...1. SYNOPSIS Clark Faucet Company is a large supplier of faucets for both commercial and residential use. With fierce market competition, Clark must balance the demand for low cost and superior design. Most advertising money is allocated to home and garden trade shows and builders trade shows, where large builders could purchase faucets in bulk. The noncooperative culture at Clark’s is a huge issue for the company. Marketing and engineering have little to no effective communication. Early attempts to implement project management failed. The conflict between the departments escalated to a level where project management became so disliked that the procurement manager refused to assign any of his employees to project teams. The executive council realized good project management was needed for new product development and special product development and enhancements. Senior management brought in an external consultant to identify problems and help come up with a solution. The engineering interviews revealed that engineering wants marketing to stay out of their way. Engineering had an overall bad attitude about the way marketing asks for work to get done, and seem to think that they have more work than should be necessary. On the other hand, tough deadlines and tight schedules were often cited in the marketing interviews as a reason for badgering engineering to get work completed on time. Marketing realizes that details about product design are likely to change, but say this is...
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...Warehousing plays a vital part in a logistics system. In the past, we always thought that warehouse is used for storage of inventories. In today’s quick response, the growth of warehouse not only serves for storage, but also for movement, information transfer and valued added services. A good warehouse space and layout planning is a primary element for efficient warehouse. Tompkins and Harmelink (2004, p.240) state the purposes of warehouse layout are space usage efficiency; allowing for efficient material handling; cost efficiency; maximum flexibility and good housekeeping. Successful warehouse layout could maximize space utilization, minimize and control movement and location, and provide safety and security environment. The first step in warehouse layout planning is to consider the space requirement. Tompkins et al. (1996, p.430) state space conservation, space limitations, accessibility and orderliness are some factors on designing layout. In layout planning, as space will be limited by floor loads, truss, the height of ceiling, etc, it should be maximized utilization of concentration and cube and also minimized honeycombing. To optimize space utilization, it is not only developed by horizontally but also by vertically. Space concentration and cube utilization can benefit for the flexibility and ability for bulky receipts such as higher and thicker materials. Tompkins and Smiths (1998, p.243) describe honeycombing is storage space losing due to improper use of storage capacity...
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...1. Introduction Forklift- also called lift trucks, tow motors and powered industrial trucks----are among the most common pieces of equipment in the workplace industry. Yet this machinery can also be a DANGEROUS---there are numerous forklift-related injuries each year, a number of them resulting in fatalities. On one hand, forklifts have the power to lift and move the heaviest objects. On the other hand, all that power comes with the potential for serious damage. The more you know about how forklifts operate, the better equipped you’ll be to stay safe and to keep those around your safe. Regardless of whether you’re a new operator or have years of experience, it’s up to you to follow safety practices and a basic set of rules every time you use a forklift. Starting with: Never operate a forklift unless you’re trained and authorized to do so. 2. Forklift Basics Types of forklifts There are many classes and types of forklifts, from the commons sit-down type to the narrow aisle stand-up; and from order pickers to powered pallet jacks. They may be powered by electricity, LP gas, diesel fuel or gasoline. Some are approved for use in certain hazardous conditions. There’s a forklift for just about any job……. In fact, forklifts can be grouped into the following classifications: * Class 1- Electric motor, sit-down rider, counterbalanced trucks ( solid or pneumatic tires) * Class 2- Electric motor, narrow aisle trucks (solid tires) * Class 3-Electric motor...
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...Operations Management Materials Handling Equipments INDEX Sr. No. | CONTENT | PAGE NO. | 1 | Introduction | 3 | 2 | Objectives / Roles | 5 | 3 | Types of Material Handling Equipment | 6 | 4 | Material Handling Principles | 9 | 5 | Scope of Material handling | 10 | 6 | Importance of Materials Handling | 12 | 7 | Conveyor system | 13 | 8 | Cranes | 17 | 9 | Elevators | 20 | 10 | Industrial Trucks | 26 | 11 | Robotics | 28 | 12 | Live Racks | 32 | 13 | Role of material handling in supply chain | 35 | 14 | New generation material handling system | 36 | 15 | Summary | 38 | Introduction: Material handling refers to efficient short-distance movement of goods that usually takes place within the confines of a building such as a plant or a warehouse or between a building and a transportation agency. Material Handling is the field concerned with solving the pragmatic problems involving the movement, storage, control and protection of materials, goods and products throughout the processes of cleaning, preparation, manufacturing, distribution, consumption and disposal of all related materials, goods and their packaging. The material handling industry manufactures and distributes the equipment and services required to implement material handling systems, from obtaining, locally processing and shipping raw materials to utilization of industrial feedstocks in industrial manufacturing processes. Material handling systems range from simple pallet...
