...| |Fall 2013 | | |[pic] | | | | | | | INSE 6290 Quality in Supply Chain Design DISTRIBUTED COORDINATION IN SUPPLY CHAIN MANAGEMENT CONCORDIA UNIVERSITY November 5, 2013 Montreal, Canada 1. INTRODUCTION A supply chain refers to the production and distribution process from raw materials to finished goods. Members of the supply chain are dependent on each other to reduce overall cost and maximize their profit. This dependency, resulting in risk and uncertainty along with benefit, has recently been increasing due to the rapid innovation of information technology, globalization, and outsourcing. A need for coordination mechanism arises from interdependencies between the activities of supply chain members and this need differs depending on sources of complexity and uncertainty. Supply chain coordination is ``a term encompassing cooperation (joining operation), collaboration (working jointly), and integration (combining into an integral whole). It also involves information system alignment (jointly expanding the information structure beyond the boundaries of each supply-chain member). ...
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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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...Operations Management and Improvement For JCR Drillsol Private Limited JCR DRILLSOL Table of Contents 1. Introduction 1.1) Problem Specification and Hypothesis…………………… 3 2. Article Summary ………………………………………………….. 5 3. Problem Analysis………………………………………………… 13 4. Conclusion…………………………………………………………. 18 References……………………………………………………………… 18 Introduction JCR Drillsol PVT.LTD JCR is a large scale manufacturing company who’s objective is to provide unique and unprecedented solutions in every arena of the Drilling, Mining and Construction Industry. JCR’s variety of specialized RIGs finds its application in every possible arena of the drilling industry, making them one of the most competitive services in the business. JCR Drillsol, products include highly efficient and heavy-duty RIGs for a wide range of drilling applications ranging from RC, DTH, Tractor mounted and Wagon Drills, Pumping and Testing Units to Drag Bits, Mud Pumps and Mini Truck Mounted Drills. Our technology also designs other drilling solutions such as DTH Hammers, RC Hammers, RC Drill Rods, Tricone and O-Dex Bits. Problems faced in the industry Various problems faced by the industry are: * Material Wastage and Cost Factor A major problem faced by JCR Drillsol is the wastage of materials and cost factor. The Product output per unit input of raw materials...
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...Fuzzy Control Kevin M. Passino Department of Electrical Engineering The Ohio State University Stephen Yurkovich Department of Electrical Engineering The Ohio State University An Imprint of Addison-Wesley Longman, Inc. Menlo Park, California • Reading, Massachusetts Don Mills, Ontaria • Sydney • Bonn • Harlow, England • Berkeley, California • Amsterdam • Mexico City ii Assistant Editor: Laura Cheu Editorial Assistant: Royden Tonomura Senior Production Editor: Teri Hyde Marketing Manager: Rob Merino Manufacturing Supervisor: Janet Weaver Art and Design Manager: Kevin Berry Cover Design: Yvo Riezebos (technical drawing by K. Passino) Text Design: Peter Vacek Design Macro Writer: William Erik Baxter Copyeditor: Brian Jones Proofreader: Holly McLean-Aldis Copyright c 1998 Addison Wesley Longman, Inc. All rights reserved. No part of this publication may be reproduced, or stored in a database or retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Printed simultaneously in Canada. Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and AddisonWesley was aware of a trademark claim, the designations have been printed in initial caps or in all caps. MATLAB is a registered trademark of The MathWorks...
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...Design and Development of EDM FIXTURE by [Author’s Name] [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...
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...Harvard Business School 9-800-288 Rev. June 8, 2001 Seven Rules for New Leaders This note provides an overview of some of the concepts developed in Dan Ciampa and Michael Watkins’, Right From the Start: Taking Charge in a New Leadership Role (HBS Press, 1999) Every year thousands of managers—more than 600,000 annually in the Fortune 500 alone— transition into new jobs.1 By the time he or she reaches the top, the typical CEO of a Fortune 100 company has made seven major transitions—moves between functions, business units, or companies.2 But for every successful CEO, there are many talented managers who stumble along the way, damaging their careers and the organizations they were charged to lead. The actions new leaders take during their first few months can have a major impact on their success or failure, yet there is little good advice available on how to take charge in a new leadership role. Transitions are pivotal times, in part because everyone is expecting change to occur. But they are also periods of great vulnerability for new leaders who lack established working relationships and detailed knowledge of their new role. New leaders who fail to build momentum during their transition face an uphill battle from that point forward. Common Traps An analysis of new leaders who under-perform reveals six common traps into which they fall. Trap #1. Being Isolated New leaders can become isolated as a consequence of over-reliance on financial and operating reports and quantitative...
