Wednesday, May 11, 2022

11 May Knowledge History - Science, Engineering and Management

868 -  Presently available oldest book with a date printed on it. 11 May 868. Diamond Sutra - A Buddhist Book
1928 - Radio station WGY started first scheduled TV broadcasts
1947 - Development of tubeless tyre
1949 - First Polaroid camera sold for $ 89.95
1951 - Jay Forrester patented computer core memory
1960 - FDA approved the contraceptive pill
1987 - A heart transplant was done along with lungs, and the heart of the recipient was donated to another person.

Birthdays

Nobel Prize Winners

1918 Richard Feynman
         http://www.nobelprize.org/nobel_prizes/physics/laureates/1965/feynman.html

1924 Antony Hewish  Physics - Discovery of pulsars
         http://www.nobelprize.org/nobel_prizes/physics/laureates/1974/hewish-facts.html


Other Scientists
1752 Johann Friedrich Blumenbach
1854 Ottman Mergenthaler
1871 Frank Schlesinger
1872 Mary Llewellyn Cooke (Management)
1881 Theodore von Karman
1897 George P. Murdock
1914 Haroun Tazieff
1946  Robert K. Jarvik - Invented Jarvik - 7, the first artificial heart inplanted inside a human body.

http://todayinsci.com/5/5_11.htm


10 May Knowledge History - Science, Engineering and Management

Knowledge History of the Day - Index for the Year

11 May - History and Importance of The Day



Pub 12.5.2014

Tuesday, May 10, 2022

The Content and Process of Operations Strategy - Revision Notes

The chapter introduces two key ideas: the content and the process of operations strategy. Content means the actual decisions that are taken over time as part of the operations strategy of a company. Operations strategy process is the procedures that a company can adopt (alternatives are available) to formulate the strategy. In other words, the process is the way or the framework with details for every stage on how it goes about making content decisions. A three-level process is proposed in the chapter, known as the “fit, sustainability, risk” model.


Performance objectives for operations function
• The market requirements related to products or services are the performance objectives for the operations function. These performance measures are specified so that they have some meaning to the operations function. Performance objectives are a “translation” into operations terminology of a marketing professionals view or understanding of the market.

• The five performance objectives highlighted by Slack and Lewis are:

• Quality
• Speed
• Dependability
• Flexibility
• Cost


• Authors on operations strategy use slightly different sets of performance objectives. Hayes and Wheelwright of Harvard University do not use speed, seeing it as part of flexibility. Other authorities include “innovation” as a performance objective, while S & L sees it as part of flexibility. In fact all the performance objectives, quality, speed, dependability, flexibility and cost, are really clusters of issues and measures. For example, “dependability” could mean a proportion of services or products delivered late, average lateness, proportion delivered early, etc.
• Each performance objective thus is a bundle of issues that will need separating out. The set of performance objectives is defined in sufficiently broad terms to be applicable to any kind of business or operation.
• One well-known method of distinguishing between performance objectives regarding their importance or priority is classifying them as order winners or qualifiers.
• Order winners are performance objectives that clearly gain more business for the company as its performance in these areas improves. Qualifiers are the “givens” of doing business. No matter how well an organization performs in objectives classified as qualifiers it is not going to gain great competitive benefit. However, if it fails to meet the expectations of the market in a qualifying performance objective, it will suffer disadvantage in the marketplace and may not even get request for quotations

Operations strategy decision areas



• Four decision categories are important. They are:

• capacity
• supply networks
• process technology
• development and organization.

• These decision areas are not totally separate and mutually exclusive. For example, no company can make choices of which process technology it will invest in without considering how it will impact on its suppliers and customers elsewhere in the supply network.

Manufacturing Strategy Decision Categories

The operations strategy matrix
• A simple device called the operations strategy matrix brings together performance objectives and operations strategy decision areas.
• It is essentially a descriptive device that can be used to sketch out and understand current (often implicit) operations strategy and spark a debate on how strategy might be changed.

