Anil Engineering Limited is an Indian steel manufacturing company established in 1984. It has since expanded to include various steel production processes and facilities. The company places strong emphasis on quality processes and has attained certifications like ISO 9001. Its quality policy focuses on customer satisfaction, continuous quality improvement, and compliance with standards. Key quality processes include management review, training, internal audits, and various production steps like iron making, BOF processing, and bloom casting. The organizational structure is headed by a Chairman and includes departments for human resources, finance, production, purchase, marketing, inspection, maintenance, and storage.
This document is Leigh Slauson's dissertation on students' conceptual understanding of variability. It investigates how students understand two measures of variability - standard deviation and standard error. Two introductory statistics classes were taught, one with traditional lecture and one with hands-on active learning labs. Both classes took a pre-test and post-test to assess understanding. The analysis found that students in the active class improved their understanding of standard deviation concepts, but not standard error concepts. Interviews suggested understanding connections between data distributions and measures of variability is important for standard error. Further research is needed on students' prior knowledge of sampling distributions and the role of probability concepts.
A histogram is a graph that displays the frequency of data using bars of different heights. It uses intervals on the x-axis to bin the data and the height of each bar represents how many scores fall into that interval. The document provides examples of histograms showing data on student sleep habits, dice rolls, movie ticket prices, coin flips, math test scores, travel times to school, and pet ownership. It includes problems asking readers to interpret data from the histograms and draw their own histograms for additional data sets.
The document outlines 5 axioms of probability:
1) Probabilities are non-negative
2) Probabilities of mutually exclusive events add
3) The probability of the sample space is 1
It then proves 5 theorems about probability:
1) The probability of an event equals 1 minus the probability of its complement
2) The probability of the impossible event (the empty set) is 0
3) The probability of a subset is less than or equal to the probability of the larger set it is contained within
4) A probability is between 0 and 1
5) The addition law - for two events the probability of their union equals the sum of their probabilities minus the probability of their intersection
The document summarizes the economic production quantity (EPQ) model and its extensions. It discusses:
1) The EPQ model balances fixed ordering costs and inventory holding costs to determine optimal production/order quantities and intervals.
2) The economic order quantity (EOQ) model is a special case where production rate is infinite and demand is met through ordering.
3) Sensitivity analysis shows how the optimal solutions change with different parameters like production rate and setup costs.
This document provides an introduction to queueing theory, covering basic concepts from probability theory used in queueing models like random variables, generating functions, and common probability distributions. It then discusses fundamental queueing models and relations, including Kendall's notation for describing queueing systems and Little's Law relating average queue length and waiting time. Specific queueing models are analyzed like the M/M/1, M/M/c, M/Er/1, M/G/1, and G/M/1 queues.
The document summarizes key concepts about queuing systems and simple queuing models. It discusses:
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2) Performance measures for queuing systems such as average delay, waiting time, and number of customers.
3) The M/M/1 queuing model where arrivals and service times follow exponential distributions with a single server. Expressions are given for performance measures in this model.
4) How limiting the queue length to a finite number affects performance measures compared to an infinite queue system.
The document provides information on Visakhapatnam Steel Plant's quality management system. It outlines the company's name, address, products, turnover, and future expansion plans. The quality manual covers the scope and exclusions of the quality management system, describes the process management approach, and lists the main sections and processes that make up the system, including production, inspection, maintenance, and training. It aims to consistently meet customer and regulatory requirements for steel products.
This document provides an overview of basic probability and statistics concepts. It covers variables, descriptive statistics like mean and standard deviation, frequency distributions through histograms, the normal distribution, linear regression, and includes a practice test in the appendices. Key topics are qualitative and quantitative data, parameters versus statistics, measures of central tendency and dispersion, and generating frequency tables and histograms from data sets.
The document discusses transportation problems and assignment problems in operations research. It provides:
1) An overview of transportation problems, including the mathematical formulation to minimize transportation costs while meeting supply and demand constraints.
2) Methods for obtaining initial basic feasible solutions to transportation problems, such as the North-West Corner Rule and Vogel's Approximation Method.
3) Techniques for moving towards an optimal solution, including determining net evaluations and selecting entering variables.
4) The formulation and algorithm for solving assignment problems to minimize assignment costs while ensuring each job is assigned to exactly one machine.
