Textile Mill Scheduling

In: Business and Management

Submitted By kimhyemin
Words 7933
Pages 32
Journal of Information Technology and Architecture
Vol. 9. No. 1, March 2012, Pages 95-110

비즈니스 모델 구성 요소로 본 국내 IT 기업의 특징과 과제:
국내 및 해외 IT 기업 사례 간의 비교 분석 연구
함유근1·이석준1*·강한수2·김진성2
1
건국대학교 경영대학 교수 ykhahm | seogjun@konkuk.ac.kr
2

삼성경제연구소 hansookang | js1421.kim@samsung.com
(2012년 1월 22일 접수; 2012년 2월 23일 수정; 2012년 3월 5일 채택)

요약: 비즈니스 모델의 시대가 도래하고 있다. 최근에 각광을 받고 있는 애플, 페이스북 등 IT 기업들
은 혁신적인 제품 보다는 혁신적인 비즈니스 모델로 성공을 거두고 있다. 글로벌 IT 기업들은 새로운
비즈니스 모델로 높은 성과와 함께 경쟁력을 유지하고 있으나 국내 IT 기업들에게서 이러한 모습은
크게 찾아 볼 수 없다. 국내 IT 기업의 발전을 위해서는 이제 새로운 비즈니스 모델에 대한 연구가 필
요하다. 본 연구는 비즈니스 모델의 구성요소들을 파악하고 비즈니스 모델 개편을 위한 분석적인 프
레임워크를 제시한다. 그리고 사례 연구를 통해 비즈니스 모델 측면에서 국내 IT 기업들과 해외 기업
들을 비교 분석함으로써 국내 기업들의 비즈니스 모델의 특징과 앞으로의 과제를 제시한다. 본 연구
의 결과는 국내 비즈니스 모델에 대한 연구를 본격화, 체계화하고 국내 기업들이 향후 효과적인 비즈
니스 모델을 갖추어 글로벌한 경쟁에서 생존하는데 일조할 것으로 기대한다.
키워드: 비즈니스 모델, 경영 전략, 가치 창출, 이익 실현, IT 기업

Business Model Components and Challenges in Korean
IT Companies: A Comparative Case Study
*

2

miK gnusniJ dna 2gnaK oosnaH , 1eeL nujgoeS ,1mhaH nukuY
1

Dept. MIS, Konkuk University, Seoul, Korea
2
Samsung Economic Research Institute

(Received January 22, 2012; Revised February 23, 2012; Accepted March 5, 2012)

Abstract: IT industry is moving into the age of business model. Recently, global companies with innovative business models such as Apple, Facebook prevail. These companies sustain the competitiveness through changing the components of their business model. To study the way of keeping Korean IT companies' edges sharp, it is required to examine the components that bring innovations to their current business model. This study identifies the critical components of business model and provides an analytical business model framework. A comparative case study was employed to examine the characteristics of Korean IT companies' business model through the proposed framework. The result of…...

Similar Documents

Textile

...------------------------------------------------- ITC3692 Laboratory Report ------------------------------------------------- Color fastness to perspiration, rubbing, washing, light Lam Chun Tung 12018881D Lui Tat Yu 12018897D Wan Hiu Man 12019841D Color fastness to perspiration 1.Introduction and Theory This part of ISO 105 specifies a method for determining the resistance of the color of textiles of all kinds and in all forms to the action of human perspiration. In this test, we have prepared specimens of the textile in contact with adjacent fabrics are treated in two different solutions, drained and placed between two plates under a specified pressure in a test device. The change in color of each specimen and the staining of the adjacent fabrics are assessed by comparison with the grey scales. 2.Materials/Reagents/Apparatus used 2.1 Test devices A frame of stainless steel into which a weight-piece of mass approximately 5kg and base of 60mm x 15mm which is closely fitted. A pressure of 12.5 kPa applied on test specimens measuring 40mm x 100mm placed between glass plates measuring approximately 60mm x 115mmx 1.5mm. 2.2 Oven An oven without an air-circulating fan, maintained at 37°C ± 2°C. 2.3 Alkaline solution It is freshly prepared, containing per litre. 0.5g of L-histidine monohydrochioride monohydrate 5g of sodium chloride The solution is brought to pH8 with 0.1 mol/l sodium hydroxide solution. ......

