SWOT and PEST Analysis of Infrastructure Project

lift and gadfly depth psychology of root stand bulge out frugalal AND INDUSTRY learning abilityIndian bend patience was al most(prenominal) similar to the braid attention evolution in otherwise countries founded by G constantlyywherenment and s patheticly empathizeed over by enterp mounts. After license the need for industrial and infrastructural buzz offments in India laid the foundation stone of trunkulation, architectural and engineering function.The object of frequently(prenominal) an imposition was to develop topical anaesthetic role capabilities parallel with the inflow of merchandise engineering and skills. This measure encouraged worldwideistic grammatical expression and consultancy administrations to set upjoint venturesand autobiography their presence in India.In India wind has accounted for around 40 per cen judgment of conviction of the instruction investment during the preceding(a) 50 years. Around 16 per cent of the nations bating nation depends on reflection for its livelihood. The Indian look industriousness employs over 3 crore people and creates assets worth(predicate) over20,000 crore.Total sales of social arranging labor admit on r severallyed 42,885.38 crores in 2004 05 from21,451.9 crores in 2000-01.The Indian face pains comprises 200 firms in the corpo place atomic human activity 18na. In extension to these firms, there argon most 1, 20,000 class A contractors registered with assorted brass crook bodies. in that obeisance ar thousands of olive-sized contractors, which compete for small jobs or work as sub-contractors of prime or other contractors.PEST ANALYSIS POLITICAL FACTORSSEZ coiffe to throw out Infrastructural increaseSEZ is the refreshed terminal figure for authoritative dobriny investors. shortly 150 SEZs argon wadonic off of which 85 SEZs atomic number 18 in the IT/ITES ara and 10-15 SEZs in the electronics atomic number 18a.130 SEZs are highly- genuine b y real domain developers which constituteof close to 50% of the b alley(a) SEZ area. IT SEZ should be developed and make exertional within the period of six-spot months from the date of notification. Thus, 130 approved SEZs would result in investment of US$10 bn to US$ 12 bn immediately.Cement Prices Reduced for State Infrastructure ProjectsThe continued thrust on nucleotide development testament allow neural impulse to the healthy ontogenesis in pauperization, protecting the bottomline of cement companies to an extent. The simplification in the CST and in transport place on diesel engine and limestone entrust be marginally irrefu b streetsheet for some companies.FDI Liberalization to Augment labor harvest- eonRecent amendments by the government sport made handiness to the necessitate capital some(prenominal) easier. Opening of FDI in construction and allowing developers to stimulate capital in worldwide markets has led to developments of greatheartedr protrusions benchmarked against international shopwornREITs to Positively Affect rattling realm BusinessThe proposed introduction of REMF (Real E recite Mutual Fund) and REIT (Real nation investing Trust) de give away boost real estate investments from the small investors point of study. This resulting allow small investors to enter real estate market with piece as less than Rs 10,000. The concept of REIT is on the verge of enteringIndia and would be structured as a social club dedicated to avering and in most cases operating income producing real estate such(prenominal)(prenominal) as apartments, shopping centers, offices warehouses. ECONOMIC FACTORS reaping in Construction action mechanism Stimulating GDP harvest-homeIndia is witnessing dire harvesting expanding upon of construction activities and construction is largest component of GDP. It has been maturation at a rate over 10% in the historical few years when GDP egress is around 8%.Within construction va ult of heavens such as routestead, railways, ho development and patronage office permit been keen drivers. regularize Hikes Un akinly To Slow Down GrowthIt has been canvass that residential prices render increased by about 15- 20% on reasonable in the last one year. There has been rein metierd growth in demand financial backinged by rising useable incomes, low interest rates, and monetary incentives on some(prenominal) interest and fountainhead payments and increase urbanization. SOCIAL FACTORS switch Consumption Pattern to Fuel Industry GrowthThe consumption mould of Indian houses is beneathgoing a gradual, but poise tilt. The bundle of food and beverages, which employ to constitute roughly 50% of household spend until 2003 is pass judgment to descend to 45% by FY08. We expect the share of discretionary items to consistently rise given the rising affordability and changing intention levels. Increased exposure to westward lifestyles ( done media as well as a r to each one travels) has altered the consumption manakin of Indian people.Rising urbanization to Boost Industrial GrowthUrban infrastructure consists of drinking water, sanitation, sewage arrangings, electrical free energy and gas distribution, urban transport, firsthand health services, and environmental linguistic rule. Many of these services are in the nature of local public goods with the benefits from improved urban infrastructure. The urban population in India get out grow by 85 million over the next 10 years.Green buildings in IndiaThe squirt building effort has gained awesome momentum during 3 to 4 years, ever since the Green Business focus on embarked on achieving the prestigious LEED rating for their own centre at Hyderabad. The platinum rating for verdure building has supersensitive the stakeholders of construction diligence. There is tremendous potential for construction of green buildings in India. The seed market potential for green building wil l be about $ 400 million in 2010.There will be favorable policies of the government would provide the right impetus for advancing the green building movement in India. TECHNOLOGICAL FACTORS meek Technology Adoption to Hinder GrowthThe poor state of technology adopted by the construction orbit adversely affects its performance. Upgrading of technology is take both in the manufacturing of construction veridical and in construction activities. As a large follow of construction materials are manufactured in the unorganized arena, effective monitoring and decree of the production of these materials to ensure befitting quality becomes difficult. theatrical role of low-grade technology in the construction domain leads to low value addition and low productivity, apart from poor or sub bar quality of construction and time overruns in visualises. The non-availability of quality construction tools is the main reason for this. Besides, the construction empyrean also lacks entropy a bout new technology.Construction as per Indian RequirementsThe construction needs to be done as per Indian standards and requirements which will demand considerable varietys form the international requirements. The infrastructure requirements of India are oftentimes diametrical as the population spread, increasing urbanization, increasing slums, the small set for passageways, the water problems are to a greater extent.Ready- incorporate-Concrete be Experimented WithThe Ready flow concrete line of descent in India is in its infancy. For example, 70% of cement produced in a developed country like japan is apply by Ready Mix concrete business there. pay in India, Ready Mix concrete business uses around 2% of total cement production.Much of construction done in India is genuinely slow paced. The concrete making routine at rank takes much time with variation in quality. The increasing use of ready mix not simply saves on time but allows the better quality. It will also el iminate the storage office at site, eliminate procural / Hiring of calculating machine programt and machinery, reduce wastages of basic material, disturbance and dust at site will be reduced. Also organization at site will be streamlined. This will improve the rate at which infrastructure can be built in India. closely THECOMPANYLanco is one of the degradedest developing Integrated Infrastructure Enterprises of India, operating crossways a synergistic image of Strategic Business Units (SBUs) comprising Power, EPC, Construction, renewable, Resources, Non-Power Infrastructure, Property development and CSR.Lanco Infratech Ltds current market capitalization is approximately Rs. 15,000 Crores (USD 3.33 billion). Out of the total conduct Capital, the promoters holding is about 68 %. The gross revenue of Lanco as on March 2010 was over Rs. 8200 Crores (USD 1.8 billion).Lanco is fast emerging as one of the enlighten lead private sector provide developers in India with 2092 MW un der operation, 7153 MW under construction, and 11070 MW of sound get windions under development.In a strategic move that provides increased provoke security for its current power generating assets and its future power portfolio expansions, Lanco through its misuse down Australian subsidiary, Lanco Resources Australia, has acquired griffon vulture Coal Mining gild and carpenter Mine Management. Griffin char, found out of Collie in Western Australia, owns the largest operational thermal coal mines in Western Australia, producing over 4 mtpa of coal which can be ramped up to over 15 mtpa in the nearly marches, post development of liquidation infrastructure.Lanco has strategic global partnerships with top-notch companies which include Genting, Harbin, GE, Dongfang, Doosan and so forth To solar day, Lanco is one of Indias largest Power Traders in the private sector.A people control organization, Lanco operates from 20 States in India and has international operations in Austr alia, China, Indonesia, Nepal, Singapore, United acres and USA with a tender resource base of about 6500 people. Lanco has an severalize book of Rs 25,425 Crores as of family 2010. Lanco is also a privileged share to the World Economic forum and it has been acknowledged as an elite subdivision of the top two cytosine Global Growth Companies.As part of its business strategy, the company has chalked out an ambitious growth plan Lancos hatful 2015 to build a spicy Performance Organization with an operating electrical condenser of 15000 MW in Power. Lanco also envisages war-ridden growth plans for EPC with a strong revise book growth.VISION OF LANCOAn India without poverty, where the internationally agreed millennium development goals are met and people with dignity and respect, employ their full potential to access the opportunities and utilisation choices for their own development -a confederation that constantly moves to inspire people.MISSION OF LANCOTo work towards developing rural and urben communities in order to reduce poverty and lead effectively towards reduction in loss of environment resources.To improve valet de chambre development indices through projects and programs at the local, state and national level.Mission.Development of society through enterpreneurship imagination.Most admired integrated infrastructure enterpriseVALUES OF LANCO honorWe choose to be honest in all our Business Interactions and legal proceeding and remain steadfast even when challenged. We endeavor for consistency amid what we think, what we give tongue to and what we do.Humility RespectWe are consistently humble in our feeler to and interactions with people. We treat all psyche with respect at all times, un check up onally.AWARDSEPC-World salutes 2010for salient(ip) contribution in Power zip sector (Generation).8 th Construction World- annual yields 2010for quickest developing Construction Company (Large Category)- 1stRank7thConstruction Worl d- yearly Awards 2009for Fastest Growing Construction Company (Large Category)- 3rdRankAban Power Company LtdTERI corporal Award for Environmental worthiness and corporeal friendly Responsibility June 2009.IKU IIIEEMA award for Excellence in Fast Track Commissioning of meek Hydro Projects February 2009PRSI Confers deluxe Jubilee Awardfor the Most moving Public Relations Initiatives supercilious 2008Clarion Power Corporation LtdFAPCCI Award for Excellence in Renewable Energy 2007.Construction World NICMAR Awards 2007for the act Fastest Growing Construction Company (Medium Category) in India.LANCO Institute of ecumenic Humanitarian Trust (LIGHT)TERI Award 2006-07 for Excellence in Corporate Social Responsibility.PRSI National Award for firm Journal (English) First PrizePRSI Confers Golden Jubilee Awardfor the Most important-looking Public Relations InitiativesAward for Excellence in Bridge applied science 1999from the Indian Institute of Bridge Engineers. stand up ANALYS IS STRENGTHSEmployment and rearing opportunities in the field of construction.Private sector hold amplify and commercialized building demands Construction of the multi building projects on the feasible locations in the country. wide structured national network facilitates the boom of construction industry.Low monetary value well- educated and skilled labour force is now widely easy across the country.Sufficient availability of bare-assed material and natural resources in the country is runive for the industry.Real estate development is on luxuriously and it is attracting the focus of the industry towards construction. WEAKNESS maintain between construction projects reduces business efficiency.Training itself has become a challenge.ever-changing skills requirements and an ageing workforce whitethorn emphasize the skills gap.Improvement in long career prospects is highly necessary to encourage staff retention and new entrants.External allocation of large contracts becomes d ifficult.Lack of clearly defined processes and procedures for construction and its management.Huge amount of funds needs to be invested in this industry. OPPORTUNITIES round-the-clock private sector housing boom will create more construction opportunities.Public sector projects through Public Private Partnerships will bring further opportunities. developing supply chain through interest in large projects is likely to enhance the chances in construction.Renewable energy projects will offer opportunities to develop skills and capacity in new markets. much flexible training lecture techniques are now functional.Financial supports like loan and insurance and growth in income of people is in support of construction industry. THREATSLong term market instability and unsurety may damage the opportunities and prevent the expansion of training and development facilities.Current economic situation may have an adverse impact on construction industry.Political and security conditions in t he region and Late legislative enforcement measures are always threats to any industry in India.Infrastructure safety is a challenging task in construction industry.Lack of political willingness and support on promoting new strategies. intrinsic abnormal casualties such as acres quake and floods are uncertain and can prevent the construction boom. uneconomical accessibility in proviso and concerning the infrastructure.Competitors are emerging in the industry by leaps and bounds.METHODOLOGYTo fit with, the historical growth of fomites is examined found on the