Relevant bibliographies by topics / The production company

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'The production company'

Author: Grafiati
Published: 28 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "The production company"

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WOLNIAK, Radosław. "Analysis of the 5S method functioning in a production company." Scientific Papers of Silesian University of Technology. Organization and Management Series 2020, no. 146 (2020): 523–31. http://dx.doi.org/10.29119/1641-3466.2020.146.37.

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Purpose: The goal of the paper is to analyses process of implementation and effectiveness of 5S method in an industrial enterprise. Design/methodology/approach: Critical literature analysis, questionnaire analysis, case study analysis. Findings: On theexample of industrial organization that was in the presented paper an analysis of effectivenes of 5S implementation. On the basis of conducted analysis the main objectives of using 5S are: order in the workplace, maintenance of cleanliness and efficiency of machines and devices, shorter duration of activities. The main causes of problems with 5S implementation are connected with no time to do the work and lack of funds. The overall rating of efficiency of 5S method in analyzed enterprise is very good. Originality/value: Detailed analysis of main objectives of using 5S method and the main causes of problems with it in the industrial enterprise
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Dźwigoł, Henryk, Lucyna Firlej, and Andreea Cipriana Muntean. "Production Control in the Company." Multidisciplinary Aspects of Production Engineering 1, no. 1 (September 1, 2018): 475–81. http://dx.doi.org/10.2478/mape-2018-0060.

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Abstract The aim of the article is to get to know the essence of production control in the activity of enterprises. This background presents: the role of control in the enterprise and its classification with particular emphasis on production control. Production control plays an important role in the proper course of the production process. On the one hand, it comes down to the preparation of production plans, creating cost budgets for the company's production parts, and on the other hand to control their implementation. In the scope of production control, economic control of production is taken into account, defined as a direct and indirect impact on the shape of the assortment- and quantity-related structure of production and its course in time and space to ensure, in the given circumstances, the best achievement of the organization's goals. Production control may refer to strategic planning, where the most important is to strike a balance between the flexibility of using production means and workforce, availability of technology and substitute technologies or operational planning, where the key task is to find and eliminate bottlenecks occurring in the production process.
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Chistovskii, V. "Production of the Altaikhemprom company." Chemical and Petroleum Engineering 31, no. 7 (July 1995): 358–59. http://dx.doi.org/10.1007/bf01150278.

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Wahyu Eni Maryati, Umar Wiwi. "aplikasi Metode Markov Chain untuk Meningkatkan Tingkat Persediaan bahan Naku yang Optinal." Jurnal Teknik Industri 1, no. 1 (April 29, 2010): 80. http://dx.doi.org/10.22219/jtiumm.vol1.no1.80-90.

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Organize company stocks, it's very important thing that company must be done, becauseoperationc osti s dependo n how companyo rganizeth eir stock.A nd lock of stocki t's cana .noycnaynsuch as production at activities company. PT. Domusindo Perdana is a company that makes productsuch as fi.rrniture to full fill consument needed. That company must be ready stock one's of theirproduckb ecauseth ey can't guessw ahatc onsumen.t Want's it's can makesa level of stock hotoptimal dependo n this phenomenao"n this thesisw ill explain a productiont hat using the rightmethode that finally can calculate stock at company thal will be asking with consument ard forcalcuiatec osto fstoc! it's will beu singM arkovC hainm ethode.
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Rosak-Szyrocka, Joanna, and Krzysztof Knop. "Quality Improvement in the Production Company." Multidisciplinary Aspects of Production Engineering 1, no. 1 (September 1, 2018): 521–27. http://dx.doi.org/10.2478/mape-2018-0066.

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Abstract The article discusses the quality improvement concept in terms of companies’ competitiveness and its operations. The research object is a production company located in Silesia province. We analyzed the quality problems occurring in the company based on the selected quality management tools: Ishikawa diagram and the Pareto-Lorenz. It was presented and discussed basic types of waste occurring in the enterprise. It was proposed improvement actions and highlights the importance of immaterial resources - the company's workers.
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Melody M. Bomgardner. "US company plans rare-earth production." C&EN Global Enterprise 99, no. 1 (January 4, 2021): 11. http://dx.doi.org/10.1021/cen-09901-buscon2.

