Summary Through the use of personal computers, customized computer software, and unclassified databases, the Natural Resource Defense Council (NRDC) is now able to model nuclear conflict and approximate the effects of the use of nuclear weapons. For the first time, this allows nongovernmental organizations and scholars to perform analyses...
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...The test will focus on material covered since the Midterm Exam: Unit #7: Deviance and Social Control * Schaefer and Haaland, Ch. 7 * Wolf, “The Rebels: A Brotherhood of Outlaw Bikers” * Video: Faking the Grade Unit #8: Sociological Research Methods * Schaefer and Haaland, Ch. 2 Unit #9: Social Stratification / Politics and Economics * Schaefer and Haaland, Ch. 8 and Ch.14 * Bales, “A New Slavery” OR Reiter, “Serving the Customer: Fast Food is Not about Food” Unit #10: Global Inequality * Schaefer and Haaland, Ch. 9 * Eglitis, “How Economic Inequality Benefits the West” OR Klein, “The Discarded Factory….” * Video: NO LOGO Unit #11: Racial and Ethnic Inequality * Schaefer and Haaland, Ch. 10 and Ch. 16 pp. 375-377 * Video: The Real Avatar – optional Unit #12: Gender and Family * Schaefer and Haaland, Ch. 11 and Ch. 12 pp. 254-259, 262 and 265-267 * Adam, “Why Be Queer?” * Kimmel “Masculinity as Homophobia” * Video: Tough Guise 1. Explain how Daniel Wolf used participant observation to conduct research on biker gangs and how he used the interactionist perspective and labeling theory in his analysis. Define the term counter-culture, say how this concept applies to biker gangs, and use the conflict perspective to explain why people might join a counter-culture such as a biker gang. Use Merton’s anomie theory and the cultural transmission theory of deviance...
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...------------------------------------------------- Human Resourses Mgmt COURSEWORK PROJECT SHEORNAY THOMAS 412000290 NICOLE KNIGHT SHEORNAY THOMAS 412000290 NICOLE KNIGHT Ulrich (1998) remarks that the human resource management function in organizations is often ineffective, incompetent, costly and value-sapping. Explain how Ulrich's 1998 model of the HR function can be used to create a value adding reputation in global businesses and evaluate whether these new emerging roles exist within Caribbean organizations. Table of Contents Executive Summary 3 What is Human Resource Management? 4 The Traditional HRM Model as Value Sapping 6 A New Mandate for HRM 7 The New Model 7 The New Model in Global Organizations 11 HRM in the Caribbean 13 References 17 Executive Summary Human Resource Management during recent years has been facing a number of challenges that has led to it being labelled as ineffective, incompetent and value sapping. The traditional model of Human resources had been ineffective and failed to add value to organisations through its practices. This model which simply focuses on the acquiring, rewarding, developing and protecting employees has led to the problem of Human resources management being an operation that is completely detached from the valued operations and strategies of the organisation and as such adds no real value. This has led to many organisations considering outsourcing the Human Resource department;...
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...Enriching Life Through Communication Huawei Investment & Holding Co., Ltd. Corporate Sustainability Report 2011 Report Profile Reporting Period: January 1 to December 31, 2011 Date of Most Recent Previous Report: June 2011 Reporting Cycle: Annual Defining Report Content Global Reporting Initiative (GRI) principles such as materiality, stakeholder inclusiveness, sustainability context, and completeness, were used in this report to analyze key sustainability-related issues in business operations and identify major stakeholders. Huawei Investment & Holding Co., Ltd. (hereinafter referred to as “the company” or “Huawei”) hired a third-party organization to survey stakeholders and collect information on stakeholder expectations and requirements. Huawei’s CSR Committee studied, assessed, and selected the key items and indicators disclosed in this report. The performance indicators and management approaches discussed in this report cover all entities that Huawei either has control of or a significant influence over in terms of financial and operational policies and measures. These same performance indicators and management approaches are also consistent with the scope of Huawei’s annual financial report. Report Assurance Method Core indicators and additional indicators from the GRI G3.0 Guidelines were applied to compile the report and the application level is B+. To ensure the reliability, fairness, and transparency of this report, Huawei engaged TÜV Rheinland to verify...
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...Transforming Lives Communities The Nation …One Student at a Time Disclaimer Academic programmes, requirements, courses, tuition, and fee schedules listed in this catalogue are subject to change at any time at the discretion of the Management and Board of Trustees of the College of Science, Technology and Applied Arts of Trinidad and Tobago (COSTAATT). The COSTAATT Catalogue is the authoritative source for information on the College’s policies, programmes and services. Programme information in this catalogue is effective from September 2010. Students who commenced studies at the College prior to this date, are to be guided by programme requirements as stipulated by the relevant department. Updates on the schedule of classes and changes in academic policies, degree requirements, fees, new course offerings, and other information will be issued by the Office of the Registrar. Students are advised to consult with their departmental academic advisors at least once per semester, regarding their course of study. The policies, rules and regulations of the College are informed by the laws of the Republic of Trinidad and Tobago. iii Table of Contents PG 9 PG 9 PG 10 PG 11 PG 11 PG 12 PG 12 PG 13 PG 14 PG 14 PG 14 PG 14 PG 15 PG 17 PG 18 PG 20 PG 20 PG 20 PG 21 PG 22 PG 22 PG 22 PG 23 PG 23 PG 23 PG 23 PG 24 PG 24 PG 24 PG 24 PG 25 PG 25 PG 25 PG 26 PG 26 PG 26 PG 26 PG 26 PG 26 PG 27 PG 27 PG 27 PG 27 PG 27 PG 27 PG 28 PG 28 PG 28 PG 28 PG 28 PG 33 PG 37 Vision Mission President’s...
