...costumer expectations” (Slack, Chambers & Johnston 2010 pg 40) Quality for the London eye could mean designing a structure that provides a bird’s eye view of London. Quality could also mean a high design of their processes, including ensuring that all 32 capsules are cleaned, staff are well trained in health and safety and are always professional at all times. Quality also means the London eye is safe and reliable. Quality also means that the timed admissions booking systems (TABS) is on time. Quality could also mean error free processing for their timed admissions system. Quality means that all parts for the London eye is made to specification and the assembly is made to specifications. Speed objectives: Speed within the operation could mean minimising the time it takes costumers from boarding to disembarking. Speed could also mean minimising the time it takes from designing and planning the London eye to the completion of construction to the London eye. Speed could also mean providing a high throughput rate during the year to cope with passengers demand. Example – The London eye take approximately six million people each year the London eye would have to provide a high throughput rate for the year to manage the demand. “Speed could mean the immediate stoppage of the London eye if an error is found with the wheel, a good example in March 2008 engineers found a problem, the London eye was immediately stopped and emergency repairs take place”. (Ronca 2002 pg 3) Dependability...
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...DO1-136-I ARAVIND EYE HEALTH CARE OPERATIONS Original written by professor Ángel Díaz Matalobos at IE Business School, Juan Pons, Motorola Spain. and Stephan Pahls, University Hospital, Basel. Original version, 15 June 2010. (R.L. 19 January 2012). The authors acknowledge the generous support of Aravind while conducting the field research. Published by IE Publishing Department. María de Molina 13, 28006 – Madrid, Spain. ©2010 IE. Total or partial publication of this document without the express, written consent IE is prohibited. INTRODUCTION Improving efficiency in health care is an acute issue. In the developed world this is due to increases in costs and quality issues (Aptel and Pourjalali, 2001; Spear, 2005); Western Europe currently spends 9% of its GDP on health care, and, if the trend continues, will spend over 20% by the year 2050 (Drouin et al., 2008.) In the developing world on the other hand demand exceed capacity; it was estimated that in 1997 over 12 million people were blind in India from cataracts, while a further 3.8 million new cases are developed each year, and current capacity for surgery is far below this level (Thulasiraj et al., 1997.) Better health care operations are clearly required to deal with issues of ageing population, increased costs and unmet demand. One case that provides clues to such means is Aravind, the largest eye care provider in the world, with over 2.5 million operations performed and 20 million patients treated in...
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... 3.4 Bill of Materials 16 IV. Facilities and Equipment 17 4.5 Tools and Equipment 17 4.6 Fixtures, Molds, Jigs 17 4.7 Materials Handling 18 V. Production Plan 19 5.1 Type of Production Process 19 5.2 Layout of Production Area 20 5.3 Process Flow Chart 21 5.4 Process Flow Diagram 23 5.5 Layout of Each Station 25-26 5.6 Assembly Process Chart 27 5.7 Operations Chart 28-29 VI. Work Measurement 30 6.1 Time ad Motion Study 30 6.2 Element Breakdown 30-31 6.2.1 Variable and Constant Elements 32-33 6.3 Timing Method 34 6.4 Number of Trials Required 35 6.5 Observation Sheet 37 6.6 Performance Rating 38 6.7 Allowance Factor 40 6.8 Standard Time 41 VII. Standard Practice 42 7.1 Work Instruction per Workstation 43 VIII. Computation of Unit Cost 46 8.1 Material Cost 46 8.2 Labor Cost 46 8.3 Energy Cost 46 8.4 Standard Unit Cost of the Product 46 IX. Wage Incentive Plan 47 Recommendation Bibliography Curriculum Vitae...
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...2012, ISSN 2231 5780 RIGHT TO SIGHT: A MANAGEMENT CASE STUDY ON ARAVIND EYE HOSPITALS DR. BHUPINDER CHAUDHARY*; DR. ASHWIN G. MODI**; DR. KALYAN REDDY*** *Assistant Professor, Department of Hospital Management, H.N.G. University, Patan (Gujarat)-384265. **Co-ordinator, Department of Hospital Management, H.N.G. University, Patan (Gujarat)-384265. ***Assistant Professor, Department of Hospital Management, H.N.G. University, Patan (Gujarat)-384265. ABSTRACT With the aim of providing affordable eye care services to a country which has about 20 million blind citizens and 80% of it due to curable cataracts, at the age of 58, Dr. V. Started, the Aravind Eye Hospital. Popularly known as the McDonald‘s of cataract surgery, with a bed strength of more than 4000 beds and serving 0.25 million patients every year, this is one of the world‘s largest eye care systems catering largely to the poor population. Poor people with cataract can regain their eye-sight at a price as low as $40 or even free, if they can‘t afford. It was demonstrated by this non-profit system that it is practically possible to combine high quality, low cost, world scale and sustainability. It has been seen as a unique business model by many Organizations and has proven that care provided at low cost can also yield sustainability and even profitability. Aravind system's successful manufacturing unit, Aurolab, has produced 6%-7% of the low-cost lenses world-wide in 2002, which were sold in more than 100 countries. This...