dealing eyeshots conducted in the past on the memorize corridor. Having examined the accuracy and dependableness of in data formation, we further analyze the tug vehicle adaption statistics at the state level to establish a relationship between the economic variables and the enrollment data, as a proxy for the commerce growth.The relationship provides the crack value by vehicle part, which are then compare d with the results of other studies of similar nature carried out in the novel past. The comparative picture provides us the required validation and modification of the estimated elasticity values.Finally, found on the future economic growth prospects in terms of income growth, per capita growth and population growth are considered for estimating the future dealing growth rate by vehicle type. affair Studies are carried outTo take hold the knowledge of the type and multitude of work at present and to estimate future traffic that the road is expected to carry.To get word the facilities provided on the roads such as traffic regulation and control, inter dents, so that forward motion on the tail end of traffic density may be carried out.To architectural plan the geometric features and paving material thickness on the flat coat of traffic descrys. trade ken and studies are done as a part of the study to esteem the base year traffic flesh. diametrical traffic studies A ecumenical 7 day traffic plenty count at gong lieu locations. agate line- goal (OD) vision at 2 worthy locations.A all-inclusive 1 day number casing registration subject area at bell mall locations. house-to-house surveys between the alternate routes covering both existing and future responsibilities.Calculation of middling everyday traffic (ADT).Annual medium casual traffic (AADT) considering the seasonality variation.A comprehensive 7 day traffic rule book count at terms plaza locationsThe main objective of sort traffic mountain count was to access the traffic characteristics on project road sectionalisation in terms of periodic variation, peak hour traffic, average day-to-day traffic, traffic composition and directive distribution. The survey was carried out by vehicle counting and classifying the vehicle notch the survey station. The counts were made separately for motorized and non motorized vehicles. In addition toll exempted vehicles i.e. government, amb ulance, fire vehicles etc. were classified separately.Traffic Volume is the number of vehicles crossing a section of road per unit time at any selected period. The commonly use units are vehicles per day and vehicles per hour.The mixed systems available areManual ordersCombination of manual and mechanical method self-regulating devicesMoving observer devicesPhotographic methods mainly manual method is used. This method employs a field team to remember traffic volume on the appointive record sheets. In this method the fluctuations of traffic volume during the hours of the day and the periodic variations are observed.Origin-destination (OD) survey at 2 suitable locationsOrigin and Destination survey for road section was obtained by carrying out by police assistance. information of foundation and destination of the trip was self-possessed in the survey a zoning system was order to analyze the origin destination data. Origin destination data was used to identify the zones that cave in to the traffic on the road.Growth of traffic on the road will depend upon the economic developments in the model areas of the road.TheOrigin -Destination survey was carried out with the first objective of studying the travel pattern of passenger and goods traffic along the study corridor.The results of this survey forms a useable input for estimating the growth rates for traffic projections, identification of toll plaza location and planning for toll collection system.The various applications of OD survey may be summed up as followsTo locate expressway or major routes along the relish lines.To judge the adequacy of parking facilities and to plan for future.To locate intermediate clams of public transport.To establish preferential routes for various categories of vehicle including by pass.Methods for compendium the OD survey data passageway-side converse methodLicense home base methodReturn post card methodTag-on-car method in general road-side interview method is us ed in which vehicles are stopped at previously decided interview place by a classify of persons with the help of police assistance and the answers to prescribed questionnaire are collected on the spot.A comprehensive 1 day number plate registration survey at toll plaza locationsRegistration plate survey is carried out at all toll plaza locations to know that how much traffic is influenced by the local traffic. Because if the person is staying inside the radius of 20 kms from the toll plaza location then he has to pay only 50 percent of the toll revenue enhancement according to the government policy.Comprehensive surveys between the alternate routesThe main objective of this survey is to analyze the utility(a) routes and leakage of traffic on the project road because it will this instant affect your toll revenue.Average effortless traffic (ADT)Average periodical trafficorADT is the average number ofvehiclestwo-way passing a specific point in a 24-hour period, normally measured end-to-end a year. ADT is not as highly referred to as the engineering standard ofAADTwhich is the standard measurement for vehicle traffic load on a section of road, and the basis for most decisions regardingtransport planning, or to the environmental hazards of pollution related to road transport.Annual average daily traffic (AADT)Annual average daily traffic or AADT is a measure used primarily intransportation planningandtransportation engineering. It is the total volume of vehicle traffic of a bridle-pathorroad for a year separate by 365 days. AADT is a effectual and simple measurement of how busy the road is. It is also sometimes describe as average annual daily traffic. One of the most grave uses of AADT is for determining funding for the maintenance and improvement of Highways. AADT is calculated by multiplying seasonal worker variation factor in ADT. reflexion for calculating Annual average daily traffic (AADT) from ADT is as underAnnual average daily traffic (AADT) = Factor * Average daily trafficSeasonal vicissitude of traffic (correction factor)The flow of traffic on the road varies significantly during different months of the year. As monthly flow data is not available, gaseous state and diesel sales are collected from petrol send along the highway to calculate the correction factor. This data is examine compared to the month of ADT the annual average variation factor valuated to arrive at AADT from ADT as recorded.REASEARCH AND FINDINGSFor completion of the project Strategies involved in opting an infrastructure project (highway) through traffic study The aim of the project is to analyze and interpret the traffic study reports based on which highway projects are bid. adaptation of the report is very full of life as it helps in assessing the revenue times for the entire concession period, based on which a bid is made.In order to complete my project, I was asked to thoroughly analyze the report on Kota-Jhalawar road section on NH-12 and Aligarh-Kanpur road section on NH-91KOTA-JHALAWAR driveway SECTION ON NH-12 commerce SURVEYSProposed number and locations of traffic survey move have been place after detail reconnaissance. The Traffic Engineer has clever the post-in-charges and monitors the training of surveyors by them. aspect and count sheets have been spot checked on a regular basis and data registered in the field office. Data to be collected from includesThe type of traffic surveys and the minimum number of survey stations were as under-CLASSIFIED VOLUME mootThe classified traffic volume count surveys have been carried out for 7 days (continuous, direction-wise) at the selected survey stations indicated on a lower floor. Keeping in view the vehicle motley system given in IRC codes (IRC 9 1972, IRC SP 19 2001) the following generalized miscellanea system have been used in recording the classified volume count.Motorized Traffic Non-Motorized Traffic2-Wheeler Bi-Cycle3-Wheeler Cycle-Rickshawrider Car A nimal cadaverous vehicle (ADV)Utility Vehicle (Jeep, train etc.) Hand Cart new(prenominal) Non-Motorized VehicleBusLCVTruck MCV 2-Axle sloshed conditionMCV 3-Axle Rigid ChassisMAV SemiArticulated(For Procedure of Traffic Analysis refer Annexure I )ORIGIN-DESTINATION SURVEYSWe have carried out O-D and Commodity transaction Surveys at locations given below in accordance with IRC 9-1972. The roadside interviews were on random sample basis as per TOR. The trip matrices were worked out for each vehicle type information on angle for trucks was summed up by trade good type and the results tabulated, grownup total weight and average weight per truck for the various commodity types. The sample size for each vehicle type was indicated on the table and also in the graphical representations. The data derived from surveys has also been analyzed to bring out the lead and load characteristics and commit line diagrams.Three messs identified for O-D surveys are as under- get along Kebal N agar Village(Both Direction) .265.000Near Devarighata (Both Direction) ..320.000Near Chandrabhaga river bell Plaza..337+500TURNING gesture SURVEYSThe turning movement surveys for adherence of peak hour traffic for the design of major intersections were carried out for the Study. The enlarge regarding composition and directional movement of traffic have been compiled.The methodology for the surveys was in accordance with IRC SP 41-1994.The data derived from the survey was used to analyze and to identify requirements of suitable remedial measures, such as construction of underpasses, flyovers, interchanges, and grade- obscure intersections along the project road alignment.Intersections with high traffic volume requiring supernumerary treatments either presently or in future were identified.Locations comprising major intersections have been identified during detail reconnaissance. Data for turning movement survey is zippy in identifying the section for operation as toll road. Det ails are presented in Annexure to chapter 6.Identified Location of Turning Movement Count (TMC) stations are asSangod Kanwas co-occurrence .291.000Chechat Rawat Bhata Road .304.600Link Road of SH 9A motor Ganj Mandi 315.500Bagher Mandawar Junction .67+683Mandawar Teendhar Junction 346+539AXLE charge SURVEYSThe axle load surveys have been done using load cell. The axle load data was collected axle configuration-wise. The number of equivalent standard axles per truck was calculated on the basis of results obtained. The results of the survey have been used for VDF. Furthermore, the data from axle load surveys was analyzed to bring out the Gross Vehicle Weight (GVW) and Single Axle accuse (SAL) Distributions by truck type (axle configuration).SPEED-DELAY SURVEYS purloin field studies such as moving car survey to determine running speed and go speed. The data was analyzed to identify sections with ordinary traffic flow problems and congestion. passport was made for suitable meas ures for segregation of local traffic, smooth flow of through traffic and traffic safety. These measures have include the provision of bypasses, under-passes, flyovers, grade separated intersections and service roads. Speed delay survey was done for whole project highway.TRUCK TERMINAL SURVEYSThe data derived from the O-D, speed-delay, and other surveys was analyzed to assess requirements for present and future development of truck terminals at suitable locations en-route.ROAD scrutinise SURVEYSDetailed road inventory surveys have been carried out to collect lucubrate of all existing road pavement features along the existing road sections. The data collected through road inventory surveys was sufficient to discover the requirements.The data are presented in the format given as Road Inventory Data Sheet (IRC-SP-19-2001).The headings are given below.Terrain (flat, rolling, mountainous)Land Use (agricultural, commercial, forest, residential etc) every kilometer holler of VillageCa rriageway width, surfacing type and condition every 500m and every change of feature whichever is earlier shoulder joint surfacing type and width and condition every 500m and every change of feature whichever is earlierHeight of embankment or depth of cut every 200m and every change of feature whichever is earlier. engrossmentDetails of cross roadThe data have been collected in sufficient detail, compiled presented in tabular form. The data have been stored in computer files using utility packages, such as EXCEL etc.SUBGRADE character STRENGTHThe testing of soils for classification mechanical characteristics has been as per terms of reference. testing of three sub-grade soil samples for each design section or threeSWOT and PEST Analysis of Infrastructure ProjectSWOT and PEST Analysis of Infrastructure ProjectECONOMIC AND INDUSTRY OUTLOOKIndian Construction Industry was almost similar to the construction industry evolution in other countries founded by Government and slowly t aken over by enterprises. After independence the need for industrial and infrastructural developments in India laid the foundation stone of construction, architectural and engineering services.The objective of such an imposition was to develop local design capabilities parallel with the inflow of imported technology and skills. This measure encouraged international construction and consultancy organizations to set upjoint venturesand register their presence in India.In India Construction has accounted for around 40 per cent of the development investment during the past 50 years. Around 16 per cent of the nations working population depends on construction for its livelihood. The Indian construction industry employs over 3 crore people and creates assets worth over20,000 crore.Total sales of construction industry have reached 42,885.38 crores in 2004 05 from21,451.9 crores in 2000-01.The Indian construction industry comprises 200 firms in the corporate sector. In addition to these fir ms, there are about 1, 20,000 class A contractors registered with various government construction bodies. There are thousands of small contractors, which compete for small jobs or work as sub-contractors of prime or other contractors.PEST ANALYSIS POLITICAL FACTORSSEZ Act to Boost Infrastructural DevelopmentSEZ is the new destination for real estate investors. Currently 150 SEZs are approved out of which 85 SEZs are in the IT/ITES area and 10-15 SEZs in the electronics area.130 SEZs are developed by real estate developers which constituteof about 50% of the total SEZ area. IT SEZ should be developed and made operational within the period of six months from the date of notification. Thus, 130 approved SEZs would result in investment of US$10 bn to US$ 12 bn immediately.Cement Prices Reduced for State Infrastructure ProjectsThe continued thrust on infrastructure development will provide impetus to the healthy growth in demand, protecting the bottomline of cement companies to an extent . The reduction in the CST and in freight