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Applied statistics and probability for engineers solution montgomery && rungerAnkit Katiyar
This document is the copyright page and preface for the book "Applied Statistics and Probability for Engineers" by Douglas C. Montgomery and George C. Runger. The copyright is held by John Wiley & Sons, Inc. in 2003. This book was edited, designed, and produced by various teams at John Wiley & Sons and printed by Donnelley/Willard. The preface states that the purpose of the included Student Solutions Manual is to provide additional help for students in understanding the problem-solving processes presented in the main text.
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M.Venugopala Rao has over 18 years of experience in fiber glass and rotor blade manufacturing. He is currently the Production Head at Inox Wind Ltd in Ahmedabad, India, overseeing rotor blade production. Prior to this, he held managerial roles at Suzlon Energy Ltd, RRB Energy Ltd, and Enercon (India) Ltd, gaining experience in composite manufacturing and quality systems. He holds a Diploma in Ceramic Technology and B.Tech and MBA degrees.
The document provides an overview of Carborundum Universal Limited (CUMI), an Indian manufacturer of abrasives, ceramics, and electro minerals. It describes CUMI's history, products, departments, and findings from a study conducted at one of its manufacturing plants. The summary is:
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The document discusses a marketing research project conducted on Yo Bykes, an electric scooter brand. The research aimed to understand customer awareness, buying behavior, and analyze the market situation and impact of promotions on sales. It found Yo Bykes was struggling to capture the market due to a lack of bank loans for purchase, low speed, and no registration or insurance available for the bikes. The research suggested Yo Bykes needs to focus on promotions and expanding outlets to make purchases easier for customers.
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The document provides information about Airtech India Private Limited, including its establishment in 1979 and product range. It manufactures and supplies industrial equipment such as centrifugal blowers, bag houses, cyclone separators, multi-cyclones, wet & dry scrubbers, and spray booths. It has an advanced manufacturing plant near Bangalore Airport and Chennai Seaport. The company realizes its responsibility towards society and environment by following quality and environmental standards.
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Om Prakash Pandey has over 25 years of experience in procurement and project management roles for large steel and aluminum companies in India and abroad. His most recent role is as Chief Procurement Officer for ArcelorMittal Temirtau in Kazakhstan, where he leads procurement of $1.1 billion annually and has delivered over $200 million in savings. He holds an engineering degree from IIT Kharagpur and an MBA and has a proven track record of successfully delivering large capital projects on time and on budget.
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- Under the leadership of
The document provides an organizational study of Steel Industries Kerala Limited (SILK). It details SILK's profile, including its establishment in 1975 as a government undertaking. SILK has 5 manufacturing units and 2 service divisions. The study describes the vision, mission and various departments of SILK, including human resources, finance, production, materials and projects, and marketing. The conclusion is that the organization is not working properly due to management inefficiencies.
Aditya Kaushik is seeking a challenging opportunity in plant operations, project management, or quality assurance that allows him to utilize his skills. He has over 10 years of experience in these areas, currently serving as Unit Head for Sharp Mint Ltd. in Bhiwadi, Rajasthan. His responsibilities include overseeing production, maintenance, quality systems, and projects. He aims to improve efficiency, productivity, and safety.
This document provides an overview of Electrosteel Steels Limited (ESL), including its vision, mission, products, organizational structure, and corporate social responsibility activities. It discusses ESL's parent company, Electrosteel Group, outlining its history dating back to 1955. The Electrosteel Group includes companies like Electrosteel Casting Limited, Srikalahasthi Pipes Limited, and ESL. The document then introduces the topic of employee retention and its importance for organizations.
Ispat Industries Ltd. is an integrated steel plant in India that produces high quality steel. It was established in 1976 in Indonesia as Ispat Indo and has since expanded to multiple facilities across India. The company uses cutting edge steelmaking technologies and has achieved several industry firsts. It has a rigorous recruitment process that involves getting jobs posted, advertising openings, screening applications, interviewing candidates, extending offers, and onboarding new hires according to established guidelines.
