...Study of Japanese Experiences es on Sustainable Urban Development el including Pollution Control and Management, Resource/Energy Efficiency and GHG Reductiion o GH FINAL REPORT T February 2011 y THE WORLD BANK JAPAN INTERNATIONAL COOPERATION AGENCY STUDY OF JAPANESE EXPERIENCES ON SUSTAINABLE URBAN DEVELOPMENT INCLUDING POLLUTION CONTROL AND MANAGEMENT, RESOURCE / ENERGY EFFICIENCY AND GHG REDUCTION FINAL REPORT The First East Asia Eco2 Program, including this study, was funded by the Cities Alliance through a non-core contribution of the Japanese Government, Japan International Cooperation Agency (JICA), and the World Bank February 2011 ALMEC CORPORATION TABLE OF CONTENTS MAIN TEXT 1 SUMMARY 1.1 1.2 1.3 1.4 1.5 1.6 1.7 Context of the Study....................................................................................................... 1-1 Study Objectives ............................................................................................................ 1-2 Analytical Framework of the Eco2 Initiative.................................................................... 1-3 Urban Development Process, Urban Management, and Environmental Initiatives in Japan.......................................................................................................................... 1-5 Responses of Stakeholders ........................................................................................... 1-8 Lessons from Japanese Experiences...
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...I.What are the three major subsystems of yokohama's cost management system and how do they interrelate ? The cost management system contained three major subsystems: cost reduction, cost accounting, and performance evaluation. => Cost reduction : how to reduce costs throughout the production process. ( a process given to reduce the different costs). -The corporate and division guidelines were used to prepare the division's cost reduction plans. -One of the primary objectives of these plans was to identify the cost reduction targets for each cost element for the next six months. -Goals included targets such as reducing the material content of a product by 2% per annum. The section was also responsible for finding ways to substitute cheaper materials for more expensive ones, such as by increasing the use of plastic as opposed to metallic components. ln addition, the section was responsiblê for changing subcontractors, production processes, and product designs. => Cost accounting system : generate product costs and inventory evaluation, as well as provide a mechanism ( schema ) for cost control on plant floor. -Inventory control planning was the responsibility of the production management section. Its goal was to improve the turnover and size of finished, raw material, and work-in-process inventories. => Performance evaluation : how well the cost reduction and cost control objectives were being achieved ( performance control panel ). -The profit plan...
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...End-of-Chapter Question Solutions 1 ____________________________________________________________________________________________ CHAPTER 23: INTERNATIONAL TRADE FINANCE 1. Trade dilemma. What is meant by the term ‘trade dilemma’? International trade must work around a fundamental dilemma. Imagine an importer and an exporter who would like to do business with one another. They live in different countries located far apart. They have never met. They speak different languages. They operate in different political environments. They worship different gods (each capitalizes “God” in the home religion and uses a lower case “god” for foreign religions!). They come form cultures that have different standards for honoring obligations to other persons and different ways to settle disputes. They both know that if they default on an obligation, the other party will have a hard time catching up to seek redress. Although it might be too harsh to say they don’t trust one another, each has perfectly valid reasons for being very cautious in dealing with the other. Because of the distance between the two, it is not possible to simultaneously hand over goods with one hand and accept payment with the other. 2. Basic documents of trade. What are the three basic documents used in trade with unrelated parties? The fundamental dilemma of being unwilling to trust a stranger in a foreign land is solved by using a highly respected bank as intermediary. A greatly simplified view is described in Exhibit...
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...CIRDAP The Centre on Integrated Rural Development for Asia and the Pacific (CIRDAP) is a regional, intergovernmental and autonomous institution. It was established in 1979 at the initiative of the countries of the Asia-Pacific region and the Food and Agriculture Organisation (FAO) of the United Nations with support from other UN organisations and donor countries/agencies. The member countries of CIRDAP are: Afghanistan, Bangladesh (host state), Fiji Islands, India, Indonesia, Iran, Lao PDR, Malaysia, Myanmar, Nepal, Pakistan, the Philippines, Sri Lanka, Thailand and Vietnam. The main objectives of the Centre are to: (i) assist national action, (ii) promote regional cooperation, and (iii) act as a servicing institution for its member countries for promotion of integrated rural development through research, action research, training and information dissemination. Amelioration of rural poverty in the Asia-Pacific region has been the prime concern of CIRDAP. The programme priorities of CIRDAP are set under four Areas of Concern: 1) Agrarian development; 2) Institutional/infrastructural development; 3) Resource development including human resources; and 4) Employment. Within these areas of concern, the thematic areas are: Poverty alleviation through participatory approaches with emphasis on social sector development (e.g. health, education and nutrition); Employment generation through microcredit support, infrastructure development and local resource mobilisation;...
