- India is the world's third largest producer of crude steel and is expected to become the second largest producer.
- India's crude steel production grew nearly 5% year-over-year to 8 million tons in May 2016, and total steel production is expected to increase 7% in 2016.
- Tata Steel Limited is an Indian multinational steel company headquartered in Mumbai, and is a subsidiary of the Tata Group. It is one of the largest steel producers in India.
Indian Art Industry Overview and its Correlation with ChinaNiraj Singhvi
The document provides an overview of the Indian art/paintings industry, including its value chain, current size, growth drivers, market segmentation, and correlation with China. It notes that the Indian art market was estimated to be around 1,460 crore INR in 2017 but has declined in recent years. Two key growth drivers are the increasing number of high net worth individuals in India and rising prices of top-tier artwork. The market can be segmented based on the typical price ranges and artist categories within each range.
India has become the second largest steel producer in the world in 2018. Steel production capacity has expanded rapidly from 59.84 million tonnes in FY08 to 137.98 million tonnes in FY18. The National Steel Policy aims to further increase capacity to 300 million tonnes by 2030-31. Crude steel production grew at a CAGR of 6.71% during FY08-FY18 to reach 103.13 million tonnes. Finished steel consumption also increased at a CAGR of 5.70% over the same period to 90.70 million tonnes. Per capita steel consumption is expected to rise to 160kg by 2030-31 from 68.90kg in FY
ONGC is an Indian state-owned oil and gas company that produces around 77% of India's crude oil and 81% of its natural gas. It has significant infrastructure including over 15,000 km of pipelines. ONGC focuses on exploring for and producing oil and gas both domestically and through international subsidiaries. It aims to increase oil and gas production capacity to meet India's growing demand and reduce reliance on imports.
NTPC presented a financial statement analysis of its annual report for the financial year 2012-2013. Key highlights include:
- Revenue and net profit increased significantly from the previous year. Net profit rose 36.81% to Rs. 12,619.39 crores.
- Total assets increased to Rs. 1,33,641.17 crores from Rs. 1,20,629.50 crores the previous year.
- Cash flow from operating activities increased substantially to Rs. 15,495.17 crores from Rs. 10,709.85 crores.
- Liquidity and solvency ratios improved, indicating stronger financial position compared to the previous year.
Comprehensive Project On Apparel IndustryHetal Bhatt
The document provides an introduction and overview of the apparel industry. It discusses the global and Indian markets for apparel, key players in the industry, and distribution channels. Research methods used to study the industry are also mentioned, including Porter's Five Forces analysis, SWOT analysis, PESTLE analysis, and case studies of major companies. The document contains an executive summary and table of contents outlining the various sections of the report on the apparel industry.
The Slide is related to give overiew of location and layout analysis of maruti suzuki also the process of how the suzuki motor manufactures the cars and its final outlook.
Coca-Cola publishes annual CSR reports to outline their social, environmental, and economic impacts. Their most recent report details programs like "5by20" which aims to empower 5 million women entrepreneurs by 2020. However, the report only partially addresses issues like workplace discrimination claims and fails to acknowledge whether goals are on track. While Coca-Cola engages in beneficial practices, a more transparent analysis of both successes and shortcomings would improve the credibility and completeness of their CSR reporting.
- India is the world's third largest producer of crude steel and is expected to become the second largest producer.
- India's crude steel production grew nearly 5% year-over-year to 8 million tons in May 2016, and total steel production is expected to increase 7% in 2016.
- Tata Steel Limited is an Indian multinational steel company headquartered in Mumbai, and is a subsidiary of the Tata Group. It is one of the largest steel producers in India.
Indian Art Industry Overview and its Correlation with ChinaNiraj Singhvi
The document provides an overview of the Indian art/paintings industry, including its value chain, current size, growth drivers, market segmentation, and correlation with China. It notes that the Indian art market was estimated to be around 1,460 crore INR in 2017 but has declined in recent years. Two key growth drivers are the increasing number of high net worth individuals in India and rising prices of top-tier artwork. The market can be segmented based on the typical price ranges and artist categories within each range.
