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Article
Publication date: 1 August 1968

New Digital Inertial Navigation System ELLIOTT‐AUTOMATION are producing a digital inertial navigation system for Jaguar, which combines the accuracy and reliability of digital…

50

Abstract

New Digital Inertial Navigation System ELLIOTT‐AUTOMATION are producing a digital inertial navigation system for Jaguar, which combines the accuracy and reliability of digital computation with an inertial platform achieving high accuracy at low cost and with a pictorial map display. The new system makes full use of Elliott's proven experience in airborne computing and inertial system production. The floated rate gyros are manufactured by the British Aircraft Corporation and the system does not depend on imported components. There is considerable export potential.

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Aircraft Engineering and Aerospace Technology, vol. 40 no. 8
Type: Research Article
ISSN: 0002-2667

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Article
Publication date: 1 September 1961

The amount spent by British industry during 1960 on packaging is estimated to be the same as the figure popularly quoted as being the cost to the U.K. of corrosion—£600 million…

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Abstract

The amount spent by British industry during 1960 on packaging is estimated to be the same as the figure popularly quoted as being the cost to the U.K. of corrosion—£600 million. Precautions against corrosion in packaging must contribute much to this figure. Whilst new materials in the anti‐corrosion field do not occur with the same frequency as new package constructions or ancillary equipment, modifications to existing materials can make considerable differences. As the International Packaging Exhibition at Olympia (September 5–15) shows, a packaging film, paper or foil produced with a new coating, in a new grade or even in a new thickness may well be just as important as a completely new material. This short review of the exhibition, together with the packaging features on other pages, gives an up‐to‐the‐minute picture of what is now available.

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Anti-Corrosion Methods and Materials, vol. 8 no. 9
Type: Research Article
ISSN: 0003-5599

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Article
Publication date: 24 October 2021

Matthias M. Meyer, Andreas H. Glas and Michael Eßig

The SARS-CoV-2 pandemic has had severe effects on economies worldwide and, in particular, on public institutions that must keep their operations running while supply chains are…

602

Abstract

Purpose

The SARS-CoV-2 pandemic has had severe effects on economies worldwide and, in particular, on public institutions that must keep their operations running while supply chains are interrupted. The purpose of this study is to examine how public institutions act during a pandemic to ensure the security of supply.

Design/methodology/approach

The distinct focus is if, why and how public institutions have adopted additive manufacturing (AM) – a production technology colloquially known as three-dimensional printing in which a product is created by joining raw material layer by layer based on a digital model (computer-aided design [CAD] file) of the product – in reaction to supply disruptions caused by the SARS-CoV-2 pandemic. For this purpose, four cases within the context of the pandemic supply disruption are used as the units of analysis.

Findings

The findings are twofold: public institutions reacted, on the one hand, with a behavioral solution approach, trying to solve the supply disruption with new or changed forms of cooperation and collaboration. On the other hand, public institutions used a technical solution approach (TSA) as a supply disruption response and intensified their use of AM.

Research limitations/implications

This research derives an implications model that focuses on the TSA. Considering the ex ante and ex post phases of the disruption, several effects of AM on resilience are identified. The most relevant is the long-term learning effect (i.e. AM data created during this disruption might also help in a new disruption).

Practical implications

Practitioners who act under extreme pressure and uncertainty are informed by cases that have managed to close bottleneck situations with either a behavioral or TSA. Specific strategies are given for how public buyers could use AM within a pandemic situation to mitigate supply bottlenecks, such as increasing their robustness by localizing sourcing and increasing agility by combining traditional and additive supply sources. Additionally, insights are provided into how public organizations can increase their level of preparedness by including disruption paragraphs, establishing CAD databases, in contract clauses and keeping reserve contracts with AM service providers.

Originality/value

This research contrasts behavioral and technical solution concepts for a pandemic in the public sector. Thus, it provides insights into the relative benefits of AM and causes and effect with regard to how AM affects supply robustness and agility.

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Case study
Publication date: 17 October 2012

Rik Paul

Marketing

Abstract

Subject area

Marketing

Study level/applicability

The case is suitable for MBA/MS students.