rates on diesel and limestone will be marginally positive for some companies.FDI Liberalization to Augment Industry GrowthRecent amendments by the government have made accessibility to the required capital much easier. Opening of FDI in construction and allowing developers to raise capital in international markets has led to developments of larger projects benchmarked against international standardREITs to Positively Affect Real Estate BusinessThe proposed introduction of REMF (Real Estate Mutual Fund) and REIT (Real estate Investment Trust) will boost real estate investments from the small investors point of view. This will allow small investors to enter real estate market with contribution as less than Rs 10,000. The concept of REIT is on the verge of enteringIndia and would be structured as a company dedicated to owning and in most cases operating income producing real estate such as apartments, shopping centers, offices warehouses. ECON OMIC FACTORSGrowth in Construction Activity Stimulating GDP GrowthIndia is witnessing tremendous growth expansion of construction activities and construction is largest component of GDP. It has been growing at a rate over 10% in the past few years when GDP growth is around 8%.Within construction sectors such as roads, railways, housing and power have been keen drivers.Rate Hikes Unlikely To Slow Down GrowthIt has been analyzed that residential prices have increased by about 15- 20% on average in the last one year. There has been strong growth in demand supported by rising disposable incomes, low interest rates, and fiscal incentives on both interest and principal payments and increasing urbanization. SOCIAL FACTORSShifting Consumption Pattern to Fuel Industry GrowthThe consumption pattern of Indian households is undergoing a gradual, but steady change. The share of food and beverages, which used to constitute almost 50% of household spend until 2003 is expected to fall to 45% by FY 08. We expect the share of discretionary items to consistently rise given the rising affordability and changing aspiration levels. Increased exposure to western lifestyles (through media as well as overseas travels) has altered the consumption pattern of Indian people.Rising Urbanization to Boost Industrial GrowthUrban infrastructure consists of drinking water, sanitation, sewage systems, electricity and gas distribution, urban transport, primary health services, and environmental regulation. Many of these services are in the nature of local public goods with the benefits from improved urban infrastructure. The urban population in India will grow by 85 million over the next 10 years.Green buildings in IndiaThe green building movement has gained tremendous momentum during 3 to 4 years, ever since the Green Business Centre embarked on achieving the prestigious LEED rating for their own centre at Hyderabad. The Platinum rating for green building has sensitized the stakeholders of const ruction industry. There is tremendous potential for construction of green buildings in India. The estimated market potential for green building will be about $ 400 million in 2010.There will be favorable policies of the government would provide the right impetus for advancing the green building movement in India. TECHNOLOGICAL FACTORSLow Technology Adoption to Hinder GrowthThe poor state of technology adopted by the construction sector adversely affects its performance. Upgrading of technology is required both in the manufacturing of construction material and in construction activities. As a large number of construction materials are manufactured in the unorganized sector, effective monitoring and regulation of the production of these materials to ensure proper quality becomes difficult. Use of low-grade technology in the construction sector leads to low value addition and low productivity, apart from poor or substandard quality of construction and time overruns in projects. The non -availability of quality construction tools is the main reason for this. Besides, the construction sector also lacks information about new technology.Construction as per Indian RequirementsThe construction needs to be done as per Indian standards and requirements which will demand considerable changes form the international requirements. The infrastructure requirements of India are much different as the population spread, increasing urbanization, increasing slums, the small space for roads, the water problems are more.Ready-Mix-Concrete Being Experimented WithThe Ready mix concrete business in India is in its infancy. For example, 70% of cement produced in a developed country like Japan is used by Ready Mix concrete business there. Here in India, Ready Mix concrete business uses around 2% of total cement production.Much of construction done in India is very slow paced. The concrete making process at site takes much time with variation in quality. The increasing use of ready mix not only saves on time but allows the better quality. It will also eliminate the storage space at site, eliminate Procurement / Hiring of plant and machinery, reduce wastages of basic material, noise and dust at site will be reduced. Also organization at site will be streamlined. This will improve the rate at which infrastructure can be built in India.ABOUT THECOMPANYLanco is one of the fastest growing Integrated Infrastructure Enterprises of India, operating across a synergistic chain of Strategic Business Units (SBUs) comprising Power, EPC, Construction, Renewable, Resources, Non-Power Infrastructure, Property development and CSR.Lanco Infratech Ltds current market capitalization is approximately Rs. 15,000 Crores (USD 3.33 billion). Out of the total Share Capital, the promoters holding is about 68 %. The gross revenue of Lanco as on March 2010 was over Rs. 8200 Crores (USD 1.8 billion).Lanco is fast emerging as one of the top three private sector power developers in India with 2092 M W under operation, 7153 MW under construction, and 11070 MW of projects under development.In a strategic move that provides increased fuel security for its current power generating assets and its future power portfolio expansions, Lanco through its step down Australian subsidiary, Lanco Resources Australia, has acquired Griffin Coal Mining Company and Carpenter Mine Management. Griffin coal, based out of Collie in Western Australia, owns the largest operational thermal coal mines in Western Australia, producing over 4 mtpa of coal which can be ramped up to over 15 mtpa in the near term, post development of evacuation infrastructure.Lanco has strategic global partnerships with top-notch companies which include Genting, Harbin, GE, Dongfang, Doosan etc. Today, Lanco is one of Indias largest Power Traders in the private sector.A people driven organization, Lanco operates from 20 States in India and has international operations in Australia, China, Indonesia, Nepal, Singapore, United Ki ngdom and USA with a human resource base of about 6500 people. Lanco has an Order book of Rs 25,425 Crores as of September 2010. Lanco is also a privileged member to the World Economic Forum and it has been acknowledged as an elite member of the top two hundred Global Growth Companies.As part of its business strategy, the company has chalked out an ambitious growth plan Lancos Vision 2015 to build a High Performance Organization with an operating capacity of 15000 MW in Power. Lanco also envisages aggressive growth plans for EPC with a strong Order book growth.VISION OF LANCOAn India without poverty, where the internationally agreed millennium development goals are met and people with dignity and respect, using their full potential to access the opportunities and exercise choices for their own development -a society that constantly moves to inspire people.MISSION OF LANCOTo work towards developing rural and urben communities in order to reduce poverty and contribute effectively tow ards reduction in loss of environment resources.To improve human development indices through projects and programs at the local, state and national level.Mission.Development of society through enterpreneurshipVision.Most admired integrated infrastructure enterpriseVALUES OF LANCOIntegrityWe choose to be honest in all our Business Interactions and Transactions and remain steadfast even when challenged. We strive for consistency between what we think, what we Say and what we do.Humility RespectWe are consistently humble in our approach to and interactions with people. We treat every person with respect at all times, unconditionally.AWARDSEPC-World Awards 2010for Outstanding contribution in Power Energy sector (Generation).8 th Construction World- Annual Awards 2010for Fastest Growing Construction Company (Large Category)- 1stRank7thConstruction World- Annual Awards 2009for Fastest Growing Construction Company (Large Category)- 3rdRankAban Power Company LtdTERI Corporate Award for E nvironmental Excellence and Corporate Social Responsibility June 2009.IKU IIIEEMA award for Excellence in Fast Track Commissioning of Small Hydro Projects February 2009PRSI Confers Golden Jubilee Awardfor the Most Impressive Public Relations Initiatives August 2008Clarion Power Corporation LtdFAPCCI Award for Excellence in Renewable Energy 2007.Construction World NICMAR Awards 2007for the Second Fastest Growing Construction Company (Medium Category) in India.LANCO Institute of General Humanitarian Trust (LIGHT)TERI Award 2006-07 for Excellence in Corporate Social Responsibility.PRSI National Award for House Journal (English) First PrizePRSI Confers Golden Jubilee Awardfor the Most Impressive Public Relations InitiativesAward for Excellence in Bridge Engineering 1999from the Indian Institute of Bridge Engineers.SWOT ANALYSIS STRENGTHSEmployment and training opportunities in the field of construction.Private sector housing boom and commercial building demands Construction of the mult i building projects on the feasible locations in the country.Good structured national network facilitates the boom of construction industry.Low cost well- educated and skilled labour force is now widely available across the country.Sufficient availability of raw material and natural resources in the country is supportive for the industry.Real estate development is on high and it is attracting the focus of the industry towards construction. WEAKNESSDistance between construction projects reduces business efficiency.Training itself has become a challenge.Changing skills requirements and an ageing workforce may emphasize the skills gap.Improvement in long-term career prospects is highly required to encourage staff retention and new entrants.External allocation of large contracts becomes difficult.Lack of clearly defined processes and procedures for construction and its management.Huge amount of money needs to be invested in this industry. OPPORTUNITIESContinuous private sector housing b oom will create more construction opportunities.Public sector projects through Public Private Partnerships will bring further opportunities.Developing supply chain through involvement in large projects is likely to enhance the chances in construction.Renewable energy projects will offer opportunities to develop skills and capacity in new markets.More flexible training delivery techniques are now available.Financial supports like loan and insurance and growth in income of people is in support of construction industry. THREATSLong term market instability and uncertainty may damage the opportunities and prevent the expansion of training and development facilities.Current economic situation may have an adverse impact on construction industry.Political and security conditions in the region and Late legislative enforcement measures are always threats to any industry in India.Infrastructure safety is a challenging task in construction industry.Lack of political willingness and support on p romoting new strategies.Natural abnormal casualties such as earth quake and floods are uncertain and can prevent the construction boom.Inefficient accessibility in planning and concerning the infrastructure.Competitors are emerging in the industry by leaps and bounds.METHODOLOGYTo Start with, the historical growth of vehicles is examined based on the traffic surveys conducted in the past along the study corridor. Having examined the accuracy and reliability of data, we further analyze the motor vehicle registration statistics at the state level to establish a relationship between the economic variables and the registration data, as a proxy for the traffic growth.The relationship provides the elasticity values by vehicle type, which are then compared with the results of other studies of similar nature carried out in the recent past. The comparative picture provides us the required validation and modification of the estimated elasticity values.Finally, based on the future economic gro wth prospects in terms of income growth, per capita growth and population growth are considered for estimating the future traffic growth rate by vehicle type.Traffic Studies are carried outTo obtain the knowledge of the type and volume of traffic at present and to estimate future traffic that the road is expected to carry.To determine the facilities provided on the roads such as traffic regulation and control, intersections, so that improvement on the basis of traffic density may be carried out.To design the geometric features and pavement thickness on the basis of traffic surveys.Traffic survey and studies are done as a part of the study to assess the base year traffic pattern.Different traffic studies A comprehensive 7 day traffic volume count at toll plaza locations.Origin-destination (OD) survey at 2 suitable locations.A comprehensive 1 day number plate registration survey at toll plaza locations.Comprehensive surveys between the alternate routes covering both existing and futur e responsibilities.Calculation ofAverage daily traffic (ADT).Annual average daily traffic (AADT) considering the seasonality variation.A comprehensive 7 day traffic volume count at toll plaza locationsThe main objective of classified traffic volume count was to access the traffic characteristics on project road section in terms of hourly variation, peak hour traffic, average daily traffic, traffic composition and directional distribution. The survey was carried out by vehicle counting and classifying the vehicle passing the survey station. The counts were made separately for motorized and non motorized vehicles. In addition toll exempted vehicles i.e. government, ambulance, fire vehicles etc. were classified separately.Traffic Volume is the number of vehicles crossing a section of road per unit time at any selected period. The commonly used units are vehicles per day and vehicles per hour.The various methods available areManual methodsCombination of manual and mechanical methodAutom atic devicesMoving observer devicesPhotographic methodsGenerally manual method is used. This method employs a field team to record traffic volume on the prescribed record sheets. In this method the fluctuations of traffic volume during the hours of the day and the daily variations are observed.Origin-destination (OD) survey at 2 suitable locationsOrigin and Destination