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...letter bearing Reference No. F.No.12/11/07-PM, dated 16.1.2009. The Terms of Reference are listed as under: 1. Assessment of the performance of CRAs in India in terms of parameters like default and transition data 2. How much information asymmetry is bridged by CRAs 3. How far CRAs assessment helps financial regulation 4. Accountability, corporate governance issues of CRAs 5. Disclosures of methodologies of rating 6. Rating of complex products like structured obligation 7. Uniformity or otherwise in definition and rating nomenclature of CRAs in India 8. Consistency of rating data with accounting data 9. Overall evaluation of what CRAs have done in terms of value addition or the Indian economy NISM constituted a two-man Project Team to carry out the Study. The Team used an array of approaches, including a Literature Survey, Structured Questionnaires with CRAs, Unstructured Interviews with various CRAs, Issuers, Institutional Investors, and Subject Experts. The outcome of these interactions were gauged against the results of this independent study to...
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...UNIVERSITY OF KERALA B. TECH. DEGREE COURSE 2008 ADMISSION REGULATIONS and I VIII SEMESTERS SCHEME AND SYLLABUS of COMPUTER SCIENCE AND ENGINEERING B.Tech Comp. Sc. & Engg., University of Kerala 2 UNIVERSITY OF KERALA B.Tech Degree Course – 2008 Scheme REGULATIONS 1. Conditions for Admission Candidates for admission to the B.Tech degree course shall be required to have passed the Higher Secondary Examination, Kerala or 12th Standard V.H.S.E., C.B.S.E., I.S.C. or any examination accepted by the university as equivalent thereto obtaining not less than 50% in Mathematics and 50% in Mathematics, Physics and Chemistry/ Bio- technology/ Computer Science/ Biology put together, or a diploma in Engineering awarded by the Board of Technical Education, Kerala or an examination recognized as equivalent thereto after undergoing an institutional course of at least three years securing a minimum of 50 % marks in the final diploma examination subject to the usual concessions allowed for backward classes and other communities as specified from time to time. 2. Duration of the course i) The course for the B.Tech Degree shall extend over a period of four academic years comprising of eight semesters. The first and second semester shall be combined and each semester from third semester onwards shall cover the groups of subjects as given in the curriculum and scheme of examination ii) Each semester shall ordinarily comprise of not less than 400 working periods each of 60 minutes duration...
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...elsevier.com/locate/omega Strategic performance measurement in a healthcare organisation: A multiple criteria approach based on balanced scorecard E. Grigoroudis n, E. Orfanoudaki, C. Zopounidis Technical University of Crete, Department of Production Engineering and Management University Campus, Kounoupidiana, 73100 Chania, Greece a r t i c l e i n f o Article history: Received 5 July 2010 Accepted 11 April 2011 Processed by Triantaphyllou Available online 20 April 2011 Keywords: Health service Multicriteria analysis Case study Performance measurement Balanced scorecard Business strategy a b s t r a c t The Balanced Scorecard (BSC) methodology focuses on major critical issues of modern business organisations: the effective measurement of corporate performance and the evaluation of the successful implementation of corporate strategy. Despite the increased adoption of the BSC methodology by numerous business organisations during the last decade, limited case studies concern non-profit organisations (e.g. public sector, educational institutions, healthcare organisations, etc.). The main aim of this study is to present the development of a performance measurement system for public health care organisations, in the context of BSC methodology. The proposed approach considers the distinguished characteristics of the aforementioned sector (e.g. lack of competition, social character of organisations, etc.). The proposed measurement system contains the most important financial performance...
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...L. Wang and R.X. Gao (Eds.) Optimal Production Planning for PCB Assembly W. Ho and P. Ji Trends in Supply Chain Design and Management H. Jung, F.F. Chen and B. Jeong (Eds.) Process Planning and Scheduling for Distributed Manufacturing L. Wang and W. Shen (Eds.) Collaborative Product Design and Manufacturing Methodologies and Applications W.D. Li, S.K. Ong, A.Y.C. Nee and C. McMahon (Eds.) R. Venkata Rao Decision Making in the Manufacturing Environment Using Graph Theory and Fuzzy Multiple Attribute Decision Making 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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...culture is one of the most difficult leadership challenges. That’s because an organization’s culture comprises an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions. The elements fit together as an mutually reinforcing system and combine to prevent any attempt to change it. That’s why single-fix changes, such as the introduction of teams, or Lean, or Agile, or Scrum, or knowledge management, or some new process, may appear to make progress for a while, but eventually the interlocking elements of the organizational culture take over and the change is inexorably drawn back into the existing organizational culture. Changing a culture is a large-scale undertaking, and eventually all of the organizational tools for changing minds will need to be put in play. However the order in which they deployed has a critical impact on the likelihood of success. In general, the most fruitful success strategy is to begin with leadershiptools, including a vision or story of the future, cement the change in place withmanagement tools, such as role definitions, measurement and control systems, and use the pure power tools of coercion and punishments as a last resort, when all else fails. [->2] Frequent mistakes in trying to change culture include: • Overuse of the power tools of coercion and underuse of leadership tools. • Beginning with a vision or story, but failing to put in place the management tools that will cement the behavioral changes...
