Monitoring and detection of abrupt changes for multivariate processes are becoming increasingly important in modern manufacturing environments. Typical equipment may have multiple key variables to be measured continuously. Hotelling's 〖T 〗^2and CUSUM charts were widely applied to solve the problem of monitoring the mean vector of multivariate quality measurements. Besides, a new multivariate cumulative sum chart (MCUSUM) is introduced where the target shift mean is assumed to be a weighted sum of principal directions of the population covariance matrix. In practical problems, estimated parameters are needed and the properties of control charts differ from the case where the parameters are known in advance. In particular, it has been observed that the average run length (ARL), a performance indicator of the control charts, is larger when the estimated parameters are used. As a first contribution we provide a general and formal proof of the phenomenon. Also, to design an efficient 〖T 〗^2 or CUSUM chart with estimated parameters, a method to calculate or approximate the ARL function is necessarily needed. A commonly used approach consists in tabulating reference values using extensive Monte-Carlo simulation. By a different approach in thesis, an analytical approximation for the ARL function in univariate case is provided, especially in-control ARL function, which can help to directly set up control limits for different sample sizes of Phase I procedure instead of conducting complex simulation. / published_or_final_version / Statistics and Actuarial Science / Master / Master of Philosophy

Not available / text

published_or_final_version / abstract / toc / Industrial and Manufacturing Systems Engineering / Master / Master of Philosophy

This thesis examines the evolution of postwar industrial relations in postwar Japan from 1945 to 1973. It analyzes the impact of postwar industrial relations institutions on the origins and development of “lean production” or, as it is otherwise known, the Toyota production system. It uses three case studies, Mitsui Coal’s Miike mine in Kyushu, Suzuki Motors in Hamamatsu, and Moriguchi City Hall as an empirical basis for analysis and constructs a schema of industrial relations institutions that challenges the conventional “three pillars” interpretation (lifetime employment, seniority-based wages, and enterprise unions). From a historical perspective there were three distinct stages in the evolution of industrial relations. The first, from 1945-1947 was a labour-dominated period during which unions began to develop a distinct factory regime in which they were equal partners with management and could veto layoffs. Employers rejected this regime, however, and led an offensive against the independent union movement. This offensive was relatively successful in weakening labour and overturning the new institutions, but it engendered further antagonism. Thus the 1950s were characterized by instability in labour relations and new institutions had to evolve out of the workplace. A stable Fordist regime consolidated in the 1960-1973 period. From a comparative perspective and in the context of the development of lean production, the author stresses four institutions: tacit and limited job tenure; a performance-based wage system controlled by management; unions with an enterprise (i.e. market) orientation; and joint consultation. These institutions gave Japanese industrial relations their distinctiveness and also help to explain why lean production developed in Japan. Under the traditional Fordist model, work was broken down into short, repetitive cycles and organized along an assembly line. Employers exerted control by keeping conceptual activities as their mandate and workers were to simply follow instructions. This study found that work itself did not change substantively under lean production but workers participated more in conceptual activities. One of the key reasons for this was that employers in Japan were able to exercise control not only through the division of labour but through the wage system and enterprise unions as well. These mechanisms put discrete limits on the scope of worker innovations. They also limited the benefits workers could expect from the system. Lean production represented a new stage in production, identified as lean, intensified Fordism.

No description available.

No description available.

No description available.

No description available.

No description available.

The motor industry in South Africa has experienced exceptional growth during the past four years mainly due to a stable economy and exchange rates, economic growth and the low interest rates. However, the quality of management has not seen the same growth as the industry itself. This study sets out to investigate the quality of marketing management principles and its ability to influence the marketing assets that adds value to the business. A survey was carried out to support the investigation. It is concluded that quality management principles are interdependent with most of the correlation values being greater than 0.5, marketing assets are interdependent with correlation values ranging from 0.5 to 0.9 and that quality management principles influences the quality and value of marketing assets with the amount of variation in marketing assets explained by each of the quality management principles range between 24% to 78%. A problem in one of the quality management principles will have a snowball effect on the other marketing quality management principles as well as on the marketing assets. This study recommends the introduction of a quality management system as a management tool that will direct and facilitate the implementation of a marketing quality management improvement program. / Thesis (MBA)-University of KwaZulu-Natal, 2006.