Words: 646 - Pages: 3

Scm in Textile- Apparel Industry

...of Contents Introduction 2 1. Supply Chain Management of Textile Industry 3 2. Textile Industry and flow of Product and Information 4 3. Up Stream Operation of SCM in Textile Industry 5 3.1 Raw Fiber: 5 3.2 Yarn 6 3.3 Grey Fabric 6 3.4 Finished Fabric 6 4. Demand forecasting in upstream Supply chain management 7 5. Bullwhip effect 8 5.1 Causes of the Bullwhip Effect 9 5.1. a Demand Forecast Updating 9 5.1. b Order Batching 9 5.1. c Price Fluctuation 10 5.1. d Rationing and Shortage Gaming 10 6. Supply chain decisions 11 6.1 Location decisions 11 6.2 Production decisions 11 6.3 Inventory decisions 12 6.4 Transportation decisions 12 7. Vertical Integrated Supply Chain Management in Textile 13 Bibliography 14 Introduction Supply chain management is the term used to describe the management of the flow of materials, information, and funds across the entire supply chain, from suppliers to component producers to final assemblers (or manufacturers) to distribution (wholesalers, warehouses and retailers), and ultimately to the consumer. There are several reasons behind the increased interest in the management of supply chains after the 1990s. Firstly, companies have been moving away from vertical integration, and moving towards specialization, thus having the need to deal with, and rely on, more outside sources. In order to reduce production costs, most textile firms have already outsourced production of their goods......

Words: 2616 - Pages: 11

Scottsville Textile Mill Case

...Scottsville Textile Mill Case MGM 350 Production Schedule and loom assignment Decision Variable X1: Yards of fabric 1 on dobbie loom X2: Yards of fabric 2 on dobbie loom X3: Yards of fabric 3 on dobbie loom X4: Yards of fabric 4 on dobbie loom X5: Yards of fabric 5 on dobbie loom X6: Yards of fabric 3 on regular loom X7: Yards of fabric 4 on regular loom X8: Yards of fabric 5 on regular loom X9: Yards of fabric 1 purchased X10: Yards of fabric 2 purchased X11: Yards of fabric 3 purchased X12: Yards of fabric 4 purchased X13: Yards of fabric 5 purchased Profit Contribution per yard |Fabric |Manufacturing (Selling-Variable) |Purchasing (Selling-Purchasing) | |1 |0.33 (0.99-0.66) |0.19 (0.99-0.8) | |2 |0.31 (0.86-0.55) |0.16 (0.86-0.7) | |3 |0.61 (1.1-0.49) |0.5 (1.1-0.6) | |4 |0.73 (1.24-0.51) |0.54 (1.24-0.7) | |5 |0.2 (0.7-0.5) |0 (0.7-0.7) | Working Hour Dobbie: 8*24*30=5760 hours Regular: 30*24*30=21600 hours Hour per yard |Fabric |Dobbie |Regular ...

Words: 732 - Pages: 3

Textile

...................................................................................... 50 5.1.2 Recommended Actions............................................................................................... 51 Engineering, Construction and Operations.............................................................................. 52 5.2.1 System Planning & Construction ............................................................................... 52 5.2.1.1 5.2.1.2 5.2.1.3 Key Findings ......................................................................................................................... 53 Recommended Actions.......................................................................................................... 54 Scheduling, New Service Orders and Worforce Deployment................................................ 54 Key Findings ......................................................................................................................... 57 Recommended Actions.......................................................................................................... 60 Key Findings ......................................................................................................................... 62 Recommended Actions.......................................................................................................... 63 Key Findings .........................................................................................................

Words: 50648 - Pages: 203

Textile

...a $19 billion dollar a year industry[5] following the expiry in 2005 of an international agreement on textiles and clothing import quotas in place since the early 1960’s[6], duty-free access offered by western countries, and low labour costs. The Bangladeshi textile and garment manufacturing sector is fuelled by young, urbanizing, workers many of whom are women. With the majority of production destined for U.S. and European markets, Bangladesh’s ready-made garment industry now accounts for approximately 78% of total exports[7], second only to China as the world’s largest apparel exporter.
 
However, Bangladesh has a long history of health and safety tragedies in garment and textile manufacturing. Garment factory fires and collapses have killed at least 1800 workers since 2005[8]. The Tazreen Fashions fire on 24th November 2012 and the unprecedented disaster of the collapse of the Rana Plaza factory complex on 24 April 2013, together resulting in the tragic death of over 1,200 garment workers are examples of the most recent and highly publicised disasters. The Accord on Fire and Building Safety in Bangladesh is designed to make all garment factories safe workplaces and is specifically developed to deal with the unique challenges facing the ready-made garment and textile industry in Bangladesh. http://en.wikipedia.org/wiki/Bangladesh_textile_industry Exports of textiles and garments are the principal source of foreign exchange earnings By 2013, about 4 million people,......