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...ANALYSIS OF ORGANIZATION Aravind Eye Care System GROUP A2 AACHAL GARG 14F101 AMEENO PRADEEP PAUL 14F108 CHAITANYA JITENDRA GANDHI 14F118 JOE J KYNADI 14F125 KANIKA BANDOONI 14F126 SUDIPTA MONDAL 14F156 Contents Objectives 3 Organization Ecosystem 3 Organizational Context and structure 3 Structural Dimension 4 Formalization 4 Specialization 5 Hierarchy 5 Centralization 5 Professionalism 5 Organization’s Mission and Vision 5 Structural Context of Mission 6 Organizational Goals and Strategy 7 Porter’s Competitive Strategy 7 Miles and Snow’s Strategy Typology 8 Organisation environment and structure compatibility 9 Workplace Technology 11 Core and Non Core Technology 11 Technical Complexity 11 Relationship of Dept Technology to structural & management characteristics 12 Culture 12 Mission Oriented Culture 12 Cultural Strength and Internal Integration 12 Rites and Ceremonies 13 Control System 13 Value based leadership 14 Organizational Change (expansion) & Its Implications on Organizational Structure 14 A New Business Model 14 Aravind Today 15 References 17 Exhibits 18 Exhibit 1 18 Exhibit 2 19 Exhibit 3 19 Objectives The objective of this study is to analyze an organization by applying our theoretical knowledge of organization theory, learnt in classrooms. The organization we have chosen to analyze is Aravind Eye Care. The analysis is based on the following aspects: * Current organizational...
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...Professor’s Name: University: City (State): Date: Sources of funding There are different sources of financing that the hospital uses to finance its operations. The hospital uses both internal and external sources to fund its operations. One of the internal sources of financing that the hospital utilizes is the revenue that is collected from the services offered to both inpatients and outpatients. The second source of internal finance that the company uses is the sale of fixed assets that are not require in the hospital. The hospital on annual basis carries out an evaluation of the assets that it no longer requires and disposes them as a way of financing its operations. The hospital further uses external methods of financing its activities. One of the main sources of finance is through the use of bank loans and overdrafts. The company seeks for both long-term and short-term loans to finance its operations. Other sources include government grants and charities from non-governmental institutions. Financial stakeholders and their various expectations Stakeholders are referred to those individuals who have an interest in the running of Moorfield’s Eye hospital. These stakeholders may commit their resources towards running of the hospital directly or indirectly. Volunteers Volunteers are individuals...
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...Lens Crafter Case Study Dawnmarie E. Gaines Professor: Gary Reinke Business 430- Operations Management January 14, 2016 INTRODUCTION Lens Crafters was founded in 1983 by Dean Butler, a 38-year-old who had previously worked at Procter & Gamble (lens crafter 1983). A knowledgeable marketer, Butler had managed the Ivory liquid, Cheer laundry detergent, and Folger's instant coffee brands for the venerable Cincinnati consumer goods company. Lens Crafters has always been focused on providing better vision health for the customers who visit their stores (Lens Crafter 1983). But not everyone has access to vision care. Since 1988, Lens Crafters has supported One Sight, an independent nonprofit; in helping provide quality eye care and eyewear to underserved communities worldwide (Lens crafter 1988). Lens Crafters continually invests in new technologies to improve care for your eyes, customize your prescription, and help select the right frames for you. Associates at Lens Crafters are trained to provide you with personalized eye health service throughout your experience (Lens Crafter 1983). There love of eyes and higher standard of quality have made Lens Crafters a leader in vision care for over 30 years. Lens Crafter Operations Strategy Strategy is considered as the general view or perspective that the organization follows so as to do its operations and to attain competitive edge in the market (lens crafter history). The strategy takes into consideration the purpose, goals...
