The document discusses the strategy of HCG (Hose and Connectors Group), a global automotive components manufacturer. It outlines issues such as declining sales and profitability challenges. The proposed strategy includes investing in R&D for new technologies, expanding into new markets, optimizing production, and implementing IT infrastructure improvements. A timeline spanning 2018-2022 is provided to implement initiatives such as communication plans, production upscaling, and marketing. Comparisons are made between current and future states considering factors like technology, products, markets, and return on investment.
Case Study: Williams Establishing a DevOps Model Based on the Gartner Layered...CA Technologies
Williams established a DevOps model based on Gartner's layered testing strategy using CA Technologies tools. Gartner recommends shifting testing left by focusing on business logic testing using mocking, service virtualization, and reusable scripts. This reduces GUI testing and allows teams to get quality products to market more quickly. Williams implemented Agile Requirements Designer to design test cases, Test Data Manager for data virtualization, and AppTest for test automation to achieve continuous integration based on Gartner's strategy.
GTC Technology is a global licensor of process technologies and mass transfer solutions for refining, petrochemical, chemical and gas processing industries. It offers over 25 licensed technologies, engineering services, process equipment, chemicals and catalysts, and research and development. GTC has facilities worldwide and aims to optimize clients' industrial processes, increase capacity and efficiency, and reduce costs and environmental impact through customized solutions.
GTC Technology is a global licensor of process technologies and mass transfer solutions for refining, petrochemical, and chemical industries. They offer over 25 licensed technologies for increasing capacity, improving efficiency, and reducing environmental impact. They provide engineering services, process equipment, technical support, research and development. Their goal is to create flexible, innovative solutions to optimize clients' operations and profits.
This project was about assessment of current financial, product portfolio and market dominance of factual automotive company named as ''Hose and Connectors Group", HCG Global.
Project initiated with performing intensive market research about companies having similar product portfolio, our team performed elaborate SWOT and PESTLE analysis to understand situation of companies current locations.
Potential risks in automotive market, working environment etc were identifies and these risks were mitigated using techniques like FMEA, ETA, HAZOP, FTA, Bow-Tie analysis.
Finally business strategies, new product portfolio, change management strategies using ADKAR and project planning in MS Project was introduced and accordingly financial calculations were performed. These results were finally presented to the top management committee of CEO, CFO.
The document is a resume for Craig A. Dillworth, highlighting his 20+ years of experience in B2B sales management and operations leadership for a global Fortune 500 company. It summarizes his roles leading significant growth of a custom nitrogen gas generator business from $2 million to $15 million annually. It also outlines his areas of expertise, career highlights transforming sales teams and securing global accounts, and background in process engineering solutions.
The document discusses optimizing relationships between original equipment manufacturers (OEMs) and suppliers for more cost-effective and faster product development. It identifies ten key trends impacting OEM-supplier relationships and outlines six levers OEMs can use to optimize the interface, such as fostering innovation, leveraging supplier R&D, and early supplier involvement. It also discusses best practices for structuring an OEM purchasing organization.
BioLargo Deck for LD micro 2019 06042019Alex Evans
BioLargo is an innovative solutions provider with patented products and technologies. It has 20 patents and 5 pending patents across diverse markets including clean air solutions, wound care solutions, and engineering services. BioLargo's management team has extensive industry experience averaging over 35 years. Some of BioLargo's key products and technologies include CupriDyne Clean for odor control, the Advanced Oxidation System for clean water, and SkinDisc for advanced wound care. BioLargo is focused on commercializing these solutions and driving continued growth.
Program - American Chemical Manufacturing Summit 2013, PittsburghMark Blendheim
The American Chemical Manufacturing Summit brings together industry leaders to discuss the current state of the industry and the impact of new regulations. The summit provides chemical manufacturing, quality and supply chain executives valuable insight into new manufacturing strategies, technology and Operational Excellence.
Case Study: Williams Establishing a DevOps Model Based on the Gartner Layered...CA Technologies
Williams established a DevOps model based on Gartner's layered testing strategy using CA Technologies tools. Gartner recommends shifting testing left by focusing on business logic testing using mocking, service virtualization, and reusable scripts. This reduces GUI testing and allows teams to get quality products to market more quickly. Williams implemented Agile Requirements Designer to design test cases, Test Data Manager for data virtualization, and AppTest for test automation to achieve continuous integration based on Gartner's strategy.
