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William J. Stevenson's book, "Production/Operations Management" Production/operations Management, 1991.
This paper is a chapter-by-chapter summary of William J. Stevenson's book, "Production/Operations Management" a work on forecasting, systems design, operation & control, technology, jobs and quality assurance.
4,500 words (approx. 18.0 pages), 1 source, $ 135.95
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From the Paper
"William J. Stevenson's book, "Production/Operations Management" provides an up-to-date introduction to the field. The book is well written and makes excellent use of charts, graphs, illustrations and photographs. Each chapter includes learning objectives and a chapter outline at the beginning, and concludes with a summary, a list of key terms and the pages where they are defined, and solved problems. In addition, there are discussion and review questions as well as problems without solutions provided. There are two appendices, one containing solutions to some problems, and the other containing appropriate tables for calculations. Stevenson has also included a number of case studies to encourage the application of what is presented in the text. By making good use of headings and subheadings, and by using shaded areas to call attention to real-world examples, ... "
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Production Management, 2006.
A discussion on production and production management.
905 words (approx. 3.6 pages), 2 sources, MLA, $ 32.95
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Abstract
This paper uses an example of a manufacturer of engineering products to highlight the functions of production management. It discusses the role of and abilities needed in a production manager. The paper also explores, by example, the production line and its problems. The author expands on the Japanese system of "kanban".
From the Paper
"The organization that we are talking about is a manufacturer of engineering products, and the major part of the work seems to be assembling different items into a final product. The function concerned is called in management terms as production management. The most important part of the capacity of a production manager is the ability to balance risks and costs. The duty of the production manager is to keep a track of the involved costs on a regular basis. (Production Management) In this relevant case we have to prepare the job schedules in a detailed manner and for that purpose nowadays there are many different varieties of computer programs which are being available for use. Yet even before finally deciding upon which program or method need to be utilized for the purpose, one has to study about the entire procedure in a most detailed manner."
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Production Management Process For The Boeing 767, 2002.
Evaluates the implementation of formal management practices used in the concept and production of the Boeing 767.
3,600 words (approx. 14.4 pages), 8 sources, $ 127.95
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Abstract
Evaluates the implementation of formal management practices used in the concept and production of the Beoing 767. Examines major problem of cockpit design. Discusses various management techniques used: Scope management, time management, cost quality management, human resource management, communications, procurement & project management control. Faults risk management. Identifies 8 problems of the jet aircraft production program & lessons learned by the company.
From the Paper
"THE BOEING 767-FROM CONCEPT TO PRODUCTION (A)(B): AN EVALUATION OF THE IMPLEMENTATION OF FORMAL PROJECT MANAGEMENT PRACTICES
Summary
The production management process for the production of the Boeing 767 was evaluated. Integration management was faulted in the project management evaluation during the initiating, planning, and executing stages because of the cockpit design issue. Because there was no past experience with a two-person cockpit design for a jet airliner, Boeing management should have allowed for a long delay in the approval process. Further, the production process should have been adjusted to provide for cockpit construction towards the end of the process. Integration controlling and closing was not faulted, as the plans made and executed were handled effectively in these ..."
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Productivity, Management and Organization, 2002.
How productivity, management styles and organizational structure affect a company.
2,119 words (approx. 8.5 pages), 2 sources, MLA, $ 66.95
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Abstract
This paper defines the concepts of productivity, management styles and organizational structures and examines how these can influence the success of a company. The paper begins with providing a definition and history of productivity and discusses how productivity benefits a company. It then defines the term management styles and looks at different approaches to management. The paper proceeds to define organizational structures. The paper also looks at how these elements affect smaller and larger companies differently and finally examines different ways to measure productivity.
From the Paper
"Productivity is defined in many ways. For instance, in Webster?s dictionary productivity is defined as the quality or state of being productive. Although this meaning is sufficient for the general population, managers must have a much more in depth definition. Productivity is the output per hour of labor. It is the measure of goods and services employees produce per hour. A productive company is likely to have lower prices while making more profit and also making more goods."
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Schindler Holdings Operations and Production Management, 2006.
A review and analysis of Schindler Holdings.
2,470 words (approx. 9.9 pages), 10 sources, MLA, $ 75.95
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Abstract
This paper evaluates the operations strategy of the Swiss company, Schindler Holdings. Schindler Holding is a worldwide leader in the manufacturing of escalators, elevators and moving walkways. According to the paper, the company also offers IT product distribution and service through its ALSO subsidiary.
