...[Faculty Name] [Department or School Name] [Month Year] Acknowledgement I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible. DECLARATION I, [type your full first names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University. Signed __________________ Date _________________ Abstract Windsor Airmotive Asia Pvt Ltd is the leading repair and overhaul shop for CFM56-3/-5/-7 series turbine engine components. During development of a new repair scheme, to replace the inner inducer and outer inducer of the Forward Inner Nozzle Supports (FINS), a major challenge was encountered at the Electric Discharge Machine (EDM). A trial done on a scraped part revealed that 112 vanes have to be aligned before it can be machined by EDM to the inducer. By introducing a semi-automated machining fixture, the alignment of the vanes will be made easier, on top of increasing the utilization of the EDM by 20%. The aim of this project is to develop a machining fixture for the EDM so that the alignment of 112 vanes will be made easier.By developing this fixture, the company can expect to...
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...At this time, unfortunately, a convergence in terminology has not been forthcoming and, hence, a definition of the term Micro-Machining to be implied in the context of this assessment is in order. In principle, one may take two viewpoints:(1) The first viewpoint may define Micro-Machining as the collection of all cutting operations that are performed on micro/meso-scale components and products that fall into the 100 μm to 10,000 μm size range as shown in the figure below. The Micro-Machining regime is characterized by the requirement of producing high accuracy complex geometric features in a wide variety of materials in the above-defined size range. These requirements impose the use of considerably downsized tooling (micro-tools, e.g. endmills in the 50 to 500 micron diameter range), small undeformed chip thicknesses and feedrates (submicron to a few microns) and speed settings (50K to 200K RPM might not be uncommon) that would be considered technologically infeasible at the conventional macro-scale. As a consequence, the principal distinction between Macro and Micro-Machining operations emerges and manifests itself as the dominance of ploughing and rubbing phenomena at the cutting edge over shearing and the necessity to take micro-structural effects into consideration. (2) The second viewpoint approaches the definition of the Micro-Machining regime from the standpoint of the magnitude of the undeformed chip thickness being removed in the cutting process. It is difficult to define...
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...College ITEC 610 Section 9042 Abstract This paper discusses how virtual training is a cost effective training solution for organizations without sacrificing training quality. Three major motivations for implementing virtual training are discussed: 1) To replace traditional training; 2) To develop new training capabilities; and 3) To augment traditional training. In each of these scenarios, this paper shows how cost effectiveness is realized through cost savings, reduced risks and increased proficiency of trainees. Table of Contents Introduction 4 Background 4 What is Virtual Training? 4 What is Cost Effectiveness? 5 Virtual Training Effectiveness 6 Replacing Traditional Training 6 Developing New Training Capabilities 9 Augmenting Traditional Training 13 Conclusion 18 References 19 Introduction Virtualization is a term often heard today with regards to information technology innovations. One area of virtualization that is widely being adopted by organizations is virtual training. Is the adoption of virtual training simply a popular trend or are there greater benefits? Like any project, the development and implementation of a new technology like virtual training requires extensive planning and resource allocation. Are the extensive investments needed to implement a virtual training program worth it to the organization in the long run? Despite the research and development costs, this paper seeks to demonstrate how virtual training is a cost...
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...A Brief Understanding of IBS ‐‐A Case Study of Toyota A Brief Understanding of International Business Strategy --A Case Study of Toyota by Peter LIU, peterliu@acculine‐mfg.com MSc International Business P14B45 International Business Strategy Lecturer: Dr Yee Kwan Tang Sponsored by 10 May 2010 Acculine Precision Manufacturing Company Tel: 0086-574-28887315, Fax: 0086-574-28875303, Web: www.acculine-mfg.com, email: info@acculine-mfg.com A Brief Understanding of IBS --A Case Study of Toyota Page 1 / 12 Content Introduction ........................................................................................................................... 2 Basic Concept of International Business Strategy ................................................................. 2 Brief Background of The World Auto Industry .................................................................... 4 Brief Background of Toyota .................................................................................................. 4 IBS of Toyota ........................................................................................................................ 6 Entry to US Market ........................................................................................................... 7 Americanization as A Way of Localization ...................................................................... 8 Recommendations...
