...Thinking Bookworm Ideas. Thoughts. Beliefs Home Research Proposals Marketing Management TQM Examples Strategic Management Management Examples Strategic Management Archives Subscribe 6 Online Users Search Custom Search Categories Abstract Examples Accounting System Advertising Examples Agricultural Industry Asian Financial Crisis Australia Samples Australian Industrial Relations Commission Australian Labor Party Banking Sector Examples Behavioral Changes Examples Brand Development Samples Brand Equity Management Samples Brand Management Samples Budgeting Process Examples Building Construction Case Studies Business Examples Business Insurance Examples Capital Structure Samples Case Study Examples Change Management Programs Samples Change Process Examples Child Abuse Case Samples Civil Service Commission Case Studies Coca Cola Samples Collection Strategy Examples Company Supply Chain Relationship Comparative Analysis Examples Comparing Issues Competition Competitive Advantage Compulsory Education Examples Computer Science Sample Studies Conclusions Conde Nast Traveler Conflict Management Examples Consulting Consumer Confidence Contrasting Issues Corporate Governance Systems Corporate Law Corporate Social Responsibility Costa Coffee Case Studies Critical Study Crown Entity Culture Curriculum Vitae Examples Customer Satisfaction Customers Debt Decision Making Dell UK Different Strategies Dissertation Samples Ecurrency Trading East Asia Economic Forces Economic Plausibility Examples...
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...overall impact of the readymade garments exports is certainly one of the most significant social and economic developments in contemporary Bangladesh. Azim Group of Bangladesh was one of the very pioneers of the garments sector in this country. The group itself was founded on 1975 although the readymade garments division of Azim Group started at 1982.That division was the third garments factory in Bangladesh and the first sweater and woven cloths manufacturer in Bangladesh. With an almost $200 million revenue per year and 100% export oriented business strategy, the readymade garments division has become a very profitable venture. Every successful venture depends on the operation it conducts to run the business and Azim Group is no different. The goal of this report would be to shed light upon the operations management of the company...
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...Journal of Operations Management 25 (2007) 65–82 www.elsevier.com/locate/jom The impact of enterprise systems on corporate performance: A study of ERP, SCM, and CRM system implementations Kevin B. Hendricks a,1, Vinod R. Singhal b,*, Jeff K. Stratman b,2 b Richard Ivey School of Business, The University of Western Ontario, London, Ont., Canada N6A-3K7 College of Management, Georgia Institute of Technology, 800 West Peachtree St., NW, Atlanta, GA 30332-0520, United States Available online 23 March 2006 a Abstract This paper documents the effect of investments in Enterprise Resource Planning (ERP), Supply Chain Management (SCM), and Customer Relationship Management (CRM) systems on a firm’s long-term stock price performance and profitability measures such as return on assets and return on sales. The results are based on a sample of 186 announcements of ERP implementations, 140 SCM implementations, and 80 CRM implementations. Our analysis of the financial benefits of these implementations yields mixed results. In the case of ERP systems, we observe some evidence of improvements in profitability but not in stock returns. The results for improvements in profitability are stronger in the case of early adopters of ERP systems. On average, adopters of SCM system experience positive stock returns as well as improvements in profitability. There is no evidence of improvements in stock returns or profitability for firms that have invested in CRM. Although our results are not uniformly...
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...A Project Management approach to Service Delivery within the Financial Services Sector; A case study of CAL BANK 1.1 Background The competitiveness of service business is contingent, at least in part, on the design and configuration of quality service delivery and the value proposition inherent in such services (Frei and Harker, 1999; Johnston and Clark, 2005; Verma et al., 2002). Therefore,congruence high level of alignment between a service experience and value for money is crucial for success of all organizations. From this perspective, a study aimed at investigating how project management can be successfully applied to service firms (banks) to lead to quality service delivery for customers is highly justified, as customers are the life blood of any organization. Indeed, several empirical studies suggest that firms achieve higher levels of profitability and performance through successful implementation of project management (PM) (Sauser et al, 2009; Lockett et al, 2008; Chin, 2004; Atkinson et al, 2006; Alleman, 2008; Gallo and Gardiner, 2007; Fernandez and Fernandez, 2009). Moreover, project management has been proven to have the ability to enhance flexibility, remove bureaucracy and also to create room for adaptability (Gomes et al, 2008; Lockett et al, 2008; Lord, 1993). Similarly, the argument for providing quality service has far been advanced by many scholars both in marketing and management circles. For example, Heskett & Sasser, (2010) documents the importance...
