| Papers [1-14] of 100 :: [Page 1 of 8] | | Go to page : 1 2 3 4 5 6 7 8 —> | Search results on "ADVANCED PRODUCTION PLANNING CONTROL": |
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Advanced Production Planning and Control, 2007.
This paper evaluates the advanced planning and control strategies companies use in the computer industry, with a specific focus on the global laptop sector.
2,452 words (approx. 9.8 pages), 13 sources, MLA, £ 51.95
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Abstract
The paper provides an assessment of Dell and Gateway and explains that these two manufacturers have revolutionized advanced production planning and control techniques. The paper profiles the unique strategies of each company and then analyzes their use of advanced production planning and control, specifically in a build-to-order and product customization environment.
Outline:
Executive Summary
Evaluating Dell's Unique Strategy for Advanced Production Planning and Control
Gateway's Approach to Advanced Production Planning and Control
Summary
From the Paper
"Dell Computer Corporation attained revenue of $55.9B in the latest fiscal year period ending February 3, 2006 (Dell Investor, 2006). At the time of this writing Dell had not yet released its fiscal 2007 figures. The is a global leader in the selling, manufacturing and servicing of laptop, desktop, server, storage area networks, and enterprise-class rack-mounted systems for both the consumer and business markets. Dell is also a recognized leader in the sales of Intel-based systems of all types to educational and government institutions. The company rose to prominence in this industry due to its unique direct selling model combined with build-to-order manufacturing that is considered the most efficient in this industry."
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James P. Lewis' "Project Planning, Scheduling, and Control", 2006.
This paper is a chapter by chapter review of James P. Lewis' management book "Project Planning, Scheduling, and Control: A Hands-on Guide to Bringing Projects In On-Time and On-Budget"
1,925 words (approx. 7.7 pages), 1 source, APA, £ 42.95
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Abstract
This paper explains that James Lewis's "Project Planning, Scheduling, and Control: A Hands-on Guide to Bringing Projects In On-Time and On-Budget" provides a succinct, accessible guide to all aspects of project management--from defining a mission of the project to post-project evaluation. The author points out that the book is easily readable and well-organized so that a layperson can gain a working knowledge of project management, even with little or no background in the field. The paper relates that Lewis' format, with review questions, main points highlighted at the end of each chapter, frequent flowcharts, tables and other visual aids contribute to this accessibility.
From the Paper
"The first section of Project Planning addresses tasks to be undertaken before action is taken regarding the project. Chapters 2, 3, and 4 explain the importance of and steps toward creating a specific plan, defining the overall mission of the project and a strategy for achieving the mission, and an implementation plan regarding step-by-step specifics for the plan. The first of these chapters stresses the importance of consultation with the people involved in carrying out the plan at its earliest stages, not just at the phase which requires their work."
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"Project Planning, Scheduling & Control", 2006.
A review of the book "Project Planning, Scheduling & Control," by James P. Lewis.
1,900 words (approx. 7.6 pages), 1 source, MLA, £ 41.95
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Abstract
This paper discusses the book "Project Planning, Scheduling & Control," by James P. Lewis. The author reviews the book, describing it as a how-to guide for project managers. The author then determines that Lewis overuses buzzwords and catch-phrases to describe concepts that should be simple. The author says that despite the helpful nature of the book, it fails to provide any real insight, instead simply restating well-known theories and statistics in the psychology of project management. The paper claims that Lewis is repetitive and adds very little overall knowledge to readers.
From the Paper
"Lewis begins by defining what a project is, and what a project manager does. It is highly unlikely that someone who does not know what a project is would choose to read a book about project management. He points out that project management involves dealing with people and offers such useful advice as "To violate the cultural expectations of powerful members of an organization is to invite trouble." Not all the book's content is so basic; Lewis goes on to address a number of common problems, and offer common-sense solutions. Planning, always an important consideration in a large project is often overlooked or considered to be a waste of resources. Lewis explains how lack of planning wastes far more time than planning would require, claiming the existence of a large number of case studies, but failing to cite specifics. He then goes on to devote several chapters to explaining how to plan a project, beginning, as usual with exceedingly basic definitions, but going on to provide some useful specific advice about planning."
