Operation strategy assignment sheema raza
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Hinopak Motors is the market leader in automobile manufacturing in Pakistan for 22 years. To measure productivity, Hinopak analyzes labor productivity by measuring the number of buses manufactured using available manpower over a month. Key order qualifying factors for Hinopak include its large dealership network and brand recognition. However, order winning factors that help Hinopak gain contracts over competitors include extensive after-sales support services like repairs, spare parts availability, free vehicle tune-ups and driver training, on-time deliveries, flexibility in order volumes and customizing vehicles to customer specifications. These order winning qualities give Hinopak a competitive edge.
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![Sir Sohail Majeed Sheema RazaID # 29367/1/2011Operation Strategy rightcenter<br />Productivity:<br />“Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning, and focused effort.” Paul J. Meyer To fabricate a unique Product is the end result of any operation / production process. In Production of any item required so many inputs to create desire output. The process which unite so many ingredient as an “input” and give a work of art as an “output” in mass numbers know as production, to evaluate the effectiveness of the production process we used a term productivity that describe the system efficiency in terms of input to output ratio. <br />Any production system which working taking some inputs and providing some outputs, there is needs to screen and organize the system for enhancing the organization’s profitability. To taking in account this a very pro-efficient tool of ‘productivity’ for measuring performance. <br />Productivity can be measured in very simple principle i.e. output over input.<br />,[object Object]](https://image.slidesharecdn.com/operationstrategyassignmentsheemaraza-110706032448-phpapp02/85/Operation-strategy-assignment-sheema-raza-1-320.jpg)
![Total productivity = Output quality and quantity / Input quality and quantityFractional Productivity can be measure in term of labor productivity, material productivity, capital productivity and energy productivity separately. <br />Here we are taking Hinopak Motors Limited as an organization and trying to describe the productivity measures which are performance measurement tool in its divisions. Hinopak is the market leader since last 22 consecutive years in automobile industry. For measuring perspective in Hinopak it is advice to measure productivity in means of labor productivity in operation area. So what to do in this regard, first of all measuring parameters must be in same units to be measured. If we are going to measure labor productivity during a month then it will be term of manpower which is provided to the operation division in all available working days in the month for manufacturing the buses. <br />Another important aspect should be notice that a standard bus how much hours are taking in the manufacturing. <br />By the available manpower throughout the working days will be consider as an input provided to the operation and system and fabricated buses would be consider as an output. <br />A brief summary is mentioned below to look and analyzed the operational productivity of the body manufacturing division (where the bus bodies are to be made with specified resources i.e. manpower, material, machines and space allocated. <br />AVAILABLELESSNETUTILIZEDPRODUCTIVESECTIONSGROSSLOSSPRODUCTIVEHOURSEFFICIENCYHOURSHOURSHOURSABA - B = CDD / C = EBODIES46,01111,49534,51634,15898.96%F.R.P (Del + Bodies)7,7606007,1607,660106.98%TOTAL53,77112,09541,67641,818100.34%<br />ANNEXURE – I (for detail calculation)<br />Order Qualifiers and Order Winners<br />Terry Hill, manufacturing expert and a professor of London Business School, provided the thoughts about these two terms for organizations “Order Qualifier” and “ Order Winner “. In a nutshell:<br />,[object Object],But this must be keep in our minds that order qualifiers lonely is not responsible for the sales and wins, this is because there is No differentiation in product which others organizations are providing. <br />,[object Object],To under these terms we can use many companies are providing cell phone but each company launching a new cell phone with some new and distinct features with available mobile phones in the market. Some organizations providing email connections ‘a most distinct feature’ this will be treated as a firm’s innovative idea. <br />We are considering a case of Hinopak motors on the mentioned topic for study.<br />A Hinopak motor is the leading automobile company in Heavy duty vehicles manufacturing. Whenever a tender for order is floated in the market for mass production, different competitors sign up to get the contract or the order. Therefore whenever in this type of situation, Hinopak motors cash its brand name to become order qualifier for the tender and also most of the time gets the orders due to its order winner qualities.<br />So what are the order winning qualities of Hinopak Motors?