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...Innovative Concrete Technology Forklift Policy July 26, 2011 Introduction ICT is committed to providing a safe and healthy work environment for its employees. Forklift safety is major area of concern in a manufacturing and warehousing environment. The following policy provides the rules that must be followed to operate a forklift for ITC. This policy is now included in ICT’s Standard Operating Procedures. ITC Policy Inspections • Forklifts must be inspected daily and the inspection form filled out before being operated. • Immediately inform Alex, Tish and/or your supervisor if any problems are found. • DO NOT OPERATE the forklift if problems are found • A weekly inspection and preventative maintenance service will be performed every Monday. • If at any time a forklift is found to be in need of repair, defective, or in any way unsafe, the forklift must be taken out of service until it has been restored to safe operating condition. • Spillage of oil, fluids or fuel must be carefully washed away before restarting engine. A copy of the daily and weekly inspection form to be used is on the following page. Forklift Daily Inspection Name: Hour Meter Reading: Date: Circle correct response. Explain anything marked not...
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...The completion of the assignment gives us much Pleasure. We would like to thank our gratitude Farhana Habib Zinnia, Southeast University, Bangladesh for giving us a good guideline for assignment. We would like to thank School of Business Studies , Southeast University for updated education system in Bangladesh . Lastly we would like to deliver our whole hearted thanks to all the BBA,. Actually it was not possible for us to complete a severe task without such help. So we pray the long life and good health for all the persons who have helped and co-operated us in our assignment. 12 January 2014 SUMMARY Our study attempts to evaluate a company TVH which started a training program that is Mentorship program but face some problem because they didn’t provide the training in a systematic way. Sometimes company face many problem for the new employee’s activities because they are not...
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...Application case The Mentorship program at TVH Group Thermote & Vanhalst (TVH) is a global organization that specializes in constructing and repairing forklift trucks. The organization’s expansion presents Paul Sanders, HR director at TVH, with a tough problem: TVH doesn’t have system to capture, store, and leverage employees’ knowledge. There is a massive inflow of young people who lack technical know-how, and specialized knowledge is lost when older employees leave the company. In order to deal with this problem, Paul Sanders introduced a mentorship program. This program helps older employees transmit their knowledge and know-how to younger employees. Paul realizes that the transition to the mentoring system has not gone smoothly when he gets a letter from Freddy Jacobs, One of his most respected employees. Freddy challenges him with the following: “Lately we are doing nothing but explaining work process to the young guys. Our own work has to be put aside, and why? Moreover, the young guy at prepacking has never seen a forklift truck in his life, but he started oof in charge of three older people. We have worked together successfully for than 30 years, and I hope that you will deal correctly with this situation.” After Paul finished reading the letter, he frowned. Experiencing workers were putting a lot of effort into teaching newcomers the tricks of the trade, but the older workers were now becoming upset because of the career opportunities given to the newcomers....
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...window frames in a bulk order, installation parts and the other tools that may be required). In some instances, the forklift operator may operate other powered industrial trucks, such as a scissor lift truck. This entry-level position gives the employee the skills to move into other, higher-paid jobs as a material moving machine operator. ESSENTIAL DUTIES/RESPONSIBILITIES: * Load and unload products from trailers using forklift trucks and other material handling equipment. * Store the products properly in the warehouse. * Transport products to and from warehouse, worksite and distribution centers. * Deliver units and products to various units in safely and timely manner. * Sort, pack, wrap, tie and label products as per company procedures. * Weigh products and record weight and other data in product labels. * Monitor and maintain accurate inventory. * Clean work area (worksite, warehouse, distribution center, equipments) KNOWLEDGE/SKILLS REQUIRED: * The US Occupational Safety and Health Administration require that anyone who operates a forklift or any powered industrial truck have training in the operation of the vehicle. * OSHA also requires the forklift operators to be at least 18 years old. * Good verbal communication skills are necessary so the forklift operator can communicate with his supervisors to know what materials to move and where to move them. * As...
