Thesis (M.S.)--Ohio University, June, 2005. / Includes bibliographical references (p. 55-57)

Thesis (Ed. D.)--Illinois State University, 1999. / Title from title page screen, viewed July 31, 2006. Dissertation Committee: Robert L. Fisher (chair), Paul J. Baker, Norman C. Bettis, Donald S. Kachur, Barbara L. Nourie. Includes bibliographical references (leaves 162-165) and abstract. Also available in print.

Thesis (M.S.)--Ohio University, June, 2005. / Title from PDF t.p. Includes bibliographical references (p. 55-57)

Made available in DSpace on 2014-06-11T19:26:18Z (GMT). No. of bitstreams: 0 Previous issue date: 2014-01-28Bitstream added on 2014-06-13T19:54:31Z : No. of bitstreams: 1 000755097.pdf: 4641347 bytes, checksum: c0e671667ebb3a37331958f98a300333 (MD5) / O objetivo deste trabalho foi adaptar e aplicar um roteiro baseado no Método de Diagnóstico de Empresas (MDE) para o Método de Diagnóstico de Empresas Automotivas (MDEA), a fim de diagnosticar o nível de maturidade das organizações que são certificadas pelo Sistema de Gestão da Qualidade Automotivo ISO TS 16949: 2009, e verificar se essas empresas são classificadas como Classe Mundial, segundo os indicadores das sete áreas do Benchmarking Industrial (Qualidade Total, Desenvolvimento de Novos Produtos, Logística, Produção Enxuta, Gestão da Inovação, Organização e Cultura e Meio ambiente, Saúde e Segurança). O método utilizado foi estudo de caso em uma amostra limitada a quatro empresas do setor automotivo. A população escolhida foi empresas de autopeças e materiais a granel, fornecedoras para a indústria automotiva brasileira. Neste trabalho, utilizou-se de análises qualitativas e quantitativas. Utilizando o questionário do Benchmarking Industrial, as quatro empresas participantes pontuaram os indicadores de práticas e performances. Fazendo uma Analogia ao Boxe, identificou-se que as empresas analisadas não são classificadas como Classe Mundial, mas estão próximas de alcançar este nível de maturidade. Por meio do Método Grey, foram definidos os pontos fortes e fracos nas sete áreas do Benchmarking Industrial. Após um ano da avaliação, verificou-se por meio de entrevista telefônica que a maioria dos pontos fortes se mantiveram nas empresas analisadas e os pontos fracos passaram por melhorias. O estudo das causas e os planos de ação não foram levantados, pois não foram os objetivos deste trabalho. Pesquisas futuras poderão se concentrar em estudar um número maior de empresas, o que poderá proporcionar uma melhor imagem para a ISO TS, sobre o nível de maturidade das organizações / The aim of this work was to adapt and apply a conduct based on the Business Diagnosis Method (BDM) to the Automotive Company Diagnosis Method (ACDM), in order to diagnose the level of maturity of organizations certified by Quality Management System ISO TS 16949:2009, and to determine whether they are considered World Class, according to the indicators of seven areas of Industrial Benchmarking (Overall Quality, Development of New Products, Logistics, Lean Manufacturing, Innovation Management, Organizational Culture and Environment, Health And Safety). The method applied was a case study of a limited sample of four companies from the automotive sector. The chosen population comprised auto parts and retail companies, which supply to the Brazilian automotive industry. In this work, both qualitative and quantitative analyses were applied. By means of the Industrial Benchmarking Questionnaire, the four participating companies scored the indicators related to practice and performance. In a Boxing Analogy, it was possible to identify that the companies are not classified as World Class, but are close to reaching such level of maturity. By means of the Grey Method, strengths and weaknesses were defined in the seven areas of Industrial Benchmarking. After a year from the assessment, it was possible to verify, through a phone interview, that most of the strengths of the analyzed companies had been maintained and the weaknesses had undergone improvements. The study of causes and action plans were not sought, as they were not part of the purpose of this work. Future researches may focus on the study of a larger number of companies, which may provide an enhanced image to the ISO TS about the maturity level of organizations