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...average sales forecasts given by internal members. Postponement techniques were being used (by keeping large amount of greige material) so as to make the supply chain more responsive. In the apparel industry it is becomes necessary that clothing makers and sellers maintain long lead times. In case of Sports Obermeyer, the lead time is approximately 2 years. Such long lead times result in stock-outs of popular items during peak selling periods and leftover stock of not so popular products which eventually are sold at below cost rates. To handle the problem of overstocking of less preferable, Sports Obermeyer can go for promotional campaigns and stimulate the market. But this might also lead to the aggravation of the stock out issues of the popular products. Sports Obermeyer has a limited geographic diversity and a huge product line. Currently Sports Obermeyer is operating in only Canada, U.S.A. and Great Britain. Moreover the regulations from the U.S. government limit the number of apparels that can be imported into the country. SWOT Analysis Strengths: History of product innovation. Buying committee forecasts balance expectations. Experienced leadership and focused management team. Deliver products to retailers early in the selling season. Variety of SKUs, with color/size product diversity. Use of greige fabric delays product differentiation. Strong barter relationships with South American markets Weaknesses: Excessively long lead times, though this is...
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...Journal of Operations Management 24 (2006) 440–457 www.elsevier.com/locate/jom Disentangling leanness and agility: An empirical investigation Ram Narasimhan a,*, Morgan Swink a, Soo Wook Kim b,1 a Department of Marketing and Supply Chain Management, Eli Broad College of Business, Michigan State University, East Lansing, MI 48824, United States b College of Business Administration, Seoul National University, San 56-1, Sillim-dong, Kwanak-gu, Seoul, Korea Received 20 May 2004; received in revised form 3 October 2005; accepted 1 November 2005 Available online 19 January 2006 Abstract Manufacturing plant managers have sought performance improvements by adhering to the guiding principles of leanness and agility. Lean manufacturing and agile manufacturing paradigms have also received considerable attention in operations management literature. However, paradoxically, the extant literature is lacking in clarity and fails to delineate with sufficient precision how and why leanness and agility differ. Given the resource constraints within which most manufacturing firms have to operate today, it is useful, if not critical, to develop a good understanding of how these paradigms differ and what their constituent dimensions are. Such an understanding is also essential for developing and testing theories relating to leanness and agility. Through a literature review we discuss leanness and agility in two ways: (1) as manufacturing paradigms and (2) as performance capabilities. Our empirical...
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...purchasing and supply topics for research proposal Quality Management Quality Management. Search for White Papers and Other Software Related to Quality Management. In today’s global market, providing quality products and services is essential for any manufacturer’s continued growth—but maintaining a competitive edge is not always easy. For success, quality awareness must begin at the conception of the product and continue throughout the various stages of its development. To improve in this area, many manufacturers are now adopting the total quality management (TQM) approach. CASH MANAGEMENT RESEARCH PROPOSAL SAMPLES: Quality Management Quality Management Source: 3i Infotech Document Type: White Paper Description: In today’s global market, providing quality products and services is essential for any manufacturer’s continued growth—but maintaining a competitive edge is not always easy. For success, quality awareness must begin at the conception of the product and continue throughout the various stages of its development. To improve in this area, many manufacturers are now adopting the total quality management 7/3/2007 1:15:00 PM Alfanar HR Management Alfanar IT, an information technology company operating in Saudi Arabia since 1995, introduces the alfanar human resources (HR) Management module for Microsoft Dynamics AX. This module enables the HR department staff, without any programming capability, to identify, capture, maintain, and adjust employee information required...