India has become the second largest steel producer in the world in 2018. Steel production capacity has expanded rapidly from 59.84 million tonnes in FY08 to 137.98 million tonnes in FY18. The National Steel Policy aims to further increase capacity to 300 million tonnes by 2030-31. Crude steel production grew at a CAGR of 6.71% during FY08-FY18 to reach 103.13 million tonnes. Finished steel consumption also increased at a CAGR of 5.70% over the same period to 90.70 million tonnes. Per capita steel consumption is expected to rise to 160kg by 2030-31 from 68.90kg in FY
ONGC is an Indian state-owned oil and gas company that produces around 77% of India's crude oil and 81% of its natural gas. It has significant infrastructure including over 15,000 km of pipelines. ONGC focuses on exploring for and producing oil and gas both domestically and through international subsidiaries. It aims to increase oil and gas production capacity to meet India's growing demand and reduce reliance on imports.
NTPC presented a financial statement analysis of its annual report for the financial year 2012-2013. Key highlights include:
- Revenue and net profit increased significantly from the previous year. Net profit rose 36.81% to Rs. 12,619.39 crores.
- Total assets increased to Rs. 1,33,641.17 crores from Rs. 1,20,629.50 crores the previous year.
- Cash flow from operating activities increased substantially to Rs. 15,495.17 crores from Rs. 10,709.85 crores.
- Liquidity and solvency ratios improved, indicating stronger financial position compared to the previous year.
Comprehensive Project On Apparel IndustryHetal Bhatt
The document provides an introduction and overview of the apparel industry. It discusses the global and Indian markets for apparel, key players in the industry, and distribution channels. Research methods used to study the industry are also mentioned, including Porter's Five Forces analysis, SWOT analysis, PESTLE analysis, and case studies of major companies. The document contains an executive summary and table of contents outlining the various sections of the report on the apparel industry.
The Slide is related to give overiew of location and layout analysis of maruti suzuki also the process of how the suzuki motor manufactures the cars and its final outlook.
Coca-Cola publishes annual CSR reports to outline their social, environmental, and economic impacts. Their most recent report details programs like "5by20" which aims to empower 5 million women entrepreneurs by 2020. However, the report only partially addresses issues like workplace discrimination claims and fails to acknowledge whether goals are on track. While Coca-Cola engages in beneficial practices, a more transparent analysis of both successes and shortcomings would improve the credibility and completeness of their CSR reporting.
Indian steel is doing well from many years. Steel industry is contributing near about 1.2% in the total GDP. Because of the industrial growth and other important developments happening all over the world the so rapid rise in demand of the steel is observed in this sector. The major players in the steel industry are SAIL (Steel Authority of India.) TATA STEEL and ESSAR STEEL. Indian steel mainly contributes in the finished steels, semi-finished steel, pig iron and stainless steel. Private sector plays very important role in the Indian steel industry. The private sector in the steel industry contributes approximately 2/3rd of the total market of the steel. With the growing position steel industry is supporting in the continuous growth in the economic.
The document summarizes the Indian steel industry. It discusses that India is the 3rd largest producer of raw steel globally. It outlines the history and establishment of major steel plants in India such as Tata Steel and Steel Authority of India Limited (SAIL). Current major steel producers in India like Tata Steel, Essar Steel, and JSW Steel are also summarized. The role of the steel industry in the Indian economy and employment opportunities are highlighted. Issues faced by the industry such as capital, technology, productivity, and shortage of raw materials are briefly mentioned.
JSW Steel is India's leading integrated steelmaker with a domestic crude steel capacity of 27 MTPA. It has efficient integrated steelmaking operations across India, USA, and Italy. JSW Steel offers a wide range of steel products including hot rolled and cold rolled sheets, tinplate, galvanized and galvalume coils, color coated products, and TMT bars. It aims to expand its domestic capacity to 37 MTPA by FY2024-25 through ongoing capacity additions and acquisitions.
Sharaf organiations study at appolo tyresLibu Thomas
Apollo Tyres is a global tyre company established in 1972 with over $2.2 billion in annual revenue. It has over 16,500 employees working across 8 manufacturing facilities in Asia, Europe, and Africa. Apollo Tyres is ranked 16th largest tyre company worldwide and 7th fastest growing. It has a strong presence in India as the 2nd largest tyre manufacturer. The document discusses Apollo Tyres' organization structure, departments, brands, products, manufacturing centers, and provides a SWOT analysis.