Fit, sustainability and risk
• Usually the process of formulating operations strategies is seen as one of aligning operations resources with market requirements. This process of alignment is usually called fit.
• Two further issues are associated with the fit decisions. These are sustainability and risk.
• Essentially this idea is that, while it is important to achieve fit in operations strategy formulation, this fit must be sustained over time. This means both coping with the natural dynamics of markets and changes within operations resource capabilities, and also attempting to move to a “higher level” of fit. This is the process of sustainability.
• Yet as operations attempt to cope with the dynamics of business life, they will inevitably move away from perfect fit at times. This is the risk that is associated with operations strategy decisions. Sometimes they will have insufficient resource capability to satisfy market expectations. At other times they may have more capability than the market seems to need (a waste) or fail to be able to exploit their capabilities into the marketplace (another kind of waste).
• Fit, sustainability and risk all have their own chapters in the book to discuss them in detail.


Source:
CHAPTER 2. THE CONTENT AND PROCESS OF OPERATIONS STRATEGY
Nigel Slack and Michael Lewis, Operations Strategy
2nd Ed. 2009
Pearson Prentice Hall
Textbook and Student Guide

Powerpoint slides of the chapter from the first edition
http://www2.gsu.edu/~mgtwlw/operationstrategy/chap02.ppt

Originally posted at
Knol - 2utb2lsm2k7a/5894


Ud. 10.5.2022
Pub. 24.12.2011 transferred from knol

Monday, May 9, 2022

Fundamental Analysis – Graham–Rao Method

May 8 - Birthday - Benjamin Graham (1894)  [Graham - Rao Method]


Graham Method for Conservative Investors

Benjamin Graham[1] is credited with systematizing fundamental analysis.

In his books, he outlined methods that could be used by conservative investors for buy and hold investments as well as methods that could be used by active traders.

One comprehensive method recommended for use by conservative investors is as follows:


1. Adequate Size of the Enterprise

Our idea is to exclude small companies which may be subject to more than average vicissitudes especially in the industrial field. The size is specified as not less than $100 million of annual sales for an industrial company and, not less than $50 million of total assets for a public utility.

2. A Sufficiently Strong Financial Condition

For industrial companies current assets should be at least twice current liabilities—a so-called two-to-one current ratio. Also, long-term debt should not exceed the net current assets (or “working capital”). For public utilities the debt should not exceed twice the stock equity (at book value).

3. Earnings Stability

Some earnings for the common stock in each of the past ten years.

4. Dividend Record

Uninterrupted payments for at least the past 20 years.

5. Earnings Growth

A minimum increase of at least one-third in per-share earnings in the past ten years using three-year averages at the beginning and end.

6. Moderate Price/Earnings Ratio

The investor should impose some limit on the price he will pay for an issue in relation to its average earnings over, say, the past seven years. We suggest that this limit be set at 20 times such average earnings


7. Moderate Ratio of Price to Assets

Current price should not be more than 1.5 times the book value last reported. However, a multiplier of earnings below 15 could justify a correspondingly higher multiplier of assets. As a rule of thumb we suggest that the product of the multiplier times the ratio of price to book value should not exceed 22.5. (This figure corresponds to 15 times earnings and 1.5 times book value)  


This method is a useful method of investment analysis. But I could not locate practical application of this method in published magazines. In my efforts to operationalize this method for Indian stocks, I came out with some modifications that make the method clear and ready for implementation based on past financial data. The modified criteria are[2]:

 Narayana Rao, K.V.S.S., "In search of value", Business Standard-Smart Investor, 8 January 2007.

Security Analysis Article Directory
http://knol.google.com/k/narayana-rao-kvss/-/2utb2lsm2k7a/140




Applications of the Method
2009 based on 2008 results


I T C Ltd.
Graham-Rao Analysis: Reliance Industries Limited.
State Bank Of India
Wipro Ltd.