Contents:
Summary
Corporate Performance Driven By Operational Excellence
Schindler Manufacturing Transforms Special Orders into Products
Schindler's International Challenges in Operational Management
Summary
From the Paper
"Distancing his Indian employees yet meeting reporting deadlines and in general accomplishing tactical goals, his strategic goals remain elusive because the Indian culture keeps sending him clues when he isn't listening. In a matter of speaking, Mr. Napoli wins a few cultural "battles" but loses the cultural war. While he can control the Schindler offices in two Indian cities and enforce the company's precision around time perceptions, the broader Indian culture is vastly incongruent. Electricity being out for three weeks nearly forces an elevator sale to nearly be cancelled, no suitable drainage from massive rains floods his family's apartment, and the Indian value of bartering and customizing is diametrically opposed to the strict discipline of a low-end product strategy where no variation in standard products is allowed."
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Product Management, 2004.
A study of the need for a decent human resource system in public administration.
12,001 words (approx. 48.0 pages), 19 sources, MLA, $ 232.95
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Abstract
This paper serves a fourfold purpose: a) the first task is to provide a brief overview of the primary issues and concepts involved in the area of public administration known to us as ?human resource?; b) to describe the functions and operations of a leader in an organization and also in team projects and other associated team-building efforts; iii) to analyze the principles and explain how these central issues and concepts are incorporated; and iv) also identify how these functions and operations could be improved by improving or more thoroughly applying theory to practice.
Contents
Organizational Theory and Behavior
Leadership within the Private and Public Sector
The Leader's role in a Team-Based Organization
Human Resource Management
Introduction to Human Resource Management
Human Resources Perspective
Communication and Human Resource
Self-Assessment of Supportive Communication
Human Relations Human Resources in Downsizing
The Reward System
Wal-Mart
Human Resource Management
Management Challenges
Bibliography
From the Paper
"Keeping in mind the structural perspectives of the Scientific Management, Classical and Bureaucratic schools of organizational theory are each designed on the positivist thinking, whereby organizations and individuals are viewed according to a specific prototype. The reaction to such thinking, from a behaviorally orientated perspective, focusing on the human presence within organizations, came to be a crucial factor in the field of organizational theory.
Most notable among these schools of thought are the "Human Relations" school and the "Leadership" school. The former was best known for the Hawthorne Effect and the latter came to be best known for leadership thinking in terms of Theory X and Theory Y. With so many schools focusing on the individual in both the area of Human Relations and Leadership skills, it was obvious that the new area of concentration would primarily be focusing on organizational functions and this is exactly where the theorists diverted their attention to drastically over the years, primarily since, it served as a social response to greater stress on the values of individuality. This change served to throw light on the paradigm of organizational theories, which had previously failed to highlight the importance of individuals within an organization."
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Hewlett-Packard and Product Data Management ( PDM ), 2002.
An examination of the company's position with regard of PDM (as of 2000) and alternatives with respect to long-term goals and objectives.
1,575 words (approx. 6.3 pages), 2 sources, $ 55.95
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Abstract
Examines the company's position with regard to PDM (as of 2000), & alternatives with respect to long-term goals & objectives. Visionary Design Systems (VDS). Company's management & empoloyee policies. Lack of commitment to PDM. Alternatives. Concludes that Company needs to have VDS provide additional structure & education for PDM to work.
From the Paper
"Introduction
Visionary Design Systems (VDS) is a highly successful developer of CAD (computer aided design) software that is sold in conjunction with the company's position as a value-added reseller of Hewlett-Packard CAD hardware and software. The company was started by four highly technical people who continue to be active in the day-to-day operation of the company, and VDS has expanded its operations to include multiple remote offices staffed by a sales representative and at least one application engineer (AE). In addition, the company has a progressive approach toward its management, with the result that all employees are stockholders in the organization (which is currently privately held) and all employees receive both bonuses and commissions on their efforts related to selling the core product (CAD). At this point, the company is intent on..."
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Selling Wealth Management Products, 2004.
This paper is research proposal to determine how to sell wealth management products to high net worth Hispanics in South Florida.
904 words (approx. 3.6 pages), 4 sources, APA, $ 31.95
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Abstract
This paper is a qualitative research proposal to determine the most effective types of mass media to reach high net worth Hispanics in South Florida to sell wealth management products and services. The author describes qualitative research. The paper suggests the methodology to be used.
From the Paper
"Determining which mass media are effective in reaching Hispanics in South Florida for selling wealth management products has practical implications for companies in the region marketing these products and services. A qualitative research project is proposed in which subjects are given the opportunity to discuss their wealth management product use how they chose a particular vendor and mass media that influenced that choice. The discussion will be guided but will not use ..."
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Quality Management and Productivity, 2002.
A discussion of how to give managers a competitive advantage to increase productivity.
1,220 words (approx. 4.9 pages), 3 sources, MLA, $ 41.95
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Abstract
Productivity results are measurements of good management skills and decisions. This paper gives some advice to managers on how to get competitive using different marketing techniques in order to obtain customer loyalty and in turn increase quality and maximize productivity.