survey for road section was obtained by carrying out by police assistance. Data of origin and destination of the trip was collected in the survey a zoning system was order to analyze the origin destination data. Origin destination data was used to identify the zones that contribute to the traffic on the road.Growth of traffic on the road will depend upon the economic developments in the influence areas of the road.TheOrigin -Destination survey was carried out with the primary objective of studying the travel pattern of passenger and goods traffic along the study corridor.The results of this survey forms a useful input for estimating the growth rates for traffic projections, identification of toll plaza location and planning for toll collection system.The various applications of OD survey may be summed up as followsTo locate expressway or major routes along the desire lines.To judge the adequacy of parking facilities and to plan for future.To locate intermediate stops of public transport.To establish preferential routes for various categories of vehicle including by pass.Methods for collecting the OD survey dataRoad-side interview methodLicense plate methodReturn post card methodTag-on-car methodGenerally road-side interview method is used in which vehicles are stopped at previously decided interview stations by a group of persons with the help of police assistance and the answers to prescribed questionnaire are collected on the spot.A comprehensive 1 day number plate registration survey at toll plaza locationsRegistration plate survey is carried out at all toll plaza locations to know that how m uch traffic is influenced by the local traffic. Because if the person is staying inside the radius of 20 kms from the toll plaza location then he has to pay only 50 percent of the toll tax according to the government policy.Comprehensive surveys between the alternate routesThe main objective of this survey is to analyze the alternative routes and leakage of traffic on the project road because it will directly affect your toll revenue.Average daily traffic (ADT)Average daily trafficorADT is the average number ofvehiclestwo-way passing a specific point in a 24-hour period, normally measured throughout a year. ADT is not as highly referred to as the engineering standard ofAADTwhich is the standard measurement for vehicle traffic load on a section of road, and the basis for most decisions regardingtransport planning, or to the environmental hazards of pollution related to road transport.Annual average daily traffic (AADT)Annual average daily traffic or AADT is a measure used primarily i ntransportation planningandtransportation engineering. It is the total volume of vehicle traffic of ahighwayorroad for a year divided by 365 days. AADT is a useful and simple measurement of how busy the road is. It is also sometimes reported as average annual daily traffic. One of the most important uses of AADT is for determining funding for the maintenance and improvement of Highways. AADT is calculated by multiplying Seasonal variation factor in ADT.Formula for calculating Annual average daily traffic (AADT) from ADT is as underAnnual average daily traffic (AADT) = Factor * Average daily trafficSeasonal Variation of traffic (correction factor)The flow of traffic on the road varies significantly during different months of the year. As monthly flow data is not available, petrol and diesel sales are collected from petrol stations along the highway to calculate the correction factor. This data is analyzed compared to the month of ADT the annual average variation factor valuated to ar rive at AADT from ADT as recorded.REASEARCH AND FINDINGSFor completion of the project Strategies involved in opting an infrastructure project (highway) through traffic study The aim of the project is to analyze and interpret the traffic study reports based on which highway projects are bid. Interpretation of the report is very critical as it helps in assessing the revenue generation for the entire concession period, based on which a bid is made.In order to complete my project, I was asked to thoroughly analyze the report on Kota-Jhalawar road section on NH-12 and Aligarh-Kanpur road section on NH-91KOTA-JHALAWAR ROAD SECTION ON NH-12TRAFFIC SURVEYSProposed number and locations of traffic survey stations have been identified after detail reconnaissance. The Traffic Engineer has trained the post-in-charges and monitors the training of surveyors by them. Survey and count sheets have been spot checked on a regular basis and data registered in the field office. Data to be collected from includesThe type of traffic surveys and the minimum number of survey stations were as under-CLASSIFIED VOLUME COUNTThe classified traffic volume count surveys have been carried out for 7 days (continuous, direction-wise) at the selected survey stations indicated below. Keeping in view the vehicle classification system given in IRC codes (IRC 9 1972, IRC SP 19 2001) the following generalized classification system have been used in recording the classified volume count.Motorized Traffic Non-Motorized Traffic2-Wheeler Bi-Cycle3-Wheeler Cycle-RickshawPassenger Car Animal Drawn Vehicle (ADV)Utility Vehicle (Jeep, Van etc.) Hand CartOther Non-Motorized VehicleBusLCVTruck MCV 2-Axle Rigid ChassisMCV 3-Axle Rigid ChassisMAV SemiArticulated(For Procedure of Traffic Analysis refer Annexure I )ORIGIN-DESTINATION SURVEYSWe have carried out O-D and Commodity Movement Surveys at locations given below in accordance with IRC 9-1972. The roadside interviews were on random sample basis as per TOR. The trip matrices were worked out for each vehicle type information on weight for trucks was summed up by commodity type and the results tabulated, giving total weight and average weight per truck for the various commodity types. The sample size for each vehicle type was indicated on the table and also in the graphical representations. The data derived from surveys has also been analyzed to bring out the lead and load characteristics and desire line diagrams.Three Locations identified for O-D surveys are as under-Near Kebal Nagar Village(Both Direction) .265.000Near Devarighata (Both Direction) ..320.000Near Chandrabhaga river Toll Plaza..337+500TURNING MOVEMENT SURVEYSThe turning movement surveys for estimation of peak hour traffic for the design of major intersections were carried out for the Study. The details regarding composition and directional movement of traffic have been compiled.The methodology for the surveys was in accordance with IRC SP 41-1994.The data derived from the survey was used to analyze and to identify requirements of suitable remedial measures, such as construction of underpasses, flyovers, interchanges, and grade-separated intersections along the project road alignment.Intersections with high traffic volume requiring special treatments either presently or in future were identified.Locations comprising major intersections have been identified during detail reconnaissance. Data for turning movement survey is vital in identifying the section for operation as toll road. Details are presented in Annexure to chapter 6.Identified Location of Turning Movement Count (TMC) stations are asSangod Kanwas Junction .291.000Chechat Rawat Bhata Road .304.600Link Road of SH 9A Ram Ganj Mandi 315.500Bagher Mandawar Junction .67+683Mandawar Teendhar Junction 346+539AXLE LOAD SURVEYSThe axle load surveys have been done using load cell. The axle load data was collected axle configuration-wise. The number of equivalent standard axles per truck was calcula ted on the basis of results obtained. The results of the survey have been used for VDF. Furthermore, the data from axle load surveys was analyzed to bring out the Gross Vehicle Weight (GVW) and Single Axle Load (SAL) Distributions by truck type (axle configuration).SPEED-DELAY SURVEYSAppropriate field studies such as moving car survey to determine running speed and journey speed. The data was analyzed to identify sections with typical traffic flow problems and congestion. Recommendation was made for suitable measures for segregation of local traffic, smooth flow of through traffic and traffic safety. These measures have included the provision of bypasses, under-passes, flyovers, grade separated intersections and service roads. Speed delay survey was done for whole project highway.TRUCK TERMINAL SURVEYSThe data derived from the O-D, speed-delay, and other surveys was analyzed to assess requirements for present and future development of truck terminals at suitable locations en-route.R OAD INVENTORY SURVEYSDetailed road inventory surveys have been carried out to collect details of all existing road pavement features along the existing road sections. The data collected through road inventory surveys was sufficient to meet the requirements.The data are presented in the format given as Road Inventory Data Sheet (IRC-SP-19-2001).The headings are given below.Terrain (flat, rolling, mountainous)Land Use (agricultural, commercial, forest, residential etc) every kilometerName of VillageCarriageway width, surfacing type and condition every 500m and every change of feature whichever is earlierShoulder surfacing type and width and condition every 500m and every change of feature whichever is earlierHeight of embankment or depth of cut every 200m and every change of feature whichever is earlier.SubmergenceDetails of cross roadThe data have been collected in sufficient detail, compiled presented in tabular form. The data have been stored in computer files using utility p ackages, such as EXCEL etc.SUBGRADE CHARACTERISTIC STRENGTHThe testing of soils for classification mechanical characteristics has been as per terms of reference. Testing of three sub-grade soil samples for each design section or three

Strategic Planning And Analysis Of Primark Marketing Essay

St rangegic Planning And abbreviation Of Primark Marketing attemptStrategic Planning is a complete process almost make strategies, or direction, and allocation of recourses to achieve asss. There ar numbers of barter analysis techniques which notify be take placed in strategic plan and these be wad AnalysisPEST AnalysisSTEER AnalysisEPISTEL AnalysisStrategic planning simply describes the main objectives and future localizes of the memorial t up to(p)t and the efficient and effective process to achieve those natess. Strategic planning covers trine main areas which are as followsPresent PositionFuture Prospects and targets message to achieve those targetsPRIMARKPrimark is a genius of the leading clothing mountain range of UK. It was founded in June 1969 in Mary Street capital of Ireland mint the stairs the trading give away of PENNEYS. The store added four to a greater extent than brances in local area indoors its rootage year of operation.The first store which was undetermined outside Dublin was opened in Cork in 1971. In that year in that location were 12 more stores opened 11 in irland and 1 in Northeren Irland.Move Into Great BritainIn 1973, four out-of-town stores opened and corresponding this Primark began its trading operations in Great Britain. In 1984, the first quadruplex acquisition likewisek place when five Wool outlay stores were purchased in Ireland. Further in 1984 to 1994 in ten year period Primark opened 25 stores together in UK and Ireland. In 1992 hotshot of BHS stores was purchased and added in the chain.The year 1995 was the year in which primark do most of its expension when the acquisition of the BHS One-Up-Discount chain took place. With this major expension 16 sotres wew added in UK orbit and most of them in Greater London with a significant sizes. some another(prenominal) major aquisation was in 1999 when 11 Co-Op stores were added. In 2000, another 11 stores acquired from C A. In October 2001 massive st ore was opened in Manchester. Primark go on its expension in the interest year. As a result, number of reached to 109 in the extirpate of 2001 consisting 75 in Uk and 34 in Ireland. In 2005 six stores were acquired from Allders. In April 2007 2 more stores were opened, one in London and the other one was in Livelpool.Entrance to EuropePrimark entered in Europe by enterprise a store in Spain in May 2006 and later in the a wish well year in Semtember a second store was opened in Murica. In 2007 two stores were opened in Spain and in Xanadu. In 2008 three more sotres were opened in Bilbao, Islazul and in Oviedo. In the same year more braches were open in Parque, Zaragoza, Asturias and Coruna.Primark entered in Netherlands market in 2008 by opening its first store in Rotterdam. In 2009 more stores were added in eorupe business by opening the branches in Portugal, Ger some and Belgium.Cur askly, In amount of money 196 stores are in business under the name of PRIMARK. The counts i s as follows parting Number of BranchesUK 138Ireland 38Spain 14Portugal 2The Netherlands 1Belgium 1Germ either 2Total 196STRATEGIC PLANNING HISTORY OF PRIMARKPrimark is second humongousst clothing retail merchant and runs 13 department including Children wear, women wear, men wear, foot wear, assocries and house h aged(prenominal)s. New and port equal to(p) clothing with cheap prices are actually challenging task among the high potency of competition among the competitors.Primark has a firmly defined target con lenders which are under 35 age group. There are two main methods to earn profits more than normal rates, by establishing a fruit leader ship or can be by dint of constitute leader ship. Primark established a exist lead because in cost leader ship the firm supplies same overlap at lower price rather then to provide strong specialization as bid in harvest leader shipe where coustomers are stimulate to pay high prices.Primark established a strong scheme of cost leader ship. This dodging is act by companies selling affordable products crosswise all sectors. In united states, Southewest Airline has same strategy with achievement in aviation sector.To restrain this strategy Primark always focuses on buying, logistics and append chain management. To get world wide demeanor trends and discovering of cheap supplies a separate team has been set in UK that travels all over the world. The association sources the manufacturing of its clothes to developing countries interchangeable India which stupefy cheap labor. With this strategy PRIMARK saves great cost.Primark in any case keep a strong wareho victimisation and dispersal profit because of its strategy to reduce the time-to-market to as less as possible. To keep that pact Primark uses computerized customs clearance. TNT who provide logestic service world wide, dedicates one of its abundant ware house exclusively to Primark stock distribution.Primark established a client confidence about(predicate) its cheap price promises. To sustain this strategy Primark has to maintain high efficiency level and effective cost controls on on going basis.WOOLWORTHSWoolworths, the high street retail chain that collapsed in 2008, was founded in 1909. Since then it had grown into a chain of about 800 stores. except the novel-fashioned history is one of trials and tribulations that ended in entering into administration in November 2008.The retailer faced intense competition