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...is one of the most difficult leadership challenges. That’s because an organization’s culture comprises an interlocking set of goals, roles, processes, values, communications practices, attitudes and assumptions. The elements fit together as an mutually reinforcing system and combine to prevent any attempt to change it. That’s why single-fix changes, such as the introduction of teams, or Lean, or Agile, or Scrum, or knowledge management, or some new process, may appear to make progress for a while, but eventually the interlocking elements of the organizational culture take over and the change is inexorably drawn back into the existing organizational culture. Changing a culture is a large-scale undertaking, and eventually all of the organizational tools for changing minds will need to be put in play. However the order in which they deployed has a critical impact on the likelihood of success. In general, the most fruitful success strategy is to begin with leadership tools, including a vision or story of the future, cement the change in place with management tools, such as role definitions, measurement and control systems, and use the pure power tools of coercion and punishments as a last resort, when all else fails. Frequent mistakes in trying to change culture include: * Overuse of the power tools of coercion and underuse of leadership tools. * Beginning with a vision or story, but failing to put in place the management tools that will cement the behavioral changes...
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...Netherlands. He holds Master’s and Ph.D. degrees in Organizational Psychology and resides in the San Francisco Bay Area with his wife, two daughters, and hypo-allergenic cat. Learn more about his book Leapfrogging by visiting www.leapfrogging.com. Derrick Palmer consults on strategic innovation with global, Fortune 1000 and medium-sized businesses. His areas of focus include corporate strategy, consumer-inspired new product innovation, designing best-in-class innovation processes, and strategic innovation training. With 25 years of line management and consulting experience, Derrick brings a wealth of traditional and non-traditional consulting approaches. He has extensive experience leading crossfunctional and multi-cultural teams 'from chaos to clarity', and in fostering collaboration across organizational lines, brokering business relationships and facilitating...
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...UNDERSTANDING CUSTOMER NEEDS Barry L. Bayus Kenan-Flagler Business School University of North Carolina Chapel Hill, NC 27599 (919)962-3210 cherryflavorine@gmail.com January 2005 Revised November 2007 prepared for Shane, S. (ed.), Blackwell Handbook of Technology and Innovation Management, Cambridge, MA: Blackwell Publishers The comments of the following people on an earlier draft are greatly appreciated: Sridhar Balasubramanian, Dick Blackburn, Paul Bloom, Ed Cornet, Ely Dahan, Abbie Griffin, Steve Hoeffler, Erin MacDonald, Jackki Mohr, Bill Moore, Vithala Rao, Allan Shocker, and Gal Zauberman. Introduction Touted as the “most significant category innovation since toilet paper first appeared in roll form in 1890,” dispersible (flushable) moist toilet tissue on a roll was introduced in the United States by Kimberly Clark in 2001. According to a corporate press release, Cottonelle Fresh Rollwipes was a breakthrough product that “delivers the cleaning and freshening of pre-moistened wipes with the convenience and disposability of toilet paper.” Internal market research seemed to indicate that there was a clear customer need for a new product to supplement dry toilet paper. Surveys and focus groups revealed that over 60% of adult consumers had experimented with a moist cleaning method (e.g., using baby wipes, wetting a washcloth, sprinkling water on dry toilet paper) and one out of four used a moist cleaning method...
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...Reflection Organisational legitimacy, capacity and capacity development Mobilising against hunger and for life: An analysis of Derick W. Brinkerhoff capacity and change in a Brazilian network John Saxby Pretoria, South Africa Discussion paper No 58A June 2005 European Centre for Development Policy Management Centre européen de gestion des politiques de développement Study of Capacity, Change and Performance Notes on the methodology The lack of capacity in low-income countries is one of the main constraints to achieving the Millennium Development Goals. Even practitioners confess to having only a limited understanding of how capacity actually develops. In 2002, the chair of Govnet, the Network on Governance and Capacity Development of the OECD, asked the European Centre for Development Policy Management (ECDPM) in Maastricht, the Netherlands to undertake a study of how organisations and systems, mainly in developing countries, have succeeded in building their capacity and improving performance. The resulting study focuses on the endogenous process of capacity development - the process of change from the perspective of those undergoing the change. The study examines the factors that encourage it, how it differs from one context to another, and why efforts to develop capacity have been more successful in some contexts than in others. The study consists of about 20 field cases carried out according to a methodological framework with seven components, as follows:...
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