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Thesis (M.B.A.)--Boston University / PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you. / There are a number of nuclear reactor types. It will be a purpose of this thesis to examine both a power reactor and a research reactor to determine what inherent measures, as well as applied measures, safety controls, and techniques are used in attempting to make nuclear reactor operations safe. Whereas nuclear reactors are extremely expensive and applicable to only a limited number of industries, radioisotopes, the unstable form of various elements, offers to a much larger industrial family a useful, inexpensive, and simple tool. A second purpose of this thesis will be to observe, describe, and evaluate the use and application of radioisotopes as they are currently being employed in industry, with particular reference to safety features. / 2999-01-01

by Lau Chi Wai, Michael, Or Chun Choy, Angus. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1993. / Includes bibliographical references (leaves 68-69). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / LIST OF TABLES --- p.v / LIST OF FIGURES --- p.vi / ACKNOWLEDGMENTS --- p.vii / CHAPTER / Chapter I --- INTRODUCTION --- p.1 / Background of The Move of The Production Base to Southern China --- p.1 / Main Reason for Moving The Production Base to China --- p.3 / Summary --- p.4 / Chapter II --- METHODOLOGY --- p.6 / Research Objectives --- p.6 / Scope of Study --- p.6 / Sources of Information --- p.7 / Approach --- p.8 / Limitation of Study --- p.8 / Chapter III --- STRUCTURE OF INVESTMENT --- p.10 / Forms of Investment Available to Hong Kong Manufacturers --- p.10 / Forms of Investment Adopted by Hong Kong Manufacturers --- p.14 / Problems Encountered by Hong Kong manufacturers --- p.15 / Summary --- p.22 / Chapter IV --- MANAGEMENT --- p.23 / Chinese Culture and Western Management --- p.23 / Main Management Problems --- p.24 / Summary --- p.42 / Chapter V --- SURVEY OF MANAGEMENT STYLE --- p.44 / Background --- p.44 / Objectives --- p.44 / Research Method --- p.45 / Research Result --- p.49 / Overall Discussion --- p.65 / APPENDIX --- p.67 / BIBLIOGRAPHY --- p.68

This project will be focusing on the business problem of integrating information systems within a M & A organization, in this case to a SAP platform. SAP is the platform the parent company uses to run its corporate business functions.

Master of Science / Department of Agricultural Economics / Ted C. Schroeder / Considerable risk is present in today’s ranching world; especially price and production risk. A producer who can tolerate more risk, and is knowledgeable about how to effectively manage price and production risk, may have opportunity to increase profitability relative to a highly risk averse producer. The purpose of this study is to investigate perceptions and sources of risk, identify how risk management is conducted, assess price and production risks, and view differences between producers’ perceptions versus their attitudes towards risk and factors that affect risk. In order to investigate cow-calf producers’ perceptions of risk, an instrument was created to survey beef cow-calf producers in the Kansas Farm Management Association (KFMA). Respondents provided information on their production practices, marketing methods, operating decisions and risk related to their cow-calf operations. A risk preference score for individual producers was developed from specific survey questions to determine three objectives: to classify producers’ risk preferences related to their operating decisions; determine operating decisions that affect risk preferences; and identify what production and marketing practices in which producers were willing to risk for a chance to increase the net returns to their operations. A bi-directional causality between risk aversion and operation characteristics was illustrated between how operating decisions are related to risk aversion, and risk aversion is related to operating decisions. Factors that were found to influence risk aversion were socioeconomic factors such as age, off-farm income, debt-to-asset ratio, farm size, and number of cows owned, as well as comparative advantages of producer’s: use and analysis of new technology, business planning skills and marketing skills. Models showing how risk aversion was related to production management focused on producer’s financial soundness, production practices and marketing methods, specific to retained ownership. Producers who would participate in value-added programs to increase returns to their operation have a comparative advantage in marketing skills, own more cattle, and are less diversified in terms of their farm enterprise incomes.