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...and woman, are deciding that a facelift is the way to regain their youthful appearance. II. CLARIFICATION STEP: Certainly the medical profession has gone a long way in making plastic surgery safer and less traumatic than it used to be, but a person needs to give serious consideration to several aspects of this operation before they decide to have it. Anyone who is considering having a facelift should carefully study the costs, the surgical procedures, and the risks involved before they decide they definitely want a new face. III. PREVIEW STEP: The three important things to consider before having a facelift are: cost, procedure, and the risks involved. BODY: I. The cost of a facelift will depend upon the type you select. A. Basic surgical facelifts cost, on the average, about $600.00. 1. An eyelid or nose job costs an extra $1000 to $3000. 2. For an in-office operation add $600 to $1100 for incidental costs 3. If you prefer a hospital rather than a doctor’s office, add $100 to $200 per day for post-operative care. B. Other facelift operations range from $150 (for the new laser technique) to $3000 (for the chemical peel)....
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...Running head: Magic Eye Marketing Plan Course Project: Magic Eye Marketing Plan Patrick D Wattles MM522 Marketing Management Course Project: Magic Eye Marketing Plan 2.0 Situational Analysis The Magic Eye represents a technology that is yet to exist in the construction optics industry. Camero has come to the realization that it’s military and law enforcement Through the Wall Radar Imaging (TWRI) optics can be applied to the construction industry. Camero likewise understands that the construction industry could help the organization to diversify its product offerings and increase revenue. SWOT Analysis 2.1 Strengths 2.1.1 Experience with military and law enforcement Through the Wall Radar Imaging (TWRI) optics. 2.1.2 Product uses parts within existing supply chain. 2.1.3 Strategic partnership with FLIR® (Forward Looking Infra-Red) to supply thermographic optics. 2.1.4 Technology does not currently exist within the construction optics industry. (New market segment) 2.2 Weaknesses 2.2.1 No market share in the construction optics industry. 2.2.2 Construction industry is a shrinking market. 2.2.3 Construction industry lack of familiarity TWRI technology 2.3 Opportunities Course Project: Magic Eye Marketing Plan 2.3.1 Increased sales to markets in Europe, India, and China. 2.3.2 Diversification of Camero® brand. 2.3.3 Continued development of Camero® product lines. 2.4 Threats 2.4.1 Competition in military and law enforcement TWRI technology...
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...Engineering | | Industrial Engineering | Dhrubak BanerjeeSontu MalMonojit ShawBibhas SatpatiArunangshu PatiSandip Kumar JhaManasi Roy Chowdhury | | Under the guidance of Prof. S.K.Chakrabarti Mechanical Department, Future Institute Of Engineering And Management | ACKNOWLEDGEMENTS: * To the management & staff at Mondal Enterprises for allowing us into their shop & for their benevolent sharing of information. * To Prof. S. K. Chakrabarti, for giving us a new perspective to engineering by introducing us to such a fascinating topic CONTENTS: No. TOPIC PAGE NO. 1. INTRODUCTION 4 2. OBJECTIVE 5 3. THEORY 5 4. PROJECT DETAILS 10 5. WORK DETAILS 11 6. PROCESSES AND OPERATIONS 12 7. PROCESS CHART 14 8. CALCULATION OF ALLOWANCES 15 9. ALLOWANCE CHART 16 10. CALCULATION OF STANDARD TIME 28 11. FINAL DATA SHEET 30 12. MATERIAL TRANSPORTATION 31 13. LAYOUT PROPOSITION 32 14. CONCLUSION 36 15. BIBLIOGRAPHY 37 INTRODUCTION: Micro, small and medium enterprises (MSME) sector has been recognized as an engine of growth all over the world. The sector is characterized by low investment requirement, operational flexibility, location wise mobility, and import substitution – the perfect conditions for India. Hence, we have vibrant micro and small enterprise sector that plays an important role in sustaining the economic growth, by contributing around 39% to the manufacturing output...
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...How Sony Playstation has Applied the 10 Operation Management Strategies Kenneth Turner GM583 Operations Management June 19, 2011 Table of Contents Abstact 1. Background 1. Problem Formulation Discussion 2. Analysis 5. Reflection 7. Recommendation 8. Appendix 9. References 10. Abstract Even though the Sony Playstation is a leader in their market, they still have the problem of the Japanese yen being more valuable than their foreign country’s currency, and the location of their manufacturing facilities being too far from their customers. This contributes to the increased cost of quality of them having to transport the materials, and finished products to and from the manufacturing facility. Also the cost of imports and exports is not as valuable for them because of the value of the American dollar, or the European pound compared to the Japanese yen. (Sony Corporation SWOT Analysis, 2010) As an Operations Management Consultant, I have been asked to present a paper to Sony Corporation on how they have applied the Ten Operation Management Strategies to successfully achieve their financial, social, market place dominance, cultural influence, international presence, and successful application of quality principals to successfully achieve their objectives in America. Background The Sony corporation is one of the largest consumer electronics makers...