GTC Technology is a global licensor of process technologies and mass transfer solutions for refining, petrochemical, chemical and gas processing industries. It offers over 25 licensed technologies, engineering services, process equipment, chemicals and catalysts, and research and development. GTC has facilities worldwide and aims to optimize clients' industrial processes, increase capacity and efficiency, and reduce costs and environmental impact through customized solutions.
GTC Technology is a global licensor of process technologies and mass transfer solutions for refining, petrochemical, and chemical industries. They offer over 25 licensed technologies for increasing capacity, improving efficiency, and reducing environmental impact. They provide engineering services, process equipment, technical support, research and development. Their goal is to create flexible, innovative solutions to optimize clients' operations and profits.
This project was about assessment of current financial, product portfolio and market dominance of factual automotive company named as ''Hose and Connectors Group", HCG Global.
Project initiated with performing intensive market research about companies having similar product portfolio, our team performed elaborate SWOT and PESTLE analysis to understand situation of companies current locations.
Potential risks in automotive market, working environment etc were identifies and these risks were mitigated using techniques like FMEA, ETA, HAZOP, FTA, Bow-Tie analysis.
Finally business strategies, new product portfolio, change management strategies using ADKAR and project planning in MS Project was introduced and accordingly financial calculations were performed. These results were finally presented to the top management committee of CEO, CFO.
The document is a resume for Craig A. Dillworth, highlighting his 20+ years of experience in B2B sales management and operations leadership for a global Fortune 500 company. It summarizes his roles leading significant growth of a custom nitrogen gas generator business from $2 million to $15 million annually. It also outlines his areas of expertise, career highlights transforming sales teams and securing global accounts, and background in process engineering solutions.
The document discusses optimizing relationships between original equipment manufacturers (OEMs) and suppliers for more cost-effective and faster product development. It identifies ten key trends impacting OEM-supplier relationships and outlines six levers OEMs can use to optimize the interface, such as fostering innovation, leveraging supplier R&D, and early supplier involvement. It also discusses best practices for structuring an OEM purchasing organization.
BioLargo Deck for LD micro 2019 06042019Alex Evans
BioLargo is an innovative solutions provider with patented products and technologies. It has 20 patents and 5 pending patents across diverse markets including clean air solutions, wound care solutions, and engineering services. BioLargo's management team has extensive industry experience averaging over 35 years. Some of BioLargo's key products and technologies include CupriDyne Clean for odor control, the Advanced Oxidation System for clean water, and SkinDisc for advanced wound care. BioLargo is focused on commercializing these solutions and driving continued growth.
Program - American Chemical Manufacturing Summit 2013, PittsburghMark Blendheim
The American Chemical Manufacturing Summit brings together industry leaders to discuss the current state of the industry and the impact of new regulations. The summit provides chemical manufacturing, quality and supply chain executives valuable insight into new manufacturing strategies, technology and Operational Excellence.
The document provides information about Oil and Gas Development Company Limited (OGDCL). Some key points:
- OGDCL is Pakistan's largest exploration and production company, engaged in drilling and production of oil and gas.
- It has increased production targets for gas and oil in fiscal year 2015 through adding new licenses and rigs.
- The company aims to become a leading multinational E&P firm through increasing domestic and international exploration while utilizing strategic alliances.
- OGDCL conducts SWOT and competitive analyses to evaluate its position and identify areas of strength and improvement.
Vacuum pumps are widely used in such fields as metallurgy, chemicals, food, and electronic coating. In recent years, the rapid development of these industries has bolstered the fast growth of vacuum pumps. In 2014, the output of vacuum pumps in China reached 9.56 million units, up 7.2% from a year earlier. We predict that by 2018 this figure will be very likely to climb to 11.84 million units, with an estimated CAGR of 5.5%.
Barnes Group Inc. Investor Overview - April 2016Terri Chapman
This document provides an investor overview of Barnes Group for April 2016. It begins with forward-looking statements and disclosures. It then provides an overview of Barnes Group as an international industrial and aerospace manufacturer and services provider with two business segments. The document reviews Barnes Group's financial performance trends, strategic themes, growth strategies for its business segments, market outlooks, capital allocation approach and portfolio transformation through acquisitions. It summarizes Barnes Group's position in industrial and aerospace end markets and the performance of its various businesses.
China's chemical market is the world's largest which currently faces production overcapacity, slow growth of local demand, and high competition intensity. In this white paper, Solidiance addresses the questions on how to grow and maintain market position as many emerging competitors are moving up to the value chain through product upgrade, continuous innovation, and business expansion.
The answers are “The New Chemical Era in China” which will come up as the phenomenon resulting from the ability of different chemical companies to create their market identities to gain competitiveness.