Submitted in fulfilment of the academic requirements for the degree of MTech: Industrial Engineering, Durban University of Technology, 2009. / Process simulation is an effective tool when used to simulate a system where a great deal of data exists for the process. This technique is however limited when it comes to simulating certain non-deterministic parts such as human behaviour and interaction, for which there may not be a great amount of data available. This work creates a unique hybrid model through the combination of process simulation with agent based simulation that simulates the non-deterministic parts of the process, as well as the deterministic parts. An actual industrial system forms the basis for the research, and the hybrid model is used to understand the effects that human deterioration has on the productivity of this system, as well exploring different scenarios that could lead to improved performance.

Thesis (MComm (Business Management))--University of Stellenbosch, 2006. / The term business model is relatively recent. Though it appeared for the first time in the 1950s it rose to prominence and reached the mainstream only in the 1990s. Today the term is commonly used, but there is still no single dominant definition. Many different conceptualizations of business models exist. They all have various degrees of resemblance, or difference of some degree. From those business literatures, an intellectual root of the concept has been explored, offering a working definition, and the necessity for a company to renew its business models. To deliver information, products, and services in new ways, new business models address previously unrecognized or unmet needs, and appeal to customers precisely because they improve the quality of what is available to them, or reduce the cost, or both. Leading companies have discovered that to keep up with the rate of change in the marketplace, today’s key performance factors are different than they were in the past, hence the need for new business models and their strategic innovation. This thesis explores the role of business models in leveraging demand and supply chain dynamics in business ecosystems. Radical changes in the business environment have suggested limitations of traditional business models. New business environments are characterized not only by the rapid pace of change, but also the discontinuous nature of such change. New business environments, characterized by dynamically discontinuous change, requires a re-conceptualization of new competencies, new business models that break the rules of the game in the industry. The fact that a company should constantly attempt to develop new business models in its industry if it hopes to survive, has been examined, and how those new business models can leverage demand and supply chain dynamics in business ecosystems. The theoretical findings are illustrated by relevant case studies.

Thesis (MBA)--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: The political changes in South Africa since 1994 and globalisation have brought about a dramatic increase in competition for South African companies. To ensure long-term survival and success, companies have to focus their strategies on continuous improvement and the ability to adapt to continuous change. Lean manufacturing principles were derived from the Toyota Production System (TPS) which was created by Taiichi Ohna, who is widely credited to be the father of Lean manufacturing principles. Lean principles originated in the automotive industry and transformed an industry that previously focused all its improvement efforts on the theory of mass production. Lean principles can be summarised as continuous improvement through focus on the elimination of waste from processes. Lean principles specify that organisations: • Change from using their view to using the view of the customer when evaluating value-creating activities; • Change production plans that focus on mass production to production plans that produce only what customers want now in flow production with small production batches; • Reduce lead times; • Improve quality; and • Achieve the above-mentioned by eliminating waste in all processes. Lean principles are based on the assumption that once waste is removed, the