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Technology, Planning and Management Control, 2007.
This research paper explores planning systems and management control processes in the industrial sector, with a case study of Saudi Aramco.
31,201 words (approx. 124.8 pages), 69 sources, MLA, £ 172.95
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Abstract
This study attempts to show the correlation between technology, planning and management control processes. The paper showcases one particular company - Saudi Aramco - in a case study format. The paper provides a comprehensive literature review that deals with general information dealing with technology, planning and management. The paper then looks at the specific company so that the issue can be studied in a more 'real world' example.
Outline:
Introduction
Statement of the Problem
Purpose of the Study
Research Questions
Significance of the Study
Definition of Terms
Limitations of the Study
Summary
Interview Survey Questions
Review of Related Literature
From the Paper
"Management control processes are exceedingly important, both in the industrial sector and in other areas of business as well. Today, however, management is changing so rapidly because of technology, and technology is allowing managers to do things that were previously not thought possible. There has always been a strong correlation between technology and management, and the technology of today is used for so many of the management control processes that are seen."
"Some of this likely comes from the fact that managers are usually on the cutting edge of what is going on and most of the information technology that is created today is geared toward helping managers achieve even further goals. This appears to be true of all types of businesses and all types of goods and services. If the information technology that a particular manager is utilizing for some type of business is not up-to-date and not capable of handling what is going on then that particular business will often have difficulties and the management will be blamed when truthfully the technology itself should have been blamed for the problem and needed to be upgraded."
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Language Planning, 2003.
Presents a theoretic view of language planning (LP).
3,538 words (approx. 14.2 pages), 4 sources, APA, £ 68.95
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Abstract
This paper explains that language policy is a big problem in developing countries, especially in the Maghreb world, which was under the French rule: Tunisia, Algeria and Morocco. The paper defines language planning (LP) as the activity of preparing a normative orthography, grammar and dictionary for the guidance of writers and speakers in a non-homogeneous speech community and relates that language planning includes language policy. The paper then discusses corpus, status and acquisition planning using examples mainly from the French Academy and the Hebrew revival movement.
Table of Contents:
A Theoretical View on Language Planning (LP)
Introduction
Definitions and Elements of LP
The Term "Language Planning"
Two Different Definitions of LP
Elements of Language Planning
Types of Language Planning
Corpus Planning
Status Planning
Acquisition Planning
Examples of Language Planning and Language Planning Policies
The "Academie Francaise" as an Example of Corpus Planning
The Promotion of Hebrew in Palestine as an Example of Status Planning
Examples of Language Planning Policies: Policy A, B, C.....
From the Paper
"Richelieu established the AF. In 1624, he became first minister in Louis XIII. Richelieu was so close to artists, writers in particular. In 1629, a group of men interested in language and literature started to meet at a rich man's house just for conversation. Richelieu wanted to transform this club into an official institution serving the country. He formed this group into an official body. He had a political purpose. He wanted them to work on his behalf by supporting his policies, which is the main reason behind his finding of the AF. "
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Disaster & Fire Defense Planning, 2002.
A study on advance planning and training for fire and emergency disaster relief.
1,070 words (approx. 4.3 pages), 3 sources, £ 25.95
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Abstract
This paper examines the planning and management of disaster and fire relief workers and their efforts. It describes the need for a large management system for orchestrating the disaster response; the system used is the incident command system (ICS) for commanding, controlling and coordinating the efforts of individual agencies as they work toward the common goal of stabilizing an emergency or disaster, while making every effort to protect life, property and the environment. The paper examines this system accomplishes these tasks effectively and economically through centralized communications and training.
From the Paper
"The ICS was created as a response to other non-standard terminology?s failure to expand or contract as required by the situation. By enabling various agencies to communicate with each other and expand and contract to help emergency situations, the ICS prevents chaos, individualism, injury, and further damage, while enabling agencies to collect, evaluate and disseminate information about the development of the incident and use of resources."
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Controlling Financial Resources, 2003.
An overview of planning and controlling physical and financial resources.