1. The document discusses capacity planning for the steel industry in India. It analyzes historical production trends, current strengths and weaknesses, opportunities and threats.
2. A SWOT analysis is presented for the steel industry. Key players like SAIL, Tata Steel, and JSW Steel are discussed. Current demand and supply projections indicate a potential excess supply situation by 2012.
3. Strategies for capacity planning are outlined, including expanding existing sites, developing new sites, acquiring other companies, and utilizing subcontracting. The objectives of the Indian steel industry are defined as achieving global competitiveness and a production target of 110 MTPA by 2019-20.
Tata Steel is one of the largest steel producers in the world with a presence in over 50 countries. It has a crude steel production capacity of 30 million tonnes annually. The company has expanded significantly through acquisitions in recent years including Corus Group, which expanded its operations in Europe. It is focusing on increasing production capacity in India and securing raw materials globally through investments and joint ventures. The global economic slowdown has impacted steel demand and Tata Steel's financial performance. It is taking steps like cost reductions and production rationalization to address challenges in the current market environment.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Mahindra & Mahindra (M&M) is one of India's largest automobile manufacturers that faced issues with quality management, product innovation, and marketing strategies. M&M implemented a Total Quality Management (TQM) approach in three phases from 1990-present to address these issues. The initial phase from 1990-1994 focused on process control and quality improvement. From 1995-1999, M&M obtained international certifications and upgraded facilities. Since 2000, M&M has expanded continuous improvement efforts across its core processes, resulting in benefits like reduced defects, increased productivity, and new model introductions. M&M is now a global leader in quality management, having won several international awards.
Gati Ltd. is an Indian logistics company that was founded in 1989. It started as a door-to-door cargo delivery company between Chennai and Madurai, and experienced rapid growth through a focus on timely delivery and customer satisfaction. In 1994, Gati separated from its original parent company Transport Corporation of India to become an independent entity. Today, Gati is a leading supply chain and logistics provider in India with a network reaching over 99% of the country and annual revenues over 150 billion rupees. The company offers express distribution, supply chain solutions, and other services across industries through divisions like Gati Kausar for cold chain logistics.
Asian Paints aims to become one of the top five decorative coatings companies worldwide by leveraging its expertise in emerging markets and building long term value in industrial coatings through global partnerships. It intends to provide paints according to market demand and ensure desired levels of quality customer service. Titanium dioxide and petroleum-based raw materials constitute 30-50% of Asian Paints' total manufacturing costs. Asian Paints has efficient supply chain, inventory, and logistics management practices that help reduce costs and increase profit margins relative to competitors. It utilizes information technology systems like SAP and I2 to integrate its supply chain and improve customer satisfaction.
The document appears to be a project report submitted by Nilanjan Bhaumik to Amity Global Business School in partial fulfillment of an MBA degree. The report focuses on volume growth in small pickup vehicles for Tata Motors. It includes sections on the executive summary, industry profile, company profile, research methodology, findings and conclusions, limitations, recommendations, and references.
Indian automobile industry growth, challenges, opportunitiesShailendra Tomar
The document discusses the growth, challenges, and opportunities of the Indian automobile industry. It notes that India will be a major driver of automotive production growth, especially in the important B segment. The industry is expected to become the world's third largest by 2030. However, the industry faces challenges such as suppliers needing to scale up more quickly than in China and having issues with quality, processes, and testing. The government has introduced initiatives to encourage more fuel efficient vehicles and increase foreign investment. Overall the trends point to reductions in trade barriers and a growing market.
Itc - best selling products and competitorsAnkush Pani
1. The document discusses ITC's personal care brand Vivel and its competitors. It analyzes Vivel's product portfolio including soaps, body washes, and hair care products.
2. ITC utilizes an effective distribution network to supply its products to over 1 million retail outlets across India. It promotes Vivel through celebrity endorsements and TV advertising.