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Kaiser, Mark J. "Coal company valuation, production and reserves." International Journal of Oil, Gas and Coal Technology 6, no. 4 (2013): 367. http://dx.doi.org/10.1504/ijogct.2013.054854.

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Gusakova, Zh Yu, A. V. Nupreichik, I. V. Pavlov, and O. A. Timoshenko. "Production of GK transformer OilatanKhK company." Chemistry and Technology of Fuels and Oils 46, no. 1 (April 23, 2010): 34–36. http://dx.doi.org/10.1007/s10553-010-0181-z.

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Kulkarni, Vikrant Apoorva, Komal Chopra, Krishnakant Roy, Raji Vamadevan, and Sajeesh Hamsa. "ProdVal – production challenges!" Emerald Emerging Markets Case Studies 2, no. 8 (October 17, 2012): 1–5. http://dx.doi.org/10.1108/20450621211301066.

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Subject area Operations management. Study level/applicability Management post graduate and corporate executives. Case overview ProdVal Flow Controls Pvt Ltd was company in the SME sector in India. The company focused on quality products and timely delivery. The major challenge for ProdVal was increasing their production capacity. They had no control over their existing suppliers resulting in delay in raw materials delivery. Retention of vendors had an effect on inventory carrying cost. The company had limited production facilities and the workers were outsourced. The company operated with unskilled workers. The case presents the various issues faced by the company based on which strategies to practice and plan the company's future plans could be designed. This is a disguised case and all excerpts from interviews have been anonymized. Expected learning outcomes This case study will give an insight to students to understand how inventory management; impacts production. It even gives an idea about how ProdVal has used the strategy of outsourcing of technology and labour and maintained a good growth rate. Social implications - Production-related outsourcing. Production management in small scale industry. Organization structure of a manufacturing unit. Concept of outsourcing HR and technology in an SME. Supplementary materials Teaching notes are available, please consult your librarian to access.
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Gorener, Ali, Humeyra Baser, and Ali Türkyılmaz. "Lean Production Applications in a Manufacturing Company." International Journal of Research in Business and Social Science (2147-4478) 2, no. 2 (January 3, 2013): 16–27. http://dx.doi.org/10.20525/ijrbs.v2i2.64.

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Lean production is a production model which comes about the pursuit of companies to be able to meet competition and make effective production. The main purpose of lean production is to get control about the wastage. This study includes the requirements for the success of the lean production and how the lean production system can be established. In this paper, lean production techniques were applied to the electric water heater line. Measurements using lean initiatives were made, operation cycle times were determined, and Kaizen improvement methods and line balancing methods were applied according to the results. And the last section of study showed conclusion of lean implementation.
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Dissertations / Theses on the topic "The production company"

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Netland, Torbjørn H. "Company-specific production systems: Managing production improvement in global firms." Doctoral thesis, Norges teknisk-naturvitenskapelige universitet, Institutt for industriell økonomi og teknologiledelse, 2013. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-23711.