<br />Hinopak having a very well-organized Product support Department and broad range of dealers’ 3S / 2S Dealers country wide. Its PSD offering <br />,[object Object],Hinopak own their sold products till 100,000 kilo-meters mileage or till one year. During this warranty period whenever customers facing any problem in vehicle operations, Product Support Department facilities him in order to achieve customer’s satisfaction. <br />,[object Object],For their sold vehicles after any damaged within or after warranty period, Hinopak provides the spare parts within warranty it’s free.<br />,[object Object],Hinopak often announced their extensive scheme of free service and tune up for its valuable customers. <br />,[object Object],Some times Hinopak received some driving complains in the special featured vehicles like heavy duty trucks with Crain mounting and FM2P with long trailers, so in these types of cases Hinopak offering driver training by their own commercial driving experts free of cost. <br />,[object Object],Off course one of the leading criteria in the customer perception is to provide on time delivery when they did promised, which distinct Hinopak with other automobile firms.<br />,[object Object],Another most important criterion of Hinopak winning the orders it is flexibility of taking order either a single unit order or volume order, Hinopak take up and provided. <br />,[object Object],Product is manufactured as per the specifications provided by customer. Specification flexibility which attracts the customer that ever they require Hinopak provides. <br />These qualities actually provide a competitive edge to Hinopak motors over its competitors. These qualities make Hinopak motors the actual order winner.<br />Here I would like to write some thing about order winner situation, (inspired by an article) <br />,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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This document discusses cost-volume-profit (CVP) analysis, which examines the effect of different activity levels on an organization's profits. CVP analysis allows managers to forecast break-even points, target profits, and the impact of changes in selling price, costs, or activity levels. Limitations include assumptions that fixed costs and prices remain constant and that production equals sales volumes. The document also covers unit, job, and batch costing methods.
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Supply Chain Management in the Motor Vehicle Industry, the Example of Mini.
Supply Chain Management in the Motor Vehicle Industry, the Example of Mini.
Toyota Production System (Bussiness Case Studies & Plan)
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Operation strategy assignment kfc
This consultant report analyzes KFC's operations strategy and makes recommendations to improve its performance. It discusses KFC's order winners, competitive analysis, and uses models like the importance-performance matrix and four-stage model of operations contribution to evaluate KFC's operations. The report finds that KFC lost customers due to issues like improper antibiotic use and unhygienic outlets. It recommends focusing on customer service, CSR, and addressing health concerns to rebuild KFC's brand value and sales.
About life
Life involves inevitable change that can be both painful and beautiful. The purpose of life is to seek out new experiences without fear and to fully embrace each moment. As things change and people come and go, life continues and is too precious to worry over things outside our control. The document encourages the reader to have fun, fall in love, say what they want, do what they want, and not regret anything or let others bring them down. It emphasizes that what matters most in life is who you share it with, not where you go or what you have.
OPERATION STRATEGY
The document discusses key aspects of operation management and strategy. It defines operation management as the systematic design, direction, and control of processes that transform inputs into services. It identifies the five key components in any operation as plants, people, parts, processes, and planning/control. It then discusses elements of operation strategy including production systems, facilities, product/service design, quality, flexibility, and time. Finally, it covers topics like competitive priorities, industry best practices, manufacturing strategies, and the link between corporate, business and operation strategies.
What is 'Lean' About?
In its first 25 years there have been many definitions of 'Lean,' typically centered around cost reduction or tool/technical in nature. But the idea of "Humans striving to better flow value to a customer" is a mindset that should perhaps underlie all of them, and may be a better place to start our thinking.
Lean Project Management Sample
The document summarizes key aspects of lean project management. It discusses the seven principles of lean project management which include identifying and eliminating waste, amplifying learning, making decisions at the right time, fast delivery, empowering the team, building integrity, and seeing the whole. It also explains that lean project management focuses on synchronizing workflow to deliver more with less while providing customers exactly what they want. Implementation involves defining and focusing the project, identifying and assessing risks and opportunities, planning risk reduction actions, and ongoing management reviews.