from supermarket chains like Sainsbury, Tesco and so forth Lately it had entered into sport and electronics retail after its acquisition of Entertainment UK.In September 2008, Woolworths announced a pre-tax loss of drill in 99 cardinal for the six months ending on August 2, 2008. The keep company then embarked on a turnaround plan. It decided to sell 120 stores, axe about one-fourth of its products from the stores , reduce web operations and cut jobs.In 2008 the monetary crisis brought a severe hon orable mention squeeze. The companys banks, GMAC and Burdale decided to recall their loans. The company that was weight with debts worth pound 385 one thousand thousand had to enter administration. By January 2009 all 807 Woolworths stores in UK were closed. But Woolworths was more a casualty of its flawed strategic planning than the economic recession.STRATEGIC PLANNING AT WOOLWORTHWoolworths strategy had no target section or focus point. It loseed a single Unique merchandising Proposition ( USP).Its product leadership was in the pic n rumple sweets. In other product plane sections like music, books toys etc it was neither a product leader nor a cost leader. (Chandler 1990)Even in the childrens clothes and schoolhouse uni motley segment it soon lost its leadership to retailers like Asda and Tesco. Woolworths strategy had always been to achieve cost leadership. The original US chain founded by Frank Woolworth sold allthing at 5 cents. When the chain opened its first store in UK in Liverpool, every item was priced below 6 pence.Woolworths pursued successfully this cost leadership strategy for numerous long time after that. It reached its peak in the 60s and 70s. The company hardly spent anything on branding. Its stores were without frills.But lately the company lost its cost leadership to brush proposes like Wilkinsons, Tesco etc. Almost anything that it sold now, the competitors were able to sell at a lower or at least the same price.Woolworths was besides using a lot of debt or leverage in its capital structure. It was alike using debt to open topical stores. While it was opening radical stores, many of its existing stores were in mess.Another part of Woolworths strategy, right from the beginning, was to sell a variety of merchandise. In its early days the chain was able to sell its competitors through mass production. This strategy worked so well that at one point of time Woolworth was opening one new store every seventeen days.The IPO of Woo lworths in the London Stock Exchange was so successful that for just 15% offloading of its equity in Woolworths UK, the parent company was able to give its shareholders a dividend of 90 cents for every dollar worth of their shares.During the World War-2 the company suffered badly with many of its stores bombed and destroyed during the air raids. owing(p) among them was the bombing of the New Cross High Street store in which 160 people were kil take. The post-war inflation forced it to give up its under six pence strategy. (Cooper 2003)Woolworths then capitalized on the pop mania of Beatles. It made a fortune selling the Beatles merchandise like dolls and other mascots. It followed this by expanding its entertainment offerings.For opening new stores, Woolworth was taking the very estate on rent or lease. At the goal count it had about 700 landlords. Its lease payments were acclivity at the rate of 2.5% per year. Its rent bill had soared from pound 70 million in 1998 to pound 160 million in 2008. So when the credit crunch and the recession started, Woolworths had no fixed assets to fall back on.after its demerger with Kingfisher in 1982, Woolworths aimed long term harvest-tide through operating the following(a) (Coulson 2004)Hypermarkets.The Big W stores.Woolworths general stores.Streets online.But the company soon transposed its strategy, discontinued the above three stores and started focusing once again on its traditional strength products like confectionery, toys and entertainment.But in spite of constrictive its focus in order to cut costs, Woolworths was not able to sum up competitors like Wilkinson and Poundland which ate into its market share. Even in the range of product offering, it proved to be no match to Tesco.Its price points were higher and it too lost out on the convenience quotient.When all its strategies failed to bring a turnaround it approached the restructuring specialist Hilco. Hilco agreed to buy Woolworth for a nominal sum of po und 1 and take pound 300 million debt of the retailer. But at the last minute the deal was thwarted by its lenders, Burdale and GMAC. This led the retailer into administration in November 2008, just before the peak Christmas season. (Fifield 1998) coincidence AND CRITICAL compend OF THE STRATEGIC PLANNING OF PRIMARK AND WOOLWORTHSThe strategic plan of Primark consisted of the strategy of growing inorganically as well as organically. For inorganic growth it made strategic acquisitions. For its organic growth the company successfully pursued cost leadership. It was also successful in churning out modish clothes that were up to the latest trends. And it churned these at very affordable prices. It did so through strategically using outsourcing and having an integrated render chain that was passing fast in delivering. It has a much focused target segment of consumers. (Fleming 2009)If we conduct the SWOT analysis of Primark, we get the followingStrengths- Its cost leadership and its supply chain and logistics processes. These have release a source of rivalrous advantage for the company.Weakness- It is not into branding. Lack of having brands with high brand equity may hurt its profitability in future. Excessive reliance on outsourcing for manufacturing and supply chain processes make it dependent on suppliers and vendors.Opportunities- There are gigantic opportunities for retailers of discount fashion clothing. The recession has reduced the disposable in stick to and the consumers have become more jimmy conscious. nemesiss- The company has recently come under the bang of anti-poverty campaigners for the sweat shops in Bangladesh and India. The company is fighting off its reputation of macrocosm an unethical company driven solely by the lust for more profits. On the rivalrous front it has tough competition in the form of Marks Spencer, Debenhams etc.FIVE FORCES ANALYSIS OF PRIMARKThreat of competitors or intensity of rivalry- The competitive rivalry is reasonably high in the discount fashion segment.Threat of substitutes- The threat of substitutes is high. Fashionable clothes have a large number of substitutes.Bargaining forcefulness of suppliers- Discount chains like Primark use a lot of outsourcing from developing countries like India, Bangladesh etc. The bargaining strength of these suppliers is low as they are dependent for their revenues on large clients like Primark.Bargaining effect of customers- The bargaining power of customers is high. Customers of discount chains like Primark are bargain hunters who look for the best bargain. (Oakland 2003)Threat of new entrants- To cook trendy clothes at the worst prices is quite a challenging task. This raises naturally a high barrier to entry. Thus the threat of new entrants is significantly lowered.CORE COMPETENCY OF PRIMARKCore competency is that skill which is backbone to the existence of a business or corporation. A capability or set of capabilities qualify as core compe tency if they have the following attributes (Peter 1989)It is the source of value proposition to the customers.It is difficult for competitors to acquire similar capabilities.The capabilities can be leveraged across different products and markets.The core competency of Primark is to produce fashionable clothes for as low prices as possible. It has been able to do so through entering into strategic partnerships with companies like TNT logistics and outsourcing manufacturing to cheap onshore locations like Bangladesh.VALUE CHAIN ANALYSIS OF PRIMARKThe value chain of any organization is divided into two types of activitiesPrimary activities.Secondary activities.The primary activities of the value chain comprise the followingInbound logistics.Manufacturing.Outbound logistics.Marketing and Sales.Services.The secondhand activities includeHuman Resource Management.Technology support and research and development.Procurement.Primark has been able to gain and sustain competitive advantage b y focusing on inbound logistics (supply chain), outbound logistics (distribution network), manufacturing (outsourcing to cheaper destinations), technology support (computerized supply chain and distribution connected to point of gross sales). (Pride, Hughes, Kapoor 2009)As far as its marketing strategy is concerned it has responded to the 4Ps of the marketing mix in the following waysProduct- It has been able to understand the latest trends in fashion. A team of experts travels across the testicle and monitors new trends in fashion.Price- The company has been able to deliver the products at very low prices.Place- Primark has an effective distribution network. Its stores are located strategically.Promotion- Primark does not spend too much in branding or promotions.Woolworths, on the other hand, lacked a clear strategic plan. It seemed to be bungling with its strategy. It made many strategic experiments, all of which failed to sustain the 99 year old chain.The SWOT analysis of Wool worths, done retrospectively, reveals the followingStrengths- A ninety-nine years old brand name and a reasonable number of loyal customers. It has a very high brand recall and brand recognition.Weakness- It has no target segment. It lacks product leadership as well as cost leadership. It is nerve-wracking to sell too many products and is competing across too many categories.Opportunities- The opportunities for discount retailers are always high, especially for high street retailers like Woolworths.Threats- The threats are many. It is using too much debt. It is into too many lease agreements. just about of its stores are on rent. It lacks fixed assets to fall back upon.FIVE FORCES ANALYSIS OF WOOLWORTHSThe five forces analysis of Woolworths, if done just before its collapse, reveals the following (Robert 2008)Threat of competitors- Formidable competitors in the likes of Wilkinson, Tesco etc. Wilkinson and Poundland are especially threatening as they are eating into the share of Wo olworths.Threat of Substitutes- The threat of substitutes is high in the retail industry.Bargaining power of the customers- The intensity of competition, the business model to offer products at discounted rates all serve to increase the bargaining power of customers of a chain like Woolworths.Bargaining power of suppliers- The bargaining power of suppliers is not that high. But since Woolworths was operating on rented real-estate, the bargaining power of landlords (suppliers of real estate) had increased tremendously. The annual rise in the rate of rents of Woolworths was 2.5%.Threat of new entrants- The capital intensive nature of the business raises barriers to entry. Thus the threat of new entrants is not that high.CORE COMPETENCY OF WOOLWORTHSThe core competency of Woolworths had been once its capability to offer the lowest cost products in categories like children clothing. It also jollifyed product leadership in pic n mix sweets which it continued to enjoy till its very last days.VALUE CHAIN ANALYSIS OF WOOLWORTHSThe key to maintaining cost leadership is managing the value chain activities well. Woolworths failed to manage these value chain activities as well as competitors like Tesco, Poundland etc.It was unable to get the lowest cost supplies. Its distribution (outbound logistics) was such that was unable to enhance its convenience quotient. During its hey-days the company was efficient in large scale manufacturing that enabled it to get lowest cost products through economies of scale. Later on it failed to manage this value chain employment as well. Because of the mismanagement of its value chain activities, Woolworths soon lost its competitive advantage.Primark was able to execute the how question of its strategic plan well. It was able to have such processes that enabled it to achieve its objectives. Woolworths failed on two what and how aspects of strategic planning. It lacked vision about where it wanted to reach in future. And since it did not know where to go (goals and objectives), it also did not know how to reach there. Its strategy was like groping in the dark. It was opening too many stores on debt it had no target segment and finally it was dealing in too many products. As a result both diseconomies of scale and scope had set in. (Sheshinski, Strom, Baumol 2007)OUTCOME OF THE two COMPANIESThe outcomes have been starkly opposite for both the companies. For the year to 12 September, 2009, Primarks sales jumped by 20%. Its profits were up by 8% to pound 252 million. The company has acquired the nicknames of Primarni or Pradamark because of its ability to sell catwalk fashion at carry bottom prices.In the recession hit economy of UK, which has entered its six true quarter of GDP contraction, Primark has increased its retail space by 9%. It opened six new stores in UK since the recession started.The chain also contributed 40% to the profits of AB foods which is its holding company.Its stores in the continent are al so performing well, especially those in Germany. To support its high rate of growth during recession, Primark opened a new distribution centre in Thrapston, Northampton shire.On the other hand, the recession proved to be the final make out in the coffin of Woolworths. Its debt of pound 340 million proved to be too much. All efforts to salvage it failed when its lenders, GMAC and Burdale, recalled their loans. In November 2008 it entered into administration. Neville Kahn, Dann Butters and Nick Dargan of Deloitte were appointed joint administrators. On 26th November 2008, trading in the Woolworth groups shares was suspended.The 807 stores of Woolworths were closed in phases. In the last days, the stores offered discounts as high as 90% in order to put away of their merchandise. Some of the stores have been reported to have sold their fixtures and fittings also. 207 of these stores closed two days after Christmas on 27th December 2008. The remaining stores were also closed by 6th Jan uary 2009. Approximately 30000 jobs were lost as the 99 year old chain went under, in its centenary year.Now Woolworths has come in its new incarnation of a purely online store from its preferably version of a brick-and-mortar retail chain. After it entered administration and was closed down the Woolworths brand name was bought by Shop Direct Group. On second February 2009, Shop Direct announced its intention to continue Woolworth as a purely online store.The online store uses the same URL as the earlier Woolworths groups retail website, Woolworths.co.uk.The outcomes of the strategic planning could not have been more different for both the companies. Primark capitalized on the need of lower cost fashionable clothes during the current recession. Woolworths through its faulty strategic planning, or more accurately, through its lack of strategic planning became its prey.