process improves and results in reduced lead time, improved quality, reduced costs and improved customer service. The aim of this research study was to test Lean principles by implementing applicable parts of it in the engine rebuilding section of MultiMech, a division of Golden Arrow Bus Services. The changes that formed part of the implementation included: • Reduced work in progress through improved production planning; • Improved performance of inbound processes through improved communication based on improved production planning; and • Improved productivity due to improved inbound processes and improved performance measuring. The results from the pilot implementation of Lean principles at the engine rebuilding section support the benefits documented in the theory. The major results were: • An increase in the number of engines built for the months June to September, from 54 in 2007 to 88 in 2008 which represents a 63 per cent improvement in productivity; • A decrease in the number of works orders from 58 to 21, which represents a decrease of 63 per cent in work in progress; and • A reduction in stores' lead time from 3.5 days to 1.4 days, which represents an improvement of 60 per cent. The results from the pilot implementation is only an indication of the total potential that will be realised when Lean principles are implanted throughout MultiMech. / AFRIKAANSE OPSOMMING: Die politieke veranderinge in Suid-Afrika sedert 1994 en globalisering het 'n dramatiese verhoging in mededinging vir Suid-Afrikaanse maatskappye tot gevolg gehad. Ten einde langtermyn oorlewing en sukses te verseker, moet maatskappye hul strategiee fokus op aanhoudende verbetering en die vermoe om by konstante verandering aan te pas. 'Spilvrye' vervaardigingsbeginsels ('Lean manufacturing principles') is afgelei van die Toyota produksiestelsel ('Toyota production system') (TPS), wat ontwikkel is deur Taiichi Ohno, wat algemeen beskou word as die vader van spilvrye vervaardigingsbeginsels. Hierdie beginsels het ontstaan in die motorvervaardigingsindustrie en 'n industrie transformeer wat voorheen al sy verbeteringspogings gefokus het op die teorie van massaproduksie. Spilvrye beginsels kan opgesom word as konstante verbetering deur te fokus op die eliminasie van verspilling uit prosesse. Spilvrye beginsels bepaal dat organisasies: • Nie meer vanuit hulle eie perspektief nie, maar vanuit die klient se perspektief waardeskeppende aktiwiteite beoordeel; • Produksieplanne verander wat fokus op massaproduksie tot produksieplanne wat slegs produseer wat kliente nou wil he in 'n vloeiproduksieproses met klein produksievolumes; • Wagperiodes verminder; • Kwaliteit verbeter; en • Bogenoemde bereik deur verspilling in alle prosesse te elimineer. Spilvrye beginsels is gebaseer op die aanname dat sodra verspilling verwyder is, die proses verbeter en verkorte wagperiodes volg, kwaliteit verbeter, kostes verminder en klientediens verbeter. Die doel van hierdie navorsingstudie was om Spilvrye beginsels te toets deur toepaslike gedeeltes daarvan te implementeer in die enjinbou afdeling van MultiMech, 'n divisie van Golden Arrow busdienste. Die veranderinge wat deel uitgemaak het van die implementering sluit in: • Verminderde werk-in-proses deur verbeterde produksiebeplanning; • Verbeterde prestasie van inkomende prosesse deur verbeterde kommunikasie gebaseer op verbeterde produksiebeplanning; en • Verbeterde produktiwiteit as gevolg van verbeterde inkomende prosesse en verbeterde prestasiemeting. Die resultate van die loodsimplemetering van Spilvrye beginsels by die enjinbou afdeling ondersteun die voordele wat in die teorie gedokumenteer is. Die vernaamste resultate sluit in: • 'n Toename in die aantal enjins gebou vir die maande Junie tot September, van 54 in 2007 tot 88 in 2008 wat 'n 63 persent verbetering in produktiwiteit verteenwoordig; • 'n Afname in die aantal werksopdragte vanaf 58 tot 21, wat 'n afname van 63 persent in werk-in-proses verteenwoordig; en • 'n Afname in store se wagperiode van 3.5 dae tot 1.4 dae, wat 'n verbetering van 60 persent verteenwoordig. Die resultate van die loodsimplementering van Spilvrye beginsels is 'n teken van die totale potensiaal wat gerealiseer sal word met die implementering in ander departemente van MultiMech.