OPERATIONS STRATEGY
Operation strategy is defined as the total pattern of decisions that shape a company's long-term production capabilities and how they contribute to overall business strategy by balancing customer needs with available resources. It should be linked to and support the business strategy. Key elements of operation strategy include positioning production systems, focusing factories and services, product/service design and development, technology selection, allocating resources to strategic alternatives, and facility planning. Companies now often adopt quality- and time-based strategies instead of just cost minimization or differentiation.
Operation strategy ppt
Operations managers must develop an operations strategy that is consistent with the firm's corporate strategy. An operations strategy involves key decisions such as which products to produce internally and which to purchase, how many facilities are needed and where to locate them, what processes and technologies to use, how to distribute products to customers, which suppliers to use and how much to source from them, what human resources and skills are required, and quality measures. The operations strategy provides support for the firm's overall differentiated strategy and competitive approach through efficient and effective execution of operations.
OPERATION MANAGEMENT REPORT: A CASE-STUDY ON THE KEY STRATEGIC AND OPERATIONA...
This report focuses on analyzing the key strategic and business operation issues of a Starbucks coffee shop on 91 Clarence high street in Kingston town (Kingston Upon Thames, London, UK). The report identifies the business context and main operational aspects of this Starbucks shop which will be shown briefly in the Introduction part.
Methods of analysis include the secondary-data, primary-data (qualitative and quantitative research), relevant theories and relative information from books, online databases, as also student’s works and so on.
The report figures out the problems of this Starbucks shop, such as the atmosphere and layout inside the store, as also some customer services. However, those issues depend on many different cases which cannot meet a specific solution to improve themselves. In addition, the general feedback of customers indicates that although the problems exist, these issues are not big impacts.
Recommendation for the business of this Starbucks shop is to keep managing their current operating system and extend their competitive advantage, based on the ideal location (order-winner), to target the potential segment customers as non-coffee drinkers.
This report might not avoid the shortcomings and limitations itself. For instance, a lack of experience in doing the actual surveys which led to incomplete data and information; some results are based on past performance or general context which can be subjective.
MBA Operations Management Assignment
The document provides a summary of Dominos LLC's operations management strategies. It analyzes Dominos' operations strategy, product and service design, process design, planning and control, innovation, supply chain management, and quality management. It evaluates Dominos' strengths and weaknesses and provides recommendations to improve operational efficiency and maximize profits.
Operations Strategy
The document outlines an operations strategy framework to improve products, services, and operations processes. It discusses competing priorities, an operations strategy framework including order winners and qualifiers, integration of new products and services processes, and performance objectives and critical success factors. It provides examples of how the framework can be applied to reconcile operations and marketing strategies and set performance goals for a pump manufacturer.
Lean Project Management Principles
This document discusses lean project management principles. It defines lean systems and enterprises as emphasizing the prevention of waste and fostering continuous improvement. Lean thinking aims to deliver customer value with the least waste in the shortest time. Lean goals include improving quality and reducing waste, lead time, and costs. Lean principles specify value, identify value streams, emphasize flow, pull systems, and perfection. Lean project managers focus on eliminating waste in hand-offs between team members. Strong project chartering, seeing projects as value streams, and continuous learning are emphasized.
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Trough External Service Management Improve Quality & Productivity
Abstract: The challenges in Small car project, necessitated improvements in quality and productivity,
right from day one of implementation of project. Detailed studies on external management services,
manufacturing process, various departments involved, and procedures followed were done, and
problems in the existing system were identified and solutions were provided. The object of this paper is to
investigate methods of measuring performance. The subject of this paper is the process of implementing
methods to increase productivity. Methods (procedures) of the study. Pattern during the writing of this
work was used by scientist’s articles information about the measurement and implementation of systems
productivity. Since this work was written with the use of different methods and examples, not all of them
before writing the work were known to me, I want to present a certain part to improve the productivity of
some companies in my country.
Trough External Service Management Improve Quality & Productivity
The challenges in Small car project, necessitated improvements in quality and productivity,
right from day one of implementation of project. Detailed studies on external management services,
manufacturing process, various departments involved, and procedures followed were done, and
problems in the existing system were identified and solutions were provided. The object of this paper is to
investigate methods of measuring performance. The subject of this paper is the process of implementing
methods to increase productivity. Methods (procedures) of the study. Pattern during the writing of this
work was used by scientist’s articles information about the measurement and implementation of systems
productivity. Since this work was written with the use of different methods and examples, not all of them
before writing the work were known to me, I want to present a certain part to improve the productivity of
some companies in my country.