Orientador: Messias Borges Silva / Banca: Otávio José de Oliveira / Banca: Robson Damasceno Calado / Resumo : O objetivo deste trabalho foi adaptar e aplicar um roteiro baseado no Método de Diagnóstico de Empresas (MDE) para o Método de Diagnóstico de Empresas Automotivas (MDEA), a fim de diagnosticar o nível de maturidade das organizações que são certificadas pelo Sistema de Gestão da Qualidade Automotivo ISO TS 16949: 2009, e verificar se essas empresas são classificadas como Classe Mundial, segundo os indicadores das sete áreas do Benchmarking Industrial (Qualidade Total, Desenvolvimento de Novos Produtos, Logística, Produção Enxuta, Gestão da Inovação, Organização e Cultura e Meio ambiente, Saúde e Segurança). O método utilizado foi estudo de caso em uma amostra limitada a quatro empresas do setor automotivo. A população escolhida foi empresas de autopeças e materiais a granel, fornecedoras para a indústria automotiva brasileira. Neste trabalho, utilizou-se de análises qualitativas e quantitativas. Utilizando o questionário do Benchmarking Industrial, as quatro empresas participantes pontuaram os indicadores de práticas e performances. Fazendo uma Analogia ao Boxe, identificou-se que as empresas analisadas não são classificadas como Classe Mundial, mas estão próximas de alcançar este nível de maturidade. Por meio do Método Grey, foram definidos os pontos fortes e fracos nas sete áreas do Benchmarking Industrial. Após um ano da avaliação, verificou-se por meio de entrevista telefônica que a maioria dos pontos fortes se mantiveram nas empresas analisadas e os pontos fracos passaram por melhorias. O estudo das causas e os planos de ação não foram levantados, pois não foram os objetivos deste trabalho. Pesquisas futuras poderão se concentrar em estudar um número maior de empresas, o que poderá proporcionar uma melhor imagem para a ISO TS, sobre o nível de maturidade das organizações / Abstract: The aim of this work was to adapt and apply a conduct based on the Business Diagnosis Method (BDM) to the Automotive Company Diagnosis Method (ACDM), in order to diagnose the level of maturity of organizations certified by Quality Management System ISO TS 16949:2009, and to determine whether they are considered World Class, according to the indicators of seven areas of Industrial Benchmarking (Overall Quality, Development of New Products, Logistics, Lean Manufacturing, Innovation Management, Organizational Culture and Environment, Health And Safety). The method applied was a case study of a limited sample of four companies from the automotive sector. The chosen population comprised auto parts and retail companies, which supply to the Brazilian automotive industry. In this work, both qualitative and quantitative analyses were applied. By means of the Industrial Benchmarking Questionnaire, the four participating companies scored the indicators related to practice and performance. In a Boxing Analogy, it was possible to identify that the companies are not classified as World Class, but are close to reaching such level of maturity. By means of the Grey Method, strengths and weaknesses were defined in the seven areas of Industrial Benchmarking. After a year from the assessment, it was possible to verify, through a phone interview, that most of the strengths of the analyzed companies had been maintained and the weaknesses had undergone improvements. The study of causes and action plans were not sought, as they were not part of the purpose of this work. Future researches may focus on the study of a larger number of companies, which may provide an enhanced image to the ISO TS about the maturity level of organizations / Mestre

Oil is one of the most valuable resources. For a country like Uganda, which is one of the least developed countries in the world with more than one third of the population still living below the poverty line; the discovery of this valuable resource has the capacity to radically alter the economy of the country. But on the other hand, oil exploration, mining and refining are complex, costly, long duration projects with many challenges that require sophisticated financial management, planning, scheduling and cost control. The project management profession is charged as a single point of responsibility for initiating, planning, executing, monitoring and controlling projects in order to meet stakeholder’s needs and expectations. The research objectives were: 1. To identify and examine the challenges and risks associated with the oil industry in Uganda. 2. To investigate the effectiveness of project management practices in the Ugandan oil industry in terms 1 above. 3. Identify how project success can be measured in the Ugandan oil industry. A case study was the research technique adopted and interviews were conducted with the major stakeholders in the Ugandan oil industry. The research findings reveal the challenges and risks that continue to plague the Ugandan oil industry and the role of project management in the exploration phase of the project. The research findings were used to evaluate the role, responsibility and service that project management professionals are expected to render and the actual role, responsibility and service that the professionals have been rendering to the stakeholders in the Ugandan oil industry. The research then concludes by proposing ways of improving the chances of project success in the Ugandan oil industry.