Thesis (MBA) -- Stellenbosch University, 2006. / ENGLISH ABSTRACT: The main objective with this study was to analyse and evaluate the strategies employed by South African Breweries in the implementation of ERP systems with specific reference to the Strategic Enterprise Management (SEM) model. The study would have further identified the key success factors of implementing ERP systems and state the reasons for ERP system implementation failure. The combination of intense global compeution and powerful new information technologies has led to a rush toward ERP systems and intensified efforts to re-engineer organisational processes. Although most ERP systems are justified on the basis that they integrate disparate organisational systems or standardise organisational processes on best practice, most businesses find that the costs and risks are significantly more than benefits during the early stages following implementation of an ERP system. Some businesses have however been able to transform their supply chain processes as result of ERP implementation. Businesses must overcome daunting challenges fn order to generate value from ERP systems. ERP systems typically consist of modules, each with functionality relating to organisational functions, such as production, finance, human resources and logistics. Development and sales of ERP systems rapidly increased between 1992 and 1999 when most large corporations, which could typically make use of these systems, installed these systems. The market has recently slowed down and ERP software developers now face strong competition and are challenged to find new ways to differentiate products from those of competitors. New information systems have been developed to complement and even replace ERP systems such as Advanced Planning Systems (APS) and Supply Chain Management systems (SCM). The successful implementation of ERP systems are largely dependant on the way that a company approaches, considers and implements ERP systems. It is important to note that ERP systems implementations are not just another IT project or project implementation, but has a human element attached to the implementation process that is centric to the success of the implementation process. The study concluded that the top contributor for a successful ERP implementation is getting the employees and all persons in the process involved, on board and motivated by the process of implementation. Other important factors are a strong commitment from upper management as an implementation involves significant alterations to existing business practices, issues related to reengineering the business processes and integrating the other business applications to the ERP backbone. Upper and middle management plays a key role in managing the change that ERP brings into an organisation. It must be noted that once implemented, an ERP system is difficult and expensive to undo. In addition organisations may have to implement custom applications in addition to the ERP software as no single ERP solution can satisfy all the business needs. It is apparent that most ERP implementation successes are attributable to excellent planning, employee involvement and effective communication. Thus it is imlXlrtant for an organisation to have the above as top priorities in ERP implementation. Successful ERP implementation will be greatly enhanced if the employees are properly involved in the process and are given the necessary recognition and respect they deserve. Without dedicated employees to implement and apply the system, the organisation will be wasting its resources and capital on a system that will never be fully utilised. Although an ERP implementation effort can be completed by consultants, problems will arise if the proper employees are not available to sUPlXlrt the project. The trained employees who grow with the system and make the system expand and evolve with the company, will be true assets of the company and more than worth the investment. / AFRIKAANSE OPSOMMING: Die doelwit van die studie was om die strategie toegepas deur Suid Afrikaanse Brouery tydens implementering van Ondememing Hulpbron Beplanning (OHS) stelsels te analiseer en evalueer met 'n spesiale fokus op die Strategiese Ondememing Bestuur (SOB) model. Die studie identifiseer ook die sleutel sukses faktore vir die implementering van aHS stelsels en bespreek die redes vir onsuksesvolle aHB stelsel impJementering. Die kombinasie van intense globale kompetisie en kragtige nuwe inligtingstelsels het aanleiding gegee tot 'n toename in aHB stelsels en het gelei tot hemude fokus op proses herstrukturering. Nieteenstaande die feit dat meeste aHB stelsels geregverdig kan word op grand van hulle integrasie van losstaande organisasie stelsels of standaardisasie van organisasie prosesse en beste praktyke, vind die meeste besighede dat die koste en risiko