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How can a firm improve the production of all its plants simultaneously? Many multinational firms have suggested they can do so by developing strategic production improvement programmes and implementing them in their dispersed network of plants. Instead of leaving every subsidiary to solve their own improvement issues, they offer a company-specific production system: an XPS. The ‘X’ stands for the company’s name, and ‘PS’ stands for production system or an equivalent. A few good examples include the Bosch Production System, Caterpillar Production System, Jotun Operations System, Nissan Production Way and—the main case of my research—the Volvo Production System (VPS). When developing an XPS, a firm adapts principles from available production improvement templates, such as total quality management (Deming, 1982), just-in-time production (Ohno, 1988), theory of constraints (Goldratt and Cox, 1984), world class manufacturing (Schonberger, 1986), mass customisation (Pine, 1993), six sigma (Pande et al., 2000) and, most notably, lean production (Womack et al., 1990). The famous Toyota Production System has been a particular inspiration for other firms (Hofman, 2000; Feggeler and Neuhaus, 2002). However, considering the large amount of investments that are required to establish and manage these systems, it is puzzling that apparently little is known about how to implement them with success. Chakravorty (2010) reported that 60% of all six sigma programmes were unsuccessful, and Pay (2008) suggested the same for 74% of lean production projects. In general, two-thirds of all corporate change programmes tend to fail (Kotter, 1995; Beer and Nohria, 2001; Aiken and Keller, 2009). In particular, a main challenge is to sustain the improvements over time (Bateman, 2005; Schonberger, 2007). Can a corporate multi-plant improvement programme in the form of an XPS deliver the promised results? This dissertation provides answers to this question. The research method has primarily been qualitative case studies, which hold many advantages when studying emergent and less codified phenomena (Voss et al., 2002), such as the XPS. With the exception of a literature synthesis (Paper 2), the research is empirical and based on close interactions with practitioners, for the most part in the Volvo Group (Papers 3-5). For example, to collect data for the fifth paper included in this thesis, I visited 40 Volvo plants on five continents,interviewed 200 managers at Volvo, administered a questionnaire survey that received 312 responses and had full access to Volvo’s own audit data for VPS implementation in the plants. This dissertation consists of two parts: The first is a summary and discussion of the five papers included in this thesis. The second part is a collection of the papers, each answering a general research question:  What is the phenomenon of ‘XPS’? (Paper 1)  What does the literature say about XPSs? (Paper 2)  Strategically, do XPSs make sense? (Paper 3)  Empirically, does an XPS improve performance? (Paper 4)  In what pattern does an XPS affect performance? (Paper 5) Paper 1 analyses the XPSs of 30 renowned multinational companies and found that the XPS is a strategic production improvement programme tailored to the specific needs of a company. In the literature synthesis in Paper 2, only 30 papers that explicitly studied improvement programmes in an international, multi-plant setting were discovered. Whereas the literature on production improvement and international management are both mature, their union is much less studied. The results in Paper 3 suggest that any firm can attain a competitive advantage if it implements an XPS with a good strategic fit and does so faster than its competitors do. Paper 4 presents evidence that an XPS can significantly improve operational performance. Finally, Paper 5 concludes that the implementation of an XPS seems to affect the performance of a plant in an S-curve pattern: performance first improves slowly, then rapidly, then less rapidly and finally slowly again. These findings have important implications for practice. A general recommendation is that an XPS can be an effective way to improve the production in multiple plants. I balance this advice with a thorough discussion of problematic issues: both methodological and practical. This thesis strives to be helpful to those who either manage or study production improvement, today and in the future.