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...Available online at www.sciencedirect.com ScienceDirect Transportation Research Procedia 5 (2015) 186 – 200 SIDT Scientific Seminar 2013 Measuring transport systems efficiency under uncertainty by fuzzy sets theory based Data Envelopment Analysis: theoretical and practical comparison with traditional DEA model Sara Braya, Leonardo Caggiania and Michele Ottomanellia* a DICATECh – Politecnico di Bari, via E. Orabona 4, Bari 70125, Italy Abstract In transportation management the measure of systems efficiency is a key issue in order to verify the performances and propose the best countermeasure to achieve the prefixed goals. Many efforts have been made in this field to provide satisfactory answer to this problem. One of the most used methodologies is the Data Envelopment Analysis (DEA) that has been in many fields. The DEA technique is a useful is non-parametric method that allow to handle many output and input at the same time. In many real world applications, input and output data cannot be precisely measured. Imprecision (or approximation) and vagueness may be originated from indirect measurements, model estimation, subjective interpretation, and expert judgment or available information from different sources. Therefore, methodologies that allow the analyst to explicitly deal with imprecise or approximate data are of great interest, especially in freight transport where available data as well as stakeholders’ behavior often suffer from vagueness or...
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...Renault-Nissan Alliance is a strategic Franco-Japanese partnership between automobile manufacturers Renault, based in Paris, France, and Nissan, based in Yokohama, Japan, which together sell more than 10% cars worldwide.[1] The companies, which have been strategic partners since 1999, have nearly 350,000 employees and control six major brands: Renault, Nissan, Infiniti, Renault Samsung Motors, Dacia and Lada.[2] The car group sold 8.1 million cars worldwide in 2012, behind Toyota, General Motors and Volkswagen for total volume.[3] The strategic partnership between Renault and Nissan is not a merger or an acquisition. The two companies are joined together through a cross-shareholding agreement. The structure was unique in the auto industry during the 1990s consolidation trend and later served as a model for General Motors and PSA Peugeot Citroën,[4] PSA Peugeot Citroën and Mitsubishi, and Volkswagen and Suzuki,[5] though the later combination failed.[6] The Alliance itself has broadened its scope substantially, forming additional partnerships with automakers including Germany's Daimler, China's Dongfeng Motor, and Russia's AvtoVAZ. Corporate Structure and Strategy The Alliance is a strategic partnership based on the rationale that, due to substantial cross-shareholding investments, each company acts in the financial interest of the other—while maintaining individual brand identities and independent corporate cultures. Renault currently has a 44.4 percent stake in Nissan, and...
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...PIRELLI TYRE 2009-2011 MANAGEMENT PLAN Francesco Gori CEO & Managing Director Pirelli Tyre Agenda 2008 Tyre Results Industrial Business Consumer Business 2009-2011 Tyre Targets | 1 In 2008 Pirelli Tyre performance was adversely impacted by unforeseeable market conditions Million €, Percent Key Facts 2008 yoy Q1 Q2 31 Q3 76 Q4 74 ∆ Price/Mix +7.3% Profit & Loss Revenues EBITDA (before restructuring costs) % ∆ Exchange Rate -2.8% FY '07 4,162 549 13.2 358 8.6 358 FY '08 4,100 443 10.8 250 6.1 150 ∆% -1.5 -19.2 ∆ Volume -6.0% Impact of raw materials 14 103 88 41 18 EBIT (before restructuring costs) % EBIT (after restructuring costs) -30.2 EBIT +191 ∆ Commercial ∆ Efficiencies -4 ∆ Unit costs & other -295 A dramatic increase in all input costs (raw materials, energy, etc.) A collapse of the OE market, driving sales down by 10.2% in Q4 (5% organic) The decision to provision in 2008 results restructuring initiatives and costs worth 100 ml € Note: unaudited results, pre-closing | 2 Pirelli Tyre 2008 operating and financial performance Million € Raw materials: Labour / energy / other: (72) -195 -73 EBIT bridge (before restructuring costs) 358 263 (268) (268) (5) (15) (11) 250 EBIT 2008 EBIT 2007 Price & mix Volume Cost of inputs Efficiencies Exchange rate Depreciation / other NFP evolution * of which stock: -212 PBIT:...