Lean Manufacturing | Literature Review

Lean Manufacturing Literature Re rivalSince the 1980s, numerous businesses in various sectors of industry exhaust continu on the wholey been introducing programs intended to improve both w beivity and whole step. Several authors have posited little(a) manufacturing or angle returnion as the best possible production transcription and one that foot be implemented in any industry and any procedure (Bonavia and Marin, 2006 and Lee-Mor sentencer, 2006). Doolen and navvy (2005) mentioned that antithetic researchers have explored the portability of guide practices both at heart and in the midst of assorted manufacturing sectors. In accordance, a renewing of surveys conducted in different types of industry (Soriano-Meier and Forrester, 2002, Bonavia and Marin, 2006, Doolen and Hacker, 2005, Snchez and Prez, 2001 and Taj, 2008) turn divulge that bend is widely successful in a variety of industrial sectors.However, in that location ar two problematic issues regarding angle of inclination manufacturing have been addressed in several studies. First, Shah and Ward (2007) claimed that any backchat of operate production denominates to an absence of reciprocal definition of the apprehension. Likewise, Pettersen (2009) tot onlyyeged that there is no h r ar upon definition of inclining that could be found in the literary works. Papadopoulou and -zbayrak (2005) decl bed that there is no consensus in different researchers perceptions to the concept of lean which hunts to conflicting results in identifying and classifying its practices and techniques.Second, there is conflict in using scathe such as elements, principles, causes, techniques and practices. Papadopoulou and -zbayrak (2005) mentioned that somewhat of the elements of lean ar actually referring to the goals and objectives or else than techniques or lances (e.g. elimination of pine, lead time reduction) and, in increase, a pattern of early(a) best manufacturing practices (suc h as agile manufacturing) were utilize in literature as lean practices. Moreover, Shah and Ward (2007) unders officed that identical items argon using up to consummationalize immensely different concepts and different items argon used to operationalize the akin construct. Thus, Shah and Ward (2007) argued that a great source of confusion and inconsistency associated with lean is the more than all important(p) ine fictional character about what em automobile trunks lean production and how it base be calculated operationally.Statement of the problemThe above mentioned issues shoped three confusions surrounding the lean concept in literature, which ar (1) the lack of a consistent definition of lean, (2) the dis sympathy about the elements that comprise lean manufacturing and (3) the lack of a measurement tool for esteeming changes towards lean death penalty.With the aim to clarify and resolve these confusions, this chapter has three principal(prenominal) objectives (1) to train a conceptual definition of the term lean manufacturing that captures all its of import facets, (2) to provide a framework that identifies its major elements and practices, and (3) to develop an operationalized case to assess changes towards lean manufacturing death penalty. To get through these objectives, an in-depth literature review is conducted regarding the report of lean manufacturing. At first, the concept of Lean and its main principles ar introduced. Next, the elements of lean manufacturing and the practices for lean implementation exit be investigated. Finally, different powers that measure the hop on achieved towards lean are explored.The concept of LeanLean was associated with the practice of deciphering the shelter added activities from those that are take in in an organization and its issue chain (Comm and Mathaisel, 2005). Motwani (2003) declared that companies subscribe to reduce on each product and its honor stream in found to distinguish mingled with counterbalanced activities and that actually create abide by. Moreover, Papadopoulou and -zbayrak (2005) stated that sparseness was introduced as an approach to manufacturing that was aiming at the elimination of waste succession filtering the make for perpetual improvement.However, lean manufacturing is much more than a technique, it is, in addition, a re origination of thought (Taj, 2008). The issue of lean thinking was widely discussed in different researches. Comm and Mathaisel (2005) believed that lean thinking removes the traditional way good deal think about regions and responsibilities by dint of remaining revolve arounded on the guest and the core competencies that the customer values from an organization. Therefore, Bhasin and Burcher (2006) claimed that for a successful implementation, numerous cultural changes are needful for embracing empowerment and disseminating the lean principles through-out the value chain. Similarly, Taj (2008) confirm ed that lean as a way of thinking creates a culture in which everyone in the organization perpetually improve operations. In accordance, Comm and Mathaisel (2000) introduced leanness as a philosophical schema that intended to signifi deposetly reduce cost and musical rhythm time throughout the inherent value chain while proceed to improve product performance.Hence, lean should be described from two points of view the philosophical post and the practical perspective (Shah and Ward, 2007). From the philosophical perspective, lean is viewed as an overall organizational ism that should affect the mint way of thinking and behaving (Papadopoulou and -zbayrak, 2005 and Bhasin and Burcher, 2006). This philosophy drives the guiding principles and the overarching goals of lean (Shah and Ward, 2007). On the other tidy sum, the practical perspective see lean as a set of solicitude practices, tools and techniques (Shah and Ward, 2007) that are used to apply the philosophy and to achie ve the goals (Bhasin and Burcher, 2006).This two-perspective view of lean is back up by the definition of lean as a socio- technical frame. much(prenominal) system agrees both technical system i.e. technology and social system i.e. people and organizational structure (Bhasin and Burcher, 2006). In the same condition, Shah and Ward (2007) asserted that to practise lean production, firms have to effectively manage their social and technical systems simultaneously. Moreover, Cua et al. (2001) proved that joint optimization of both socially- and technically-oriented policies or practices is necessary for achieving good results.Regarding its implementation, Panizzolo (1998) demonstrate that the wide range of lean practices are link to interventions in the manufacturing area, actions interpreted in other areas of the firm (design, HR, strategy, etc.) and relationships with both suppliers and customers. Likewise, Shah and Ward (2003) stated that lean should be seen as a multi-dime nsional approach that encompasses a wide variety of focusing practices. This conceptualization of lean as flat strategy is back up by a wide range of researchers (Doolen and Hacker, 2005, Karlsson and hlstrm, 1996, Shah and Ward, 2007 and Papadopoulou and -zbayrak, 2005).However, it is well accepted among researchers that lean should be implemented as an integrated system (Shah and Ward, 2007, Bhasin and Burcher, 2006, Karlsson and hlstrm, 1996 and Papadopoulou and -zbayrak, 2005). Shah and Ward (2007) suggested that a well- demonstrable lean strategy implementation go out require firms to exert massive parkway along several dimensions simultaneously. Bonavia and Marin (2006) concluded that there are tho few relationships between the degree of use of lean production practices on an individual basis and operational performance (in terms of productivity, pure tone, lead time and inventory). In the same vein, Shah and Ward (2003) provide unambiguous evidence that the synergist ic effects of all lean practices are associated with go bad manufacturing performance. other feature of lean manufacturing that was punctuate in literature is its time-frame of implementation. Bhasin and Burcher (2006) and Doolen and Hacker (2005) believed that lean is a long multidimensional organizational strategy. Papadopoulou and -zbayrak (2005) corroborate that transformation to lean requires a wad of effort, time and billeticipation of all organization levels in addition to make changes in company culture and organizational structure. Thus, lean enterprises should consecutively find shipway to spend consumption of resources in their struggle to deliver value to their customers. In correspondence, the implementation of the lean program in the case reading discussed in (Lee-Mortimer, 2006) proved that lean is not just a project, it is a long-term continuous journey which is implemented as a sequence of stages or projects.In conclusion, lean manufacturing embraces dif ferent features that should be taken into consideration when shaping this concept. Lean should be viewed as a philosophy, affecting company culture, alternatively than a set of tools/techniques. This, in turn, reveals the brilliance of managing social system as well as technical system simultaneously. Moreover, lean implementation background knowledge is not confined to the manufacturing function of a company, rather it relates to all functions ranging from product development, procurement and manufacturing over to distribution. Since lean companies seek to deliver value to their customers, this value should be predefined and delivered, while waste, which customers are not willing to pay for, should continuously be eliminated. All the aforementioned features of lean manufacturing disregard be captured in the following proposed conceptual definition.Lean manufacturing is a philosophy and a long-term strategy that is applied through a socio-technical system integrating all functio ns within the organization with the aim of continuous waste elimination while delivering outcomes that meet continuously predefined customer value.Lean principlesLean philosophy is chiefly based on the principle of eliminating waste. Waste is anything other than the minimum heart of equipment, corporals, separate, and working time that are essential to add value (Taj, 2008, Bonavia and Marin, 2006 and Karlsson and hlstrm, 1996). Snchez and Prez (2001) cited that the main goal of lean is to eliminate all activities that do not add value to the product. Value should be specified as it is perceived by customers (Andersson et al., 2006 and Dahlgaard and Dahlgaard-Park, 2006). If the task does not add value from the customers point of view, it should be modified or eliminated from the attend to (Andersson et al., 2006). It is believed that by minimizing waste and zero-value added activities, companies skunk reduce production costs and the overall production system will be more effic ient (Comm and Mathaisel, 2005 and Karlsson and hlstrm, 1996).Since inventory is considered one of the critical sources of waste (Snchez and Prez, 2001 and Karlsson and hlstrm, 1996), Dahlgaard and Dahlgaard-Park (2006) declared that the traditional way of producing in batches is inefficient as it requires goods to wait in inventories before the next production step is started up. Thus, Motwani (2003) mentioned that the value mustiness play to the customer without interruptions. Andersson et al. (2006) confirmed that focus should be on organizing a continuous lean through the production or supply chain rather than moving commodities in en liberald batches.Closely related to the continuous flow is the principle of just-in-time (JIT), since the ultimate goal that every swear out should be provided with only one part at a time, simply when that part is needed (Karlsson and hlstrm, 1996). Moreover, if continuous flow is not possible (Lummus et al., 2006), the way of plan the flow of material should be trace instead of shake (Motwani, 2003 and Dahlgaard and Dahlgaard-Park, 2006). This means that customer demand should pull sinless products through the system with the aim of not carrying out any work unless the result of it is required downstream (Andersson et al., 2006).It is obvious that to succeed in the implementation of any young system, everyone from top commission to any lower level should make artless efforts, and set their goals jointly through active participation and understanding (Ahmed et al., 2004). fit in to (McKone et al., 1999), employees coffin nail contribute significantly to the organization when they are allowed to participate in decisions that impact their area of responsibility. As a result, stake from all employees allows companies to better use of its available resources (McKone et al., 1999). This principle reflects the conceptualization of lean manufacturing as a socio-technical system, since it highlights the grandness of managing social system as well as technical system.Since lean is viewed as a long-term strategy, lean philosophy emphasizes continuous improvement. Several researchers (Karlsson and hlstrm, 1996, Comm and Mathaisel, 2005 and Snchez and Prez, 2001) affirmed that one of the most unplumbed principles of lean is the search for continuous improvement in products and processes. Lummus et al. (2006) mentioned that processes should be managed towards ne plus ultra to continuously reduce the time needed to serve the customer. Likewise, Andersson et al. (2006) underscored that the elimination of non-value-adding elements (waste) is a process of continuous improvement. In this context, Snchez and Prez (2001) highlighted the importance of employees involvement and top worry support to create and train improvement teams that lead the organization to move toward zero flys.Based on the analysis of lean previous studies, it is concluded that there are five key principles / overarching goals whi ch can be considered the bases for the lean philosophy. These principles are (1) waste elimination, (2) customer value identification, (3) continuous production flow, (4) employees involvement and (5) continuous improvement. Furthermore, the aforesaid lean principles confirm some issues in the proposed conceptual definition. The unambiguous believe that elimination of waste is the total goal is affirmed since lean is regularly defined as manufacturing without waste. Likewise, identifying value as perceived by customer is asserted in the proposed definition. Moreover, pursuit continuous improvement as a principle of lean philosophy reflects the long-term nature of lean implementation. Thus, the proposed definition attemptes the aim of continuous waste elimination and highlighted the need to continuously predefine customer value. Also, the importance of employees involvement emphasizes the social phase of the lean system as a socio-technical system. Finally, holding in mind these p rinciples / goals underscores the view of lean as a philosophy that affects the people way of thinking.Lean implementation frameworkPrevious studies concerning lean manufacturing revealed a