SLP1 Example Excellent Ford, Inc.NOTE This is an example of id.docx
SLP1 Example: Excellent Ford, Inc.
NOTE: This is an example of identifying and discussing the issues of Productivity and Process Improvement. Your paper may or may not take on the same form or format depending on the business you choose and the nature of the issues you identify. I have generated this business from my experience. You will see that I used four references. You should use at least three references (more is better) and citations to back-up your discussion about productivity and process improvement, as well as any information about the nature of your company that you may have obtained from the literature.
Introduction & Company Background
This discussion is about a fictitious Ford dealership, Excellent Ford, Inc. Excellent Ford, Inc. sells new Ford cars and trucks as well as quality used cars. The dealership has these departments: New Vehicle Sales, Used Vehicle Sales, Parts & Service, Body Shop, and the Accounting and Back Office. The dealership has generally done well over the many years it has been in business, serving the community of 50,000 and surrounding area of farmers and small businesses.
The business is managed day to day by the General Manager. As in any other business, productivity at Excellent Ford is measured by the ratio of output/input, as defined in many references such as Wikipedia (n.d.-a) and Kumar (2008). Productivity has generally not been an issue except during tough economic times, such as Excellent Ford has been experiencing the last several years and up to now. Each department has its own productivity issues since they are staffed and structured differently and each has its own goals.
The New Vehicle Sales department is managed by the New Sales Manager. There are several ways that productivity is measured. Keeping in mind the general form of Productivity, Output/input, productivity measures for new car sales are:
Total number of new cars sold/cost of new cars sold
Profit from sales of new cars/cost of new cars sold
Profit from sales of new cars/Number of new cars sold
Profit from sales of new cars/number of prospects on the lot
The Service department is managed by the Service Manager. And there are several ways to measure productivity.
Total Retail Sales / Repair Order
Tech time sold / Repair Order
Parts sold / Repair Order
Tech time sold / Total Tech time paid
Processes at Excellent Ford, Inc.
Excellent Ford, Inc., like all businesses, is comprised of many processes as defined in the Handbook for Basic Process Improvement (n.d.) Here are some examples:
New and Used Vehicle Processes:
ORDERING NEW VEHICLES FROM FORD
PREPING NEW VEHICLES ON ARRIVAL FOR SALE
BUYING/SELLING USED VEHICLES AT AUCTION
REPAIRING USED VEHICLES TO MEET STANDARDS AND PREP FOR SALE
SELLING AND DELIVERY OF VEHICLE
Parts and Service Processes:
ORDERING PARTS
RECEIVING AND STOCKING PARTS
TALKING TO CUSTOMER AND WRITING A REPAIR ORDER
REPAIRING A CUSTOMER VEHICLE
Productivity and Process Improvement
This discussion will review producti.
IOM assignment
Definition: the operation strategy is “the decision which shapes the long-term capabilities of the company’s operations and their contribution to overall strategy through the on-going reconciliation of market requirement and operations resources.”
Agile financial prioritisation
The document discusses financial planning for an Agile project using an example of enhancing a payroll software system to allow for overnight reporting. It explains estimating the financial returns in areas like new revenue, incremental revenue, retained revenue, and operational efficiencies. For each area, it provides an example calculation for the payroll system project, estimating customer numbers, revenue per customer, and resulting financial values over multiple quarters as the new feature is developed and adopted. The example illustrates how to plan finances for an Agile project by quantifying potential financial returns from key areas.
Hypatia investor overview_jan2015
Hypatia is a first-of-its-kind scenario-based Product Support/Aftermarket (assures machine’s Capabilities, Reliability, Availability and Capacity [CRAC] through-life) financial analytics software tool developed and validated over 35+ years. Our outputs delivers an unparalleled drill-down into the deepest levels of Product Support/Aftermarket lifecycle financials including income statements, balance sheets, cash flow and much more.