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...Shoes, Inc. operations in conformity with the fiscal year 2006 audit plan. The objective of this review is to contribute to the improvement of risk management and the control systems within the business by identifying and evaluating exposures to risks and the controls designed by management to reduce those risks (Virginia Tech, 2005). Background As stated in the 10-K filings Apollo is a planetary distributor specializing in technology superior athletic podiatric products. The company’s brands are the SIREN, SPOTLIGHT, PHONESHOE, and SPEAKERSHOE. Apollo operates from a large office with operations and warehouse facility in the Shoetown, Maine area. The company’s products are shipped to large and small retail outlets in a six state area. Apollo has more than 100 employees organized in five departments headed by the vice presidents. It should also be noted that the company has recorded investment income in the amount of $945,713.51 from Apollo’s investment in Shock-Proof Socks – a company that has not issued any dividends as of the date of this statement. Scope The sampling methods used were both a non-probabilistic, judgmental, and a probabilistic sample process to determine the sample size. The direct sampling method was based on judgmental criteria from the following: * Items Most Likely to Contain Misstatements * Items Containing Selected Population Characteristics * Large Dollar Amounts (Arens, Elder, & Beasley, 2006) Systematic samples selection were...
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...industry. The company, with its multi locations operations, more than 2000 people in staff, the seasonal variability of workload, the ‘same day’ processing of demands, etc… did recognize the need for consequent quality control methods. The company did note that customers subscribing to a new insurance police are very unhappy about mistakes made in their personal data and also that correcting those mistakes are time and cost intensive. DAV identified customer service as a potential vector to improve its customer satisfaction and needs a methodology to accurately and undisputedly measure the accuracy level of the registration process at New Policies’ department. Using the SPC method DAV attempts to track in a quantifiable manner how high/low the level of inaccuracy of the process (and not explicitly the employees). SPC is part of TQM and is originally designed for quality control in manufacturing environment. Manufacturing corporations do quantify the limits of a manufactured product in measurable units (variables). The challenge when transposing this method to services industries is to quantify human actions, and appreciate the limits of that action. (Attributes) ‘When is a service good or bad?‘ How would you explain to a bank manager (background in operations= zero) the meaning of a p chart In statistical quality control, the p-chart is a type of control chart used to monitor the proportion of nonconforming units in a sample. The p-chart only accommodates "pass"/"fail"-type...
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...ABSTACT This case analysis explores quality management issues as it pertains to Trexler, a supplier of Integrated Devices, and suggestions to process improvement in order to increase quality throughout the value chain. This paper critically deciphers the weaknesses and opportunity areas that Integrated Logistics should research before continued business with Trexler is attempted. This analysis includes research and best practices outlined by Monczka, Handfield, Giunipero, and Patterson (2011) relative to the case study. In the case analysis of Managing Supplier Quality, Integrated Devices’ Injected Molding Commodity Team responsible for conducting business and process interaction with plastic-injected molding suppliers such as Trexler. When Bill Edwards, a quality engineer assigned to the commodity team at Integrated Devices, received a call from Plant 3 in regards to quality variability problems with plastic-injected molding components he immediately began to research the issue at hand to prevent a catastrophic disruption in production. The results that Bill Edwards discovered were size variability and bracket snaps that eventually led to increased nonperformance costs. During the recognition phase, Integrated Logistics acted in a reactive manner when news of the variability in length and device snapping came to the company’s attention. When dealing with suppliers, being proactive is key when looking for desired quality results. From the start of the operation, process and...
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...capabilities in electronic document management. Today QAI maintains a broad client base that includes federal and state agencies, chemical and manufacturing companies, financial and accounting firms, law firms, and medical and research facilities. Currently, QAI provides services in these areas: Information Services, Quality Assurance & Scientific Support, and Archiving.” (Quality Associates Incorporated) They advise their clients about sampling and statistical procedures that can be used to control their manufacturing processes. The data required for the study giving to QA from the client, a sample of 800 observations taken during a time in which that client’s process was operating satisfactorily. The sample standard deviation was 0.21 and population standard deviation was assumed to be 0.21. QA suggested taking random samples of size 30 occasionally to monitor the process on an ongoing basis. The client could quickly learn whether the process was operation reasonably and if not, corrective action could be taken to remove the problem. The design specification indicated the mean for the process should be 12. The hypothesis test suggested by Quality Associates follows. H0: u = 12 H1: u ≠ 12 Corrective action will be taken any time H0 is rejected. Conducting the hypothesis test for each sample The population of interest is 800 and each of four samples, each of size 30, collected at hourly intervals during the first day of operation of the new statistical control procedure...