The document provides an overview of ArcelorMittal's self-awareness and development tool. It discusses how the tool aims to increase self-awareness through self-ratings and feedback to understand strengths and areas for development. The tool uses a personality and leadership style assessment to provide multi-source feedback to employees to help with personal development planning and is aligned with ArcelorMittal's values and competencies. The tool has been used by over 800 employees since its launch in 2008 and provides individual feedback sessions to help employees identify development objectives.
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11. implementaion of lean manufacturing in auto industryAlexander Decker
This document summarizes lean manufacturing principles and their implementation in the auto industry. It discusses the five main lean principles of value, value stream, flow, pull, and perfection. It then describes the four thrusts of lean manufacturing implementation: solid leadership, team-based cultures, effective communication systems, and continuous improvement processes. Several auto manufacturers and their lean systems are provided as examples. Results from implementing lean at various companies show significant reductions in costs, waste, defects, and production time, as well as increases in productivity, sales, and inventory turns.
5.[56 60] implementaion of lean manufacturing in auto industryAlexander Decker
This document summarizes the implementation of lean manufacturing principles in the auto industry. It discusses the five main lean principles of value, value stream, flow, pull, and perfection. It describes how Toyota pioneered lean manufacturing techniques in the 1950s and 1960s. The document also outlines the four thrusts that lean organizations focus on: solid leadership, team-based cultures, communication systems, and simultaneous development and continuous improvement processes. It provides examples of productivity improvements that companies in various industries experienced after implementing lean principles.
5.[56 60] implementaion of lean manufacturing in auto industryAlexander Decker
This document summarizes the key principles of lean manufacturing as implemented in the auto industry. It discusses five main lean principles: value, value stream, flow, pull, and perfection. It also outlines four thrusts that lean organizations focus on: solid leadership, team-based cultures, communication systems, and simultaneous development and continuous improvement processes. Several auto manufacturers and other industries that have implemented lean principles are provided as examples. The results of lean implementations at two companies show significant reductions in production times, inventory levels, and improvements in productivity. Overall, the document provides an overview of lean manufacturing concepts and their application in various industries including auto.
The document discusses time and space complexity analysis of algorithms. Time complexity measures the number of steps to solve a problem based on input size, with common orders being O(log n), O(n), O(n log n), O(n^2). Space complexity measures memory usage, which can be reused unlike time. Big O notation describes asymptotic growth rates to compare algorithm efficiencies, with constant O(1) being best and exponential O(c^n) being worst.
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This document discusses conceptual problems in statistics, testing, and experimentation in cognitive psychology. It identifies three main sources of variability in psychological data: (1) participant interest and motivation, (2) individual differences, and (3) potentially stochastic cognitive mechanisms. Addressing this variability poses challenges for developing normative and descriptive models of cognition and for making inferences from group-level data to individuals. The document also discusses approaches like individual differences research and modeling heterogeneous groups to help address these challenges.
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Anil Engineering Limited is an Indian steel manufacturing company established in 1984. It has since expanded to include various steel production processes and facilities. The company places strong emphasis on quality processes and has attained certifications like ISO 9001. Its quality policy focuses on customer satisfaction, continuous quality improvement, and compliance with standards. Key quality processes include management review, training, internal audits, and various production steps like iron making, BOF processing, and bloom casting. The organizational structure is headed by a Chairman and includes departments for human resources, finance, production, purchase, marketing, inspection, maintenance, and storage.
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1. ANIL ENGINEERING LIMITED
(A brief write up about the organization)
SUBMITTED BY:-
Ankit Katiyar
M.tech (QROR) 1st Year
Indian Statistical Institute , Kolkata
3. 1.1 Organization history
Anil Engineering Limited was incorporated in 1984 and was granted the first Industrial
License by Government of India for manufacturing Galvanised Plain/Corrugated Sheets. To
better provide steel solutions to an increasingly sophisticated marketplace, AEL set up a
highly advanced cold rolling reversing mill, in collaboration with Hitachi Ltd. of Japan, to
manufacture a wide range of cold rolled carbon steel strips. In 1988 it installed a colour
coating line and was granted Industrial License for Cold Rolled Sheets. In 1994 Business
interests within the Group were demarcated. In the same year, it commissioned the world’s
largest gas-based single mega module plant for manufacturing direct reduced iron (sponge
iron), at its Maharashtra-based Dolvi plant. In 1995 hot strip mill with Continuous Strip
Processing (CSP) technology was installed at Dolvi. In 1998, integrated steel plant for the
production of hot rolled coils was launched, using technologies such as the Conarc Process
for steel making and the Compact Strip Process. Year 2000 saw the erection and
commissioning of a 2 MTPA blast furnace at the Dolvi steel complex. Sponge iron capacity
was increased from 1.2 MTPA to 1.4 MTPA in the year 2003. Year 2004 saw the increase in
capacity of Hot rolled coil from 1.5 MTPA to 2.4 MTPA and Sponge iron from 1.4 MTPA to