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...ch05.qxd 9/27/04 4:19 PM Page 174 CHAPTER Q1 Q2 Q3 Q4 Q5 Q6 Job Costing In Brief Custom products and services, which are produced singly or in small batches, need to be valued for financial statements, tax reporting, and management monitoring. Job costing is an accounting method used to assign product costs to custom products or services. In job costing, direct costs are traced and overhead costs are allocated to individual jobs. Sometimes defects occur in custom products. Defective units can sometimes be reworked. The costs for both spoilage and rework need to be accounted for, as does the cost of scrap that arises from production. This Chapter Addresses the Following Questions: How are costs assigned to customized goods and services? How is overhead allocated to individual jobs? What is the difference between actual costing and normal costing? What are the uses and limitations of job cost information? How are spoilage, rework, and scrap handled in job costing? What are the quality and behavioral implications of spoilage? ch05.qxd 9/27/04 4:19 PM Page 175 BOMBARDIER: CUSTOM MANUFACTURING n 1942, the Canadian company L’AutoNeige Bombardier Limitée began manufacturing tracked vehicles for snow-covered terrain. These vehicles were early models of what later became snowmobiles. In English, L’Auto-Neige means snow car. Over time, the company developed expertise in building engines and expanded into other markets such as personal watercraft, aircraft, subway cars, buses...
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...Methods 123 R. Venkata Rao, PhD Department of Mechanical Engineering Sardar Vallabhbhai National Institute of Technology, Surat Ichchanath Surat 395 007 Gujarat State India British Library Cataloguing in Publication Data Rao, R. Venkata Decision making in the manufacturing environment : using graph theory and fuzzy multiple attribute decision making methods. - (Springer series in advanced manufacturing) 1. Production management - Decision making 2. Graph theory 3. Fuzzy decision making 4. Multiple criteria decision making I. Title 658.5’036 ISBN-13: 9781846288180 Library of Congress Control Number: 2007926809 Springer Series in Advanced Manufacturing ISSN 1860-5168 ISBN 978-1-84628-818-0 e-ISBN 978-1-84628-819-7 Printed on acid-free paper © Springer-Verlag London Limited 2007...
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...Join now! | Login | Support | Term Papers and Free Essays Top of Form Browse Essays | | | Bottom of Form miscellaneous / Marketing Strategies For PeroduaMarketing Strategies For PeroduaThis essay Marketing Strategies For Perodua is available for you on Essays24.com! Search Term Papers, College Essay Examples and Free Essays on Essays24.com - full papers database. Autor: anton 04 May 2011Tags: Marketing, Strategies, PeroduaWords: 2775 | Pages: 12Views: 3211Printable Version Essay: Marketing Strategies For PeroduaRead Full EssayJoin Now!Executive SummaryThis marketing report briefly analyses the marketing approach of Perusahaan Otomobil Nasional Kedua (PERODUA), in this analysis, the various marketing activities such as product development, distribution, pricing, advertising and market research of the company is critically evaluated.The report also evaluates the company's current position against the automotive industry and its competitors. A concise insight into the consumer's perception of the brand is also investigated. The contents contained herein is not exhaustive of the company's marketing and business activities but merely provides a basic overview of its current marketing standpoint, business challenges and possible remedies to its position based on information available on the public domain.Table of Contents1.0 Introduction 32.0 Company Information 43.0 Definition of Marketing Terms 64.0 Perodua's Business Concept 85.0 Competitive Issues Facing Proton...
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...University Of Salford MANCHESTER SALFORD BUSINESS SCHOOL Overcoming Challenges to Variables in Production of Concrete through Lean Strategies: The Case of Ready Mix Concrete Manufacturing Plant in Nigeria By ADEOLA OGUNTOYINBO Student I.D: @00467125 An Academic Paper Submitted in Partial Fulfillment of the Requirement of the University Of Salford for the Award of MSc. Project Management February, 2016 ABSTRACT This paper aims to answer the question: can implementation of lean principles assist the operations manager of a concrete manufacturing plant? And if yes how? Choice of product over service is based on the premise that they are tangible and can be measured easily. The likely contributions of appropriate lean concepts and techniques to achieve sustainability and customer’s satisfaction will be identified and analyzed. A series of relevant questions were asked during a visit to a construction site as well as a concrete manufacturing plant. This study however, is not holistic and thus will be restricted to a construction material known as ready mix concrete, thus limiting the applicability of this study to other concrete products or construction materials. Further researches are also suggested. The underlying factors of lean thinking is applicable and can indeed be adopted to achieving better performance in variables such as cement, aggregates, water reinforcement, chemical additives and peculiarities of customers and users amongst others. Elimination...