This phenomenon is expected to gradually open new opportunities in development of different industry sectors, such as automotive, energy, construction, as well as electrical & electronic (E&E).
The document provides an executive summary of the Klein Schanzlin and Becker (KSB) Group, a leading producer of pumps, valves, and related systems. KSB has expanded to over 100 countries with approximately 14,000 employees globally. The summary discusses KSB's international operations, products, strategies, and aims to analyze how KSB manages its resources for competitive advantages. It also briefly outlines the company's history, sectors served, and innovation emphasis on automation to reduce human effort and lifecycle costs.
This document provides an investor presentation for a company in August 2016. It begins with safe harbor statements noting that some statements in the presentation are forward-looking and subject to risks and uncertainties. It then discusses non-GAAP financial measures used by management to evaluate performance. The presentation provides an overview of the company as a global leader in designing, engineering and manufacturing critical modules for the semiconductor capital equipment industry. It highlights the company's capabilities, customers, markets served and financial performance.
World Wide Chemicals is launching a new chemical product called FOCUS XP and needs to select a site and technology for production. Texas was recommended over California as the site due to factors like minimizing construction time and environmental risks. APEX technology was recommended over developing an in-house technology due to the timeline of the project and APEX being an established option. Both a turnkey contract and design-build contract received high ratings as potential project delivery methods.
Barnes Group Inc. Investor Overview - July 2016Terri Chapman
This document provides an overview of Barnes Group Inc. for investors. Some key points:
- Barnes Group is an international manufacturer and services provider serving industrial and aerospace end markets.
- Through acquisitions and divestitures, the company has transformed its portfolio mix from roughly even industrial/aerospace in 2010 to 65%/35% currently.
- The company provides guidance for 2016, expecting total sales growth of 3-4% including an acquisition, with industrial segment growth of 1-2% organically and aerospace segment expected to be flat to low single digit growth.
- Barnes Group utilizes its Barnes Enterprise System approach and strategic acquisitions to drive productivity improvements and expand its portfolio into
GE Digital - Customer Reference Stories - 9Nov2017.pptxCharbelRahme2
The document provides an overview of GE's digital customer insights and reference stories. It summarizes that GE has over 10,000 total customers, including many Fortune 500 companies in industries like automotive, oil & gas, chemicals, and others. The customer satisfaction score is not provided. The reference booklet contains over 100 customer stories that can be shared publicly, with additional references found online. The outline categorizes customer stories by industry such as aviation, manufacturing, power, etc.
Uct investor presentation october 2016Ultracleanir
The document provides an investor presentation for a company in the semiconductor capital equipment industry. Some key points:
- Revenue in Q3 2016 was $146M, up 12.6% from the previous quarter, with GAAP EPS of $0.08 and non-GAAP EPS of $0.17.
- Spending on semiconductor wafer equipment is expected to continue recovering as chipmakers invest in new nodes.
- The company provides design, engineering, manufacturing and turnkey solutions across the semiconductor manufacturing process.
- It aims to outperform industry growth through strategic investments and delivering value to customers.
Barnes Group Inc. Investor Overview - November 2016Barnes_Group
This document provides an investor overview of Barnes Group Inc. It begins with forward-looking statement disclosures and references to non-GAAP measures. The main sections summarize Barnes Group's history and transformation through acquisitions, its two business segments of industrial and aerospace, key growth strategies, capital allocation approach, and financial performance trends showing increasing sales and margins over time.
ARC Operational Excellence Forum in Orlando HighlightsARC Advisory Group
ARC Operational Excellence Forum in Orlando Highlights
ARC’s seventh annual Driving Operational Excellence in Manufacturing
Forum was held in Orlando on February 11 and 12. This is a first in a series
of Insights to cover the considerable amount of information from the Forum.
The forum highlighted the real world experiences of end users in
their goal to achieve operational excellence. ARC also
invited many key industry executives from the leading
supplier companies to share their visions for the
future of collaborative manufacturing management
(CMM). As manufacturers move into a global business
climate that demands the integration of
manufacturing operations and business systems, collaboration
must become commonplace reality.
Collaboration must be a cultural transition that moves beyond the organizational
and functional “silos” that currently exist within most
manufacturing enterprises. Two issues that have a direct impact on how
well manufacturing operations will become integrated with the enterprise
are interoperability and complexity.
ARC’s Driving Operational Excellence
Forum in Orlando focused on the
vision for a collaborative
manufacturing infrastructure
purported by suppliers as well as the
real world experiences of users trying
to achieve operational excellence.