Words: 1282 - Pages: 6

Annual Report of Pakistan Textile Process Mill

...IQBAL KHAWJA) Secretary APTPMA Head Office ******** ANNUAL ELECTIONS 2007-08 (Press Release Dated 01st January 2008): As per press release dated 01st January 2008, the Central Body elections of All Pakistan Textile Processing Mills Association (APTPMA) were announced by Mian Aftab Ahmed on behalf of Mian Shabbir Ahmed, Returning Officer for APTPMA Elections 200708. The elections were conducted as per directions and orders of the Director General Trade Organizations (DGTO) issued to all the Trade Bodies of Pakistan for the purpose. Following five (5) office-bearers were elected unopposed for the Central Body: Chairman: Mr. Muhammad Riaz Sheikh of M/s Riaz Fabrics, Lahore, Senior Vice Chairman: Mian Ajmal Farooq of M/s Noor Fatima Fabrics Faisalabad, Vice Chairman (Central) Faisalabad: Sheikh M.Amjad Javed of M/s Al-Hamra Textile Industries Faisalabad; Vice Chjairman (Central) Karachi: M.Altaf Shekhani of M/s Shekhani Industries Karachi; Vice Chairman (Central) Lahore/Gujranwala Region: Sheikh Ejaz Raza of M/s Rehman Dyeing, Gujranwala. Besides Central Body elections, the following Regional Chairmen, Regional Vice Chairmen and members Executive Committee were declared elected unopposed earlier:Regional Chairman Faislabad Region: Sheikh Nazim Shahzad of M/s Ittehad Textile Industries, Faisalabad; Regional Vice Chairman Faisalabad: Sheikh Muhammad Akram of M/s Al-Habib Dyeing Faisalabad; Regional Chairman Karachi Region: M.Anees Motiwala of M/s Motiwala Industries Karachi;......

Words: 36115 - Pages: 145

Ashraf Silk and Textile Mills

...Introduction: This case study is based on Ashraf Silk and General Mills (ASGM). The case study mainly focuses on how the organization is run and its major operations. The most crucial part of the case study is based on the employees at ASGM and the case will be analyzed in relation to the employees and their employers. The case study is based on a case from Gujranwala where approximately 10,000 weavers were working in over 1,000 textile weaving plants. The market of weaving industry was highly competitive and there was always a fear of losing weavers because their demand was greater than the supply, and hence the labour turnover rate in the weaving industry was very high. In ASGM, on average every two out of twelve weavers left every month according to an estimate by Fawad. This figure was particularly better than what it was in other organizations since ASGM had a good reputation with regards to weaver retention. This particular information will help in identifying the core issues that existed within the organization and the industry as a whole and then a solution will be devised keeping in consideration these on-ground realities such as labour turn-over rate and the need for keeping the employees motivated in the long run. The Core Issues: Considering the fact that the weaving industry was very competitive, keeping weavers motivated so that they did not leave made for an important part of every weaving organization‟s manager or head including ASGM. The weavers knew that......

Words: 2093 - Pages: 9

Shakarganj Mills

...Shakarganj Mills established 40 years ago and still enjoying its excellence. It is the first Pakistani company which has received Intel-Asian institute of management corporate responsibility award. The company started its operations in 1974. There are several primary functions of Shakarganj mills i.e. it does sugarcane breeding to grow high yielding which has a variety to go against biotic and antibiotic stresses. Company owns a capacity of textile business i.e. 25,856 spindles for cotton spinning and 2,304 spindles for doubling. It has a research development institute that works on investigating agronomic problems which causes troubles in sugarcane production and makes them sustainable. Also it has diversified operation in textiles and food. Shakarganj has its own environment, health and safety policy and it runs its operations that are in the favor of environment. It continually improves its operations, workplace and working environment to make it safe and healthy for workers. It guarantees the execution necessities ensuring health, safety and, freedom of association, disciplinary practices and compensations as well as policies against child and forced labor, unfairness. The company exercises a life cycle approach to minimize the EHS (environment, health and safety) impact of its product from extraction of raw material till the end product. It conveys its policies not only to workers rather to its suppliers, contractors and consultants and expects them to be stick on......