The core foundation of Hypatia is the ability to employ financial analytic models focused on prescriptive product support data sets. The value of Hypatia is in the proprietary data sets and formulas comprised over decades of experience with the world's largest OEMs and various multi-billion dollar weapon systems through the U.S. Department of Defense.
Nissan Case Study Analysis Sample
Nissan is a major Japanese automaker that is the 6th largest manufacturer globally. It has production facilities in 17 countries and sells vehicles in over 160 markets worldwide. To meet diverse customer preferences around the world, Nissan employs different strategies and has sophisticated operations management. It focuses on cost leadership by aiming to be the lowest cost producer. Nissan also uses continuous flow production and advanced technology like robots to improve efficiency. The company locates facilities based on factors like available skilled labor and transportation infrastructure.
Creating the Lean Car Dealer
by David Brunt of Lean Enterprise Academy shown at the 1st Lean Service Summit on 23rd June 2004 run by the Lean Enterprise Academy
Toyota Supply chain Management
Toyota has a global supply chain management system focused on lean manufacturing principles. They aim to produce only what is needed through just-in-time production and a pull system. Toyota designs their production system and supplier relationships to eliminate waste and variability. This includes designing parts for commonality, limiting optional variations, and sourcing locally for flexibility. Toyota audits suppliers using metrics focused on quality, cost, delivery and their implementation of Toyota's philosophies. Their logistics network transports parts through local and global inbound routes planned through optimization software.
SCM HPML
This document discusses supply chain management at Hinopak Motors Limited, a Pakistani automotive company. It outlines Hinopak's supply chain goals of revenue growth, asset utilization, cost reduction. It then describes Hinopak's procurement process, inventory management practices including Kanban and Pareto analysis, warehouse management, production planning, and vendor management strategies. Recommendations are provided to implement Just-In-Time practices to reduce costs and inventory.
Quality engineering and management
The document discusses various contemporary trends in quality engineering and management, including Just-in-Time (JIT) manufacturing, Lean manufacturing, Agile manufacturing, World Class Manufacturing (WCM), Total Productive Maintenance (TPM), Benchmarking, Business Process Reengineering (BPR), and Six Sigma. It provides overview definitions and explanations of the key concepts and principles for each trend.
Bmw Lean Manufacturing (Pratik Negi)
BMW incorporated lean production and JIT principles in its manufacturing operations. It emphasized close relationships with suppliers to receive parts just-in-time. Production schedules were closely aligned with dealer orders to reduce waste and inventory. BMW also aimed to give customers more flexibility to customize their orders late in the production process through computerized scheduling and tracking systems integrated with suppliers. This allowed for more efficient production runs with less variation to optimize flow.
Bba501 & production and operations management
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THE EFFECTS OF OVERHEAD COST IN THE SELLING PRICE OF A PRODUCT.
Abstract
www.projectworld.com.ng
This study aims to examine the effects of overhead cost in the selling of a product determination in the Nigeria automobile manufacturing industry. Specifically, the study looks at the treatment of overhead costs apportionment from the perspective of the profit making effort of automobile manufacturing firms. The methodology used is interview with staff of one automobile manufacturing company in Nigeria taken as a case study: that is innoson vehicle manufacturing co. ltd in Nnewi Anambra State. The findings of this study show that overhead costs apportionment has significant effect on the determination of “true and fair” selling price of an automobile manufacturing firm, especially as service centres are considered in primary apportionment before their shares are re-apportioned to production centres, using an appropriate method. This study, therefore, recommends that automobile manufacturing firms in Nigeria should adopt the activity based costing method of overhead costs apportionment as it considers service centres of the company together with production centres in fair apportionment of overhead costs, taking into account the percentage of services enjoyed by the production centres from the service centres. This would allow room for fairly accurate determination of total cost per unit of their products, which would ultimately lead to effective pricing decision.
Keywords: Overhead costs, Cost apportionment, Activity Based Costing, Selling Price, and Automobile Manufacturing Industry.
The Customer Experience and Value Creation Chapter 4 O.docx
The Customer Experience
and Value Creation
Chapter 4 Objectives
Life-cycle Cost and customer value creation
Performance and customer value
Measuring perceived value
MBM6
Chapter 4
1
Life-Cycle Cost and Customer Value Creation
In this section we will look at different ways companies can assess the dollar value they create in customer savings relative to competitors.