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...Perspectives Disaster Management in South-east Asia Udai Bhanu Singh * According to the International Encyclopaedia of Social Sciences: South-east Asia is the epicentre of frequent disasters of varying intensity. The damage to life and property caused by these disasters is comparable to that caused by war. Disasters disrupt the national economy and social development. Besides, the world has shrunk and news about the hardship suffered by the people is rapidly disseminated. As such, the management of disasters has become a key concern of governments confronted with an increasingly aware civil society and a shorter reaction time. Often when disaster strikes, it impacts more than one country and sometimes the region as a whole. The intensity and the frequency of such disasters have prompted the ASEAN to evolve its own response mechanism. However, often the scale of the disaster is so huge that only an international response can meet the challenge. In such cases, the international community, acting through the United Nations and its various agencies and other inter-governmental and non-governmental bodies, has provided succour. Although disasters can be natural, technological and conflictrelated, this paper addresses only natural disasters in the region. A natural hazard is an extreme natural phenomenon that threatens human lives, activities or property, or the environment of life. Natural disasters are the destructive consequences of extreme natural hazards, and globally...
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...Quality Management and Performance Measurement in Manufacturing Companies – The Case of Vietnam Phan Chi Anh Departement of Business Management Systems International Graduate School of Social Sciences Yokohama National University anhpc@yahoo.com Yoshiki Matsui Departement of Business Management Systems International Graduate School of Social Sciences Yokohama National University ymatsui@ynu.ac.jp others. This study examines the result of ISO 9000 implementation and its impacts on quality performance and performance measurement system. This study can be very useful to organization, especially the manufacturers in developing country, which attempt to identify factor of management system to improve competitiveness. Abstract Manufacturing companies in developing countries, irrespective of size or sector , often use ISO 9000 as a route to world-class status. Based on the results of an investigation by questionnaire in various manufacturing companies in Vietnam, the research is aimed to study if ISO 9000 implementation has any impact on improving the company competitiveness. Firstly, the study examines the situation of ISO 9000 implementation and its relationship with quality performance. Secondly, the study examines if ISO 9000 implementation influences the performance measurement system. The regressive models are constructed to evaluate the contribution of ISO 9000 to company performance and performance measurement system. Finally, the recommendations for further deployment...
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...Quality Practices at Nissan Motor Company Management 532 Table of Contents TITLE PAGE………………………………………………………………………..1 TABLE OF CONTENTS…………………………………………………………..2 ABSTRACT………………………………………………………………………….3 CHAPTER I – INTRODUCTION…………………………………………………4 CHAPTER II – PLAN DEVELOPMENT………………………………………..5 CHAPTER III – ANALYSIS……………………………………………………….7 CHAPTER IV – OUTLINING FINDINGS………………………………………..8 CHAPTER V – SUMMARY AND RECOMMENDATIONS…………………..9 REFERENCES…………………………………………………………………….11 Abstract Nissan Motor Company, Limited, is a global corporation with three automotive businesses (Nissan, Datsun and Infiniti) and a marine business (Nissan Marine). Nissan Motor Company and its sub-companies practice quality management using a Field Quality Center concept with 7 seven centers located around the world to serve customers. This group project discusses Nissan Motors Corporation’s history, recent quality downturn and their attempt to “expedite improvements that exceed customer expectations” to regain their lost reputation for quality. We will examine what and how quality practices have been developed and implemented by the Nissan Motor Company in response to these recent trends. In addition, we will determine if adopted quality practices have been successful in fostering a...
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...focusing on its moves specifically in India and Russia. This analysis will conducted by using various analysis tools like porter 5 forces, SWOT analysis, and PESTEL analysis as well value chain and after analysis will suggest the better strategy for betterment of company and for future prospects. Introduction With the increasing trend of globalization and heightened competition, most of the companies at some point of time think of expanding to new locations because of different imperatives ranging from efficiency, growth, competition, knowledge or mix of few. Each company decides its own parameters while making strategic choices of a market or a country NISSAN at a glance: * Nissan is a multinational automaker headquartered in Yokohama, Japan. * It is the 3rd largest auto manufacturer in Japan. * The company was founded on 26th December, 1933, with the merger of the automobile components department of Tabata Casting with a small automobile producer and repair shop factory owned by DAT Motors, * It formerly marketed vehicles under “Datsun” brand name but later changed it to Nissan. * Nissan markets its...
