and waste incineration plants‚ as well as many natural gas power plants are thermal. Natural gas is frequently combusted in gas turbines as well as boilers. The waste heat from a gas turbine can be used to raise steam‚ in a combined cycle plant that improves overall efficiency. Power plants burning coal‚ oil‚ or natural gas are often referred to collectively as fossil-fuel power plants. Some biomass-fueled thermal power plants have appeared also. Non-nuclear thermal power plants‚ particularly fossil-fueled
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Merchant power plants differ from traditional rate-based power plants as to: 1) how they are financed and 2) where they sell the electricity they generate. A merchant power plant is funded by investors and sells electricity in the competitive wholesale power market. Since a merchant plant is not required to serve any specific retail consumers‚ consumers are not obligated to pay for the construction‚ operations or maintenance of the plant. A traditional rate-based power plant‚ on the other hand
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Astt. Prof.Rajnikant Tiwari EE-32 Electrical Engg. Department Roll No. :0905420074 BABU BANARASI DAS NATIONAL INSTITUTE OF TECHNOLOGY & MANAGEMENT Session : 2011-2012 ACKNOWLEDGEMENT I would like to express my deepest gratitude and also extend my heartly thanks to my seminar guide and Seminar In-charge Mr. Rajnikant Tiwari who very sincerely extended his help and provided resourceful
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OPERATIONS MANAGEMENT 2 This assignment will define operations management and explore the various bodies of knowledge and practices that have led to operations management as it is currently known today. Additionally‚ this paper will focus on topic areas such as supply chain management‚ total quality
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Analysis of the article Operations-based Strategy by Hayes and Upton. This article explains how operations-based strategy can be used to attack or defend competition. There are examples of companies that successfully used an operations strategy to beat competition and also companies who failed to use an strategy and were attacked by their competition. It must be noted that these strategies are hard to formulate and companies do not come up with these strategies overnight. Instead‚ these strategies
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ust-In-Time (JIT) is a very simple idea but one that is essential in modern supply chain management. JIT sets out to cut costs by reducing the amount of goods and materials a firm holds in stock. JIT involves: producing and delivering finished goods ‘just in time’ to be sold partly finished goods ‘just in time’ to be assembled into finished goods parts ‘just in time’ to go into partly finished goods materials ‘just in time’ to be made into parts. The principle that underpins JIT is that production
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Date: August 31‚ 2011 Chapter I Nuclear Power Plant Introduction: Nuclear power is the use of sustained nuclear fission to generate heat and do useful work. Nuclear power plants provide about 6% of the world’s energy and 13–14% of the world’s electricity‚ with the U.S.‚ France‚ and Japan together accounting for about 50% of nuclear generated electricity. In 2007‚ the IAEA reported there were 439 nuclear power reactors in operation in the world‚ operating in 31 countries. Also‚ more
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operation management • Executive Summary Operation management is defined as the design‚ operation‚ and improvement of the systems that create and deliver the firm’s primary products and services. Somerset furniture company’s global supply chain was getting lose its competitive edge and even faced shipments delayed by as much as 40%. The company prides itself on customer service and fears that late deliveries to its customers would harm its credibility and result in lost customers and excessive
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Operations management refers to the complex set of management activities involved in planning organizing leading‚ and controlling an organization’s operations. At one time‚ operations management was considered the backwater of management activities – a dirty‚ drab necessity. This view has changed in recent years‚ as more and more managers realize how operations can be a “beehive” of activity with major financial consequences for any organization. For instance‚ to support the work of Johns Hopkins
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The Encyclopedia of Operations Management Terms by Professor Arthur V. Hill Curtis L. Carlson School of Management 321-19th Avenue South University of Minnesota Minneapolis‚ MN 55455-0413 USA ahill@umn.edu Revised July 20‚ 2003 P O M S Production Operations Management Society The electronic version of this encyclopedia is distributed free of charge by the Production Operations Management Society (POMS) under the conditions that (1) you send corrections and additions to ahill@umn.edu
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