Six Sigma and Lean Manufacturing are two concepts that aim to improve processes through a common objective of industrial excellence. Both use the DMAIC methodology of Define, Measure, Analyze, Improve, and Control and focus on reducing variability and waste to improve quality, reduce costs and lead times. While Six Sigma focuses more on methodology and tools to reduce variability, Lean Manufacturing concentrates on eliminating non-value-add activities. The two approaches are complementary and both are needed to fully achieve process excellence.
US manufacturers are adopting Industry 4.0 technologies at an uneven pace, with cybersecurity, big data and analytics seeing the highest levels of implementation. While most see Industry 4.0 as an opportunity to improve productivity, defining a strategy and changing company culture are major challenges. Adoption offers benefits beyond productivity like increased flexibility, quality and speed of production. Hiring talent and acquiring new capabilities are critical enablers for manufacturers to successfully adopt Industry 4.0.
GainShare Consultants Company Overview - Q1'2015John Linebaugh
This document summarizes information about Gainshare Consultants, a global operations consulting firm founded in 2005 and headquartered in Newport Beach, CA. It has a team of operations professionals focused on execution and results. The firm provides services including sourcing in China, supply chain management, cost reduction, and project management. It has clients across various industries and case studies highlighting projects delivering cost savings and supply chain improvements.
The report provides a complete roadmap for setting up a Biodiesel Manufacturing Plant. It covers a comprehensive market overview to micro-level information such as unit operations involved, raw material requirements, utility requirements, infrastructure requirements, machinery and technology requirements, manpower requirements, packaging requirements, transportation requirements, etc.
The document discusses the concept of blue ocean strategy using Cirque du Soleil as an example. It provides an overview of key principles of blue ocean strategy, including reconstructing market boundaries to look across different industries and customer groups, focusing on the big picture rather than numbers, getting the strategic sequence right, and overcoming organizational hurdles to execute new strategies. The document also outlines analytical tools for developing blue ocean strategies, such as strategy canvases and value curves.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
The document provides information about Oil and Gas Development Company Limited (OGDCL). Some key points:
- OGDCL is Pakistan's largest exploration and production company, engaged in drilling and production of oil and gas.
- It has increased production targets for gas and oil in fiscal year 2015 through adding new licenses and rigs.
- The company aims to become a leading multinational E&P firm through increasing domestic and international exploration while utilizing strategic alliances.
- OGDCL conducts SWOT and competitive analyses to evaluate its position and identify areas of strength and improvement.
Vacuum pumps are widely used in such fields as metallurgy, chemicals, food, and electronic coating. In recent years, the rapid development of these industries has bolstered the fast growth of vacuum pumps. In 2014, the output of vacuum pumps in China reached 9.56 million units, up 7.2% from a year earlier. We predict that by 2018 this figure will be very likely to climb to 11.84 million units, with an estimated CAGR of 5.5%.
Barnes Group Inc. Investor Overview - April 2016Terri Chapman
This document provides an investor overview of Barnes Group for April 2016. It begins with forward-looking statements and disclosures. It then provides an overview of Barnes Group as an international industrial and aerospace manufacturer and services provider with two business segments. The document reviews Barnes Group's financial performance trends, strategic themes, growth strategies for its business segments, market outlooks, capital allocation approach and portfolio transformation through acquisitions. It summarizes Barnes Group's position in industrial and aerospace end markets and the performance of its various businesses.
China's chemical market is the world's largest which currently faces production overcapacity, slow growth of local demand, and high competition intensity. In this white paper, Solidiance addresses the questions on how to grow and maintain market position as many emerging competitors are moving up to the value chain through product upgrade, continuous innovation, and business expansion.
The answers are “The New Chemical Era in China” which will come up as the phenomenon resulting from the ability of different chemical companies to create their market identities to gain competitiveness.
This phenomenon is expected to gradually open new opportunities in development of different industry sectors, such as automotive, energy, construction, as well as electrical & electronic (E&E).
The document provides an executive summary of the Klein Schanzlin and Becker (KSB) Group, a leading producer of pumps, valves, and related systems. KSB has expanded to over 100 countries with approximately 14,000 employees globally. The summary discusses KSB's international operations, products, strategies, and aims to analyze how KSB manages its resources for competitive advantages. It also briefly outlines the company's history, sectors served, and innovation emphasis on automation to reduce human effort and lifecycle costs.