3. Key competitors of ITC's personal care business include HUL, P&G, Godrej, and Dabur. HUL promotes its Lifebuoy brand through various media including TV and local programs.
TATA STEEL - Symbiosis Institute of Management StudiesAnurag Upadhyay
Tata Steel is an Indian multinational steel manufacturing company headquartered in Mumbai, India. It was founded in 1907 and is among the top ten global steel companies with an annual capacity of over 29 million tonnes. Tata Steel pursues growth through strategic acquisitions and mergers to achieve scale and geographical diversification. It focuses on cost leadership through investments in supply chain integration and technology. The company's core competency lies in manufacturing and distributing medium and high-grade steel at lower costs due to its global presence and large scale of operations.
This document provides a case study of Kellogg's efforts to revitalize its Nutri-Grain cereal brand, which was facing declining sales. Kellogg's implemented a market-oriented approach that included rebranding Nutri-Grain, redefining its marketing strategy to address changing consumer perceptions, reinvesting in top-selling products, discontinuing underperforming products, redesigning packaging, and focusing on the marketing mix. As a result, Nutri-Grain's sales transitioned from decline to sustained growth. The document also discusses Kellogg's overall strategies for maintaining market leadership over decades through brand strength, product quality, social responsibility, and developing extension strategies to adapt to shifting trends and
হেনরি লুইস মরগান তার ‘Ancient society’ গ্রন্থে বলেন, “সভ্যতা,বিবর্তন নামক সিঁড়িটির একটি শিশু । যে সমাজে লেখ্য ভাষা ও বর্ণনা আছে ,ধাতুর তৈরি ব্যবহার ও লিখিত দলিল এর ব্যবহার আছে সে সমাজেই সভ্য।”
R.M Maclver & Page বলেন,“Our civilization is that we use.”অর্থাৎ আমরা যে সব উপকরন ও দ্রব্য সামগ্রী ব্যবহার করি সেসব একযোগে হলো আমাদের সভ্যতা ।
This document provides an overview of Jindal Steel and Power Limited (JSPL), an Indian steel and energy company. It outlines JSPL's mission to be a globally admired organization that enhances stakeholders' quality of life through sustainable development. The document then discusses JSPL's business segments including steel, cement, coal and iron ore mining, power, and future petroleum projects. It also summarizes JSPL's financial performance, competitive advantages of backward integration, expansion plans, strategic goals, corporate governance policies, and corporate social responsibility initiatives.
Indian steel is doing well from many years. Steel industry is contributing near about 1.2% in the total GDP. Because of the industrial growth and other important developments happening all over the world the so rapid rise in demand of the steel is observed in this sector. The major players in the steel industry are SAIL (Steel Authority of India.) TATA STEEL and ESSAR STEEL. Indian steel mainly contributes in the finished steels, semi-finished steel, pig iron and stainless steel. Private sector plays very important role in the Indian steel industry. The private sector in the steel industry contributes approximately 2/3rd of the total market of the steel. With the growing position steel industry is supporting in the continuous growth in the economic.
The document summarizes the Indian steel industry. It discusses that India is the 3rd largest producer of raw steel globally. It outlines the history and establishment of major steel plants in India such as Tata Steel and Steel Authority of India Limited (SAIL). Current major steel producers in India like Tata Steel, Essar Steel, and JSW Steel are also summarized. The role of the steel industry in the Indian economy and employment opportunities are highlighted. Issues faced by the industry such as capital, technology, productivity, and shortage of raw materials are briefly mentioned.
JSW Steel is India's leading integrated steelmaker with a domestic crude steel capacity of 27 MTPA. It has efficient integrated steelmaking operations across India, USA, and Italy. JSW Steel offers a wide range of steel products including hot rolled and cold rolled sheets, tinplate, galvanized and galvalume coils, color coated products, and TMT bars. It aims to expand its domestic capacity to 37 MTPA by FY2024-25 through ongoing capacity additions and acquisitions.
Sharaf organiations study at appolo tyresLibu Thomas
Apollo Tyres is a global tyre company established in 1972 with over $2.2 billion in annual revenue. It has over 16,500 employees working across 8 manufacturing facilities in Asia, Europe, and Africa. Apollo Tyres is ranked 16th largest tyre company worldwide and 7th fastest growing. It has a strong presence in India as the 2nd largest tyre manufacturer. The document discusses Apollo Tyres' organization structure, departments, brands, products, manufacturing centers, and provides a SWOT analysis.
