Automotive Supply Chain Management In China
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This 70 page paper presents an analysis of supply chain management in China. The essay begins with an overview of the automotive industry and the automotive industry in China, where it is growing by about 30 percent per year. This section concludes with four exploratory questions for the research study. The methodology is explained next - qualitative, exploratory, and case study. The literature review includes sections on supply chain management, automotive supply chain management, automotive supply chain management in China, and technology used in supply chain management. Analysis of the material follows the literature review. Both the Methodology section and the Analysis section explain how each question came to be a focus of the study. The last section is a list of conclusions based on the readings. The automotive industry is soaring in China; in 2003, China displaced Germany as the third largest market in the world. The country is expected to pass Japan within two to three years. The automotive supply chain is very fragmented in China with more than 2,000 auto parts companies listed. Joint ventures have led to some domestic companies adopting more effective management strategies. The tenth Five-Year Development Plan released by the government addresses the need to consolidate the auto parts industry and the government intends to support these kinds of consolidations. China represents the next large market for all major automotive companies in the world. Statistical data are included. Bibliography lists 30 sources.
Filename: PGchnaut.rtf

Aviation Maintenance
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This 14 page paper has two major sections. The first section discusses technology factors related to maintenance. The writer provides examples of technology being used to reduce errors and to help the company become maintenance efficient. The second section discusses human factors in this type of maintenance, basically human factors that lead to errors and negative outcomes. Bibliography lists 8 sources.
Filename: PGavmch.RTF

Avoiding Electronic Taylorism
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A 5 page paper discussing two issues of false economy in employee productivity. The paper discusses two vignettes in which workers' performance is tracked electronically but fails to be able to account for all of the duties included in workers' jobs. This amounts to "electronic Taylorism," and is as unworkable as pure Taylorism was a century ago. Bibliography lists 5 sources.
Filename: KSmgmtElecTaylor.rtf

B.R. Richardson Timber Culture and Innovations
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10 pages. Like many timber companies, the B.R. Richardson Timber Products Company has ignored innovative management trends that have emerged over the last decade and is now finding itself caught in the trap that comes from not taking advantage of new efficiency systems. By having waited, several cracks in the structure have been identified within the organizational structure as a whole and it is having a negative impact on operations. The structure is weak due to many factors from lack of technology integration to inability to establish teamwork within the organization, which would allow the introduction of new ideas and innovations on a consistent basis for the continual improvement of operations. 9 References. jvBRRich.rtf
Filename: jvBRRich.rtf

B2B Process Integration
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A 7 page paper answering several questions about business-to-business (B2B) process integration. B2B process integration is an outgrowth of total quality management and the advent of just-in-time inventory management designed to decrease inventory levels while increasing internal efficiency. It began with the need to share information and over the past two decades has progressed to sharing processes as well. Bibliography lists 7 sources.
Filename: KSmgmtB2BprInt.rtf

Balanced Score Cards and Profit and Not-for-Profit Organizations
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This 10 page report discusses the management tool of the balanced scorecard. The concept of the “Balanced Scorecard”(BSC) has become one of the hot topics in management today – and with good reason. A properly designed and implemented Balanced Scorecard program can be a powerful tool for sharing a common vision throughout an organization and coordinating the activity aimed at achieving it. It can offer a remarkably coherent view of an organization. The word “balanced” is part of the title to indicate that the focus of such a management process and evaluation is on the entire organization, instead of the operational results and/or products it is delivering. Bibliography lists 6 sources.
Filename: BWscorcd.wps

Balancing Employee Layoffs and a Company’s Future
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This 14 page paper explores a case study involving NDR, a manufacturing firm that is being forced by difficult times to lay off employees. The author discusses the various options that are available in terms of the human resources plan, new hires, and the layoffs themselves. Bibliography lists 20 sources.
Filename: PPbusLayoffs.rtf

Baldridge Assessment Project.
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(5 pp). The Baldrige Award's strategy is to create an evolving body of knowledge in the United States by encouraging the learning and sharing of competitive knowledge. The Baldrige Award application provides a broad framework for implementing a quality program and establishes benchmarks suitable for monitoring and measuring quality progress.
Filename: BBbaldrg.doc

BARRIERS TO IMPLEMENTATION OF QUALITY INITIATIVES
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This 3-page paper discusses barriers to implementation of quality initiatives and total quality management. Bibliography lists 3 sources.
Filename: MTtqmimp.rtf