Hvordan kan en bedrift forbedre produksjonen i alle sine fabrikker samtidig? Mange multinasjonale selskaper mener at det kan gjøres gjennom et strategisk produksjonsforbedringsprogram som implementeres i deres globale produksjonsnettverk. Istedenfor å la hver fabrikk selv finne ut av hvordan man best forbedrer produksjonen, tilbyr morsselskapet et bedriftsspesifikt produksjonssystem: et XPS. “X”-en står for bedriftens navn, mens “PS” er en forkortelse for “produksjonssystem”, eller tilsvarende. Noen få gode eksempler inkluderer Bosch Production System, Caterpillar Production System, Jotun Operations System, Nissan Production Way og—hovedcaset i min egen forskning—Volvo Production System (VPS). Når man utvikler et XPS tilpasser bedriften prinsipper fra alle tilgjengelige oppskrifter for produksjonsforbedring, slik som for eksempel “total kvalitetsledelse” (Deming, 1982), “justin- time produksjon” (Ohno, 1988), “flaskehalsstyring” (Goldratt and Cox, 1984), “world class manufacturing” (Schonberger, 1986), “masseprodusert skreddersøm” (Pine, 1993), “six sigma” (Pande et al., 2000) og, trolig mest kjent, “lean produksjon” (Womack et al., 1990). Det berømte produksjonssystemet til Toyota har utvilsomt vært en spesiell inspirasjonskilde for andre bedrifter (Hofman, 2000; Feggeler and Neuhaus, 2002). Men, med tanke på de betydelige investeringene som gjøres i disse systemene, er det overraskende at vi tilsynelatende vet lite om hvordan vi skal lykkes med å implementere dem. Chakravorty (2010) rapporterte at 60 % av alle six sigma programmer feiler. Pay (2008) fant det samme for 74 % av alle lean prosjekter. Generelt mislykkes to tredjedeler av alle endringsprogrammer i bedrifter (Kotter, 1995; Beer and Nohria, 2001; Aiken and Keller, 2009). En hovedutfordring er å opprettholde forbedringsarbeidet over tid (Bateman, 2005; Schonberger, 2007). Kan et globalt produksjonsforbedringsprogram i form av et XPS levere bedre og vedvarende resultater? Denne avhandlingen søker svar på dette spørsmålet gjennom fem artikler og en diskusjon av dem. Forskningsmetoden er først og fremst kvalitative casestudier, som har mange fordeler når man studerer et fremvoksende og ubeskrevet fenomen (Voss et al., 2002)—slik som XPS. Med unntak av litteratur-sammenskrivningen (Artikkel 2) er all min forskning empirisk og basert på tett interaksjon med industribedrifter, for det meste i Volvo Gruppen (Artikkel 3-5). For eksempel, for å samle data til den femte artikkelen besøkte jeg 40 fabrikker på fem kontinenter, intervjuet mer enn 200 ansatte, samlet 312 svar til en spørreundersøkelse og fikk full tilgang til Volvos egne revisjonsdata på implementering av VPS i fabrikkene. Denne avhandlingen består av to deler: Den første delen er en sammenfatning og diskusjon av forskningsdesignet og funnene i de fem artiklene. Den andre delen er en samling av artiklene, hvor hver av dem svarer på et generelt forskningsspørsmål: 1. Hva er fenomenet “XPS”? (Artikkel 1) 2. Hva sier litteraturen om XPS? (Artikkel 2) 3. Strategisk sett, er det fornuftig å utvikle og innføre et XPS? (Artikkel 3) 4. Forbedrer et XPS ytelsen til en fabrikk? (Artikkel 4) 5. I hvilket mønster forbedrer et XPS ytelsen til en fabrikk? (Artikkel 5) Den første artikkelen analyserer innholdet i 30 XPSer tilhørende kjente multinasjonale selskaper og konkluderer at et XPS er et strategisk produksjonsforbedringsprogram som er skreddersydd til den spesifikke bedriften. Artikkel 2 avdekker bare 30 artikler som eksplisitt studerer implementeringen av produksjonsforbedringsprogrammer i internasjonale fabrikknettverk. Mens litteraturen på “produksjonsforbedring” og “internasjonal ledelse” er modne på hver sin side, er foreningen av dem mye mindre studert. Artikkel 3 foreslår at enhver bedrift kan skaffe seg en konkurransefordel dersom den implementerer et XPS som har en god strategisk tilpasning til bedriften, og gjør det raskere enn sine konkurrenter. Artikkel 4 presenterer statistisk signifikante funn som viser at et XPS kan forbedre produktiviteten i en fabrikk. Avslutningsvis, konkluderer Artikkel 5 at implementeringen av et XPS påvirker en fabrikks produktivitet i et S-kurve-mønster: ytelsen forbedres først langsomt, så raskt og økende, så raskt men avtagende og til slutt langsomt igjen. Disse funnene har viktige implikasjoner for praksis. Et generelt råd er at et XPS kan være en effektiv måte å forbedre produksjonen på i mange fabrikker samtidig. Men jeg avveier dette konkrete rådet med en grundig diskusjon av både forskningsmetodiske og praktiske utfordringer. Forhåpentligvis vil denne avhandlingen være til hjelp for dem som enten leder eller forsker på produksjonsforbedring, i dag og i fremtiden.
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Schanken, Luke G. "INTERNSHIP WITH EQUITABLE RESOURCES PRODUCTION COMPANY – GEOLOGIST." Miami University / OhioLINK, 2009. http://rave.ohiolink.edu/etdc/view?acc_num=miami1240582253.