1. The document discusses capacity planning for the steel industry in India. It analyzes historical production trends, current strengths and weaknesses, opportunities and threats.
2. A SWOT analysis is presented for the steel industry. Key players like SAIL, Tata Steel, and JSW Steel are discussed. Current demand and supply projections indicate a potential excess supply situation by 2012.
3. Strategies for capacity planning are outlined, including expanding existing sites, developing new sites, acquiring other companies, and utilizing subcontracting. The objectives of the Indian steel industry are defined as achieving global competitiveness and a production target of 110 MTPA by 2019-20.
Tata Steel is one of the largest steel producers in the world with a presence in over 50 countries. It has a crude steel production capacity of 30 million tonnes annually. The company has expanded significantly through acquisitions in recent years including Corus Group, which expanded its operations in Europe. It is focusing on increasing production capacity in India and securing raw materials globally through investments and joint ventures. The global economic slowdown has impacted steel demand and Tata Steel's financial performance. It is taking steps like cost reductions and production rationalization to address challenges in the current market environment.
McKinsey & Company: Managing Knowledge and LearningDisha Ghoshal
As part of Strategy execution, this presentation on was on how McKinsey & Company flourished throughout the years by Managing Knowledge and Learning diligently.
Mahindra & Mahindra (M&M) is one of India's largest automobile manufacturers that faced issues with quality management, product innovation, and marketing strategies. M&M implemented a Total Quality Management (TQM) approach in three phases from 1990-present to address these issues. The initial phase from 1990-1994 focused on process control and quality improvement. From 1995-1999, M&M obtained international certifications and upgraded facilities. Since 2000, M&M has expanded continuous improvement efforts across its core processes, resulting in benefits like reduced defects, increased productivity, and new model introductions. M&M is now a global leader in quality management, having won several international awards.
Gati Ltd. is an Indian logistics company that was founded in 1989. It started as a door-to-door cargo delivery company between Chennai and Madurai, and experienced rapid growth through a focus on timely delivery and customer satisfaction. In 1994, Gati separated from its original parent company Transport Corporation of India to become an independent entity. Today, Gati is a leading supply chain and logistics provider in India with a network reaching over 99% of the country and annual revenues over 150 billion rupees. The company offers express distribution, supply chain solutions, and other services across industries through divisions like Gati Kausar for cold chain logistics.
Asian Paints aims to become one of the top five decorative coatings companies worldwide by leveraging its expertise in emerging markets and building long term value in industrial coatings through global partnerships. It intends to provide paints according to market demand and ensure desired levels of quality customer service. Titanium dioxide and petroleum-based raw materials constitute 30-50% of Asian Paints' total manufacturing costs. Asian Paints has efficient supply chain, inventory, and logistics management practices that help reduce costs and increase profit margins relative to competitors. It utilizes information technology systems like SAP and I2 to integrate its supply chain and improve customer satisfaction.
The document appears to be a project report submitted by Nilanjan Bhaumik to Amity Global Business School in partial fulfillment of an MBA degree. The report focuses on volume growth in small pickup vehicles for Tata Motors. It includes sections on the executive summary, industry profile, company profile, research methodology, findings and conclusions, limitations, recommendations, and references.
Indian automobile industry growth, challenges, opportunitiesShailendra Tomar
The document discusses the growth, challenges, and opportunities of the Indian automobile industry. It notes that India will be a major driver of automotive production growth, especially in the important B segment. The industry is expected to become the world's third largest by 2030. However, the industry faces challenges such as suppliers needing to scale up more quickly than in China and having issues with quality, processes, and testing. The government has introduced initiatives to encourage more fuel efficient vehicles and increase foreign investment. Overall the trends point to reductions in trade barriers and a growing market.
Itc - best selling products and competitorsAnkush Pani
1. The document discusses ITC's personal care brand Vivel and its competitors. It analyzes Vivel's product portfolio including soaps, body washes, and hair care products.