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / Business Administration / Master / Master of Business Administration

published_or_final_version / abstract / Real Estate and Construction / Doctoral / Doctor of Philosophy

by Leung Ka Lai, Keane. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 109-111). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF ILLUSTRATIONS --- p.vi / LIST OF TABLES --- p.vii / ACKNOWLEDGEMENT --- p.viii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Corporate Profile --- p.1 / Company Background --- p.1 / System Information --- p.2 / Operating Information --- p.3 / Benchmarking - A Historical Overview --- p.4 / First Generation - Reverse Engineering --- p.6 / Second Generation - Competitive Benchmarking --- p.6 / Third Generation ´ؤ Process Benchmarking --- p.7 / Fourth Generation - Generic Benchmarking --- p.8 / Fifth Generation - Global Benchmarking --- p.9 / Development of Benchmarking in MTRC --- p.10 / Local Benchmarking --- p.11 / International Benchmarking --- p.11 / Purposes of the Research --- p.12 / Chapter II. --- METHODOLOGY --- p.13 / Literature Review --- p.13 / Information Gathering --- p.13 / Review and Analysis --- p.14 / Discussions and Conclusions --- p.14 / Chapter III. --- LITERATIVE REVIEW --- p.15 / Definition of Benchmarking --- p.15 / Why Benchmarking ？ --- p.16 / Types of Benchmarking --- p.20 / Benchmarking and other modern management concepts --- p.22 / Benchmarking and Total Quality Management --- p.22 / Benchmarking and Learning Organisations --- p.24 / "Benchmarking, Total Quality Management and Learning Organisations" --- p.28 / Benchmarking and Business Process Re-engineering --- p.29 / Benchmarking and Strategic Planning --- p.31 / The Benchmarking Code of Conduct --- p.40 / The Benchmarking Process --- p.44 / Benchmarking in the Public Sector --- p.47 / Worldwide Trend of Benchmarking --- p.51 / Development in North America --- p.51 / Development in Europe --- p.53 / Development in the Pacific Rim --- p.54 / The Future --- p.56 / Summary --- p.57 / Chapter IV. --- THE INTERNATIONAL BENCHMARKING EXPERIENCE IN MTRC --- p.61 / The Threats faced by MTRC --- p.61 / Objectives --- p.62 / The Process --- p.63 / Design Key Performance Indicators --- p.65 / Prepare Data Collection Instrument --- p.67 / Analyse the Collected Data --- p.70 / Conclusions and Recommendations --- p.71 / Confidential and Security Issues --- p.74 / Summary --- p.75 / Chapter V. --- A PROCESS BENCHMARKING CASE STUDY AMONG TWO METROS --- p.77 / Background --- p.77 / Objectives --- p.77 / The Process --- p.78 / Identify and map key processes --- p.79 / Prioritize and select key processes --- p.80 / Analyse selected process areas --- p.81 / Identify key measures --- p.83 / Collect and compare data --- p.84 / Ideas for improvement --- p.85 / Plan implementation --- p.87 / Summary --- p.88 / Chapter VI. --- GENERAL DISCUSSIONS --- p.90 / Identifying strength and weaknesses --- p.90 / Learning from best practices --- p.91 / Better performance measurement --- p.92 / Valuable relationship for continuous improvement --- p.97 / Implementation issues --- p.97 / Chapter VII. --- CONCLUSIONS --- p.102 / APPENDIX --- p.108 / BIBLIOGRAPHY --- p.109