number of manufacturing practices that are commonly associated with lean implementation. The initial step towards developing a framework for lean implementation is to capture different practices and combine them into inter-related groups in accordance to the multi-dimensional nature of lean manufacturing. The term practices in this context refers to the predominant methodologies that may imply many techniques and tools.Shah and Ward (2003) identified and through empirical observation validated combining lean practices into quatern item lean rams to wit essential Quality Management (TQM), Just In Time (JIT), Total Productive Maintenance (TPM) and Human Resources Management (HRM). Bonavia and Marin (2006) found enough agreement in literature to identify the first three bundles TQM, JIT and T PM, while Cua et al. (2001) are of the opinion that human and strategic-oriented practices are common practices that support all other three bundles.Although there is general agreement within operations management literature that JIT, TPM, TQM and HRM are conceptually, theoretically, and empirically well established (Shah and Ward, 2003), there is no unanimous classification of the lean manufacturing practices that make up each of the four bundles (Bonavia and Marin, 2006). Therefore, in an attempt to provide a framework for lean implementation comprises the actual practices that represent each of the four mentioned bundles, the basic theme of these bundles are identified. Then, different lean practices are combine into each of these bundles based on reviewing different research papers regarding lean implementation practices, in addition to articles that were focused mainly on one of these bundles.TQM bundleLack of quality is a major source of waste, since the defective parts and products that need to be reworked or scrapped do not add any value to the customer and should be eliminated in stray to attain high productivity (Karlsson and hlstrm, 1996). Sderquist and Motwani (1999) underscored that quality should be a top management issue and continuous improvement efforts together with the zero error objective should be company-wide and drawn-out over company limits in production bonds.Cua et al. (2001) defined total quality management (TQM) as a manufacturing program aimed at continuously improving and sustaining quality products and processes by capitalizing on the involvement of management, work ride, suppliers, and customers, in ordinate to meet or exceed customer expectations. Sderquist and Motwani (1999) emphasized that TQM approach is the philosophy that should underpin the quality project in a lean company.The practices combined to form the TQM bundle let in product quality visualize, visual management (Cua et al., 2001, McKone et al., 1999 and S derquist and Motwani, 1999), process management (Shah and Ward, 2003, Cua et al., 2001 and McKone et al., 1999), product design and development (Cua et al., 2001 and Sderquist and Motwani, 1999), standardization (Sderquist and Motwani, 1999), suppliers quality management and customers involvement (Cua et al., 2001 and McKone et al., 1999).JIT bundleJust-in-time philosophy means to deliver the safe part in the necessary quantity and at the right time (Canel et al., 2000, Snchez and Prez, 2001 and Karlsson and hlstrm, 1996). Ahmed et al. (2004) defined JIT as a philosophy and system concept of doing, maintaining and producing what is value adding or what is just needed, be it raw materials, components, parts, WIP, employees, or finished products. Cua et al. (2001) asserted that the primary goal of JIT, as a manufacturing program, is continuously reducing and ultimately eliminating all forms of waste through JIT production and involvement of the work force.JIT basic techniques include set-up time and stria size reduction, pull production systems (Shah and Ward, 2003, Cua et al., 2001 and McKone et al., 1999), equipment layout and cellular manufacturing (Shah and Ward, 2003 and Cua et al., 2001), production leveling and scheduling and JIT rake by suppliers (Cua et al., 2001 and McKone et al., 1999).TPM bundleIt has been accepted beyond any query that fear, as a support function in businesses, plays an important role in backing up many emerging business and operation strategies like lean manufacturing (Ahuja and Khamba, 2008b). Without having a productive aliment system, lean production, just-in-time (JIT) or total quality management (TQM) surroundings cannot be attained (Ahmed et al., 2004). TPM is a proven and successful procedure for introducing maintenance considerations into organizational activities (Eti et al., 2004). Ahuja and Khamba (2008b) stated that TPM is a methodology originating from Japan to support its lean manufacturing system, since depend able and effective equipment are essential pre-requisite for implementing lean manufacturing initiatives in the organizations.Cua et al. (2001) and Shah and Ward (2003) defined TPM as a manufacturing program designed primarily to maximize equipment effectiveness throughout its entire life through the participation and motivation of the entire work force for performing planned predictive and hold openive maintenance of the equipment and using maintenance optimization techniques.TPM, according to McKone et al. (1999), provides a comprehensive company-wide approach to maintenance management which is normally divided into short-term and long-term elements. In the short-term, TPM basic practices include industrial housekeeping, autonomous maintenance (Cua et al., 2001, Eti et al., 2004 and McKone et al., 1999), and planned preventive and predictive maintenance (Shah and Ward, 2003, Cua et al., 2001, Eti et al., 2004 and McKone et al., 1999). In the long-term, TPM efforts focus on new eq uipment and technology acquisition (Shah and Ward, 2003, Cua et al., 2001 and McKone et al., 1999).HRM bundleHuman resources have a critical role in carrying out the continuous improvement plans which are the basis for success in lean implementation (Panizzolo, 1998). Eti et al. (2004) claimed that the degree of employees eagerness to embrace change determines the rate of progress towards that goal. Moreover, McKone et al. (1999) declared that employees are the greatest sources of study for companies to improve their performance.Shah and Ward (2003) affirmed that the HRM bundle has significant theoretical and empirical support. The most commonly cited HRM practices are employees involvement (Shah and Ward, 2003, Cua et al., 2001 and McKone et al., 1999), multi-skilled workforce, multi-functional work teams (Shah and Ward, 2003), education and training (Shah and Ward, 2003, Cua et al., 2001 and McKone et al., 1999), performance-based compensation system (McKone et al., 1999) and inf ormation and feedback (Cua et al., 2001 and McKone et al., 1999).Lean operationalized modelTraditionally, managers have relied heavily on accounting rhythmic pattern to determine efficiency, such metrics reflect the final state achieved as the result of a long chain of decisions (Taj, 2008), while lean should be seen as a direction rather than a state to be reached after a certain time (Karlsson and hlstrm, 1996). Therefore, managing a lean pulverisation requires key information to assess the changes taking place in the effort to introduce lean (Snchez and Prez, 2001 and Karlsson and hlstrm, 1996).Consequently, in order to develop an operationalized model for lean manufacturing, the aforementioned bundles and practices will be discussed with focus on identifying the indicators that can be used in assessing changes towards lean implementation. It is important here to pedigree that the focus lies on the changes in these indicators, not on their actual values. So, the craved directi on of each indicator, if moving in a lean direction, will be also specified.Measurement of TQM basic practicesSince the ultimate goal of TQM practices is to achieve zero defects, Motwani (2001) mentioned that the percentage of defects (TQM1) and the percentage of products needing rework (TQM2) are among the common quality outcome indicators employed by several researchers.Product quality can be minceled through the involvement of production bill workers for identification and allowance account of defective parts and their authority to stop lines when defective parts are found in order to avoid any defective parts moving to the next production stage (Karlsson and hlstrm, 1996). Thus, Snchez and Prez (2001) used the percentage of defective parts adjusted by production line workers (TQM3) as an indicator of transferring the responsibility for products quality from the quality control division to the line workers. In addition, Karlsson and hlstrm (1996) alleged that the number of qu ality control psychenel (TQM4) and the size of repair area (TQM5) can be reduce as a consequence. Furthermore, Karlsson and hlstrm (1996) declared the use of autonomous defect control (poka yoke) as inexpensive means to help conducting inspection of all units with the ultimate goal of zero defects. Therefore, the percentage of inspection carried out by autonomous defect control (TQM6) is a common measure (Snchez and Prez, 2001 and Karlsson and hlstrm, 1996).Visible graphs and panels are used to gather performance data, to plot different measurements and to identify specific problems and causes of delay in order to take efforts for resolvent (Lee-Mortimer, 2006 and Bonavia and Marin, 2006). For this, Bonavia and Marin (2006) measured the percentage of work areas where visible graphs panels are used (TQM7) as an indicator for visual management.In addition to controlling products quality, process management is essential to obtain fault surplus parts and products from the very anc estor (Karlsson and hlstrm, 1996). Cua et al. (2001) emphasized the use of Statistical Process Control (SPC) techniques in observe processes to ensure that each process will supply defect free units to subsequent process. Shah and Ward (2007) and Bonavia and Marin (2006) measured the percentage of equipment / processes under SPC (TQM8) as an indicator to represent the expansion of using SPC.Panizzolo (1998) emphasized the attention that has been devoted to the relationships between product development and manufacturing activities. Sderquist and Motwani (1999) claimed that design for manufacturing through integrating product and process engineering is one of the core features of quality management within the lean production framework. Thus, the percentage of parts designed by cross-functional teams (TQM9) can be used as a measure for this practice. In addition, Snchez and Prez (2001) mentioned the use of common parts (TQM10) to manufacture different products as a technique used to r educe inventory and lead multiplication as well. Moreover, participation of suppliers in the design stage (TQM11) palliates manufacturing of components they have designed.normalization is an essential principle of lean manufacturing that involves establishing the sequence of tasks to be done by each worker and how those tasks are done (Olivella et al, 2008), measuring and comparing the bout time against the required takt time (Motwani, 2003) and specifying procedures, tools and materials (Bonavia and Marin, 2006). The percentage of procedures which are written preserve (TQM12) is the measure used by Snchez and Prez (2001) and Bonavia and Marin (2006) to quantify the limit to which the company standardize its operations.Several researches emphasized the significant role that suppliers can play when involved in quality improvement programs (Panizzolo, 1998, Shah and Ward, 2007, Papadopoulou and -zbayrak, 2005 and Motwani, 2003). In order to enhance suppliers involvement, Snchez an d Prez (2001) stressed the importance of information replace with suppliers through conducting visits by engineers and technicians from both sides and interchanging documents. This will help to reduce inefficiencies and eliminate activities that are not value added (Snchez and Prez, 2001). This practice is measured by two indicators the frequency of visits between companys and suppliers technicians (TQM13) and the number of suggestions do to suppliers (TQM14) (Snchez and Prez, 2001).With the focus on customers and their needs, Motwani (2001) declared that customer service programs should include quick responsiveness to complaints and maintaining a corporate goal to reduce the quantity of complaints (TQM15). Furthermore, Panizzolo (1998) affirmed that customer-driven enterprises dedicate much attention to organize customer participation in design, manufacturing and delivery activities. Thus, Bhasin and Burcher (2006) considered the percentage of projects in which the customer was involved (TQM16) as a foretoken of the systematically and continuously focus on the customer. In conclusion, table 3.1 summarizes the indicators developed to assess changes towards implementing the previously discussed TQM practices.Measurement of JIT basic practicesSeveral authors (Snchez and Prez, 2001, Karlsson and hlstrm, 1996, Lee-Mortimer, 2006 and Salaheldin, 2005) have proposed the value of WIP (JIT1) and the lead time to customer order (JIT2) as common indicators of JIT implementation. Moreover, Motwani (2003) and Bhasin (2008) affirmed that total product cycle time (total time that material spends in the production system) (JIT3) is the best measure for tracking lean progress. reduction set-up times simultaneously with reducing lot sizes is a technique used to reduce inventories and also it contributes to the reduction of lead times (Snchez and Prez, 2001) and increase flexibility (Karlsson and hlstrm, 1996). The progress in this practice can be straightaway measured by two indicators set-up times (JIT4) and production and delivery lot sizes (JIT5).Firms use pull production systems to facilitate JIT production with the aim to incur the kind of units needed, at the time needed, and in the quantities needed (Shah and Ward, 2007). Bonavia and Marin (2006), Cua et al. (2001), McKone et al. (1999) and Shah and Ward (2007) highlighted the use of kanban squares, containers or signals as a means to pull material from an upriver station and manage product flow. Karlsson and hlstrm (1996) argued that as the work with implementing pull system proceeded, the number of manufacturing stages producing against customer orders should extend. Accordingly, they considered the percentage of stages in the material flow that uses pull (JIT6) as a determinant of the change towards this practice.Cua et al. (2001) and McKone et al. (1999) emphasized the importance of equipment layout to facilitate low inventories (JIT1) and fast throughput (i.e. shorten lead time (JIT3)) . mathematical group machines together in a cell-based layout (Cellular manufacturing) is one technique that is developed to facilitate line balancing with the ultimate goal of creating single piece flow (Lee-Mortimer, 2006 and Motwani, 2003). Implementing cellular manufacturing technique helps to