2. ITC utilizes an effective distribution network to supply its products to over 1 million retail outlets across India. It promotes Vivel through celebrity endorsements and TV advertising.
3. Key competitors of ITC's personal care business include HUL, P&G, Godrej, and Dabur. HUL promotes its Lifebuoy brand through various media including TV and local programs.
TATA STEEL - Symbiosis Institute of Management StudiesAnurag Upadhyay
Tata Steel is an Indian multinational steel manufacturing company headquartered in Mumbai, India. It was founded in 1907 and is among the top ten global steel companies with an annual capacity of over 29 million tonnes. Tata Steel pursues growth through strategic acquisitions and mergers to achieve scale and geographical diversification. It focuses on cost leadership through investments in supply chain integration and technology. The company's core competency lies in manufacturing and distributing medium and high-grade steel at lower costs due to its global presence and large scale of operations.
This document provides a case study of Kellogg's efforts to revitalize its Nutri-Grain cereal brand, which was facing declining sales. Kellogg's implemented a market-oriented approach that included rebranding Nutri-Grain, redefining its marketing strategy to address changing consumer perceptions, reinvesting in top-selling products, discontinuing underperforming products, redesigning packaging, and focusing on the marketing mix. As a result, Nutri-Grain's sales transitioned from decline to sustained growth. The document also discusses Kellogg's overall strategies for maintaining market leadership over decades through brand strength, product quality, social responsibility, and developing extension strategies to adapt to shifting trends and
হেনরি লুইস মরগান তার ‘Ancient society’ গ্রন্থে বলেন, “সভ্যতা,বিবর্তন নামক সিঁড়িটির একটি শিশু । যে সমাজে লেখ্য ভাষা ও বর্ণনা আছে ,ধাতুর তৈরি ব্যবহার ও লিখিত দলিল এর ব্যবহার আছে সে সমাজেই সভ্য।”
R.M Maclver & Page বলেন,“Our civilization is that we use.”অর্থাৎ আমরা যে সব উপকরন ও দ্রব্য সামগ্রী ব্যবহার করি সেসব একযোগে হলো আমাদের সভ্যতা ।
This document provides an overview of Jindal Steel and Power Limited (JSPL), an Indian steel and energy company. It outlines JSPL's mission to be a globally admired organization that enhances stakeholders' quality of life through sustainable development. The document then discusses JSPL's business segments including steel, cement, coal and iron ore mining, power, and future petroleum projects. It also summarizes JSPL's financial performance, competitive advantages of backward integration, expansion plans, strategic goals, corporate governance policies, and corporate social responsibility initiatives.
Il progetto SINERGIE si propone di sviluppare nuove soluzioni integrate hardware/software per la movimentazione ad elevata dinamica in macchine automatiche. In particolare, il progetto affronta in modo sinergico due aree tematiche principali, con l’obiettivo di migliorare le prestazioni dinamiche e le caratteristiche costruttive delle macchine di domani:
Strumenti SW per la progettazione e il controllo
Dispositivi contactless e wireless per misure, trasmissione segnali ed attuazione
Principali filiere coinvolte: Macchine automatiche, Meccanica, Packaging, ICT
Sito web del progetto: www.sinergieproject.it
PMexpo 2022 | Il Project Management nel motorsport: organizzazione di un team...PMexpo
Giuseppe Barreca
Scuderia Tor Vergata è il Team ufficiale di Formula Student dell’Università degli Studi di Roma Tor Vergata. L’intervento presenta il mondo della Formula Student, la struttura del Team e l’applicazione del Project Management al suo interno, focalizzandosi sulle particolarità del suo uso, del tailoring effettuato per l’applicazione e di come abbia contribuito in termini di miglioramenti sui risultati della stagione e assicurazione sul raggiungimento dei risultati previsti.
Bandi Pubblici e Gare d’appalto: guida pratica per sopravvivere!Open Campus Tiscali
Il seminario di Diego Corrias, consulente esperto in materia di progettazione comunitaria ed appalti pubblici di servizi, nelle slides si spiega passo per passo, come si partecipa ad una gara pubblica, qual è il metodo e gli strumenti utili per gestire il processo di partecipazione alla gara. Dallo scouting, all’analisi del bando, dalla lettura del capitolato, fino ad arrivare all’offerta economica, avrete la possibilità di seguire tutte le tappe del processo progettuale. Inoltre, verrà dato ampio spazio alle domande e alle curiosità.