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...to deliver our whole hearted thanks to all the BBA,. Actually it was not possible for us to complete a severe task without such help. So we pray the long life and good health for all the persons who have helped and co-operated us in our assignment. 12 January 2014 SUMMARY Our study attempts to evaluate a company TVH which started a training program that is Mentorship program but face some problem because they didn’t provide the training in a systematic way. Sometimes company face many problem for the new employee’s activities because they are not well experienced before working into a company. Then Mentorship program plays an important role to develop the employees’ knowledge if they provide proper training program. That’s why the result shows that the young people can’t take the lesson easily for their lacking of their instrumental knowledge of the company. And we are trying to solve these problems. Introduction: TVH is Group Thermote & Vanhalst which is a global organization that specializes in constructing and repairing forklift trucks. Paul Sanders who is the HR director at TVH. He realizes that young persons of the company have some problem and the company didn’t capture, store and measure employee’s knowledge. So he provides a Mentorship program for developing the employees...
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...Clark Faucet Company Clark Faucet Company is the third largest supplier of faucets for both commercial and home use. The case stated that commercial buyers are more interested in the cost than the average consumer who is after the design. Each faucet had to be available in at least 25 different colors. The critical issues in the case can be summarized as follows: 1. The marketing department is pressured to introduce new product in the market within a very short span of time to rush for the next trade show. 2. The engineering department is loaded with too much work (375 current projects) and pressured from new product request with tight deadline from marketing department. 3. Time and resources are wasted for the unclear and changing specification or requirements from the marketing department. 4. New product development takes too long (4 to 6 months). 5. Uncooperative culture and unresolved conflict between departments. With the executive council mandating an immediate move to project management and with the interview result from the external consultant, senior management should do the following to change the culture within the organization: Our proposal would be to create change not just between Marketing and Engineering but throughout the organization. This can done by using or implementing Lewin’s Change Management Model. By using this model, we can understanding the source of the conflict and finding a middle ground for both departments to function...
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...well-received "super case," which covers all aspects of project management and may be used as a capstone for a course. This new edition: - Contains 100-plus case studies drawn from real companies to illustrate both successful and poor implementation of project management - Represents a wide range of industries, including medical and pharmaceutical, aerospace, manufacturing, automotive, finance and banking, and telecommunications - Covers cutting-edge areas of construction and international project management plus a "super case" on the Iridium Project, covering all aspects of project management - Follows and supports preparation for the Project Management Professional (PMP®) Certification Exam Project Management Case Studies, Fourth Edition is a valuable resource for students, as well as practicing engineers and managers, and can be used on its own or with the new Eleventh Edition of Harold Kerzner's landmark reference, Project Management: A Systems Approach to Planning, Scheduling, and Controlling. Contents: Preface xi 1 PROJECT MANAGEMENT METHODOLOGIES 1 Lakes Automotive 3 Ferris HealthCare, Inc. 5 Clark Faucet Company 7 Creating a Methodology 11 Honicker Corporation 14 Acquisition Problem 18 2 IMPLEMENTATION OF PROJECT MANAGEMENT 27 Kombs Engineering 29 Williams Machine Tool Company...
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...Instructor's Manual to accompany PROJECT MANAGEMENT A SYSTEMS APPROACH to PLANNING, SCHEDULING, and CONTROLLING TENTH EDITION HAROLD KERZNER, PH.D. John Wiley & Sons, Inc. Table of Contents PART ONE: Solutions to Chapter Problems Chapter 1-Problems Chapter 2-Problems Chapter 3-Problems Chapter 4-Problems Chapter 5-Problems Chapter 6-Problems Chapter 7-Problems Chapter 8-Problems Chapter 9-Problems Chapter 10-Problems Chapter 11-Problems Chapter 12-Problems Chapter 13-Problems Chapter 14-Problems Chapter 15-Problems Chapter 17-Problems Chapter 18-Prob1ems PART TWO: Solutions to Case Studies Clark Faucet Company Kombs Engineering Williams Machine Tool Company Wynn Computer Equipment (WCE) Reluctant Workers Hyten Corporation Macon, Inc. Continental Computer Corporation Goshe Corporation Acorn Industries MIS Project Management at First National Bank Cordova Research Group Cortez Plastics Phil Condit and the Boeing 777 Teaching Note AMP of Canada (B) Case Study AMP of Canada (C) Case Study AMP of Canada (A) Teaching Note AMP of Canada (B) Teaching Note AMP of Canada (C) Teaching Note Riverview Children’s Hospital Teaching Note Como Tool and Die (A) Como Tool and Die (B) Apache Metals, Inc. Haller Speciality Manufacturing An International Project Manager’s Day (B) Case Study An International Project Manager’s Day (C) Case Study An International Project Manager’s Day (D) Case Study Hazelton International Limited...