From the Paper
"Many times the managers are faced with responsibility of not only managing employees and making things run smoothly, but making financial decisions and attracting investors. Attracting investors requires exploration and knowledge of market segments, Stengel 2001. An exploration of market segments and competitiveness must be researched. Investors like dealing with people who are knowledgeable about competition and offer services that are unique. Researching the market requires consideration of the socioeconomic status, age, lifestyles, behavior patterns etc?of the potential customers relative to the services and products being offered. "
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Knowledge Management:a Tool For Efficient Product Development, 2006.
An in-depth look at how knowledge management is a tool for efficient product development in the international automotive industry.
15,476 words (approx. 61.9 pages), 41 sources, MLA, $ 249.95
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Abstract
This paper takes an in-depth look at knowledge management, a relatively new business concept that is attracting the attention of informed and global-oriented companies because of its promise to introduce new elements of flexibility and efficiency in the entire business spectrum - from management, plant and production to front line activities. This paper attempts to answer many questions related to knowledge management, which a growing number of management scholars present as a newly discovered key to unlock the productive powers of all people in a company and to bind them in one neat package towards achieving organizational success.
This paper has chosen to focus on three examples of companies in the automotive industry, implementing knowledge management.
Table of Contents
List of Tables
List of Figures
Acknowledgement
Chapter I - Introduction
Chapter II - Literature Review
I.1. Knowledge Management
II.1a. Knowledge as Business Asset
II.1b. Types of Knowledge
II.1c. Key Players in KM
II.1d. Transfer of Knowledge
II.1e. Holistic Approach
II.1f. Primacy of People
II.2. The Automotive Industry
II.2a. Technology and Innovation
II.2b. Control Systems
II.3. Product Development
II.3a. Development Stages
II.3b. New Imperatives
II.3c. KM Strategies
II.3d. KM Terms and Concepts
II.4. Conceptual Framework
II.5. Information and KM Concepts
Chapter III - Industry, Country & Company Review
III.1. Industry Trends
III.2. Country Perspectives
III.3. Company Reports
Chapter IV - Research Methodology
III.1. Observation and Direct Communication
III.2. Quantitative vs. Qualitative Research
Chapter V - Results
Chapter VI - Discussion and Conclusion
From the Paper
"There are as many definitions of knowledge management as there are long-cherished ideas of how to run a business. If there is a common ground in the divergent perceptions of knowledge management, it is the generally accepted proposition that KM aims to transform knowledge into new levels of organizational capabilities and competences (Sanchez, R., 2006). The debate revolves around the question of how to implement it in the most effective manner. This study thus fixes its attention on the different KM strategies adopted by organizations, closing in on the international automotive industry because it is identified as among the sectors that especially needs and stand to derive enormous benefits from the new management technique. The focus shifts from there to the development process for new vehicles, where KM is said to be most helpful, and which calls for synthesizing all kinds of knowledge and specialization - the whole rationale for KM. As setting of the study, we pick out India for the simple reason that it now serves as manufacturing base for the internationalization efforts of many automotive companies."
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Management Communications, Project Management and Quality, 2002.
An evaluation of management communications, project management and quality issues using a case study format.
2,648 words (approx. 10.6 pages), 10 sources, APA, $ 79.95
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Abstract
The paper shows that TaxPrep, Inc., a (real) tax preparation service firm, is rapidly losing market share, experiencing negative profits, and is unable to efficiently bring new software products to market. This paper analyzes TaxPrep?s problems and presents specific recommendations to solve the software development, organizational, and communications issues. Short-term recommendations include: implementing project management techniques for software development, conducting employee communication sessions, and freezing present compensation. The paper shows that, in the long-term, TaxPrep should implement a management system that meets the Q9001-2000 quality management standard, market new web-based products, and institute performance based compensation.
From the Paper
"In the late 1980?s TaxPrep, Incorporated (TaxPrep) found itself quickly losing market share in the service bureau tax preparation business. Profits and sales plummeted during 1990-91 threatening the future of the Company. TaxPrep?s survival depends upon its ability to rapidly enter the personal computer (PC) tax software market where consumers are numerous and competitors have a strong lead. The tax preparation industry was in an acquisition frenzy during the mid to late 1980?s, as evidenced by the addition of six firms to TaxPreps? portfolio. Due to this period of rapid change and because PC developers are using new programming technology (?C? programming language requires less programmers), TaxPrep found itself with surplus personnel. The Company reduced the employee headcount by over 50 percent in the number of sales and support jobs. These large layoffs created anxiety within the surviving employee base, which is further hampering the ZX Development Groups? (a division of TaxPrep) ability to efficiently develop software for the PC market niche."