UAT Toolkit: collaudo di sistemi software complessiNiccolò Avico
Nello sviluppo di sistemi software complessi i test effettuati dal fornitore, orientati a testare la robustezza del software e corretta esecuzione delle singole funzionalità, non sono sempre sufficienti per garantire al Cliente il rispetto delle specifiche e la coerenza con i propri di Business,
Considerando il caso di un sistema IT complesso, un collaudo effettuato verificando la correttezza delle principali transazioni lascerà inevitabilmente scoperti moltissimi scenari reali d'uso del sistema.
UAT Toolkit è un framework per il collaudo di sistemi, utilizzato nel caso di progetti medio-grandi, anche pluriennali e rilasciati per fasi.
In questa presentazione UAT Toolkit viene introdotto nelle sue caratteristiche principali e ne viene esemplificato l'uso in un caso d'esempio descritto.
UAT Toolkit valorizza il lavoro di tutta la squadra di progetto. Consente di massimizzare le sinergie tra committenza, fornitore, esperti del dominio di business e utenti finali, coinvolgendo tutte queste figure nel processo di Quality Assurance.
La struttura documentale organizzata per Deliverable, analitici ma snelli e senza componenti superflue, permette di pianificare e tracciare le attività di test, gestendo anche i collaudi differenziati di parti di progetto. UAT Toolkit fornisce già i template di tutti i Deliverable, pronti per essere adattati allo specifico progetto.
I Deliverable prodotti nel processo documentale di UAT Toolkit sono compatibili con i sistemi di Test Management e ne costituiscono l'input principale, qualora un tale sistema di supporto del testing sia disponibile per la fase di collaudo del sistema.
La struttura del processo di produzione dei Deliverable di UAT Toolkit innesca un circolo virtuoso per quanto riguarda il miglioramento continuo delle specifiche del sistema.
Taluni Deliverable prodotti da UAT Toolkit possono essere riutilizzati, dopo la conclusione positiva del progetto, anche nell'ambito della misurazione dei KPI e degli SLA contrattuali, qualora il Cliente preveda l'outsourcing di una o più Servizi (es. Contact center, amministrazione dei sistemi, ecc.) di supporto dell'esercizio.
UAT Toolkit affida a un facilitatore il ruolo di coordinamento delle attività preparatorie del collaudo. Il facilitatore ha il compito di ridurre i tempi di acquisizione del Toolkit da parte dello staff del Cliente, tramite formazione e coaching sul posto. Inoltre studia le specifiche di sistema e si mette a disposizione del cliente per la scelta degli scenari di test, nonchè per rendere sempre più autonomo e consapevole lo staff aziendale.
Mosa produce componenti metallici mediante stampaggio per i settori: Automotive, Elettrodomestico, Riscaldamento, Medicale. Progetta e produce stampi a transfer, progressivi e manuali a blocco.