MBM6
Chapter 4
The Customer Experience
and Value Creation
Southwest Airlines
Total Cost of Purchase
MBM6
Chapter 4
3
Sources of Life-Cycle Cost
MBM6
Chapter 4
4
Life-cycle Cost & Economic Value
MBM6
Chapter 4
Economic Value = Life-cycle cost (competitor)- Life-Cycle Cost (company)
5
AirCap Total Cost per Shipment
MBM6
Chapter 4
6
Communicating Value
MBM6
Chapter 4
7
Lowering Disposal Costs as
A Source of Value Creation
MBM6
Chapter 4
8
Price-Performance and Customer Value Creation
Performance can also include product features and functions that do not save money but enhance usage and create customer value.
MBM6
Chapter 4
The Customer Experience
and Value Creation
9
Performance vs. Price and Customer Value
Customer Value = Product Price – Fair Price
Data Source: “Digital Cameras,” Consumer Reports (April 2010)
MBM6
Chapter 4
10
Customer Value and Value Map
Canon A590
11
Sport Utility Vehicle Value Map
MBM6
Chapter 4
How would you evaluate the Toyota Highlander value based on these results?
(Data Source: “Best and Worst New and Used Cars,” Consumer Reports (2011): 43.)
12
Relative Performance and Customer Value
MBM6
Chapter 3
If the average performance rating of sixty-two printers is 61 according to Consumer Reports, and HP’s performance rating is 73, what is HP’s relative performance rating?
Relative Performance = (73/61)*100= 120.
Product Performance Rating
Average Performance Rating
X 100
Relative Performance =
13
Measuring Perceived Customer Value
Customer perceptions shape assessments of customer value. In many cases, customers consider more than product performance when they assess the overall value of a product.
MBM6
Chapter 4
The Customer Experience
and Value Creation
14
Perceived Customer Value
MBM6
Chapter 4
Perceived Customer Value
= Overall Performance Index (Overall benefits) – Cost of Purchase Index (cost)
= (Perceived Product Performance + Perceived Service Performance + Perceived Brand Reputation) – Cost of Purchase
15
Measuring Perceived Product Performance
MBM6
Chapter 4
1
2
3
Advantage: When the business is significantly better (>1 points) than a competitor, it gets the relative importance points.
Disadvantage: If it is significantly worse (> -1 points), it loses the relative importance points.
No advantage/disadvantage: Between -1 and +1 no points are won or lost.
16
Servic.
Revolutionizing_the_downstream_supply_chain
This document discusses revolutionizing the downstream supply chain in the oil and gas industry through the use of technology. It proposes a four component system: 1) outsourcing distribution operations, 2) using a shared fleet model, 3) implementing dynamic scheduling and routing, and 4) employing dynamic slot booking and pricing. This system aims to streamline operations, increase efficiency, optimize costs and provide benefits to oil companies, haulers, and customers through real-time data, automated processes and increased visibility and control of operations. Quantitative benefits observed by clients include up to 18% reduction in trips, 15% reduction in inventory, and 25% increase in deliveries handled by the same number of dispatchers.
Revolutionizing_the_downstream_supply_chain
This document discusses revolutionizing the downstream supply chain in the oil and gas industry through technology-based solutions. It proposes a four component system: 1) outsourcing distribution operations, 2) using a shared fleet model, 3) implementing dynamic scheduling and routing, and 4) enabling dynamic slot booking and pricing. This system aims to streamline operations, increase fleet utilization, optimize scheduling and pricing, and improve customer service and cost savings for oil companies, haulers, and customers. The system has the potential to reduce delivery costs by 15-18% and inventory levels by up to 15% while handling 25% more deliveries with the same staff.
Automotive Aftersales - New Agression
With these changing business dynamics, leading companies are forced to rethink their approach to the service business (after sales business). Service business can be roughly segmented into warranty and non-warranty services, by a proportion of about 1:20.