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...Table of Contents Table of Contents Table of Illustrations ........................................................................................................ II List of Abbreviatons ........................................................................................................ III 1 Strategic Management Tools & Processes ............................................................... 1 1.1 Introduction ................................................................................................... 1 1.2 Question 1 ..................................................................................................... 2 1.3 Question 2 ..................................................................................................... 8 1.4 Conclusion .................................................................................................. 11 2 Innovation Management .......................................................................................... 12 2.1 Introduction ................................................................................................. 12 2.2 Question 1 ................................................................................................... 13 2.3 Question 2 ................................................................................................... 15 2.4 Question 3 ..................
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...NATIONAL INSTITUTE OF TECHNOLOGY SILCHAR Bachelor of Technology Programmes amï´>r¶ JH$s g§ñWmZ, m¡Úmo{ à VO o pñ Vw dZ m dY r V ‘ ñ Syllabi and Regulations for Undergraduate PROGRAMME OF STUDY (wef 2012 entry batch) Ma {gb Course Structure for B.Tech (4years, 8 Semester Course) Civil Engineering ( to be applicable from 2012 entry batch onwards) Course No CH-1101 /PH-1101 EE-1101 MA-1101 CE-1101 HS-1101 CH-1111 /PH-1111 ME-1111 Course Name Semester-1 Chemistry/Physics Basic Electrical Engineering Mathematics-I Engineering Graphics Communication Skills Chemistry/Physics Laboratory Workshop Physical Training-I NCC/NSO/NSS L 3 3 3 1 3 0 0 0 0 13 T 1 0 1 0 0 0 0 0 0 2 1 1 1 1 0 0 0 0 4 1 1 0 0 0 0 0 0 2 0 0 0 0 P 0 0 0 3 0 2 3 2 2 8 0 0 0 0 0 2 2 2 2 0 0 0 0 0 2 2 2 6 0 0 8 2 C 8 6 8 5 6 2 3 0 0 38 8 8 8 8 6 2 0 0 40 8 8 6 6 6 2 2 2 40 6 6 8 2 Course No EC-1101 CS-1101 MA-1102 ME-1101 PH-1101/ CH-1101 CS-1111 EE-1111 PH-1111/ CH-1111 Course Name Semester-2 Basic Electronics Introduction to Computing Mathematics-II Engineering Mechanics Physics/Chemistry Computing Laboratory Electrical Science Laboratory Physics/Chemistry Laboratory Physical Training –II NCC/NSO/NSS Semester-4 Structural Analysis-I Hydraulics Environmental Engg-I Structural Design-I Managerial Economics Engg. Geology Laboratory Hydraulics Laboratory Physical Training-IV NCC/NSO/NSS Semester-6 Structural Design-II Structural Analysis-III Foundation Engineering Transportation Engineering-II Hydrology &Flood...
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...Front. Mech. Eng. 2013, 8(3): 215–243 DOI 10.1007/s11465-013-0248-8 REVIEW ARTICLE Nannan GUO, Ming C. LEU Additive manufacturing: technology, applications and research needs © Higher Education Press and Springer-Verlag Berlin Heidelberg 2013 Abstract Additive manufacturing (AM) technology has been researched and developed for more than 20 years. Rather than removing materials, AM processes make three-dimensional parts directly from CAD models by adding materials layer by layer, offering the beneficial ability to build parts with geometric and material complexities that could not be produced by subtractive manufacturing processes. Through intensive research over the past two decades, significant progress has been made in the development and commercialization of new and innovative AM processes, as well as numerous practical applications in aerospace, automotive, biomedical, energy and other fields. This paper reviews the main processes, materials and applications of the current AM technology and presents future research needs for this technology. Keywords additive manufacturing (AM), AM processes, AM materials, AM applications 1 Introduction The ASTM F42 Technical Committee defines additive manufacturing (AM) as the “process of joining materials to make objects from three-dimensional (3D) model data, usually layer upon layer, as opposed to subtractive manufacturing methodologies” [1]. It is also known as additive fabrication, additive processes, direct digital...