Words: 460 - Pages: 2

Scheduling

...2.5 SCHEDULING When a computer is multiprogrammed, it frequently has multiple processes competing for the CPU at the same time. This situation occurs whenever two or more processes are simultaneously in the ready state. If only one CPU is available, a choice has to be made which process to run next. The part of the operating system that makes the choice is called the scheduler and the algorithm it uses is called the scheduling algorithm. These topics form the subject matter of the following sections. Many of the same issues that apply to process scheduling also apply to thread scheduling, although some are different. Initially we will focus on process scheduling. Later on we will explicitly look at thread scheduling. 2.5.1 Introduction to Scheduling Back in the old days of batch systems with input in the form of card images on a magnetic tape, the scheduling algorithm was simple: just run the next job on the tape. With timesharing systems, the scheduling algorithm became more complex because there were generally multiple users waiting for service. Some mainframes still combine batch and timesharing service, requiring the scheduler to decide whether a batch job or an interactive user at a terminal should go next. (As an aside, a batch job may be a request to run multiple programs in succession, but for this section, we will just assume it is a request to run a single program.) Because CPU time is a scarce resource on these machines, a good scheduler can make a big difference......

Words: 8932 - Pages: 36

Textile Mill

...i thanksmate-ga, I have completed the analysis and discussion of the question you have posed. The analysis was done in Excel, but I have brought everything into text format including a description of all the variables used etc. Preliminary Definitions of Variables and Constraints: x1d – length of fabric 1 produced on dobbie looms x2d – length of fabric 2 produced on dobbie looms x3d – length of fabric 3 produced on dobbie looms x4d – length of fabric 4 produced on dobbie looms x5d – length of fabric 5 produced on dobbie looms x3r – length of fabric 3 produced on regular looms x4r – length of fabric 4 produced on regular looms x5r – length of fabric 5 produced on regular looms Fabric 1 Fabric 2 Fabric 3 Fabric 4 Fabric 5 Demand, D 16500 22000 62000 7500 62000 Selling price, s 0.99 0.86 1.1 1.24 0.7 Variable cost, v 0.66 0.55 0.49 0.51 0.5 Purchase price, p 0.8 0.7 0.6 0.7 0.7 x1m = quantity manufactured of fabric 1 = x1d x2m = quantity manufactured of fabric 2 = x1d x3m = quantity manufactured of fabric 3 = x3d + x3r x4m = quantity manufactured of fabric 4 = x4d + x4r x5m = quantity manufactured of fabric 5 = x5d + x5r x1p = quantity purchased of fabric 1 = D1 – x1m x2p = quantity purchased of fabric 2 = D2 – x2m x3p = quantity purchased of fabric 3 = D3 – x3m x4p = quantity purchased of fabric 4 = D4 – x4m x5p = quantity purchased of fabric 5 = D5 – x5m P1 = profit from fabric 1 = D1*s1 – xm1*v1 – xp1*p1 P2 to P5 are defined......

Words: 753 - Pages: 4

Textile

...Colorfastness refers to the resistance of color to fade or bleed of a dyed or printed textile materials against water, light, rubbing, washing, perspiration etc. to which they are normally exposed in textile manufacturing and in daily use. Colorfastness to Rubbing Colorfastness to rubbing test is designed to determine the degree of color which may be transferred from the surface of a colored fabric to a specify test cloth for rubbing (which could be dry and Wet). Crockmeter is the main equipment used in this test. Crockmeter uses a standard pressure and rubbing motion to provide reliable and reproducible test results. Specimens are positioned on the base of the Crockmeter and held in place with the sample holder. The rubbing action is provided by an acrylic "finger" which moves in a straight line with each complete turn of the crank. The reciprocating load arm is weighted to provide a constant 9N load on the sample at all times and a mechanical counter keeps track of completed cycles. Then, the result of the specimen is evaluated using the grey scale of staining. Colorfastness to Washing The main test method of the colorfastness to washing is carried out called AATCC standard detergent WOB (without optical brightener). The test measures the resistance to water of any colored textiles. Launder-moester is the main equipments used with the help of grey scales. Testing procedure (Usages) 1. Attach the multifiber fabric to specimen by sewing or stapling. 2. Place the......