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Managing Organizational Change: Key to Efficiency and Productivity, 2006.
A discussion regarding the value of change management in the profitable operations of organizations.
4,099 words (approx. 16.4 pages), 22 sources, MLA, $ 110.95
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Abstract
This paper assesses the value of change management in the profitable operations of organizations. The paper provides various definitions of organizational change management and discusses the necessary process dimensions and the elements and the principles of change management. The paper further discusses the possible outcomes of a good change management, as well as the possible obstacles. The paper focuses primarily on the example of Northumbria University, which is pursuing a change management strategy in its entire operations to cope with a government policy that affected its principal source of income.
Outline:
1.0. Introduction
1.0.1. Change
1.0.2. Change & Project
1.0.3. Change Management
1.0.4. Change Management Concepts
2.0. Perceived Problem
2.0.1. Higher Education
2.0.2. Differences between a Polytechnic and a University
2.0.3. Northumbria: Past, Present and Future
2.0.4. From Polytechnic to University
2.0.5. Options
2.0.6. Outcomes of Change
3.0. Theoretical Concepts
3.0.1. Perceptions on Change Management
3.0.2. Types of Change
3.0.3. Principles of Change
3.0.4. Good Change Management
3.0.5. Changes in CM Concepts
3.0.6. Drivers of Change
3.0. Test of Theoretical Concepts
4.0. Conclusions
From the Paper
"The task of change management is to bring order to a messy situation (14). Essentially, it seeks to magnify and systematically handle all known and unknown elements in the business environment that could affect the efficient and profitable operation of an organization (13). In most cases, change management involves a problem, which is addressed by transformation, reduction or application. By transformation, the management task is to change the situation from a "problem state" to a "solved state," while the goal in reduction is to lessen the magnitude of the problem to blunt its effects on the organization. In application, the organization calls in specialists to transform, reduce or eliminate the problem (21). There is always the option of doing nothing and leaving things as they are but management scholars have consistently and strongly questioned this course of action (12)."
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Home Production versus Factory Production, 2003.
Discusses methods of manufacturing clothing and textiles.
1,350 words (approx. 5.4 pages), 3 sources, $ 47.95
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Abstract
The paper examines the small-scale production of Italian, home production of knitwear. It compares its efficiency to the factory production of knitwear represented by Benetton and looks at the success of Benetton Group in Italy.
From the Paper
"INTRODUCTION
Italian knitwear firms use an ancient method of production by which homeworkers use their own tools and workplaces to convert raw and semi-finished materials owned by large manufacturers into finished goods. This is quite different from the..."
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"Flow Production", 2004.
An analysis of the article, ?From Batch to Flow in Six Moves?, by McClure, Aft, and Schmeidler, 2003, about flow production management.
1,254 words (approx. 5.0 pages), 1 source, MLA, $ 42.95
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Abstract
This paper discusses how the authors of this article identify six steps that organizations can take to make the process of change from mass and batch-production to flow production smoothly. It provides step by step guidelines and helps the reader get a realistic view of the actual conditions that managers and change agents face when undertaking the conversion process.
From the Paper
"The article ?From Batch to Flow in Six Moves? was selected for critiquing. (McClure, Aft, & Schmeidler, 2003) Lean manufacturing is becoming very important and critical for the success of organization in a global environment. In the past, mass and batch-production were the norm for manufacturing and production organizations. In recent times, however, the lead times have reduced. Companies not sensitive to the market demand slowly fade away. Process and operations management has become the lifeline and support for organizations. They ensure that organizations are competitive on price, quality and delivery time. Years of mass and batch-production have made organizations resist the changeover to flow production. The idea of balancing flow (and not the capacity) throughout the plant is considered the starting point for implementation of the Optimized Production Technology (OPT) program proposed by the Dr. Goldratt."
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IT Project Management, 2002.
A look at the importance of IT product management in the business world.
1,712 words (approx. 6.8 pages), 9 sources, MLA, $ 55.95
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Abstract
This paper presents a detailed examination about IT project management and stakeholders. The writer explores IT project management and why it is important to the success of IT projects to get the project's stakeholders involved at the conception of a project. In addition the writer critically discusses the numerous ways the input of project stakeholders and users can be utilized throughout the various stages of the project to help ensure the successful delivery of the project.
From the Paper
"The age of Information technology is still in its infancy, though the world has had several decades to settle into many of its aspects. The management of information technology projects is something that has been developing since the technological boom began, and with its evolvement there have been growing pains. Information technology projects are largely dependent on the support of the stakeholders involved, both financially and professionally. Without that support the projects can run into obstacles that can impeded or even shut the project down. With the support of the stakeholders, any obstacles that are discovered can be addressed and the project can continue to move forward."
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