Reengineering Project at TPM

This project focuses on a reengineering project at the Siam TPM Co., a joint venture between The Siam Group and Bokuta Corporation of Japsn

Where Should We Live?

Based on our team members\u27 experiences, in order to find a place to live while studying at PSU, three living places have been selected for our study. They are private apartments, on-campus apartments, and a host family. The locations of interested apartments were limited within 2-5 miles from PSU. See Appendix 1 for the details of living places that we chose for the analysis. We used the decision model to describe the complicated problems and solved it for the best solution. In the real world, however, there are many factors that affect our decisions. Therefore, the decision model can be sharpened by the judgment of the decision maker by considering his/her own assumptions

QIT Project: TQM @ MLR

Men Locker Room, or so called MLR, is one of the facilities at Peter Stott Center which is a recreational building funded by Peter Stott Foundation and PSU. The location of Men Locker Room is in the underground level, surrounding with other services provided by Peter Stott Center; such as women\u27s locker room, circuit room, range room, racquet courts, and weight room. It, basically, provides any single user the basket or locker, clean towel and clothes with the full laundry service. Inside the MLR\u27s area, there are also several facility sections, such as the showering area, restrooms and a sauna room to accommodate the customers. We, QITI, have chosen Men Locker Room as our target organization because MLR has an appropriate size with which we believe that we can cope within the limited timeframe, 3 months. Moreover, MLR has never introduced any quality implement initiative since its creation and, as a result, there are some problems embedded in terms of MLR services and customer complains. The objective of this paper is to propose the design and implementation to improve the Quality of services in MLR. The focus of our paper is merely on MLR section where it interacts with some other elements inside Peter Stott Center. The goal is to make customer satisfied with the highest quality delivery from MLR. In short, this project is designed to achieve the highest desire results for customers

Technology Selection: Application of Goal Programming Technique in Brownfield Industry

Abstract: In the brown field cleanup process, the technology selection process is complex due to the number of technologies available as well as the criteria affecting the cleanup. In a complex environment it is often difficult to make such technology tradeoffs. Goal programming offers a management technique to minimize the complexity of decision

Project Evaluation as Calibrator and Opportunity for Organizational Learning

The use of project evaluation and selection tools is becoming more paramount to project management. Project selection involves decision-making and is just one of the many decisions associated with project management. A project is selected because it is expected to have an outcome that contributes to organizational goals. If so, the relationship between a project\u27s expected outcome and organizational goals should be learned and explicitly understood. It is our contention, then, that successful projects start with successful decision making. In this context, our purpose is to support this foundation of the project management process by raising the level of importance and effectiveness of the project evaluation and approval process of our study organization with a recommendation for improvement in terms of calibration to strategic objectives and organizational learning

DaimlerChrysler Synergies

Executive Summary: On May 6, 1998, Daimler-Benz AG and Chrysler Corporation, signed an agreement to combine their businesses, creating the third largest automotive company in the world. Jointly led by Juergen E. Schrempp and Robert J. Eaton as Co-Chairmen and Co-Chief Executive Officers, DaimlerChrysler shares joint corporate headquarters in Sruttgart, Germany and Auburn Hills, Michigan. DaimlerChrysler is now positioned to exploit the growth opportunities of the global automotive market in terms of geographical and product segment coverage. The muscle to complete this exploitation has come in the form of synergies created in operations, design, and manufacturing between the various business units of DaimlerChrysler. Through theses synergies, DaimlerChrysler has increased profits through cutting over $1 billion operating costs in 1999 alone. They have entered new automotive and commercial markets. Most importantly, they have set the global stage for success against increased competition in the new economy

DaimlerChrysler Synergies

Executive Summary: On May 6, 1998, Daimler-Benz AG and Chrysler Corporation, signed an agreement to combine their businesses, creating the third largest automotive company in the world. Jointly led by Juergen E. Schrempp and Robert J. Eaton as Co-Chairmen and Co-Chief Executive Officers, DaimlerChrysler shares joint corporate headquarters in Sruttgart, Germany and Auburn Hills, Michigan. DaimlerChrysler is now positioned to exploit the growth opportunities of the global automotive market in terms of geographical and product segment coverage. The muscle to complete this exploitation has come in the form of synergies created in operations, design, and manufacturing between the various business units of DaimlerChrysler. Through theses synergies, DaimlerChrysler has increased profits through cutting over $1 billion operating costs in 1999 alone. They have entered new automotive and commercial markets. Most importantly, they have set the global stage for success against increased competition in the new economy

Implementing 3-D Computer Aided Drafting (CAD)

Executive Summary: In today\u27s world of design, computer aided drafting (CAD) is seen as a necessity to stay competitive. Three-dimensional CAD systems are becoming more common in this industry and it is no myth that these CAD packages can significantly improve a corporations design process. The justification to implement such software is to affect bottom line results by reducing cost, reducing time-to-market and improving quality. A better CAD system may be implemented to generally ehance the capabilities of a design department, but in actuality it has a dramatic impact on all aspects of the business. By analyzing the implementation of a three-dimensional CAD in five critical areas, this paper examines several Northwest companies, focusing on the productivity improvements resulting from new, improved systems. The model developed bases the success of CAD implementation on: • Organizational Dynamics • Organizational Culture • Information Systems • Job Design • Training and Educatio