COST SHEET OF TATA MOTORS.pptx
This document is a cost sheet analysis of Tata Motors conducted by a group of students. It provides an overview of Tata Motors, including that it is a leading global automobile manufacturer. The analysis then classifies Tata Motors' costs as fixed, variable, or semi-variable/semi-fixed. Key metrics like breakeven point, profit/loss, PV ratio, and margin of safety are calculated. The importance of cost-volume-profit analysis is discussed as providing insights into pricing, costs, and profitability. In conclusion, the analysis provides lessons about focusing on sales volume while managing costs to achieve sustainable growth.
Target Costing and Life Cycle Costing
Target and Life Cycle Costing discusses target costing, kaizen costing, and life cycle costing. Target costing determines the cost needed for a product to be profitable at its selling price. Kaizen costing uses continuous improvement to maintain costs. Life cycle costing considers all costs over a product's lifetime from development to disposal. It helps companies strategically price products over their sales lifecycles and understand costs from the customer perspective through total cost of ownership analysis.
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Trough External Service Management Improve Quality & Productivity
Trough External Service Management Improve Quality & Productivity
Trough External Service Management Improve Quality & Productivity
Trough External Service Management Improve Quality & Productivity
SLP1 Example Excellent Ford, Inc.NOTE This is an example of id.docx
SLP1 Example Excellent Ford, Inc.NOTE This is an example of id.docx
THE EFFECTS OF OVERHEAD COST IN THE SELLING PRICE OF A PRODUCT.
THE EFFECTS OF OVERHEAD COST IN THE SELLING PRICE OF A PRODUCT.
The Customer Experience and Value Creation Chapter 4 O.docx
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The document discusses the difference between Masjid Al-Aqsa and the Dome of the Rock in Jerusalem. It notes that media often incorrectly shows pictures of the Dome of the Rock when referring to Masjid Al-Aqsa due to Zionist efforts to erase the true image of Masjid Al-Aqsa from Muslim memory. Many Muslims and non-Muslims now mistakenly display pictures of the Dome of the Rock thinking it is Masjid Al-Aqsa. The document urges readers to educate others, especially children, about the difference between the two sites.
A r m report
1) The document discusses implementing a Just-in-Time (JIT) inventory system in the automotive industry in Pakistan to improve customer satisfaction.
2) JIT aims to have the right materials available at the right time and in the right quantities to meet customer demand. This reduces inventory costs and improves productivity.
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Management report on HPML
Hinopak Motors Limited is the largest manufacturer of medium and heavy-duty trucks and buses in Pakistan, with a 65% market share. The company aims to achieve total customer satisfaction through quality manufacturing and services while contributing to Pakistan's economic growth. Although Hinopak is meeting production targets, lack of support from the government is creating some inefficiencies for the company to overcome.
Bpr report mavericks
This report summarizes five projects implemented by two organizations to improve their business processes through reengineering. Project 1 reduced water consumption and costs at a pharmaceutical company. Project 2 improved bulb maintenance at a liquid manufacturing plant. Project 3 validated an alternative testing method to address media shortage issues. Project 4 installed a CNC machine to reduce costs and improve part quality. Project 5 switched to CO2 welding to improve safety and reduce injuries.
Bpr assignment 3
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Bpr assignment 2
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Bpr assignement1
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Bpr assignement
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BPR
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一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
The Steadfast and Reliable Bull: Taurus Zodiac Sign
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9356872877Sattamatka.satta.matka.satta matka.kalyan weekly chart.kalyan chart.kalyan jodi chart.kalyan penal chart.kalyan today.kalyan open.fix satta.fix fix fix Satta matka nambar.Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
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Sattamatka.satta.matka.satta matka.kalyan weekly chart.kalyan chart.kalyan jodi chart.kalyan penal chart.kalyan today.kalyan open.fix satta.fix fix fix Satta matka nambarDigital Marketing with a Focus on Sustainability
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
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Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
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Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
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Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
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Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
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- 3. Useful Guidelines Be globalGet activeRevisit your WinnersBegin ForecastingGather Competitive IntelligenceTap great mindsExpand your perspectiveConduct “Future” MeetingsAvoid the Commodity CrutchIn this article it is elaborate that if you are going to differentiate your organization with other organization so there are few useful guidelines to do this process. Your organization is seems to be a different sort of vanilla ice-cream among all other available vanilla ice-creams in the market by approaching these techniques.