&AN ORGANISATIONAL STUDY IN APOLLO TYRES LTD PERAMBRA A Project Report Submitted to Calicut University In partial fulfillment of the requirement for the award Of the Degree of BACHELOR OF BUSINESS ADMINISTRATION CONTENTS CHAPTER NO: TITLE page no:- 1 INTRODUCTION 1 2
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German Language A1 Level. ACADEMIC QUALIFICATION: ➢ I have completed 12 Th from State Board with 70.6% in 2005. ➢ I have completed 10 Th from State Board with 75% in 2002. TECHNICAL SKILLS: ➢ Knowledge of APQP‚ PPAP‚ 5’s‚ Kaizen‚ Poka-Yoke. ➢ Knowledge of product drawing and Geometrical Dimension & Tolerance reviews. ➢ Knowledge of MS-Office (Word‚ Excel and Power Point) and any kind of interaction with internet. TOTOL EXPERIENCES: - 3.1 Years. CURRENTLY
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ERGONOMICS ABSTRACT The understanding and practice of ergonomics‚ concentrated on the knowledge of human characteristics‚ abilities and needs‚ plays a fundamental role in satisfying people – whether they are ardent customers‚ users or workers. In this context ergonomics and quality can be regarded as overall approaches‚ as philosophies taking account of people in the way things are designed and organized. Given the conceptual similarities and that several indicators point to the fact that poor
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The Need for Quality Metrics in Green Construction Companies: Analysis of Quality Differences in Traditional and Sustainable Building Practices Susie Williamson susangwilliamson@hotmail.com 9470 N. Little Cottonwood Rd. Sandy‚ Utah 84092 Dr. Leo Shelton PM 588 Fall Session 2‚ 2010 Introduction Conrad Construction Industries is a residential and commercial contracting firm based in Salt Lake City‚ Utah consisting of 100 employees‚ in addition to governing a board of directors and multiple
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www.thetimes100.co.uk Product development through continuous improvement Introduction Corus is part of the Tata Steel Group‚ the world’s sixth largest steel producer. Within Europe‚ Corus is the second largest steel producer with average annual revenues of around £12 billion. The company produces more than 20 million tonnes of steel each year‚ mainly in the UK and the Netherlands. It has a global network of sales offices and service centres‚ employing around 42‚000 people worldwide. Corus is
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Productivity Press‚ 1988. Chapter 12 Adler‚ Paul S. Building Better Bureaucracies. Academy of Management Executive‚ 13‚ 1999‚ pp. 36-49. Burns‚ Tom‚ and George M. Stalker. The Management of Innovation. New York: Oxford University Press‚ 1994. Imai‚ Masaaki. Kaizen: The Key to Japan s Competitive Success. New York: McGraw-Hill‚ 1986. Ohno‚ Taiichi. Toyota Production System: Beyond Large-Scale Production. Portland‚ OR: Productivity Press‚ 1988. Taylor‚ Frederick W. Scientific Management. New York: Harper & Row
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Human Resource Development in Toyota Culture The article first appeared in the "International Journal of Human Resource Development & Management." It addresses the role of HR in a lean enterprise‚ explores a major crisis of trust at Toyota ’s plant in Georgetown‚ Ky.‚ and how it responded by reorganizing the HR function. By Jeffrey K. Liker and Michael Hoseus Introduction From the founding of Toyoda Loom Works in the 1920s to the creation of Toyota Motor Co. in the 1940s‚ its leaders believed
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TOYOTA VS. NISSAN – A CONTRAST IN CULTURE‚ CORPORATE GOVERNANCE‚ OPERATIONAL STRATEGY‚ AND FINANCIAL PERFORMANCE Mohamad R. Nayebpour Graduate Faculty of Business Administration Keller Graduate School of Management DeVry University 2000 West Loop South Houston‚ Texas 77027 (713) 212-3610 mnayebpour@keller.edu H H Akira Saito Visiting Research Fellow The Institute of Economic Research Chuo University Japan fujisan@tamajs.chuo-u.ac.jp H H ABSTRACT Toyota Motor Corporation and Nissan Motor Corporation
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major contributor to the quality movement is responsible for this program‚ which emphasizes on “doing things right the first time”. But what is quality? And how do we manage it? Quality is survival and it is managed through continuous improvement (kaizen). An important part of this process and the foundation of Toyotas philosophy is the concept of “lean production”‚ which means identifying and eliminating waste in
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Differences between Process Maps and Value Stream Maps Value Stream Maps Include: 1. Value Add and Non-value Add of steps/activities 2. The Information flow along with the process flow to make the product 3. More information/data on the processes 4. Closed Circuit from the Customer back to the Customer 5. No Takt Time taken into account in process maps [pic] Value Stream Maps Information Flow goes from right to left while the process/material flow goes from left
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