tydens die eerste fases na implementering betekenisvol meer is as die voordele. Sommige besighede was egter in staat om hulle verskaffingsketting prosesse te transformeer deur die implementering van aHB stelsels. Besighede moet egter oorweldigende uitdagings oorkom om waarde te genereer met aHB stelsels. aHB stelsels betaan tipies un verskeie modules, met elkeen funksionaliteite wat betrekking het op die besigheids funksies soos produksie, finansies, menslike hupbronne en logistiek. Die ontwikketing en verkope van aHB stelsels het drasUes toegeneem sedert 1992 tot 1999 toe meeste groot besighede wat kon gebruik maak van die stelsels, dit implementeer het. Die mark het onlangs afgeneem en aHB sagteware ontwikkelaars word nou gekonfronteer met strawwe kompetisie en moet nuwe maniere vind om hulle prod uk te onderskei van die kompetisie. Nuwe inligting stelsels is ontwikkel wat bestaande aHB stelsels komplimenteer en selts vervang soos byvoorbeeld Gevorderde Beplanning Stelsels (GBS) en Verskaffingketting Bestuur stelsels (VKB). Die suksesvolle implementering van aHB stelsels is grootHks afhanklik van die wyse waarop 'n besigheid OHB stelsels benader, oorweeg en implementeer. Dit is belangrik om in gedagte te hou dat OHB stelsel impfementering nie net nog 'n IT projek of projek implememtering is nie, maar dat daar 'n menslike element in die implementering proses betrokke is wat 'n kernfaktor in die sukses van die implementering is. Die studie het tot die slotsom gekom dat die hoof bydraende faktor tot suksesvolle implementering van OHB stelsels is om wer1<.nemers en aile relevante persone Ie betrek en te motiveer met die implementerings proses. Ander belangrike faktore sluit in onderneming van senior bestuur aangesien implementering bekenisvolle veranderinge aan bestaande praktyke behels asook die herontwerp van besigheids prosesse en integrasie van ander besigheids toepassings. Middel en senior bestuur het 'n integrale rol in die bestuur van verandering wat OHB stelsels in die firma teweeg bring. Dit is belangrik om kennis te neem dat OHB stelsels na implementering moeilik en teen hoe koste ongedaan gemaak kan word. Besighede mag selfs nodig he om addisionele toepassings te implementeer aangesien geen OHB sagteware stelsels aan aile besigheidsbehoeftes kan voldoen nie. Dit is duidelik dat die meeste OHB implementering suksesse toegeskryf kan word aan uitstekende beplanning, werknemer betrokkenheid en effektiewe kommunikasie. Dit is dus noodsaaklik vir die firma om begenoemde as die hoogste prioiriteite vir die implementering van OHB stelsels na te volg. Suksesvolle OHB stelsel implementering word grootliks bevorder indien die werknemers deeglik betrokke is in die proses, asook die nodige erkenning en respek ontvang. S~nder toegewyde werknemers om die stelsel Ie implementeer en toe te pas sal die organisasie hulpbronne en kapitaal vermors op 'n stelsel wat nooil ten volle benut sal word nie. AJhoewel OHB implementering gekomplimenteer kan word deur konsultante sal daar probleme ontstaan indien die toepaslike werknemers nie beskikbaar is om die projek te ondersteun nie. Die opgeleide werknemer wat saam met die stelsel groei en wat die stelsel help uitbrei en ontwikkel saam met die organisasie is 'n ware aanwins vir die firma en meer as die belegging werd

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Volkswagen of South Africa (Pty) Ltd. (VWSA) is part of the Volkswagen Group, which originated in Germany. VWSA’s production plant is situated in Uitenhage in the Eastern Cape and produces ± 100 000 cars per year with ± 5 800 employees. At the time of writing this report, VWSA had three platforms on which it produced the Citi Golf, Polo/Polo Classic and Golf 5/Jetta 5. It takes on average four days to produce a vehicle, but up to 17 weeks lead time is required before production can start. This lead time is needed to procure, transport and receive the single parts from suppliers in South Africa, Europe and other countries. The time window required in order to manufacture a vehicle is therefore relatively long. For this reason it is important that VWSA’s production schedule is firstly planned properly and secondly optimised continuously and timely, as circumstances change and unforeseen conditions arise. VWSA assemble vehicles “to stock” and not “to order”. This means that a production schedule is planned and executed, based on forecasted volumes and not on actual customer orders. The monthly production offline demand is received from marketing, which includes both the volume requirements for domestic and export units. Currently the production scheduling process of VWSA is performed manually in an Excel spreadsheet. This is a time consuming process that could be exposed to mistakes. Much iteration is performed manually in order to achieve the best solution. The aim of this research report was to