___________________________________________________________________________________________
 
___________________________________________________________________________________________
___________________________________________________________________________________________
hits counter Original post in Knol
http://knol.google.com/ k/ fundamental-analysis-graham-rao-method, Knol Number 7

 

A Poem on the Method

I wrote a poem on the method

Fundamental Analysis
The company's life is long
But its loans are small
It makes profits
and shares with partners
Its profits grow
Its assets grow
Its reputation grows
Its liquidity grows
You can calculate its value
and there is a seller who concurs with your view.
For more poems on stock market topics visit Stock Market Poems

 

Related Articles


 Graham-Rao Method

(Customized to India)
The company must have an adequate size (Rs 100 crore sales may be taken as adequate size for Indian companies) and a strong financial condition.

To satisfy this criterion, the current assets should be at least twice that of current liabilities and the total debt-equity ratio should not be greater than 1:1.

The company should have paid dividends and earned profits for the last 10 years. There should be a growth in earnings per share (EPS) of 10 per cent per annum over the last seven years.

The current price should not exceed 20 times the average EPS in the last seven years for companies with past seven-year growth higher than 20 per cent. For companies with past growth rates between 10 and 20 percent per annum, the multiplier has to be the growth rate itself.

The current price should also not be more than 1.5 times the book value last reported.

These prescriptions by Graham require 10-year data to pick stocks. But the method is unambiguous and uses a limited number of ratios.

Investors have to keep in mind that their hard-earned money has to be protected by committing it to companies with a good past record.
 
The method was explained to students as well as investors and they agreed that it was unambiguous. I present this method in all courses that I teach on Security Analysis.
The method was applied twice by me across all the stocks for which data was available on the electronic database and the companies suitable for investment were identified. The article "In Search of Value" published in Business Standard, 8 January  2007, contains the selected scrips using the method at that time. 


Benjamin Graham, Intelligent Investor, various editions, Latest edition, Harper Business Essentials,

May 8 - Birthday - Benjamin Graham (1894)  [Graham - Rao Method]

In Search of Value


The merit of value investing By KVSS Narayana Rao.
https://www.rediff.com/money/2006/nov/27invest.htm


May 8 - Birthday - Benjamin Graham (1894)  [Graham - Rao Method]
A nine-step route to picking value stocks  By K V S S Narayana Rao
https://www.rediff.com/money/2003/aug/25guest.htm  

Narayana Rao, K.V.S.S., A nine-step route to picking value stocks”, Business Standard-Smart Investor, August 25, 2003
Narayana Rao, K.V.S.S.,"The merit of value investing",  Business Standard-Smart Investor,
November 27, 2006






http://business-standard.com/india/storypage.php?autono=265971

Ud. 10.5.2022
Pub 9.3.2012

Values A Manager Has to Possess

Abram T. Collier established the five sets of values for the guidance of a manager to develop them in himself.
 

The “A” Values

 

Self teaching

The virtues of hard work

Self realization

Personal responsibility

Search for justice and honor

 

The “B” Values

 

Organizational skills

Sales techniques

Administrative genius

Communication power

Integration of mental and physical health

 

The “C” Values

 

Professional training

Desire for facts

Legal realism

Historical objectivity

 

The “D” Values

 

People centered teaching

Customer oriented selling

Service

Participative management

Self transcendence

 

The “E” Values

 

The capacity to adapt to change

Ability to integrate viewpoints

The power to go beyond the above four value structures
 
Reference: 
Abram T. Collier, Management, Man and Values,  Harper & Row, New York, 1962, pp. 226-227
 
 
Values - The Concept
 
Schwartz and Bilsky (1987): "Values are a) concepts or beliefs, b) about desirable end states or behaviours, c) that transcend specific situations, d) guide selection or evaluation of behaviour or events, and e) are ordered by relative importance." (Cited in Agle and Caldwell, 1999: 359).
 