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...For the exclusive use of h. abdelrahman, 2015. 9-107-038 REV: JANUARY 29, 2008 ROBERT S. KAPLAN RICARDO REISEN DE PINHO Amanco: Developing the Sustainability Scorecard A modern company must have a much broader and more sophisticated relationship with society, and must respond to issues that didn’t exist previously… Our strategy is the best for the sustainable creation of value. — Stephan Schmidheiny, Grupo Nueva and Amanco’s founder1 On January 9, 2006, CEO Roberto Salas arrived at the new Amanco headquarters in São Paulo after a long and strenuous tour through the company’s key units in Latin America. Salas had conducted intense and productive discussions about how to strengthen and standardize Amanco’s Sustainability Scorecard system (SSC), for use in executing Amanco’s new strategy. Amanco was Latin America’s biggest producer and marketer of plastic pipes and fittings for transporting fluid. It had dominant positions in Colombia and Ecuador, and was a major competitor in Brazil and Mexico. Amanco had become a top brand while establishing a reputation as a leading company in corporate social responsibility. Julio Moura, Amanco’s chairman, explained, “Customers want products that improve the society in which they exist and that protect the environment.”2 Salas reflected on the company’s recent financial performance (summarized in Exhibit 1): Amanco has lived by its triple bottom line values and become one of the Latin American’s most admired socially...
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...The Georgia-Pacific Environment MGMT 4313 – Structure and Process of Organization Abstract Headquartered in Atlanta, Georgia-Pacific employs some 50,000 people worldwide. It’s a privately owned company with a Board of Directors and Executive Leaders. The employees are guided by Market Based Management Principles, based on integrity and compliance. Founded in 1927, the company has grown to become one of the world's leading manufacturers and marketers of paper products. Georgia-Pacific fosters a work environment and culture that makes the protection of health and safety of employees a number one priority. The company inspires and enables its people of diverse backgrounds to develop new skills. Georgia-Pacific works with many organizations on environmental issues to help achieve shared goals, which will enable the company to continue to make products that consumers want and need. “The Georgia-Pacific Environment” 1. Company Overview 1. Locations 2. Employees 3. Board of Directors/Executive Leaders 1. Company Vision & Principles III. Company History A. Founder B. Accomplishments IV. Georgia-Pacific Employees C. Job Satisfaction D. Safety E. Training F. Diversity V. Georgia-Pacific Protecting the Environment VI. Conclusion/Summary The Georgia-Pacific Environment Georgia-Pacific is one of the world's leading manufacturers...
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...1 Lesson: 2 HRM functions Contents: Elements of HRM functions Importance of HRM functions Personnel functions HRM vs. Personnel Functions HRD Instruments HRD Processes HRD Outcomes Appendix: 2 Articles on HRD Learning Objective this Unit By the end of this Unit, you should be able to: Give concise definition for HRM functions. Clearly articulate the difference between HRM and Personnel philosophy and functions. Describe the various instruments/functions of HRM. Know the processes resulting from the instruments and the final outcomes. 1. 2. 3. MS 22B - Eddie Corbin, Lecturer 2 2 Dear students, hope the first lesson gave you a fair idea of what the field of HRM holds for us. Today let us know a little bit more about the same. You all keep hearing about personnel management. You must be wondering what’s the difference between personnel management and HRM and what is HRD?? So in this lesson we are going to tackle the same question. Let us begin by having a systemic view of HRM .Let us understand this with the help of a slide: Stakeholder Interest •Shareholders •Management •Employees •Government •Community •Unions HRM Policy •Employee influence •HR flow •Reward systems •Work systems Situational Factors •Workforce Characteristics •Business strategy •Management philosophy •Labour market •Unions •Task environment •Laws/social values HR Outcomes •Commitment •Competence •Congruence •Costeffectiveness Long-Term Consequences •Individual well-being...
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...integrated LinkedIn Terms of Service. Updates 0 Updates 0 Explore Submit Search Upload Go Pro S hare Email Embed Like S ave Like this presentation? Why not share! Share Email Prodt& Opt Mgmt by ahmad bassiouny Ppt 42492 views Production and operation management... 3503 views by MBA CORNER By Ba... «‹›» 16 /99 Like Share Save Supply chain by Aknath Mishra management in alumini... 599 views by Jay Parekh Material management jay 2106 views by iaeme Success factors enhancing business ... 186 views by iaeme Success factors enhancing business ... 446 views by Hoang Vuong M Sc Pm Lecture No 4 Risk 839 views by SoftTech Engineers Opticon brochure 410 views by shalmolo Erp Solutions 552 views by shalmolo Erp Solutions(2) 329 views by iCognitive Supply... iCognitive Training & Workshop Cata... 429 views by Green Internation... 01 Corporate Profile Green Intl_PM ... 250 views Related M ore Prodt& Opt Mgmt Ppt 0 42492 views Infrastrcture project management Show more Like Follow 0 Tw eet 0 by SanjeevDeshmukh on Sep 15, 2013 331 views Like Production and operation management ppt @ bec doms bagalkot 3503 views M anaging infrastructure projects requires a professional orientation, especially so in developing economies like India. Herein a materials management and suppl chain management orientation is taken to ... No comments yet S haily S anghavi Like S upply chain management in aluminium smelters 599 views ...
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