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...By Jazmine Bennett Jarett Diamond Gary Fischer Kerby Smithson A project submitted in partial fulfillment of the requirements for the degree of Master of Science (Natural Resources and Environment) School of Natural Resources and Environment University of Michigan April 2010 Project Advisor: Scott Noesen Disclaimer Unless otherwise explicitly stated, the views and opinions expressed herein do not necessarily represent those of the University of Michigan, the School of Natural Resources and the Environment, the Arbor Brewing Company, or any entity other than the members of the Green Brewery Project student team. This document contains many forward-looking statements, including predictions of project costs, payback periods, performance characteristics, incentive award amounts, etc. Such statements are the results of careful analysis by the team, using the best information available at the time, and based on certain expectations and assumptions which are identified wherever possible. A variety of factors could cause the actual results to differ from predicted outcomes. Advice from qualified professionals should be sought to complement the advice contained herein. The Green Brewery Project | Disclaimer i Acknowledgements The Green Brewery Project could not have been a success without the help of many people and organizations. First we would like to thank Matt and Rene Greff and all of the Corner Brewery Staff for allowing us to do this project and being cooperative...
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...analysis 3.4 TOWS matrix 3. ISSUES (400) 4.5 Micro issues 4.6 Macro issues 4. SUSTAINABLE PRACTICES (600) 5. IMPACTS (600) 6.7 On the organization (8 JA, 1 Framework) 6.8 On the guest experience (8 JA, 1 Framework) 6. CHALLENGES(400) 7. RECOMMENDATIONS- STRATEGIC PLANNING- Grant Chart(200-250) 8. CONCLUSION (250) APPENDICES 1. INTRODUCTION 1.1 Overview of MGM Resorts International 1986 2000 2010 1986 2000 2010 MGM was incorporated as an company MGM was incorporated as an company MGM Grand and Mirages Resorts was merged into MGM Mirage MGM Grand and Mirages Resorts was merged into MGM Mirage MGM Mirage changed into MGM Resorts International MGM Mirage changed into MGM Resorts International Figure 1. Timeline of MGM Resorts International (Bolton 2014) MGM Resort International (MGM), which is based in Nevada, USA, is one of the global leading companies in hospitality and entertainment industry. (Bolton 2014). It owns and operates 13 properties across the world, some of which are MGM Grand, Bellagio, Mandalay Bay, Mirage and holds 50% investments in four other properties including CityCenter. Besides, MGM has 51% interest in MGM China Holdings Limited owning MGM Maccau casino & resort (MGM 2015). Besides that, MGM is in the process of building second resort in Maccau which is called MGM Cotai. According to its official website, MGM provides customers with not only top-notch...
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...2007 Citizenship Review A star shines for Cirque du Soleil. It has already given us much and it offers us even more. Sharing this star is working with passion and love to build a better world. The year 2007 premiered in the same year. was rich and bountiful for Cirque du Soleil throughout the world. More than 10 million people saw a performance by Cirque in one of the 200 cities we visited during this period. And for the first time in nearly a decade, two new Cirque du Soleil shows KOOZA™ has been thrilling North American audiences under the blue-and-yellow Big Top since its premiere in the spring of 2007. Born of the fertile imagination of director David Shiner, a Cirque du Soleil ® stalwart in the earliest days of the company, KOOZA reaches back to the deepest roots of the circus to bring to life the eternal confrontation between fear and awe during the course of an incredible, wild journey. Meanwhile, Wintuk™ is a heartwarming winter tale, recounting the journey of a young boy who wants to bring snow and joy to the heart of a grey winter. This first-ever seasonal show from Cirque du Soleil was presented in the WAMU Theatre at Madison Square Garden during November and December. This show is the beginning of a real Holiday tradition between Cirque and the city of New York. Not to be outdone, our arena shows have enjoyed similar success: Saltimbanco™ which , closed in 2006, was revived in a revitalized production in 2007. The transition from big top to arena has...
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