Jacob et al. (1962). As cited in Harrison (1975: 117), values are: "…the normative standards by which human beings are influenced in their choice among the alternative courses of action they perceive." (Jacob et al., 1962: 10)
 
Giacomino et al. (2000) discuss the influence of personal values on business behaviour. Values are particularly important because “They determine, regulate, and modify relations between individuals, organisations, institutions, and societies” (Agle and Caldwell, 1999: 327).
 
Kahle et al. link personal values and social values very closely, claiming that “Values are…integrally connected to social change” and that “…values are individual representations of societal goals. As elusive societal goals change, individuals’ values will sometimes lead and sometimes reflect this change.” (Kahle et al., 1998: 35).
 
Macchiette and Roy also connect personal and social values, referring to “…the 1990s…[having]…witnessed some major changes in consumer attitudes…and product-related values that reflect the heightened influence of social issues in the American marketplace.” (Macchiette and Roy, 1994: 55)
 
Original knol - http://knol.google.com/k/narayana-rao/values-a-manager-has-to-possess/ 2utb2lsm2k7a/ 191

Ud 10.5.2022, 25.3.2012

Operations Management - Nigel Slack et al. 4th Edition - Book Information, Review and Summary Chapters

Slack-Operations-and-Process-Management-4th-Edition



Introduction to Operations Management - Nigel Slack et al.
Summary of Chapter 1 of the book Operations Management by Nigel Slack, Stuart Chambers, and Robert Johnston
http://nraomtr.blogspot.com/2014/10/introduction-to-operations-management.html


Operations Strategy

Nigel Slack
Pearson Education India, 2009 - Production management - 496 pages

""Operation Strategy"" is Ideal for Advanced Undergraduate and Postgraduate students, this book builds on concepts from Strategic Management, Operations Management, Marketing and HRM to give students a comprehensive understanding of Operations Strategy. It features a Comprehensive and accessible with authoritative authorship and an excellent blend of theory and practice, a European context and engaging case studies. This edition has been focused to concentrate on the most significant topics in the subject. New material has been added and coverage of some older topics has been revised.
https://books.google.co.in/books?id=W-0IOqX0Kc8C

Links not working - Have to be changed
_________________________________

Chapter 1 Operations Management



Chapter 1: Operations management
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple-choice questions
 Discussion questions

__________________________________

Chapter 2: The strategic role and objectives of operations
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple-choice questions
 Discussion questions

__________________________________

Chapter 3: Operations strategy
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple-choice questions
 Discussion questions

__________________________________

Chapter 4: Process design
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

__________________________________

Chapter 5: The design of products and servies
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

__________________________________

Chapter 6: Supply network design (+ Forecasting supplement)
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

__________________________________

Chapter 7: Layout and flow
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

__________________________________

Chapter 8: Process technology
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

___________________________________

Chapter 9: Job design and work organization
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions


____________________________________

Chapter 10: The nature of planning and control
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

____________________________________

Chapter 11: Capacity planning and control (+ Analytical queueing models)
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

____________________________________

Chapter 12: Inventory planning and control
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

____________________________________


Chapter 13: Supply chain planning and control
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

____________________________________

Chapter 14: Enterprise resource planning (ERP)
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

____________________________________

Chapter 15: Lean operations and Just-in-time
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

_____________________________________

Chapter 16: Project planning and control
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

_____________________________________

Chapter 17: Quality planning and control
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

_____________________________________

Chapter 18: Operations improvement
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

_____________________________________

Chapter 19: Failure prevention and recovery
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

_____________________________________

Chapter 20: Total quality management
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions

_____________________________________


Chapter 21: The operations challenge
 Study guide
 Hints on study activities
 Weblinks
 Case studies with model answers
 Multiple choice questions
 Discussion questions


_____________________________________

Reviews and Summaries based on Chopra and Meindl's Book on Supply Chain Management

Updated on 10.5.2022,  9 July 2020
9 Feb 2012