Opportunities for management consultancy exist when a potential client is faced with problems or uncertainties which cannot be overcome by his own resources, but, unless he is…
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Opportunities for management consultancy exist when a potential client is faced with problems or uncertainties which cannot be overcome by his own resources, but, unless he is aware that a service which may solve his problem exists, he cannot think of using it. It is therefore obvious that a consultancy should very seriously consider marketing itself. Outlines the kind of marketing programme which could be used by a medium‐sized consultancy, and which was used to enable a particular London‐based consultancy to increase its annual turnover by some 300 per cent over a period of five years.
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Argues that there is more to planning a factory or office block than buying a piece of land and building. Considers other questions including: should it be single‐ or…
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Argues that there is more to planning a factory or office block than buying a piece of land and building. Considers other questions including: should it be single‐ or multi‐storey?: where should each manufacturing or other facility be located in respect of related departments to ensure optimum utilization?: what considerations should be borne in mind when locating employee facilities such as washrooms or dining halls? Suggests that these problems and others can be made easier to solve by the use of such aids as facility relationship, travel, functional relationship and other charts. Describes and illustrates these aids. Explains that, when applied in practice, they provide much help in achieving the desired operating effectiveness.
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WHERE are we going? The aim is to double our standard of living in the next 25 years and, as Sir Alexander Fleck, K.B.E., Chairman of Imperial Chemical Industries Ltd., so aptly…
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WHERE are we going? The aim is to double our standard of living in the next 25 years and, as Sir Alexander Fleck, K.B.E., Chairman of Imperial Chemical Industries Ltd., so aptly staled recently, ‘The man who knows where he is going is the one who is most likely to arrive.’ One might venture to expand this statement by adding that he is still more likely to arrive if the cluttering debris of inefficient methods and movements are cleared away.
This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000004001. When citing the…
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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/EUM0000000004001. When citing the article, please cite: Edwin Wilde, (1994), “Dust, Sweep and Clean – A Case History”, Work Study, Vol. 43 Iss: 5, pp. 5 - 9.
THE contents of this issue incline very much towards the sphere of building and construction. There is a particular reason for this. The Advisory Service for the Building…
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THE contents of this issue incline very much towards the sphere of building and construction. There is a particular reason for this. The Advisory Service for the Building Industry, under its new director, Edwin Wilde, has organized a seminar for directors and chief executives of leading firms in that industry. For two days, on 9 and 10 January, they will be subjected to an intensive educational course in work study from experts.
Applies work study techniques to the agro‐industry, the industrywhich processes agricultural products for everyday consumption. Examinesthe peculiarities of agro‐industry…
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Applies work study techniques to the agro‐industry, the industry which processes agricultural products for everyday consumption. Examines the peculiarities of agro‐industry production lines and labour utilisation. Describes incentives, the planning process, and manpower planning. Concludes that the agro‐industry presents a whole host of problems not normally associated with process industry.
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Reports on a job evaluation service provided for a national firm ofwholesalers. Discusses how consultants were retained to establish anobjective grading structure; devise an…
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Reports on a job evaluation service provided for a national firm of wholesalers. Discusses how consultants were retained to establish an objective grading structure; devise an appropriate salary scale; introduce a means of rewarding merit; calculate the costs of the change‐over; and finally recommend a programme of implementation.
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Some individuals are strongly motivated by personal pride in their achievements. A school teacher, for example, may feel a special glow of satisfaction when, through his or her…
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Some individuals are strongly motivated by personal pride in their achievements. A school teacher, for example, may feel a special glow of satisfaction when, through his or her coaching, a star pupil wins an important scholarship. This pleasure may, in fact, be great enough to erase any resentment which may have been aroused through inadequate pay or employment conditions. It may, indeed, give rise to new energy in the day‐to‐day chore of teaching less gifted students, in the hope that other successes may be achieved.
Discusses the reasons why a South African clothing manufacturingfirm found itself in the situation where, after an intense marketingeffort, its output had risen and its profits…
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Discusses the reasons why a South African clothing manufacturing firm found itself in the situation where, after an intense marketing effort, its output had risen and its profits had fallen. Details a consultancy′s preliminary findings and their time study analysis, analysis of profit and loss accounts, profit curve analysis, examination of material control and overheads, and finally standard minute cost control.
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Examines the factors to be considered when developing a functionallayout for new factories or offices. Considers the importance of gaininginformation from work studies, and…
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Examines the factors to be considered when developing a functional layout for new factories or offices. Considers the importance of gaining information from work studies, and developing an ideal layout before construction starts if the building is new. Concludes that factors such as travel times, facilities, communications, and location of equipment, and the opinions of employees are all worthy of consideration.