Words: 514 - Pages: 3

Textiles

...The CEO of Terrapin Textiles Ltd. was impressed by Janet W., an enthusiastic MBA graduate with creative ideas. He was not concerned by her lack of management experience and entrusted her to represent him and make major decisions in his absence. Other senior managers and employees observed unethical and questionable behavior from Janet. She appeared to limit communication between them and the CEO, was manipulative, and had little interest in the business. The victims of Janet’s behavior found themselves in a catch-22 situation. They knew Janet’s behavior was unethical, but feared they would face retaliation for addressing it. Whistle blowing is only perceived as positive when it is handled effectively and results in corrective action (Near & Miceli, 1995, p. 679). Janet’s secretary approached HR about her concerns, but was asked to sign a statement or discuss it with the CEO. HR’s approach to the situation put pressure and responsibility on the secretary to correct Janet’s behavior. It is likely she feared for her job because she was not confident HR and the CEO would resolve the manner in her favor. “Rather than framing interpersonal mistreatment in organizations as a private problem for individuals to resolve, we should hold organizations responsible for managing misbehavior within” (Cortina and Magley, 2003, p. x). HR needs a better method for addressing employee concerns about unethical behavior. Janet’s secretary may have felt more comfortable......

Words: 452 - Pages: 2

Textile

...11/28/2015 Chapter 1 Swatch # 1 – Denim [pic] Denim is durable twill woven with colored (usually blue) warp and white filling threads; it is also woven in colored stripes. The name is said to have originated in French serge de Nimes. The word comes from the name of a sturdy fabric called serge.  Denim was originally called serge de Nimes, it was then soon shortened to Denim. Denim is yard-dyed and mill-finished and is usually all-cotton, although considerable quantities are of a cotton-synthetic fiber mixture. Decades of use in the clothing industry, especially in manufacture of overalls and trousers were worn for heavy labour such as construction workers and electrical workers. Denim has demonstrated denim’s durability. This quality also made denim serviceable for leisurewear in the late 20th Century. Denim is a rugged cotton twill textile, in which the weft passes under two or more warp fibers. This produces the familiar diagonal ribbing identifiable on the reverse of the fabric, which distinguishes denim from cotton duck. It is a twill-weave woven fabric that uses different colors for the warp and weft. One color is predominant on the fabric surface. Because of this twill weave, it means the fabric is very strong. I believe Denim is the most amazing fabric out there it’s versatile, it’s tough, its durable,, its easy to work with, its fashionable, its warm I mean I can go one with how great denim is. I mean everyone owns denim. Once......

Words: 2714 - Pages: 11

Textiles

... It   drives  every  aspect  of  our  business  -­‐  from  leading  innovative   technologies,  to  developing  path-­‐breaking  products,  to  fostering   sustainability.     Business  Scenario     As  you  are  all  aware,  India  has  emerged  as  a  significant  player  in  the   textiles  sector,  and  is  currently  ranked  as  the  second  largest  exporter  of   textile  products  behind  China.  As  I  mentioned  in  my  last  year’s  address,   certain  structural  changes  are  taking  place  in  the  industry,  which  are   helping  India  improve  its  competitiveness  and  market  share  in  the   global  arena.  We  are  thus  seeing  more  and  more  clients  increase  their   sourcing  pie  of  textile  and  apparel  from  India.  In  home  textiles,  the  India   advantage  has  been  even  more  prominent  and  I  believe,  things  are  only   going  to  get  better  in  the  coming  years  for  the  industry.     At  Welspun,  we  continue  to  be  a  supplier  of  choice  for  our  clients  as   evidenced ......

Words: 3333 - Pages: 14

Textile

...Textile Technology :: "Spinning" • HOMEPAGE RINGS And TRAVELLERS   In most cases, the limit to productivity of the ring spinning machine is defined by the traveller in interdependence with the ring, and yarn. It is very important for the technologist to understand  this and act on them to optimize the yarn production. • The following factors should be considered o materials of the ring traveller o surface charecteristics o the forms of both elements( ring and traveller) o wear resistance o smoothness of running o running-in conditions o fibre lubrication o TRAVELLER: Traveller imparts twist to the yarn. Traveller and spindle together help to wind the yarn on the bobbin. Length wound up on the bobbin corresponds to the difference in peripheral speeds of the spindle and traveller. The difference in speed should correspond to length delivered at the front rollers. Since traveller does not have a drive on its own but is dragged along behind by the spindle.   High contact pressure (upto 35 N/square mm)is generated between the ring and the traveller during winding, mainly due to centrifugal force. This pressure leads to generation of heat. Low mass of the traveller does not permit dissipation of the generated heat in the short time available. As a result the operating speed of the traveller is limited. Heat produced when by the  ringtraveller  is around 300 degree celcius. This has...

Words: 4161 - Pages: 17