This document provides an investor presentation for a company in August 2016. It begins with safe harbor statements noting that some statements in the presentation are forward-looking and subject to risks and uncertainties. It then discusses non-GAAP financial measures used by management to evaluate performance. The presentation provides an overview of the company as a global leader in designing, engineering and manufacturing critical modules for the semiconductor capital equipment industry. It highlights the company's capabilities, customers, markets served and financial performance.
World Wide Chemicals is launching a new chemical product called FOCUS XP and needs to select a site and technology for production. Texas was recommended over California as the site due to factors like minimizing construction time and environmental risks. APEX technology was recommended over developing an in-house technology due to the timeline of the project and APEX being an established option. Both a turnkey contract and design-build contract received high ratings as potential project delivery methods.
Barnes Group Inc. Investor Overview - July 2016Terri Chapman
This document provides an overview of Barnes Group Inc. for investors. Some key points:
- Barnes Group is an international manufacturer and services provider serving industrial and aerospace end markets.
- Through acquisitions and divestitures, the company has transformed its portfolio mix from roughly even industrial/aerospace in 2010 to 65%/35% currently.
- The company provides guidance for 2016, expecting total sales growth of 3-4% including an acquisition, with industrial segment growth of 1-2% organically and aerospace segment expected to be flat to low single digit growth.
- Barnes Group utilizes its Barnes Enterprise System approach and strategic acquisitions to drive productivity improvements and expand its portfolio into
GE Digital - Customer Reference Stories - 9Nov2017.pptxCharbelRahme2
The document provides an overview of GE's digital customer insights and reference stories. It summarizes that GE has over 10,000 total customers, including many Fortune 500 companies in industries like automotive, oil & gas, chemicals, and others. The customer satisfaction score is not provided. The reference booklet contains over 100 customer stories that can be shared publicly, with additional references found online. The outline categorizes customer stories by industry such as aviation, manufacturing, power, etc.
Uct investor presentation october 2016Ultracleanir
The document provides an investor presentation for a company in the semiconductor capital equipment industry. Some key points:
- Revenue in Q3 2016 was $146M, up 12.6% from the previous quarter, with GAAP EPS of $0.08 and non-GAAP EPS of $0.17.
- Spending on semiconductor wafer equipment is expected to continue recovering as chipmakers invest in new nodes.
- The company provides design, engineering, manufacturing and turnkey solutions across the semiconductor manufacturing process.
- It aims to outperform industry growth through strategic investments and delivering value to customers.
Barnes Group Inc. Investor Overview - November 2016Barnes_Group
This document provides an investor overview of Barnes Group Inc. It begins with forward-looking statement disclosures and references to non-GAAP measures. The main sections summarize Barnes Group's history and transformation through acquisitions, its two business segments of industrial and aerospace, key growth strategies, capital allocation approach, and financial performance trends showing increasing sales and margins over time.
ARC Operational Excellence Forum in Orlando HighlightsARC Advisory Group
ARC Operational Excellence Forum in Orlando Highlights
ARC’s seventh annual Driving Operational Excellence in Manufacturing
Forum was held in Orlando on February 11 and 12. This is a first in a series
of Insights to cover the considerable amount of information from the Forum.
The forum highlighted the real world experiences of end users in
their goal to achieve operational excellence. ARC also
invited many key industry executives from the leading
supplier companies to share their visions for the
future of collaborative manufacturing management
(CMM). As manufacturers move into a global business
climate that demands the integration of
manufacturing operations and business systems, collaboration
must become commonplace reality.
Collaboration must be a cultural transition that moves beyond the organizational
and functional “silos” that currently exist within most
manufacturing enterprises. Two issues that have a direct impact on how
well manufacturing operations will become integrated with the enterprise
are interoperability and complexity.
ARC’s Driving Operational Excellence
Forum in Orlando focused on the
vision for a collaborative
manufacturing infrastructure
purported by suppliers as well as the
real world experiences of users trying
to achieve operational excellence.
Six Sigma and Lean Manufacturing are two concepts that aim to improve processes through a common objective of industrial excellence. Both use the DMAIC methodology of Define, Measure, Analyze, Improve, and Control and focus on reducing variability and waste to improve quality, reduce costs and lead times. While Six Sigma focuses more on methodology and tools to reduce variability, Lean Manufacturing concentrates on eliminating non-value-add activities. The two approaches are complementary and both are needed to fully achieve process excellence.