1.6 MTPA.
Anil Engineering Limited (AEL) has consistently placed an added emphasis on quality
processes within the organisation. Its strict adherence to standards of excellence in quality has
seen the company attain the QS 9000 and ISO 14001 certifications.
AEL's unwavering focus on quality is epitomised by its efficient work force, its adoption of
the latest international technology and its exemplary product standards that emerge from the
most stringent quality control tests. Additionally, it boasts technologically advanced
machines and systems, professional management and a pioneering zeal that is constantly in
search for a new model of production. At AEL, all these ingredients are synthesised to create
an indomitable spirit for excellence.
Total customer service and satisfaction are of prime importance to AEL and act as drivers of
the company's quality initiatives. In line with achieving its goals of operating on par with
global standards, AEL has introduced a number of internationally recognised quality
initiatives, including Six Sigma, Total Quality Management and Total Productive
Management. These initiatives have aided the company in putting in place efficient systems
to ensure the timely supply of quality products and services.
4. 1.2 CONTENT
AEL Group is one of the fastest growing business conglomerates with a strong presence in
the core economic sector. This Arpit Katiyar led enterprise has grown from a steel rolling
mill in 1982 to a multi business conglomerate worth US $10 billion within a short span of
time.
As part of the US $ 16.5 billion A.K Katiyar Group, AEL Group has diversified interests in
Steel, Energy, Minerals and Mining, Aluminium, Infrastructure and Logistics, Cement and
Information Technology.
On its road to growth and expansion, the Group is also conscious about its responsibility
towards environment and social development. Eco-efficiency is a matter of principle.
Preventive measures for damage to the environment are taken into account at the planning
stage of production and growth. It is committed to harness its growth potential at its best and
sustain profitable growth and to deliver high quality and cost competitive products and be the
first choice of customers. To create an inspiring work environment to unleash the creative
energy of people and to achieve excellence in enterprise management. To be respected
corporate citizen, ensure clean and green environment and develop vibrant communities
around us. In line with the vision in National Steel Policy envisaging 124 MT steel by 2019-
20, AEL is also planning to expand its capacity from 3.6 MT to 6.3 MT. After considering
the buoyancy in domestic steel market for long products, which is the product mix of AEL
and the high acceptance of AEL’s brand image in the market, an expansion plan has been
proposed.
2.1 Quality Objective
The management of AEL establishes annual key initiatives, which include quality objectives
which are derived from the Quality Policy. Quality objectives are established to support our
organization’s efforts in achieving our quality policy and reviewed annually for suitability.
Quality objectives are measurable, and reviewed against performance goals at each
management review meeting.
3.1. Quality Policy
3.1.1. Quality Policy Statements
The quality policies of AEL are:
To achieve total customer satisfaction through the supply of quality products and
services on time, as per mutually agreed specifications and terms.
To achieve this goal through the team effort of our committed employees and by
continuously elevating quality consciousness and concern for the environment in all
spheres of activity, in our prevailing responsive working atmosphere.
5. To comply with requirements and continually improve the effectiveness of the
Quality Management System as per ISO 9001:2008.
To be amongst the most admired & trusted Steel Producing Companies in India.
3.1.2. Important Process
1. Management Review and Monitoring
2. Training
3. Internal Audit
4. Marketing
5. Financial Management
6. Maintenance
7. Procurement
8. Iron Making Process
9. BOF Process
10. Bloom Casting
6. 4.1 Organisation Structure
Chairman cum
Managing
Director
Human Resource Production Purchase Marketing
Executive Finance Director Sales Manager
Head Manager Manager Manager
Director
Inspection Unit Maintenance Storage
Head Supervisor Supervisor