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... start relieving 2008 Raise cash the old fashioned way, start relieving 1998 Bestselling vehicle 1998 Bestselling vehicle 2006 Planned to perform cardiac resuscitation 2006 Planned to perform cardiac resuscitation III. Objective * To be able to identify why Ford committed failure * To be able to determine what are the competitive advantage of the company * To be able to discuss where to position the brand * To be able to help Mullaly in making decision * To enhance the reading and analytic skills of the student IV. Statement of problem 1. After 10 years of operation, Ford’s revenues, market share and brand equity fell down. 2. Does the external environment affect the decision of the company. 3. Can Mulally succeed in too much focused on small cars. 4. Sync System already exists, can Ford fully capture the eye of consumers. 5. Global Economic conditions still remain fragile, can Mullaly stick to one strategy....
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...Blue. Seats? Leather. DVD player? Heck yes! Seat warmers? Yes please. Chrome wheels? Of course. The salesman then sends the lists of options to the Buick Company so the couple’s car can be custom built. The couple is happy with the car they got to design themselves, but now it is time for them to have a child. The couple wants their child to be a girl, somewhat tall, with blonde hair, big blue eyes, and olive skin tone. They go to the doctors and the doctor tells them that it is possible for them to have their “dream child”. The couple is ecstatic and tells the doctor what they want. Nine months later they have themselves their perfect child. Scientists have already modified animals and crops, so why not babies? There are arguably positive and negative results of engineering an unborn baby. A positive use of this procedure would be by eliminating a hereditary disease, such as cancer. On the negative side, scientists have said they may be able to create a “super human”. When people use this procedure to cosmetically alter their unborn child’s features, like eye or hair color, the child is known as a “designer baby”. Some people may think this...
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...ARAVIND EYE HOSPITAL EXECUTIVE SUMMARY Aravind Eye Hospital was set up in 1976 by Dr. Govindappa Venkataswamy (or Dr. V) with the noble intention of being a private, non-profit hospital that provided quality eye care. The case is set against the backdrop of the social problem of blindness in India. With over 12 million blind people, 70 – 80% of the cases are primarily due to cataract that can be treated through surgery. However, the low per-capita income as well as the prevalence of cataract cases among the poorer sections of the society made the surgeries entirely unaffordable. Aravind Eye Hospital started off as a 20-bed facility in 1976 in Madurai, soon started a 250-bed main hospital and over time, expanded to Theni, Thirunelveli and Coimbatore. The central feature of the service provided is the clear delineation of services in the form of paid service in the Main hospital and non-paid service in the Free hospital. They also held several Eye camps to mobilize the poor in villages and spread awareness of the dangers of their ailments. The vision that motivates Dr. V is to market cataract surgery such that it reaches every nook and corner of the developing countries facing this problem. Clearly, profit or a healthy bottomline is not the motivator in this case. However, Aravind faces some real issues at the field level that need urgent resolution to help it achieve its mission of bringing eyesight to the masses of poor people in India. SITUATIONAL ANALYSIS The case of...
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...catches the eye of our company Elite Productions presents. In this form of legal business the business itself has only one owner. This is listed as the most common of the four types of organizations compared to. In this form the owner and the business are considered as being un-breakable unless they both break… Elite productions presents will be considered the different name under my name that represents the business side of me…This also makes the owner responsible for all income and expenses that come thru the business and are included in the owner’s personal tax return... This can be a plus if and when the business takes a loss and the owner has the option of including such deductions to out-weigh the personal income generated… On the flip side of this the owner has to pay taxes on profits made in the name of the company… When looking to obtain a Sole Proprietorship all one has to do is have their business license and move forward in beginning operations… Unlike the rest of the organizational requirements needed for the others, a sole proprietorship is easy to form and operate as well… When dealing with a competitive edge over other soul food restaurants and the way WE are looking to do thing; this would be the best fit for our company for the long haul… When justifying my reasoning for selecting my legal form of operations I will begin by first stating the cost in obtaining such... In most cases there are NO legal forms that have to be filled out if any which cuts cost down unlike...
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