US manufacturers are adopting Industry 4.0 technologies at an uneven pace, with cybersecurity, big data and analytics seeing the highest levels of implementation. While most see Industry 4.0 as an opportunity to improve productivity, defining a strategy and changing company culture are major challenges. Adoption offers benefits beyond productivity like increased flexibility, quality and speed of production. Hiring talent and acquiring new capabilities are critical enablers for manufacturers to successfully adopt Industry 4.0.
GainShare Consultants Company Overview - Q1'2015John Linebaugh
This document summarizes information about Gainshare Consultants, a global operations consulting firm founded in 2005 and headquartered in Newport Beach, CA. It has a team of operations professionals focused on execution and results. The firm provides services including sourcing in China, supply chain management, cost reduction, and project management. It has clients across various industries and case studies highlighting projects delivering cost savings and supply chain improvements.
The report provides a complete roadmap for setting up a Biodiesel Manufacturing Plant. It covers a comprehensive market overview to micro-level information such as unit operations involved, raw material requirements, utility requirements, infrastructure requirements, machinery and technology requirements, manpower requirements, packaging requirements, transportation requirements, etc.
The document discusses the concept of blue ocean strategy using Cirque du Soleil as an example. It provides an overview of key principles of blue ocean strategy, including reconstructing market boundaries to look across different industries and customer groups, focusing on the big picture rather than numbers, getting the strategic sequence right, and overcoming organizational hurdles to execute new strategies. The document also outlines analytical tools for developing blue ocean strategies, such as strategy canvases and value curves.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdfEnterprise Wired
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Top Management
1. HCG
Hose and Connectors Group
Hose and Connectors Group
SolutionFor Your Most Demanding Automotive Applications
2. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
2
ROLES & RESPONSIBILITIES
Director Operations, COO
Engineering Operations Manager, APAC
Sales Manager, Americas
Mr. Saurabh Bhase
Mr. Akshay Narkar
Mr. Akanksh Sarji
3. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
AGENDA
3
About Us
Current Issues
HCG Global Strategy
Timeline
Costing
Comparison
Conclusions
Questions
4. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
4
ABOUT US
AC (China, Romania, Poland)
Fuel (Germany)
TOC (Brazil)
HCG GROUP
Global Automotive Components Manufacturer
Annual Turnover: 400 M€
Headquarter: Germany
PLANT SALES (2017) HEADS
Germany 120 M€ 950+50 HQ
Poland 60 M€ 350
Romania 50 M€ 320
China 90 M€ 820
Brazil 80 M€ 510
5. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
PRODUCTS
5
Transmission Oil Cooling (TOC)
➢ Hoses
➢ Tubes
➢ Connectors
Air Conditioning (AC)
➢ Hoses
➢ Tubes
➢ Connectors
Fuel
➢ Hoses
➢ Tubes
➢ Connectors Hoses, Tubes &
Connectors for AC
Fluid
Conveyance
Lines for Fuel
Fluid
Conveyance
Lines for TOC
7. HCG
Hose and Connectors Group
7
CURRENT ISSUES - FINANCIAL
0
50
100
150
200
250
300
350
400
450
2016 2017 2018 2019 2020 2021 2022
Top Line Sales (in M€)
Sales Outlook : - 25 %
▪ Profitability Expectations from Shareholders > 15 %
▪ Current Dividends to Shareholder: ~ 10 %
PLANTS ROS PRODUCT SALES
OUTLOOK
Germany 6% Fuel -25%
Poland 12% AC
Romania 13% AC
China 4% AC
Brazil 10% TOC -50%
8. HCG
Hose and Connectors Group
8
CURRENT ISSUES - TECHNOLOGICAL
Electrification
Complex
Heat Pumps
Dual Clutch
AC
TOC
ICE
Technological
Threats
9. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
HCG GLOBAL STRATEGY
9
Investment in R&D
Germany
Increase in Customer Base
HCV Market
Germany
Investment in IT Infrastructure
Brazil
Current Market Expansion with Futuristic Investment in R&D and IT Infrastructures
HCV Market Expansion & Automation
China
HCG Global
Strategy
10. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
HCG GLOBAL STRATEGY
10
Germany
➢ Investment in R&D
of New Technology
➢ Entering in HCV
Market
➢ Product
Optimization with
QRC Coupling
Brazil
➢ Investment in IT Infrastructure
➢ Introduction of IT Technology
in Logistics, SCM, Distribution,
Marketing, Sales,
Communication and all other
Business processes.