2,300 words (approx. 9.2 pages), 8 sources, MLA, £ 54.95
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Abstract
This paper reviews the planning, control and protection of physical and financial resources in a business environment in the U.K. (United Kingdom). The results of the review are presented in topical discussions.
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Materials Resource Planning, 2000.
An overview and exploration of the main differences between materials resource planning (MRP), materials resource planning II (MRP II) and Enterprise Resource Planning (ERP).
1,956 words (approx. 7.8 pages), 2 sources, MLA, £ 43.95
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Abstract
This paper looks at how material requirements planning (MRP or MRPI) was developed in the 1960?s, to enable companies to calculate the number of different components necessary and when they were needed. It traces its development over the years and identifes the main differences between materials resource planning (MRP), its predecessor materials resource planning II (MRP II) and Enterprise Resource Planning (ERP) as well as the pro's and con's of the MRP II concept. Using a basic diagram, the three fundamental functions of MRP are explained which are netting, batching and time phasing.
From the Paper
"Distinguishing MRPII from the original MRP concept is a simple process. MRPI is simply the process of identifying the amount of components required and at what time they are required. This developed into closed loop MRP, which calculated the workload required to fulfil the orders and compared this to the capacity available. MRPII expands on this by calculating the cost of proposed MRP runs, this allowed managers to identify viable production-runs and allowed them further control over the operation. In calculating the costs MRPII works in the opposite direction to MRPI, it starts at the lowest level of the BOM and works its way up until the net-requirements of the finished product is determined."
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Production Planning, 2004.
This paper discusses production planning, the process of determining what products are to be produced, in what quantities and when.
795 words (approx. 3.2 pages), 4 sources, APA, £ 19.95
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Abstract
This paper explains that manufacturing is a very complex operation with numerous components and with many individuals working together to ensure that the end-product meets the required quality control and time schedule. The author points out that engineering plays a central position within the production organization. The paper relates that the most widely used production planning and control systems in the U.S. are variations of MRP, or Material Requirements Planning, and MRPII, or Manufacturing Resource Planning.
From the Paper
"Production planning occurs in several steps. The first is to identify the end goals that are necessary to achieve and to establish an inventory strategy for quoting delivery of parts required. The production plan provides the primary communication link between management and manufacturing and becomes the basis for focusing the manufacturing resources in a way that will achieve the objectives of the company. The next several steps break down the production process into the required tasks and determine when each one has to start. At times, one task can be completed with any of several different resources?equipment and/or employees. In this case, the assignment of tasks to resources can occur at planning or execution time. If a number of tasks need to be accomplished at the same time with the same resources, the plan should provide workers with a means to know which comes first."
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The Value of Planning, 2006.
An overview of the value of planning and what makes a successful plan.
1,071 words (approx. 4.3 pages), 3 sources, MLA, £ 25.95
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Abstract
The paper defines what planning is. It discusses the advantages and disadvantages of planning. The writer gives an example of what it is that helps a plan work and what can make a plan fail. The paper looks at the advantages and disadvantages of not planning. In conclusion, the writer states that a successful plan is one which has a set goal, takes all stakeholders into consideration, looks at all the alternatives, defines who has what task, and makes sure that all are fulfilling their allotted tasks and that resources are used in the best possible way to achieve the goal. The writer also stresses the importance of a back up plan.
From the Paper
"Advantages of not planning. If something changes you don't need to alter your plan to suit. If you see an opportunity or threat you can overcome it with no planning or hesitation. It saves time and lowers costs, you don't have to go through the process of finding information and accessing the options and there are no costs for finding detailed information and employing many managers to make decisions and formulate detailed plans.
"Disadvantages of not planning. You don't have a direction or goal for the organisation. Everything is left to chance. You don't understand what stakeholders want (you don't check as you are not planning for the future)."
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Physical Planning, 2008.
This paper defines and studies issues related to physical planning.
6,463 words (approx. 25.9 pages), 30 sources, APA, £ 103.95
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Abstract
In this article, the writer examines the theoretical issues in physical planning and its role in upgrading traditional rural industries. The discussion focuses on several issues including the conceptual differences between physical, urban, regional and rural development planning. In addition, the research also examines the correlation between physical planning and economic development along with various issues related to core facilities and secondary facilities. The investigation then concentrates upon the role of physical planning in industrial development and several issues are examined.