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...Techniques Jason Owens, jason@jasonowens.com Scott Burke Matthew Krynovich DJ Mance Last Updated: 1/15/07 Project Cost Control Tools & Techniques Introduction Contributors: Owens, Jason, jason@jasonowens.com Burke, Scott Krynovich, Matthew Mance, DJ The formatting and minor edits of this document have been updated since its original creation. Contact information for some of the contributing authors has been removed for reasons of privacy and in no way indicates a lesser degree of contribution. All project team members have contributed equally to this paper. Copyright © 2007 All rights reserved. No part of this document may be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without written permission. Jason Owens, jason@jasonowens.com Page 2 of 26 Project Cost Control Tools & Techniques Introduction Executive Summary This paper reviews certain tools and techniques that can be used in order to help those responsible for managing a project to potentially better control and manage project costs. The aspects of life-cycle costing are presented and opportunities for optimizing cost management are presented. Finally, a table summarizing the recommendations are presented in the conclusion. Jason Owens, jason@jasonowens.com Page 3 of 26 Project Cost Control Tools & Techniques Introduction Table of Contents Executive Summary ..............................................................
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...Supplier Development at Honda, Nissan and Toyota: Comparative Case Studies of Organizational Capability Enhancement* Mari Sako Professor of Management Studies Said Business School University of Oxford Park End Street Oxford OX1 1HP, UK Email mari.sako@sbs.ox.ac.uk October 2002 * This study was funded by the International Motor Vehicle Program (IMVP), the UK Economic and Social Research Council, and the Japan Foundation. I am grateful to the interviewees at the three automakers and suppliers who gave generously of their time. I also appreciate the comments of many colleagues, and in particular those of Bill Lazonick. Abstract What factors facilitate and constrain the development and replication of organizational capabilities at suppliers? This question is addressed in a comparison of historical case studies at Toyota, Nissan and Honda in Japan. First, as expected, replication difficulty is overcome by enabling companies to share the process of accumulating tacit knowledge. Second, the interdependence in the hierarchy of routines, that constitute organizational capabilities, has led companies to broaden the scope of supplier development. Third, this broadening challenges suppliers to accept buyer companies’ intervention in internal investment decisions, requiring a certain type of corporate governance. It is argued that the boundary of a capability-based organization may go beyond legally distinct units of financial control when firms are subjected to a cumulative process...
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...85–102 DOI: 10.1111/j.1475-3995.2009.00718.x INTERNATIONAL TRANSACTIONS IN OPERATIONAL RESEARCH Integrating customer’s preferences in the QFD planning process using a combined benchmarking and imprecise goal programming model Mohamed Sadok Cherif a, Habib Chabchoubb and Belaı¨ d Aounic a Institut Supe´rieur d’Informatique et de Mathe´matiques, Universite´ de Monastir, B.P. 223, C.P. 5000, Monastir, Tunisia, b Institut Supe´rieur de Gestion Industrielle, Universite´ de Sfax, B.P. 954, C.P. 3018, Sfax, Tunisia, c Decision Aid Research Group, School of Commerce and Administration, Faculty of Management, Laurentian University, Sudbury, Ontario, Canada P3E2C6 E-mail: baouni@laurentian.ca Received 15 October 2008; received in revised form 29 March 2009; accepted 9 April 2009 Abstract Quality function deployment (QFD) is a customer-oriented design tool for developing new or improved products to achieve higher customer satisfaction by integrating various functions of an organization. The engineering characteristics (ECs) affecting the product performances are designed to match the customer attributes (CAs). However, from the viewpoint of the QFD team, product design processes are performed in imprecise environments, and more than one factor must be taken into account in determining the target levels of ECs, especially the limited resources and increased market competition. This paper presents an imprecise goal programming (GP) approach to determine the optimum target levels...
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...economics research arm of McKinsey & Company, was established in 1990 to develop a deeper understanding of the evolving global economy. Our goal is to provide leaders in the commercial, public, and social sectors with the facts and insights on which to base management and policy decisions. MGI research combines the disciplines of economics and management, employing the analytical tools of economics with the insights of business leaders. Our “micro-to-macro” methodology examines microeconomic industry trends to better understand the broad macroeconomic forces affecting business strategy and public policy. MGI’s in-depth reports have covered more than 20 countries and 30 industries. Current research focuses on four themes: productivity and growth, the evolution of global financial markets, the economic impact of technology and innovation, and urbanization. Recent reports have assessed job creation, resource productivity, cities of the future, and the impact of the Internet. MGI is led by McKinsey & Company directors Richard Dobbs and James Manyika. Yougang Chen, Michael Chui, Susan Lund, and Jaana Remes serve as MGI principals. Project teams are led by a group of senior fellows and include consultants from McKinsey’s offices around the world. These teams draw on McKinsey’s global network of partners and industry and management experts. In addition, leading economists, including Nobel laureates, act as research advisers. The partners of McKinsey & Company fund MGI’s research; it is...
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