➢ Increase customer base by
entering in HCV Market and
Agricultural Vehicles Market
➢ Product optimization with QRC
Coupling
China
➢ Non-growth Business Operation for existing
production: Producing as per demand, No
incentive,Better utilization & Optimization of
labour force
➢ Increase Customer Base: Entering in HCV
market
➢ Product Optimization with QRC Couplings
➢ Preparing employees for New Technology:
Training and workshops for employees
➢ Small Production Line: Production of new
Connections Condensors, Chillers and
Ventilation Valves (Complex Heat Pump System)
➢ Expansion
11. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
COMPARISION
11
Finance
ROS
Sales Outlook
Dividends 10 -
15%
New Products &
Customer Base
HCV Market
Connections
Condensors, Chillers and
Ventlation Valves
Development
R&D
IT Infrastructure
Automation
Business
Processes
Reliable
Efficient
Profit
New
Technology
Oppurtunity
Demand
Profit
12. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
TIMELINE
12
1) Meeting with Top Management Board…………
2) Internal Communication………….
3) External Communication…………
4) Communication with Employees…………
5) Installation of New Inventories…………
6) Production Planning and Upscaling…………
7) Marketing and Sales…………..
JAN FEB MARCH APR MAY JUN JUL AUG SEP OCT NOV DEC
2018 2020 20222019 2021
OCT 1.10.2018 - OCT 26.10.18
OCT 29.10.18 – JAN 18.01.19
JAN 21.01.19 - MAY 06.06.19
MAY 23.05.19- NOV 06.11.19
JAN 01.01.20 - JUL 14.07.20
AUG 3.08.20 - JUL 01.07.22
JUL 15.07.20 - DEC 29.12.20
MS Project PPT.mpp
13. HCG
Hose and Connectors Group
13
COSTING
# Services Costs
1 R&D 350,000€
2 Inventory 175,000€
3 Business Alignment 1,000,000€
4 Marketing 100,000€
5 Machinery 4,000,000€
6 Automation 25,000,000€ (One-Time)
TOTAL 6,000,000€ per year
(excluding Automation) approximately
https://www.robotics.org/content-detail.cfm/Industrial-Robotics-Industry-Insights/Calculating-Your-ROI-for-Robotic-Automation-Cost-vs-Cash-Flow/content_id/5285
http://phx.corporate-ir.net/phoenix.zhtml?c=97464&p=irol-reportsannual
14. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
CONCLUSIONS
14
1. Investment in existing production is still essential
➢ Emerging technology will take time
➢ Risk of loosing market too early
2. Crucial Implementation of Non-Business Growth Process
➢ Need to reduce operation cost
➢ No heavy investment in existing technology
3. Need Reliable IT Infrastructure
➢ Electrification, Connectivity, eMobility, Autonomous driving
4. Investment in New Technology
➢ R&D, High competition, High opportunities in new technology
5. High Demand & High Opportunities Market
➢ R&D, High competition, High opportunities in new technology
15. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
REFERENCES
15
http://phx.corporate-ir.net/phoenix.zhtml?c=97464&p=irol-reportsannual
http://www.jreltd.com/blog/the-applications-of-quick-release-couplings/
https://www.bloomberg.com/news/articles/2017-08-22/china-s-robot-revolution-may-weigh-on-global-
rebalancing
https://www.robotics.org/content-detail.cfm/Industrial-Robotics-Industry-Insights/Calculating-Your-ROI-for-
Robotic-Automation-Cost-vs-Cash-Flow/content_id/5285
https://www.statista.com/statistics/620487/used-car-sales-brazil/
16. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
16
THANK YOU
Mr. Saurabh Bhase
Mr. Akshay Narkar
Mr. Akanksh Sarji
22. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
RISK ANALYSIS: RISK SEVERITY MATRIX
22
5 Very High
4 High
3 Moderate
2 Low
1 Very Low
Rarely Unlikely Possible Likely Very Likely
1 2 3 4 5
Likelihood
Consequences
Extreme
Very Likely
Likely
Unlikely
Rarely
23. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
RISK SEVERITY MATRIX (CURRENT)
23
NO. RISK TYPE RISK PLANT C L CATEGORY
1 Operational Low ROS China 5 3 Extreme
2 Sales Downstream Outlook Brazil / Germany 5 4 Extreme
3 Financial No Investment Capital 4 4 Extreme
4 Technological Electrification 5 5 Extreme
Heat Pumps
Dual Clutch system
5 IT Cyber security Brazil / Germany 4 3 Very High
6 Legal
Bureaucracy- enforcing
contracts 5 1 Very High
Resolving Insolvency Very High
7 Financial risk Interest rate 4 1 Very High
8 Social /HR Very low local labour Brazil 4 3 Very High
9 Forced participation
10 Environment Strong environment policies All 4 3 High
11 Political
Change in rules and
regulation Brazil / China 4 3 High