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Viard, Antoine. "Production improvement in a traditional small scale company." Thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-20863.

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Nowadays business atmosphere is to constantly come up with new improvements, in order to become more competitive, or simply stay competitive.Lean manufacturing rose up few decades ago and is now famous for its radical improvements but also for its difficulty to implement. The aim of this study is to get a better understanding of how can Lean bring such important changes, but also what must be done in order to implement it.In order to solve the problem of this report, it was decided to conduct a quantitative research relying on a case study. The company chosen wants to implement Lean but does not really know how to achieve it, so it is a very good opportunity for this project to collaborate with it and see what can be done to implement Lean manufacturing.The results of this thesis demonstrate the need of implementing a philosophy, a way of thinking, rather than different production tools. People must also be prepared for long implementation, which can take between 5 to 10 years. One of the key factors for this implementation is the involvement and empowerment of workers, who will massively contribute to the change process by removing different kind of waste which slow down the processes.
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Sansaloni, Talens Javier. "Building a Production Module for a Telecommunications Company." Thesis, Norwegian University of Science and Technology, Department of Computer and Information Science, 2009. http://urn.kb.se/resolve?urn=urn:nbn:no:ntnu:diva-9049.

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Nowadays the computer science is extremely important in business; thanks to it you can automate tasks, streamline processes and obtain information. The best resource for the new companies is the information. I mean, today the information is very necessary with the new technologies. Employers who are responsible to decide in their companies, have begun to understand that the information helps their business and also can be one of the best critical factors that can show us if the company work is successfully or not. (1) In recent years organizations have recognized the importance of managing key resources such as the working hours and the raw materials. ERP applications are often used to standardize business processes and unify data; the importance of that software in the companies is growing every day. Although we also can say that in some cases the ERP software doesn´t solve some business problems because there are processes that aren´t standard or common. Moreover, if we would create a module for our company it has to be usable .The usability is very important because that and the automation will help to increase the performance of coordinators. This project is a study of a particular case of a telecommunications company in which it has found a problem with the production process; In This Project we will be able to solve each problem that will appear in various stages of construction our module. These steps include: a study about if there are problems in the selected area of business, whether buying or building a new module, heuristic techniques and methods to improve the usability, quality of build module using polls, usability guidelines, use case... The results have improved the production of the company and the system provides the necessary information to the coordinators but the coordinators want further improvement. The study of the usability helps users to be ready to use the software correctly.

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CASEIRO, IGOR AJUZ DE ABREU. "APPLICATIONS OF RFID IN A FILM PRODUCTION COMPANY." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2011. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=18171@1.

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Atualmente o crescimento da competitividade de mercado exige um alto desempenho das cadeias produtivas, com prazos menores e preços mais competitivos. A logística passou, então, a ter papel estratégico nos processos industriais, sendo de fundamental importância no apoio às tomadas de decisão no gerenciamento da cadeia de suprimentos (Supply Chain Management - SCM). A tecnologia de identificação por rádio freqüência (Radio Frequency Identification - RFID) se tornou nos últimos anos uma ferramenta poderosa, que aliada à logística, oferece grandes oportunidades para as organizações responderem de forma mais competitiva e segura às demandas do mercado. O objetivo desta dissertação é analisar a aplicação da tecnologia RFID no gerenciamento de figurinos em uma produtora. Para tal, o presente estudo analisa o processo com a utilização da tecnologia atual (código de barras), e posteriormente com o uso do RFID. A principal contribuição da presente dissertação é apresentar uma nova aplicação desta tecnologia na literatura, promovendo uma maior compreensão do impacto da mesma na indústria cinematográfica brasileira. Com base nos resultados do estudo de caso realizado, a dissertação apresenta as principais melhorias obtidas após a utilização da tecnologia RFID, comparando com vantagens citadas na literatura acadêmica. Com o RFID ganhou-se agilidade no processo, minimizou-se a quantidade de erros, diminuiu-se o retrabalho e a quantidade de perdas. Conclui-se que a implantação do RFID foi bem sucedida.
Today’s increasing market competitiveness demands a highly performing production chain, with lower delivery times and more competitive price levels. In that scenario, logistics has earned a strategic role across industrial processes, being critically important in supporting Supply Chain Management (SCM) decision making. In recent years, Radio Frequency Identification (RFID) technology has become a powerful tool that has been added to logistics, in offering greater opportunities for companies to respond more competitively and safely to market demands. The objective of this paper is assesses the use by a film producer of RFID technology in costume inventory management. The research examines the barcode technology presently in use, and subsequently explores the use of RFID. The main contribution of this work is to introduce in the literature a new application for RFID technology, offering a more comprehensive look of its impact in Brazilian film industry. Based on the results of this case study, the essay shows the main improvements obtained with the use of RFID technology, and offers a comparison to the advantages documented in academic reviews. With RFID in increased agility, minimization of errors, rework and loss. The conclusion is that the RFID implementation was a success.
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Rauniyar, Madhubala. "Value stream mapping at XYZ Company." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007rauniyarm.pdf.