Case overview

The famous Taj Mahal Palace and Towers became the centre of one of the most deadly terrorist attacks in the Indian sub continent on the night of 26 November 2008, which became famous as “26/11”. Terrorists created havoc shooting guests on sight and throwing grenades. The attacks lasted for three days but all of the four terrorists who entered Taj were killed. The terrorists had killed 160 people across Mumbai. Of these, 36 died at the Taj Mahal Palace and Towers, Mumbai. The dead included 14 guests, most of whom were foreign nationals. However, due to the selfless and extraordinary behavior of the employees and the staff of Taj, many guests were saved. They put forth an extraordinary example justifying the Indian code of conduct towards guests, “Atithi Devo Bhav” meaning “Guest is God”. In spite of knowing back exits and hiding spots, the employees did not flee, instead helping guests. The employees' behavior during the crisis saved the lives of nearly300 guests. This gesture of Taj employees was much talked about, but it was amusing even for the management to explain why they behaved in that manner. The condition of Taj after the attacks was so disastrous that it would have been profitable to leave the hotel as it was rather than reopening it. This, however, would have dented the Taj brand as a whole, as well as the spirit of all employees and staff who had behaved bravely. Taj started its restoration and reopened a part of the Taj Mahal Palace and Towers on 21 December 2008. It became operational by August 2010. The case provides an opportunity to closely examine employee behavior in an extreme crisis situation, and the possible reasons and motivation behind such exceptional behavior which ultimately helped to sustain the Taj brand. However, the scope of the case can also be extended to illustrate recovery efforts typical to service industries.

Expected learning outcomes

The case is designed to enable students to understand: the employees role in service delivery; the service profit chain; the relationship between profitability, customer loyalty, employee satisfaction and loyalty, and productivity; service failure; service recovery; and the service recovery paradox.

Supplementary materials

Teaching notes are available. Please consult your librarian for access.

Details

Emerald Emerging Markets Case Studies, vol. 2 no. 8
Type: Case Study
ISSN: 2045-0621

Keywords

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Article
Publication date: 1 November 2002

Techniques based on popular television game‐show culture and online gaming psychology were used to train car dealers around the world in the features of the new Jaguar X‐Type. The…

240

Abstract

Techniques based on popular television game‐show culture and online gaming psychology were used to train car dealers around the world in the features of the new Jaguar X‐Type. The CD‐ROM‐based training, designed to appeal to the competitive spirit of the Jaguar dealer, was commissioned by Jaguar Cars Ltd as a practical, fun and user‐friendly bespoke e‐learning tool that could be sent to dealers ahead of the “traditional” launch training.

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Human Resource Management International Digest, vol. 10 no. 6
Type: Research Article
ISSN: 0967-0734

Keywords

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Article
Publication date: 1 May 1983

To claim a first time 100% perfect paint finish on every Jaguar car body shell as it comes down the production line would seem to be tempting providence too far. Yet according to…

22

Abstract

To claim a first time 100% perfect paint finish on every Jaguar car body shell as it comes down the production line would seem to be tempting providence too far. Yet according to Carrs Paints a recent in‐depth study by Jaguar Cars Ltd. to establish new paint production standards and procedures at its Castle Bromwich factory has proved so successful that the need for paint rectification on the 560 bodies a week is now minimal.

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Pigment & Resin Technology, vol. 12 no. 5
Type: Research Article
ISSN: 0369-9420

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Article
Publication date: 1 March 1994

Jaguar Ltd

A look at Jaguar’s new state‐of‐the‐artassembly line at its Browns Lane Plant. Describes the installation of the newproduction line which took only three weeks and the advantages…

867

Abstract

A look at Jaguar’s new state‐of‐the‐art assembly line at its Browns Lane Plant. Describes the installation of the new production line which took only three weeks and the advantages of single track assembly. Also describes the doors‐off build facility and the drive conveyor system which allows the engine, gearbox and suspension to be sub assembled away from the vehicle.

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Assembly Automation, vol. 14 no. 1
Type: Research Article
ISSN: 0144-5154

Keywords

Available. Content available
Article
Publication date: 1 September 1999

94

Abstract

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Assembly Automation, vol. 19 no. 3
Type: Research Article
ISSN: 0144-5154

Keywords

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Article
Publication date: 1 July 1967

Mr E. W. Jones has been appointed Chairman and Dr J. Shields Managing Director of A.E.I. Thorn Semiconductors Ltd. This new company, formed to combine the semiconductor interests…

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Abstract

Mr E. W. Jones has been appointed Chairman and Dr J. Shields Managing Director of A.E.I. Thorn Semiconductors Ltd. This new company, formed to combine the semiconductor interests of A.E.I, and Thorn, is managed by A.E.I, through its Electronics Group.

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Aircraft Engineering and Aerospace Technology, vol. 39 no. 7
Type: Research Article
ISSN: 0002-2667

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Article
Publication date: 1 November 1963

The maintenance of an economic and high rate of production in industry depends to a large extent upon the ready availability of consumable cutting tools, small tools, production…

17

Abstract

The maintenance of an economic and high rate of production in industry depends to a large extent upon the ready availability of consumable cutting tools, small tools, production equipment and machine‐tool spares. To maintain traditional service to industry in the face of a growing demand for these items, a major reorganisation of storage and despatch facilities has recently been undertaken at the head works of Alfred Herbert Ltd., Coventry. This includes the provision of 26,000 ft. storage and despatch premises and the unification of the equipment and spares sales department.

Details

Work Study, vol. 12 no. 11
Type: Research Article
ISSN: 0043-8022

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