Obiettivo: semplificare la procedura del processo, rappresentarlo graficamente (tutte le fasi), indentificare punti di controllo ed eventuali criticità nel flusso
garantire lo standard di qualità dei prodotti e migliorare il piano di campionamento
CSCMP Italy Roundtable: Gruppi di LavoroIgino Colella
La Italy Roundtable del Council of Supply Chain Management Professionals ha tenuto il 22 febbraio la riunione di lancio dei Gruppi di Lavoro. Il documento illustra i progetti lanciati ed il programma del 2016
1. Metalcraft Supplier
Scorecard
Case study in Management dei Mercati di Fornitura - TEGI 2016
A cura di:
Attruia Vincenzo
Braga Luigi
D’Argenio Antonio
Nardi Gianluca
2. Company
• Impresa manifatturiera e designer di componenti per automobili
• Presenza globale:
- 27 paesi
- 84 impianti
- 80000 dipendenti
- Più di 1.000.000 di componenti nella produzione quotidiana di ogni impianto
- 80% delle vendite concentrato nel NordAmerica
• Metalcraft è un fornitore di primo livello di importanti aziende dell’ automotive
( Ford, GM, Chrysler)
3. Struttura del mercato
• Il settore della componentistica dell’automotive è rifornito da supplier che producono pezzi
originali per nuovi veicoli e pezzi destinati al mercato secondario dei ricambisti
• Il settore conta 5000 aziende e 100 grandi manufacturer solo negli USA
Tier 3 Tier 2 Tier 1 OEM
• La supply chain dell’automotive presenta 4 livelli:
(Raw material/
smal components)
(Philips) (Metalcraft) (Ford, GM, chrisler)
• Fattori critici per la scenta dei supplier sono la qualità, ridotti costi di garanzia e
rapidità di consegna
4. Processo di selezione dei fornitori
La selezioni dei fornitori è una parte importante per MC poiché, una volta assegnato il contratto di produzione, il supplier
rifornisce Metalcraft per tutta la durata della produzione, che in genere equivale a 4 anni.
Il processo è strutturato nelle seguenti fasi:
Il product designer
presenta il prodotto ed i
requisiti che deve avere
L’ingegnere del prodotto
progetta il nuovo
componente
Invia il progetto o un
prototipo ad un fornitore
per dei test
Prepara un disegno
dettagliato del nuovo
componente e lo
trasmette al buyer
Il buyer diffonde le copie
del progetto ai vari
fornitori ‘’preferiti’’ e
richiede i preventivi
(RFQ)
I fornitori presentano le
loro offerte (costi e varie
per l’ acquirente)
Il buyer valuta le offerte
seguendo determinati
criteri di valutazione e
analisi dei costi
5. Processo del controllo qualità
Il processo di controllo della qualità inizia durante la fase della progettazione del prodotto:
Il product engineer determina le caratteristiche fisiche e prestazionali del
componente
Il product eng e l’ingegnere di produzione determinano i metodi per valutare le
parti inviate a MC e la cadenza dei controlli
L’ingegnere di produzione prepara il ‘’control plan’’
Product eng e il reparto qualità dell’impianto controllano e approvano il piano di
controllo
Una volta che viene avviata la produzione, il reparto qualità implementa il piano
di controllo e registra i risultati monitorando le prestazioni e stilando una
classifica
6. Metalcraft Supplier Scorecard
Input
CMMS
(Corporate Materials
Management System)
Ordini elettronici dai
sistemi EDI
Quality System
Contract Information
Finalità
Valutazione costante e
rating dei fornitori, a livello
aggregrato e di singolo
impiantovaluta
Gestione delle relazioni
con i fornitori
7. Struttura della Supplier Scorecard
Qualità Tempistiche Consegne
PPM PPAP Ritardi
Quality rejects PSW slippages Problematiche varie
Launch QR
Quality system
Informazione aggiuntive
• Rescheduling
• Produzione
straordinaria
• Expediting
Costi Aggiuntivi
9. Utilizzo della Scorecard
Buyer
Plant Quality
Engineers
Suppliers
Development
Engineers
Fornitori
Comunicazione integrata grazie all’EDI
Maggiore efficacia, efficienza e reattività
Migliore organizzazione e reperibilità dei dati
Forte attenzione verso la qualità del prodotto
Miglioramenti avvertiti in tutta la Supply Chain
10. Vantaggi e Svantaggi
• Database dei fornitori
• Accesso garantito a più impianti di
Metalcraft e ai fornitori
• Possibilità di rivedere gli errori
dei/con i fornitori
• Migliore comunicazione nella filiera
• Miglioramento del 44% nel PPM
• Minori difetti in entrata e in uscita
• Maggiore efficacia, efficienza e
reattività
• I fornitori non hanno una
percezione immediata dei benefici
derivanti dall’utilizzo della Scorecard
• Poco interesse da parte dei fornitori
verso il loro rating
• La Scorecard non tiene conto della
«titolarità» dei danni
• I fornitori lamentavano l’incidenza
di costi e difetti non imputabili a
loro
• Imprecisioni nel calcolo del rating
dei fornitori