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Gungorer, Elif. "A Conwip Application In An Electronics Company." Master's thesis, METU, 2010. http://etd.lib.metu.edu.tr/upload/3/12611572/index.pdf.

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In this thesis, a real world application of the constant work in process (Conwip) system in an electronics company is realized. The aim of the application is to reduce the work in process (WIP) inventory while maintaining the same throughput level. A model is developed to determine the constant work in process level of the Conwip system for the production lines in this company. The approximated mean value analysis approach is used for the solution. Real system data are collected before and after the Conwip application. Hypothesis tests are used to compare the WIP and the throughput levels of the Conwip system with the existing push control system for a pilot production line. Results of the hypothesis tests show that the Conwip production control system can signinifcantly reduce the WIP while maintaining the same throughput rate.
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Baghai, A. A. "Development of a small electronic engineering company." Thesis, University of Bradford, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.381036.

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Madhvarayan, Vishnu. "Integrated Production and Distribution Planning for a Food Processing Company." University of Cincinnati / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1459155559.

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Barkley, William J. "Application and effectiveness of lean principles within Company XYZ." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005barkleyw.pdf.

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Books on the topic "The production company"

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Gill, Davies. Create your own stage production company. New York: Back Stage Books, 2000.

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Jumpstart your awesome film production company. New York: Allworth Press, 2005.

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Lean production for the small company. Boca Raton, FL: CRC Press, 2012.

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The fractal company: A revolution in corporate culture. Berlin: Springer-Verlag, 1993.

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Vaughan, Paul. [Actors Touring Company production of 'Antony and Cleopatra']. [London]: [BBC], 1989.

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Massie, Helena. Production management in a metal processing company. Salford: University of Salford, 1996.

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Cookson, Linda. 'Macbeth': [Adrian Noble's production for the RSC]. [London]: [BBC], 1987.

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Evaldesson, Jennie. Aspiring to start your own film production company?. London: LCP, 1999.

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Cookson, Linda. 'Richard II': [Barry Kyle's production for the RSC]. [London]: [BBC], 1987.

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Cookson, Linda. 'Romeo and Juliet': [Michael Bogdanov's production for the RSC]. [London]: [BBC], 1987.

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Book chapters on the topic "The production company"

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Vaughan-Mountford, Tom. "Production budgets." In Managing a Video Production Company, 85–95. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003105473-12.

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Sun, Yi. "The Film Production Company." In Milkyway Image, 1–14. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-33-6578-0_1.

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Vaughan-Mountford, Tom. "Keeping your production organised." In Managing a Video Production Company, 112–19. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003105473-15.

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Freakley, Philip K. "Company Philosophy, Organization, and Strategy." In Rubber Processing and Production Organization, 315–52. Boston, MA: Springer US, 1985. http://dx.doi.org/10.1007/978-1-4613-2375-4_9.

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Vaughan-Mountford, Tom. "Approval and delivery." In Managing a Video Production Company, 135–39. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003105473-18.

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Vaughan-Mountford, Tom. "Assembling your team." In Managing a Video Production Company, 23–30. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003105473-5.

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Vaughan-Mountford, Tom. "Why are you doing this?" In Managing a Video Production Company, 5–7. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003105473-2.

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Vaughan-Mountford, Tom. "Coaching on-camera contributors." In Managing a Video Production Company, 120–27. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003105473-16.

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Vaughan-Mountford, Tom. "Managing your tech." In Managing a Video Production Company, 151–55. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003105473-21.

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Vaughan-Mountford, Tom. "Public sector tenders." In Managing a Video Production Company, 66–70. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003105473-10.

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Conference papers on the topic "The production company"

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Richards, Mark. "The New Production Company." In SMPTE Australia Conference. IEEE, 1994. http://dx.doi.org/10.5594/m001129.

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Pedrick, L. E., P. E. Symes, and D. Miller. "ExxonMobil Production Company Gas Management System." In IPTC 2009: International Petroleum Technology Conference. European Association of Geoscientists & Engineers, 2009. http://dx.doi.org/10.3997/2214-4609-pdb.151.iptc13357.

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Pedrick, Larry E., Peter Ernest Symes, and David Miller. "ExxonMobil Production Company Gas Management System." In International Petroleum Technology Conference. International Petroleum Technology Conference, 2009. http://dx.doi.org/10.2523/iptc-13357-abstract.