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...global automotive company with 180,000 employees and $83 billion in revenue. He joined to Nissan in June 1999 as its chief operating officer. And then, he became Nissan’s president in June 2000, and also became the chief executive in June 2001. Carlos Ghson is also the president and CEO of Paris-based Renault, SA which was named in May 2005. Both companies together produce more than one in 10 cars sold worldwide. He is also Chairman and CEO of the Renault-Nissan Alliance, the strategic partnership overseeing the two companies through a unique cross-shareholding agreement (Wikipedia, 2012). Currently, he is not only the president and CEO of Nissan and Renault. He also serves on the board of director at Alcoa Automotive, Inc and Closure Systems International, Inc. He serves these two companies as a director from 2002 to now (Bloomberg Business week, 2012). Carlos Ghosn was born on March 9th, 1954, and he is a Brazilian-born French businessman. His family moved to Lebanon when he was a toddler and he later studied engineering at Ecole Polytechnique and Ecole des Mines de Paris in France, where he is a citizen (Carlos Ghosn, 2012). Ghosn is the quintessential...
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...have cited any sources from which I used data, ideas or words, either quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for this course. Student Signature: __________________________________ Cotina Mills Table of Contents Introduction ……………...………………………..………………………………………….. 3 Vision……………………………………………..…......……………………………………..4 Mission…………………………………………………………………………………………4 Issue…………….………….………………..………………………………………………….5 Strategy…..…………………………………..…………………………………………………7 Current Operations……………………………………………………………………………...9 Introduction Renault–Nissan Alliance is a strategic Franco-Japanese partnership between automobile manufacturers Renault, based in Paris, France, and Nissan, based in Yokohama, Japan. Together they sell more than one in 10 cars worldwide. The companies have been strategic partners since 1999 and have nearly 350,000 employees. They control seven major brands: Renault, Nissan, Infiniti, Renault Samsung Motors, Dacia, Datsun and Lada. The car group sold 8.1 million cars worldwide in 2012, behind Toyota, General Motors and Volkswagen. As of July 2013[update], the Alliance is the world's leading plug-in electric vehicle manufacturer with global sales of 100,000 units delivered since December 2010 (Renault.com, n.d.). The strategic partnership between Renault and Nissan is not a merger or an acquisition. The two companies are joined together through a cross-shareholding agreement. The structure was unique in...
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...Actes du GERPISA n°22 GLOBALIZATION STRATEGIES OF KOREAN MOTOR VEHICLE INDUSTRY: A CASE STUDY OF HYUNDAI Myeong-kee CHUNG The current issue in the world economy is characterized by globalization. Corporations have built up a world-wide network economy by promoting production and trade. An important cause for the globalizing trend of the world economy lies in relocation of production sites and management strategies of business. Firms need not only partnership with foreign companies in the form of direct investment and joint ventures, but they need also to develop cross-border buyersupplier relations. These trends also provide opportunities for the sharing of risks and costs in R&D and production. Globalization is driven by strategic alliances that reflect a shift of company strategies. Globalization is an increasingly important aspect of the automobile industry. In the past decades, the automobile industry has been one of the mains driving forces in globalization. The pattern of globalization followed by the major car makers can so far be split into three stages. The first stage is export. At this stage the goal is to create a car that fits into a worldwide car category. The second stage of globalization comes after the expansion of export. This is the setting up of transplant in major market regions. The last stage of globalization is complete localization of transplants on one hand and the establishment of a global business network on another hand. In the following...
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...(although differences vary by company and U.S. firms have made improvements in recent years).1 Japanese auto producers have also demonstrated rates of inventory turnover (sales divided by work-in-process and finished goods, or the cost of goods sold divided by work-in-process) several times those of U.S. firms.2 (Inventory turnover is a useful measure of efficiency, since it reflects how well firms manufacture to meet market needs rather than production schedules. It also reflects how effectively they reduce the number of parts and semifinished goods; these add to operating costs and often cover up inefficient practices or process errors.) High productivity and other aspects of process efficiency, such as rapid inventory turnover, help solve a problem as old as mass production itself: that the conventional factory tends to produce huge lots of standardized components, while consumer markets demand a variety of products at low prices. Looking for the reasons Japanese companies have managed this problem so well, many authors cite the contributions of Japanese workers and Japanese culture. However, the performance of Japanese firms in auto production depends not on the employment of Japanese workers but on Japanese innovations in technology and management. Perhaps the most important innovations challenged fundamental assumptions about mass production. These consisted of revisions in American and European equipment, production techniques, and labor and...
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