develop an optimisation model for production after the fixed lead time period in order to ensure finished products on time as per the local and export demand. VWSA requires a 52 week rolling production schedule, which should take all the various constraints into account. The objective of the production schedule is to determine shift patterns and production units per shift that will provide some consistency, by avoiding short time, overtime, plant closures, variations in production rates, etc. as far as possible. More importantly, the production schedule must optimise the use of resources and minimise costs. A scheduling model was developed for each of the three model lines, making use of Mixed Integer Programming. The constraints and applicable costs were built into each individual model. Each model was solved with the use of Premium Solver Platform software, due to the fact that it has advance capabilities and includes a Nonlinear GRG Solver. Optimal solutions were found, satisfying all the various constraints, within seconds compared to the hours and days required for the current manual scheduling process. A summary sheet was developed, combining the individual model line schedules for distribution and presentation purposes. This summarises the required production units per day, week and cumulative. In addition it includes the required export units that are first priority to be produced per week. To improve decision making, a column was included to indicate the quantity of units of each model type that must be produced during overtime. This model provides management with the information required to make decisions regarding detailed production scheduling. / AFRIKAANSE OPSOMMING: Volkswagen van Suid-Afrika (Pty) Ltd. (VWSA) is deel van die Volkswagen Groep, wat onstaan het in Duitsland. VWSA se produksie aanleg is geleë in Uitenhage in die Oos-Kaap en vervaardig ± 100 000 voertuie per jaar deur gebruik te maak van ± 5 800 werknemers. Ten tyde van die skryf van hierdie verslag het VWSA drie platforms gehad waarop dit die Citi Golf, Polo/Polo Classic en Golf 5/Jetta 5 vervaardig het. Dit neem gemiddeld vier dae om ’n voertuig te vervaardig, maar kan tot 17 weke leityd benodig voordat produksie kan begin. Die leityd is nodig om enkel komponente van verskaffers in Suid-Afrika, Europa en ander lande te bestel, vervoer en te ontvang. Die tydperk wat benodig word om ’n voertuig te vervaardig is dus relatief lank. As gevolg van hierdie rede is dit belangrik dat VWSA se produksie skedule eerstens deeglik beplan word en tweedens aanhoudend en betyds ge-optimeer word soos omstandighede verander. VWSA vervaardig voertuie vir voorraad en nie op bestellings nie. Dit beteken dat ’n produksieskedule beplan en uitgevoer word, gebasseer op vooruitgeskatte volumes en nie op konkrete bestellings van kliënte nie. Die maandlikse produksie aanvraag word ontvang vanaf die Bemarkings-departement en sluit beide binnelandse en uitvoer aanvraag in. Die produksie skedulering van VWSA word tans in ’n Excel sigblad verrig. Dit is ’n tydrowende proses wat blootgestel is aan moontlike foute. Baie iterasies word benodig om uiteindelik die mees gepaste oplossing te vind. Die doel van hierdie navorsingsverslag was om ’n optimeringsmodel vir produksie na die vaste leityd tydperk te ontwikkel, met die doel om te verseker dat klaarprodukte betyds volgens die binnelandse en uitvoer aanvraag gelewer word. VWSA benodig ‘n 52 week rollende produksieskedule wat al die verskeie beperkings in ag neem. Die doel van die produksieskedule is om skofpatrone en volumes per skof te bepaal wat uiteindelik konsekwentheid verskaf deur korttyd, oortyd, aanlegsluitings, variasies in lynspoed, ens. te beperk. Meer belangrik, die produksieskedule moet die gebruik van bronne optimeer en kostes minimeer. ’n Skeduleringsmodel is ontwerp vir elkeen van die drie modellyne, deur gebruik te maak van Gemengde Heeltal Programmering. Die toepaslike beperkings en kostes is by elke individuële model ingebou. Elke model is opgelos deur gebruik te maak van “Premium Solver Platform” sagteware, as gevolg van die feit dat dit gevorderde vermoëens het asook “Nonlinear GRG Solver” insluit. Binne sekondes is optimale oplossings gevind, wat ook die beperkings bevredig, in teenstelling met die ure en dae wat benodig word vir die huidige skeduleringsproses. ‘n Opsommende blad is ontwikkel wat die individuële skedules saamvat vir verspreidings- en voordrag doeleindes. Dit bevat die beplande produksievolumes per dag, week en kumulatief. Addisioneel bevat dit ook die vereiste uitvoervolumes per week wat eerste prioriteit geniet. Om besluitneming te verbeter is ‘n kolom ingesluit wat aandui hoeveel eenhede van elke model tipe word benodig gedurende oortydproduksie. Die model verskaf aan bestuur die inligting wat benodig word om detail besluite oor produksieskedulerings te neem.