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Pedrick, Larry E., Peter Ernest Symes, and David Miller. "ExxonMobil Production Company Gas Management System." In International Petroleum Technology Conference. International Petroleum Technology Conference, 2009. http://dx.doi.org/10.2523/13357-abstract.

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Okorocha, Uche, Alexander Barbey, Muriel Barnier, and ML Stott. "Strengthening a Company." In International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 2012. http://dx.doi.org/10.2118/156537-ms.

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GITELMAN, LAZAR D., MIKHAIL V. KOZHEVNIKOV, GALINA S. CHEBOTAREVA, and OLGA A. KAIMANOVA. "ASSET MANAGEMENT OF ENERGY COMPANY BASED ON RISK-ORIENTED STRATEGY." In ENERGY PRODUCTION AND MANAGEMENT 2020. Southampton UK: WIT Press, 2020. http://dx.doi.org/10.2495/epm200121.

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Dorcak, Dusan. "The logistics information system in production company." In 14th International Carpathian Control Conference (ICCC). IEEE, 2013. http://dx.doi.org/10.1109/carpathiancc.2013.6560508.

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Flynn, Steven A. "HSE Leadership - One Company." In SPE International Conference on Health, Safety and Environment in Oil and Gas Exploration and Production. Society of Petroleum Engineers, 2010. http://dx.doi.org/10.2118/126584-ms.

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Andreeva, Maria V. "Suppliers Classification Process at Civil Aviation Company." In 2021 International Seminar on Electron Devices Design and Production (SED). IEEE, 2021. http://dx.doi.org/10.1109/sed51197.2021.9444515.

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AKHROROVA, ALPHIA, and NIGINA KAMILOVA. "FINANCIAL STABILITY AND ITS IMPACT ON THE MARKET VALUE OF AN ENERGY COMPANY." In ENERGY PRODUCTION AND MANAGEMENT 2020. Southampton UK: WIT Press, 2020. http://dx.doi.org/10.2495/epm200131.

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Reports on the topic "The production company"

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Edison, T. A. Vitrinite reflectance data of cuttings from the Amoco Production Company Albert Kaloa #1 well. Alaska Division of Geological & Geophysical Surveys, 1989. http://dx.doi.org/10.14509/18969.

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Henning, Mitchel. A vitrinite reflectance determination for a 10,650' deep cutting sample from the AMOCO Production Company Cathedral River Unit #1 well. Alaska Division of Geological & Geophysical Surveys, 1986. http://dx.doi.org/10.14509/19208.

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Blechner, Michael H., Herbert B. Carroll, and William I. Johnson. Plan for Management of Mineral Assess on Native Tribal Lands and for Formation of a Fully Integrated Natural Gas and Oil Exploration and Production Company. Office of Scientific and Technical Information (OSTI), April 1999. http://dx.doi.org/10.2172/6059.

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Shulman, Holly, and Nicole Ross. Additive Manufacturing for Cost Efficient Production of Compact Ceramic Heat Exchangers and Recuperators. Office of Scientific and Technical Information (OSTI), October 2015. http://dx.doi.org/10.2172/1234436.

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Heitzenroeder, P., T. Brown, G. Neilson, F. Malinowski, L. Sutton, B. Nelson, D. Williamson, et al. The Production Phase for the National Compact Stellarator Experiment (NCSX) Modular Coil Winding Forms. Office of Scientific and Technical Information (OSTI), October 2005. http://dx.doi.org/10.2172/899589.

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Huttrer, G. W. Technical and economic evaluation of selected compact drill rigs for drilling 10,000 foot geothermal production wells. Office of Scientific and Technical Information (OSTI), November 1997. http://dx.doi.org/10.2172/565587.

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Kostarakos, Ilias, and Petros Varthalitis. Effective tax rates in Ireland. ESRI, November 2020. http://dx.doi.org/10.26504/rs110.