12 Economical Unstable economy Brazil 4 3 High
13 R&D New product All 2 3 Moderate
14 Safety Emplacement safety All 2 2 Moderate
15 Political Trade China 2 1 Low
16 Environmental Natural hazards All 2 1 Low
17 Political Corruption All 1 1 Low
24. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
RISK SEVERITY MATRIX (FUTURE)
24
NO. RISK TYPE RISK C L CATEGORY
1 Growth Opportunities New product risk 4 4 Extreme
2 Competitive Positioning Too many competitors 4 5 Extreme
3 Customer Service Customer satisfaction 4 4 Extreme
4 Recruitment and Retention More wages/More investment 4 5 Extreme
5 Skills Availability Longer duration for customising 3 4 Very High
6 Inventory Management Managing new process 3 3 High
7 Logistics Delivery on date 3 3 High
8 Product Liability Liability of new product 3 3 High
9 Government Rules and regulations 2 2 Moderate
10 Strategy Development Proper implementation 2 3 Moderate
11 Investor Relations Acceptance rate 2 3 Moderate
12 Marketing new product launch 2 2 Moderate
13 Politics Involvement 2 1 Low
14 Legal Legal acceptance 2 1 Low
25. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
RISK ANALYSIS: FAULT TREE (BRAZIL)
25
26. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
RISK ANALYSIS: FAULT TREE (CHINA)
26
27. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
RISK ANALYSIS: FAULT TREE(GERMANY)
27
28. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
RISK TREATMENT: DECISION TREE (BRAZIL)
28
29. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
RISK TREATMENT: DECISION TREE (CHINA)
29
30. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
RISK TREATMENT: DECISION TREE (GERMANY)
30
31. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
CHANGE MANAGEMENT: ADKAR TOOL
31
Global Networks
Multiple contracts
and connections
Awards &
Incentives
Acknowledgements
Optimised work
process
Job security
Arrangement of
regular meetings
Conferences
Open
communication
Communication
during annual
business
meeting
Providing training
and education
Providing detailed
understanding of
tasks
Providing detailed
understanding of
processes and
system
Explaining new
roles and
responsibilities
Providing day-to-
day involvement
Access to the
subject and
experts
Effect
performance
monitoring
Practical
exercises and
workshops
during training
Two-way feedback
Audit and
performance
measurement
Accountability
Recognition and
rewards and
celebration
32. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
GLOBAL STRATEGY
32
Germany
✓ Investment of R&D (Due to electrification there is change of fuel lines)
✓ Investment of R&D (Introducing new hoses material for A/C ,TOC and Fuel lines)
✓ Entering into Heavy Commercial Vehicle market
✓ Come up with new alternative technology as early as possible for Fuel lines
✓ Start production of QRC couplings
Brazil
✓ Investment in development of IT infrastructure.
✓ Changing production of TOC from LMV to HMV and Agricultural machineries
✓ IT training programs
✓ Hiring IT professionals
✓ As it has a market for old cars ,tying up with local market distributors for supply of
TOC lines.
33. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
GLOBAL STRATEGY
33
Romania and Poland
✓ As there are no problems faced in sales and production, no immediate measures are
to be taken, however; some training programs can be planned for future technology
viz. condensers, chillers, ventilation valves.
China
✓ Implementation of non-growth business strategy (Producing per customer demand)
✓ Recruitment (only short-term contracts)
✓ Investment in additional production lines and start producing new products
gradually (condensers, ventilation valves)
✓ Investment in training programs
✓ Automation in China and investment in R&D for own software development
34. HCG
Hose and Connectors Group
HCG
Hose and Connectors Group
DETAILED COMPARISON
34
BEFORE STRATEGY AFTER STRATEGY
TECHNOLOGY AC, TOC, Fuel Lines Heat pumps, TOC, Fuel lines, Automation
PRODUCTS Connections For AC, TOC, Fuel Lines Automation Software, Connection Valves,
Connection for Ventilators
LABOUR FORCE Remains same Recruitment of new employees
SHAREHOLDERS DIVIDENDS Less than 10% 10 - 15%
MARKET BASE LMV Automobiles HMV, Agricultural Vehicles market
PLANTS Remains same Remains same
ROS As given Increases
QUALITY OF PRODUCTS Moderate More efficient
IT INFRASTRUCTURE Moderate Highly reliable