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December 15, 1966 Building and construction — Safety regulations — “Machinery” Portable tool — Cutting wheel with partly uncovered flexible revolving shaft — Power derived from convenient electricity supply — Whether uncovered part of revolving shaft a “dangerous part of other machinery” — Whether duty to guard — Whether risk of accident foreseeable — Whether failure to guard negligence at common law — Construction (General Provisions) Regulations, 1961 (S.I. 1961 No. 1580), reg. 42.

March 1, 1966 Factory — Dangerous machinery (fencing) — “Machinery” — Mobile crane — Whether “machinery” — Factories Act, 1961 (9& 10 Eliz. II, c. 34), s. 14(1).

October 21, 1970 Factory — Dangerous machinery — Dangerous combination of machinery and material — Danger arising from “nip” between moving workpiece and imperceptibly moving boring bar — Automatic cooling device — Coolant applied by hand — Practice known to employers — Workman's hand caught in “nip” — Whether duty on employers to fence boring bar — Whether dangerous part of machinery — Danger of accident foreseen by employers — Whether foreseeable — Workman unable to establish exactly how accident happened — Materiality — Factories Act, 1961 (9 & 10 Eliz. II, c.34), s.14 (1).

To achieve a full understanding of the role of marketing from plan to profit requires a knowledge of the basic building blocks. This textbook introduces the key concepts in the art or science of marketing to practising managers. Understanding your customers and consumers, the 4 Ps (Product, Place, Price and Promotion) provides the basic tools for effective marketing. Deploying your resources and informing your managerial decision making is dealt with in Unit VII introducing marketing intelligence, competition, budgeting and organisational issues. The logical conclusion of this effort is achieving sales and the particular techniques involved are explored in the final section.

During the interwar period, the Netherlands experienced a phase of rapid industrialization and mechanization and saw the introduction of many new labor-saving techniques on the shop floor. This process, which went under the name “rationalization of production,” caused great concern in the labor movement and sparked an intensive debate over the existence and extent of technological (or permanent) unemployment. Although the problem of technological unemployment was denied by the mainstream economists of the day, the problem was addressed by left-wing, mathematically trained economists such as Theo van der Waerden and Jan Tinbergen. They sought for rigorous “scientific” arguments that would convince policymakers, colleagues, and the public of socialist employment policies.

This chapter shows that van der Waerden and Tinbergen used ever-increasing formal methods to face the issue of rationalization, which became politically relevant and controversial in the specific context of the interwar period. Their new scientific tools gave them esteem and influence. In their role as advisers to the government, they gained influence and were able to recommend policies that were in accordance with their political beliefs.

This study consists of an examination of productivity growth following three major technological breakthroughs: the steam power revolution, electrification and the ICT revolution. The distinction between sectors producing and sectors using the new technology is emphasized. A major finding for all breakthroughs is that there is a long lag from the time of the original invention until a substantial increase in the rate of productivity growth can be observed. There is also strong evidence of rapid price decreases for steam engines, electricity, electric motors and ICT products. However, there is no persuasive direct evidence that the steam engine producing industry and electric machinery had particularly high productivity growth rates. For the ICT revolution the highest productivity growth rates are found in the ICT-producing industries. We suggest that one explanation could be that hedonic price indexes are not used for the steam engine and the electric motor. Still, it is likely that the rate of technological development has been much more rapid during the ICT revolution compared to any of the previous breakthroughs.

April 21, 1969 Offices, Shops and Railway Premises — Employment of young persons — Safety precautions — Bacon slicer blade in butcher's shop — Young employee injured while cleaning blade — Whether blade “moving part” of machinery — “Exposes” to risk of injury — Whether employers used all “due diligence” to prevent the injury — Offices, Shops and Railway Premises Act, 1963 (c.41), ss. 18(1), 67.

The role of information within management is in a state of dramatic transformation. Managers must grasp and act on the implications of this change if they are to maintain their competitive position both corporately and as individuals. Information technology continues to develop at an exponential rate. But it is only an extension of what has gone before, and should be understood and used in this light. Vastly more information relevant to managers is now accessible than ever before, particularly through the use of electronic databases and networks. A selective listing of major business information databases is provided. Individual managers, whatever their function, must learn to take full advantage of the information resources available to them, and do so continuously as part of their management techniques. Organisations must develop an information strategy and corporate structure which ensures the fullest use of internal and external resources. The position of the librarian within this overall task remains well‐placed, although his relevance and role remain very much a question for his own initiative.

The purpose of this paper is to develop and implement methods to benchmark the food safety and hygiene of different companies, regardless the management systems applied.

The data were collected using a balanced questionnaire which was based on the fishbone model of Ishikawa. The questionnaire includes general questions about the company and 25 questions about personnel, machinery, materials, methods and environment. It was applied to 202 food industries, 42 food retail businesses and 49 food service companies. The data were collected from interviews of industry people related to food safety and from audits of business facilities. The benchmarking methods were descriptive statistics, radar charts, cluster analysis and association rules.

The radar charts were used to benchmark food companies on safety and hygiene. Food companies can be evaluated with this benchmarking tool with a balanced score of maximum 100 points.

This benchmarking tool could be useful for food control authorities, clusters of companies and certification bodies.

One of most important tools for lean production is value stream mapping (VSM), which identifies and reduces errors, losses, waiting time and improves value adding time, leading to enhanced product quality through empowering production unit in terms of production risk and cost reduction in the long term. This paper aims to present a general concept for production flow, such that value stream can be fully understood. For this purpose, this research investigates the effect of value stream on operational losses and analyzes the process that has been conducted in preview step operationally, using the discovered pattern.

In this research, related processes were evaluated after the review of the relevant literature and after extracting operational basics of lean approach using a questionnaire, such that all factors affecting operational losses and VSM were assessed. Then comparison between the result of current state map and the result of future state map were done and analyzed. Cronbach’s alpha was calculated to test the designed questionnaire’s reliability, which resulted in an acceptable level of 0.845. The structural equation modeling method through SPSS and Smart–Partial Least Square was applied to analyze the data and test the hypotheses.

The results reveal that implementing required changes and corrections will lead directly to production process improvement, which, in turn, results in higher customer satisfaction because of cost reduction and quality enhancement. Also, tests of the hypotheses confirm that VSM affects six operational losses, namely, equipment failures, set-up and changeovers, idling and minor stoppages, reduced speed operation, scrap and rework and startup losses.

Though this study was done in a single manufacturing company, the implementation of this study delivers important results that can be deployed in other such manufacturing companies.

This tool helps to identify loss points, make right decisions, and choose the best methods and lean tools for improvement. The surveyed company can integrate lean principles and tools and achieve better results using this tool. Also, this tool could be used to analyze the process and to define necessary changes before changing the process components.

This study contributes to the body of knowledge in manufacturing research as the study regarding the effects of improvement opportunities identified through VSM on operational losses is still something new.