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...Research in Supply Chain Management, Logistics, and Quality Management∗ Xiande Zhao Department of Decision Sciences and Managerial Economics, Chinese University of Hong Kong, Shantin, NT Hong Kong, e-mail: Xiande@baf.msmail.cuhk.edu.hk Barbara B. Flynn† Kelley School of Business, Indiana University, 801 W. Michigan St., BS 4010, Indianapolis, IN 46033, e-mail: bbflynn@iupui.edu Aleda V. Roth Department of Management, College of Business and Behavioral Sciences, Clemson University, 343A Sirrine Hall, Clemson, SC 29634, e-mail: aroth@clemson.edu ABSTRACT As China becomes increasingly important to the global economy, it is critical to conduct high-quality research on important decision sciences issues there. This article provides an extensive review and critique of the extant China-based literature on supply chain management, logistics, and quality management, based on the foundation established by Zhao, Flynn, and Roth (2006). In general, decision sciences research in China is in its infancy. Although there have been some very interesting and well-executed articles, the majority are descriptive and focus on status updates. We provide a set of propositions to guide future research in logistics, supply chain management, and quality management in China, as well as guidelines for dealing with some of the unique challenges of conducting empirical research in China. Subject Areas: China research, Logistics, Quality Management, Supply Chain Management. INTRODUCTION Research...
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...and one negative. Despite the differing market reactions, we find that, ultimately, neither acquisition created value overall. In exploring the reasons for the acquisition outcomes, we rely primarily on interviews with managers and on internally generated performance data. We compare the results of these analyses to those from analyses of post-acquisition operating and stock price performance traditionally applied to large samples. We draw two primary conclusions. (1) Our findings highlight the difficulty of implementing a successful acquisition strategy and of running an effective internal capital market. Post-acquisition difficulties resulted because: (a) managers of the acquiring company did not deeply understand the target company at the time of the acquisition; (b) the acquirer imposed an inappropriate organizational design on the target as part of the post-acquisition integration process; and (c) inappropriate management incentives existed at both the top management and division level. (2) Measures of operating performance used in large sample studies are weakly correlated with actual post-acquisition operating performance. * University of Chicago and NBER, University of Chicago, and Harvard University, respectively. We especially thank Shel Erikson, Thomas Hix, William Berger, Michael Grimes and Joseph Chamberlain of Cooper Cameron, John Deakins of Cameron Iron Works, and James Ringler and Larry Skatoff of Premark for talking with us and making this study possible...
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...Its keys to success were the traditional insurance management and its remarkable customer service. In DA, a typical process flow of a new policy would start by either a customer going to one of the companies branches or contacting a company agent. The customer would fill out an application – sometimes a check was attached- and the application was then sent through the company mail to the Retail Transaction Processing (VEG) division in Hamburg. Also, some customers filled out applications at home and sent them directly to a number of DA locations which would then transfer them to the Hamburg operation. Once the application was received, VEG separated the various parts of the application then scanned it and digitized. The electronic image was then retrieved from a server and delivered to associates desktop client computer. The associate would enter the information on the form into an appropriate database. If the information available in the application was complete a confirmation would be sent to the customer. In case the customer find out something wrong on the notification notice he/she would either call a toll number or send a letter describing the problem. At that point the Customer Problem Resolution division would deal with the problem. On the other hand, if the information in the application was not complete another associate responsible of talking to customers would call the customer to obtain the needed data. The management of DA knew that they delivered a high quality service...
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...TOTAL QUALITY MANAGEMENT - THE TIME HAS COME FOR METALLURGICAL PLANTS by Mr. Stephen R. Brown President Performance Associates International, Inc. ABSTRACT The principles of quality management are well developed and, from a practical standpoint, thoroughly implemented in the process industries of Japan. Although these principles are now applied to the U.S. manufacturing industry, and as a result, the steel industry, they have been largely ignored in the nonferrous and precious metals industries. This paper presents the concepts and practical approaches to implement a total quality management program. Contrary to the beliefs of many managers, such a program increase yields, recoveries and output while it decreases unit costs. In fact, quality management incorporating statistical process control will be an essential ingredient for metallurgical plants to effectively compete in the future. INTRODUCTION As noted by Deming (1982), in 1950 Japan’s net worth was negative, it had no significant natural resources and had a reputation for producing cheap, shoddy consumer goods. Their management, however, was open to new ideas and they accepted that quality was the only way to turn their economy around. Forty years later Japan’s manufactured products are the envy of the world and are of the highest quality. Their approach to management of resources is completely different from the traditional American approach. Total quality management, having been established in the manufacturing...
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