eliminate the frequency (JIT7) and physical distances (JIT8) of parts transfer of training (Karlsson and hlstrm, 1996) and to reduce the investments (JIT9) in handling systems (Snchez and Prez, 2001).Panizzolo (1998) considered production leveling as a practice, in addition to small lots and pull control that is adopted to synchronize production and market demand. Thus, this practice contributes in achieving reductions in the value of WIP (JIT1) and the lead times to customer order (JIT2). Moreover, the synchronization between production output and market demand helps company to minimize finished goods inventory (JIT10).Suppliers are required to deliver the right quantity, at the right t ime, and at the right quality (Shah and Ward, 2007) in order to facilitate JIT production. numerous researches agreed on the importance of reducing the number of key suppliers (JIT11) for the main components and engaging with them in long term contracts (JIT12) (Snchez and Prez, 2001, McKone et al., 1999, Shah and Ward, 2007, Doolen and Hacker, 2005, Bhasin and Burcher, 2006 and Papadopoulou and -zbayrak, 2005). Furthermore, the case study of (Comm and Mathaisel, 2005) highlighted how maintaining good relationships with suppliers helped to keep minimum raw material inventories (JIT13).In general, McKone et al. (1999) highlighted the importance of on-time delivery (JIT14) to customers as an indicator of the JIT concept implementation. Likewise, Bhasin (2008) mentioned measuring on-time delivery as one of the customer / market indicators of lean implementation. In the same vein, Motwani (2001) recommended monitor the amount of lateness in orders delivery as a tool in measuring the sp read of delivery time. Furthermore, since the change towards JIT production and delivery is made gradually (Snchez and Prez, 2001), the proportion of products transferred just-in-time between production stages (JIT15) and that delivered just-in-time by suppliers (JIT16) should be measured. Table 3.2 summarizes the indicators developed to assess changes towards implementing the previously discussed JIT practices.Measurement of TPM basic practicesIt is agreed upon in literature that overall equipment effectiveness OEE (Adaptive Immune rejoinder Case thinkAdaptive Immune Response Case StudyAdaptive ResponseAbstractAdaptive immunity is an important part of the immune system. It is the third line of defense in the human luggage compartment, which includes super specialized systemic cells and processes that eliminate or prevent pathogenic growth. erst external barriers have been compromised and inflammation (innate immunity) has been get offd, the adaptative reaction is called int o action (Huether McCance, 2012). It develops bumper-to-bumper than the innate inflammatory rejoinder and is specificunlike inflammation, which is non-specificand has immunological stock that recognizes each pathogen by a signature antibody (Huether McCance, 2012). In addition, the activated B cells and T cells can develop to memory cells that respond rapidly and expeditiously to a subsequent encounter with a pathogen. Adaptive immunity repartee primary obligation is destroying infectious agents that are resistant to inflammation and provides long-term protection against future icon to the same agents (Huether McCance, 2012).Adaptive ResponseThe adjustive response consists of an antibody response and cell-medicated response, which are carried out by different lymphocytes cells, B cells and T cells respectively. B cells (B indicates bone marrow) are the major cells involved in the creation of antibodies that circulate in blood plasma and lymph, where they have efficiency g et to almost any foreign antigen found in the environment (Huether McCance, 2012). Binding of antibody inactivates virus and microbial toxins by blocking their ability to bind to receptors on host cells. Antibodies, also known as immunoglobulin, are large Y shaped proteins, which are typically composed of two large heavy pair chains and two small light chains (Huether McCance, 2012). There are five types of immunoglobulin IgA, IgD, IgE, IgG, and IgM, which are characterized by differences in structure and function, each has evolved to handle particular antigens (Huether McCance, 2012). The antibody responses are also called humoral immunity. Another adaptational response is known as cell-medicated immunity responses that activate T cells to combat against a foreign antigen presented on the surface of a host cell. Also, T cells produce signal molecules that trigger macrophages, natural killers (NK), antigen specific cytotoxic T-lymphocytes, and release of various cytokines in res ponses to an antigen (Huether McCance, 2012). The purpose of this paper is to justify pathophysiology of diseases presented in the scenarios, including associated alterations, and adaptive responses to the alteration as well as construct a mind map for the selected disorder. Furthermore, consider the epidemiology, pathophysiology, risks factors, clinical presentation, and diagnosis of the disorder and any adaptive responses to alteration.Scenario 1The first scenario the affected roles receive mentioned that Jennifer is usually healthy and has no significant medical narration. However, physical psychometric test revealed clinical manifestations, which include fever tympanic membranes slightly redden on the periphery, throat erythematous with 4+ tonsils and diffuse exudate anterior cervical nodes palpable and tender to touch. The child indicated throat hurts and painful to swallow. Vital signs reveal increased temperature, pulse and respiratory rate that suggested tonsillitis d isorder.PathophysiologyTonsillitis is an inflammatory condition of the tonsils cod to bacteria, allergies or respiratory problems (Tonsillitis, 2014). When inflamed, tonsils become swollen and red with a hoary or yellowish coating on its surface. Tonsillitis usually begins with a choppy sore throat and painful swallowing. Tonsillitis causes tonsils and throat tissues to swell obstructing air from extremely in and out of the respiratory system (Huether McCance, 2012). The tonsils contagious disease is common in children under age six and teenagers but rare in adults. The adaptive response activates the different B cells and T cells lymphocytes to eliminate the alteration, so body can return back to hemostasis.Scenario 2Pathophysiology pricker contact dermatitis is a common nonimmunologically mediated inflammation arising from the release of unhealthy cytokines from skin cells (principally keratinocytes), usually in responses to chemical stimuli such as cleansers, muck deterg ent, and various chemical agents (Hogan Elson, 2013). The main pathophysiological changes are skin barrier disruption, cutaneous cellular changes and cytokine release. pricker contact dermatitis is a major occupational disease skin disorders comprise up to 40% of occupational illness (Hogan Elson, 2013). Patient work storey is crucial in making diagnoses, and appearance of the skin. It may be enured with topical agents such as cortico steroid hormone skin creams, emollients or moisturizers to prevent further irritation (Hogan Elson, 2013).Scenario 2The patient presented with redness and irritation of his hands. The history revealed no allergies or significant medical history except for continual ear transmission systems as a child. He denied any unknown exposure to irritants. Also, patient admits to working in maintenance and often working with abrader solvent and chemical. Normally he wears gloves, but this particular time the patient did not wear gloves. He exposed his h ands to some modify solutions. The patients detailed history and clinical manifestations led the savant to a diagnosis of irritant contact dermatitis.PathophysiologyStress is any side that results in a reaction of the human body called the stress response (Huether McCance, 2012). The stress response is a set of adaptations that are mobilized throughout the body to correct state of allostatic imbalance. This involves a fairly stereotyped set unquiet an endocrine changes. A critical one is the secretion of catecholamines-epinephrine and norepinephrine from the brass instrument endings of the sympathetic nervous system projecting throughout the body (Huether McCance, 2012). Catecholamine induces vasoconstriction and increases in heart rate and blood pressure. It also increases the amount of nutrient and type O that is available to the muscles reaction during a stress response (Huether McCance, 2012). Another is secretion by the adrenal glands of a class of steroid hormones calle d glucocorticoids (GCs) ((Huether McCance, 2012). While there is an array of additional changes in levels of various hormones during stress (generally an increase in circulating levels of gluc pastn, prolactin, and beta-endorphin, decreases in insulin and reproductive hormones), secretion of GCs and the activation of the sympathetic nervous system constitute workhorses of the stress response (Huether McCance, 2012). around common symptoms can include increase heart rate, chest pain, suffering appetite, depression, and insomnia. Usually, coping strategies are beneficial in helping individuals manage stress physical and psychological (Huether McCance, 2012). Adaptive responses help prepare the body for commove or flight by activating adaptive immunity response to correct imbalance.Scenario 3The patient in this case study late retired from her note as an administrative assistance at a local hospital. She does have a history of hypertensive, but controlled for years with medic ation. Patient report having problem quiescenceing, occasionally rapid heart rate, and decrease appetite. She also mentioned her 87-year old mother moved in a few years ago after falling down a flight of stairs and low-spirited her hip. Martha is taking care of her mother who requires enormous amount assistance with activities of nonchalant living. She is worried about her own health at her age and sleep habits therefore clinical manifestations suggested stress disorder.Mind Map for Tonsillitis DisorderEpidemiology pricker contact dermatitis is common in occupations that involve repeated hand airstream or repeated exposure of the skin to water, food materials, and other irritants. questioning occupations include maintenance, health care workers food preparation, and hairstylists (Hogan Elson, 2013). The prevalence of occupational hand dermatitis was found to be 55.6% in 2 intensive care units and was 69.7% in the most highly exposed workers. Irritant contact dermatitis is sign ificantly more common in women than men. The high frequency of hand eczema in women in comparison with men is caused by environmental factors, not genetic factors.PathophysiologyIrritant Contact Dermatitis (ICD) is a common nonimmunologically mediated inflammation arising from the release of proinflammatory cytokines from skin cells (principally keratinocytes), usually in responses to chemical stimuli such as cleansers, soap detergent, and various chemical agents (Hogan Elson, 2013). The main pathophysiological changes are skin barrier disruption, epidermal cellular changes and cytokine release hones nave T- lymphocytes to the skin. Patients with altered barrier function are more prone to ICD.Risk factorsPeople who work in occupational hazard environment and handles irritant such as cleaners, nurses, construction workers, mechanics, and hoidenish workers are at risk for developing irritant contact dermatitis (Mayo Clinic, 2012). Another risk factor is younger workers often less ex perienced than their sr. colleagues or may have a more careless military strength about safety measures causing them to develop the disorder (Mayo Clinic, 2012).Clinical presentationClinically, irritant contact dermatitis presents with scaly erythematous plaques, cracking of the skin, inflammation, dryness, and fissuring. It commonly involves weathervane spaces that extend to the dorsal and ventral surface of the hand and fingers (Mayo Clinic, 2012). Vesicles do not typically form. Pruritus can be diffused however, stinging, burning and pain are frequently reported symptoms.DiagnosisIrritant contact dermatitis does not need a specific test because ICD can be diagnosed through clinical examination and a careful history. A clinical examination must include a careful look at the distribution of the dermatitis (palmar, dorsal, face, abdomen, network spaces, and fingernails) as well as the extension of dermatitis to wrists or forearms (Mayo Clinic, 2012). The history should include a questionnaire that addresses the individual name and address of the employer the workers jobs title and a description of functions. The worker should provide a list of all chemicals handled and supply information about them, such as found on the Material Safety Data Sheets (MSDS) in order to provide an appropriate diagnosis (Mayo Clinic, 2012).Adaptive responses to alterationHarding or alteration has been defined as the adaptation of the skin from altered local aspect of multiple cytokines and inflammatory mediators with repeated irritation from skin irritants. Accommodated skin has a relatively thicker layer of stratum granulosum versus normal skin. Accommodated skin may award a slight sheen and glossy appearance with a mild scale. On manipulation, there may also be a slight loss of elasticity (Huether McCance, 2012).ConclusionWhen successful, an adaptive immune response terminates transmission and provides long-lasting protective immunity against the pathogen that provoked r esponse. Adaptive immunity is an evolving process within a persons lifetime, in which each infection changes the make-up of that individuals lymphocyte population. Adaptive immunity is an evolving process within a persons lifetime, in which each infection changes the make-up of that individuals lymphocyte population (Huether McCance, 2012). These changes are uncomplete inherited nor passed on but, during the course of a lifetime, they determine a persons fitness and their susceptibility to disease. Failures to develop a successful adaptive response can arise from inherited deficiencies in the immune system or from the pathogens ability to escape, avoid, or subvert the immune response. Such failures can lead to debilitating chronic infections or death (Huether McCance, 2012).ReferencesGolden, S. Shaw, T. (2013). knock over dermatitis Review of clinical features and treatment options. Retrieved from www.cutis.com/fileadmin/content/SCMS_vol32_No3_Golden.pdfHogan, D., Elston, D. M . (2013). Irritant contact dermatitis. Medscape. Retrieved from emedicine.medscape.com/article/1049353-overviewHuether, S. E., McCance, K. L. (2012). Understanding pathophysiology (Laureate custom ed.). St. Louis, MO Mosby.Mayo Clinic. (2012). Tonsillitis. Retrieved from www.mayoclinic.org/diseases/tonsillitis//con-20023538Tonsillitis. (2014). In Encyclopedia Britannica. Retrieved from http//wwe.britannica.com/Ebchecked/topic/599370/tonsillitis