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This article provides estimates of the effective tax rates in Ireland for the 1995-2017 period. We use these aggregate tax indicators to compare the developments in the Irish tax policy mix with the rest of the European Union countries and investigate any potential relation with Ireland’s macroeconomic performance. Our findings show that distortionary taxes, e.g. on factors of production, are significantly lower while less distortionary taxes, e.g. on consumption, are higher in Ireland than most European countries. Thus, the distribution of tax burden falls relatively more on consumption and to a lesser extent on labour than capital; while in the EU average the norm is the opposite. The descriptive analysis indicates that this shift in the Irish tax policy mix is correlated with the country’s strong economic performance.
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Schubert, Maike, and Daniel Zenhäusern. Performance Assessment of Example PVT-Systems. IEA SHC Task 60, December 2020. http://dx.doi.org/10.18777/ieashc-task60-2020-0009.

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The performance of 26 PVT-Systems was analysed and compared in IEA-SHC Task 60. The systems are located in countries with different climatic conditions. The applications range from direct domestic hot water production and heating of public swimming pools to heat pump systems with PVT as the main heat source of the heat pump. The Key Performance Indicators (KPIs) determined for the different PVT solutions give the possibility to compare the systems despite their diversity. The goal was to show the potential of PVT collectors in different fields of application. The results show that the integration of PVT collectors in different kinds of well-dimensioned systems leads to competitive solutions, both from an energy and a financial perspective. Additionally the answers to a survey about control strategies for PVT systems, showing some main problems and possible solutions, are summarised.
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Faulkner, James. A Search for WW$\gamma$ and WZ$\gamma$ Triboson Production and Anomalous Quartic Gauge Couplings at $\sqrt{s}$ = 8 and 13~TeV within the Compact Muon Solenoid. Office of Scientific and Technical Information (OSTI), January 2016. http://dx.doi.org/10.2172/1335645.

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Roye, Thorsten. Unsettled Technology Areas in Deterministic Assembly Approaches for Industry 4.0. SAE International, August 2021. http://dx.doi.org/10.4271/epr2021018.

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Increased production rates and cost reduction are affecting manufacturing in all sectors of the mobility industry. One enabling methodology that could achieve these goals in the burgeoning “Industry 4.0” environment is the deterministic assembly (DA) approach. The DA approach is defined as an optimized assembly process; it always forms the same final structure and has a strong link to design-for-assembly and design-for-automation methodologies. It also looks at the whole supply chain, enabling drastic savings at the original equipment manufacturer (OEM) level by reducing recurring costs and lead time. Within Industry 4.0, DA will be required mainly for the aerospace and the space industry, but serves as an interesting approach for other industries assembling large and/or complex components. In its entirety, the DA approach connects an entire supply chain—from part manufacturing at an elementary level to an OEM’s final assembly line level. Addressing the whole process of aircraft design and manufacturing is necessary to develop further collaboration models between OEMs and the supply chain, including addressing the most pressing technology challenges. Since all parts aggregate at the OEM level, the OEM—as an integrator of all these single parts—needs special end-to-end methodologies to drastically decrease cost and lead time. This holistic approach can be considered in part design as well (in the design-for-automation and design-for-assembly philosophy). This allows for quicker assembly at the OEM level, such as “part-to-part” or “hole-to-hole” approaches, versus traditional, classical assembly methods like manual measurement or measurement-assisted assembly. In addition, it can increase flexibility regarding rate changes in production (such as those due to pandemic- or climate-related environmental challenges). The standardization and harmonization of these areas would help all industries and designers to have a deterministic approach with an end-to-end concept. Simulations can easily compare possible production and assembly steps with different impacts on local and global tolerances. Global measurement feedback needs high-accuracy turnkey solutions, which are very costly and inflexible. The goal of standardization would be to use Industry 4.0 feedback and features, as well as to define several building blocks of the DA approach as a one-way assembly (also known as one-up assembly, or “OUA”), false one-way assembly, “Jig-as-Master,” etc., up to the hole-to-hole assembly approach. The evolution of these assembly principles and the link to simulation approaches are undefined and unsolved domains; they are discussed in this report. They must be discussed in greater depth with aims of (first) clarifying the scope of the industry-wide alignment needs and (second) prioritizing the issues requiring standardization. NOTE: SAE EDGE™ Research Reports are intended to identify and illuminate key issues in emerging, but still unsettled, technologies of interest to the mobility industry. The goal of SAE EDGE™ Research Reports is to stimulate discussion and work in the hope of promoting and speeding resolution of identified issues. SAE EDGE™ Research Reports are not intended to resolve the challenges they identify or close any topic to further scrutiny.
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