Table of Contents:
Introduction
Definition of Physical Planning
Brief Examination Conceptual Differences among Physical, Urban, Regional and Rural Development Planning
Physical Planning and Economic Development
Content and Objectives of Physical Planning
Core Facilities
Secondary Facilities
Physical Planning in Industrial Development
Role of Physical Planning in Industrial Development
Role of Physical in Upgrading Traditional Small Scale Industries
Issues in Physical Planning Designs, Constraints, Obstacles
Challenges to Implementation of Physical Planning Schemes
From the Paper
"Indeed, physical planning is vital to the economic and social growth of nations. When physical planning is absent the population of a nation or a region may suffer greatly as it relates to their quality of life. In addition, economic and social development can be stifled because the necessary infrastructure such s hospitals, schools and industry are not available. Without the needed infrastructure a nation or a region does not have the capacity to sustain itself socially or economically and is often dependent upon nations that have the type of infrastructure that allows them to proper socially and economically development. Now that we have provided a definition of physical planning, the next section of the discussion will focus on conceptual differences associated with physical, urban, regional and rural development planning."
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Strategic Planning, 2002.
A definition and explanation of strategic planning and its application for businesses and governments.
4,803 words (approx. 19.2 pages), 20 sources, MLA, £ 84.95
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Abstract
This paper defines strategic planning and the basic premises of the concept of planning. The paper presents a review of the literature in the area, in order to study the effect of strategic planning in organizations. The study poses certain questions in the area of effectiveness of strategic planning that need to be addressed by future researchers in the field.
Contents:
Table of Contents
Summary
Thesis
Introduction
Strategic and Tactical Planning- Definition
Strategic Planning ? Through the Years
The Eight Maxims of Strategy
Benefits and Costs Associated with Strategic Planning
The Need for Strategic Planning
Successful Implementation of Strategies
The Effects of Strategic Planning - Literature Review
Strategic and Tactical Planning ? A Case Study of the Early 1990s
Strategic Planning ? The Present Scenario
The Conclusions, Recommendations and Areas of Future Research
References
From the Paper
Though the concept of planning is generally known to all and sundry, it assumes confusing connotations in business parlance depending on the prefixes added to it such as long range planning, annual planning and strategic planning. Long range planning is usually associated with forecasting, annual planning with budgeting and strategic planning with the growth strategy of the organization. The term ?Corporate Planning? offers yet another implication, however, it is usually an overall organizational plan including all the other plans and is mainly guided by strategic planning and strategic management principles.
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Planning in Management, 2005.
This paper discusses planning, act of formulating a program for a definitive course of action, as an important function of management.
1,770 words (approx. 7.1 pages), 5 sources, APA, £ 39.95
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Abstract
This paper explains that, to begin its planning, an organization needs (1) to evaluate its readiness and goals by using an analytical study of their recent history, their strengths and weaknesses, (2) to establish a planning committee and (3) to recognize specific issues to be addressed in the planning process. The author points out that some of the most important factors, which serve as barriers to any effective planning, are communication, overall poor skill levels of employees and resistance to change. The paper relates that some of the major external influences in business management, over which an organization has less or no control but nonetheless must be included in the planning process, are the political-legal, economic, natural, socio-cultural, demographic and technological environments.
Table of Contents
Introduction
Steps in the Planning Process
Barriers to Effective Planning
Ways to Overcome these Barriers
External or Macro-Environment Influences
Internal or Micro-Environment Influences
From the Paper
"Natural environment covers the areas regarding the natural resources consumed by an organization in the process of production. It also includes raw material shortages which would prove to be a loss for an organization. Increase in pollution levels, energy cost and an increased governmental intervention in the management of natural resource management also fall under the category of natural environment.
Another example of the influence of macro-environment was seen after the 11 September attacks on the World Trade Center. People resisted using air travel as a means to travel. Many airlines went bankrupt while many sat down to formulate new strategies in order to make profits."
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