Secondary Benchmarking Research Bibliographies TEMPLATE

Secondary BenchmarkingResearch Bibliographies

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Secondary Benchmarking Research Bibliographies

Title: Emergency department operational metrics, measures, and definitions: results of the second performance measures and benchmarking summit.

# of pages: 8

2011

Publisher: Elsevier

Database

reference: Pubmed.gov

Link: https://www.ncbi.nlm.nih.gov/pubmed/21067846

Rationale for Selection:

Jack Daniel Cooperage may be able to focus more on the skills that employees have which will be pertinent in ensuring that they are able to put in their best performance as far as the reduction of scrap waste is concerned.

.

Projected application to the MBP:

  • The personnel will be trained on the measures that they need to put in place to reduce scrap waste, thereby maximizing returns.

  • The management will also look into the causes of scrap waste for the purposes of reversing the problem.

Learning Points:

The management may be able to establish that the value of a company lies majorly in its ability to invest in the employees to realize better results.

Potential Application for future MBP teams:

Jack Daniel Cooperage could make consistent training of its personnel part of its core actions for the purposes of retaining high levels of performance among them.

Sustainable manufacturing tactics and cross-functional factory modeling.

# of pages: 11

2013

Publisher: Elsevier

Database reference: Science Direct

Link: http://www.sciencedirect.com/science/article/pii/S0959652612005999

Rationale for Selection:

Jack Daniel Cooperage may be able to enhance its production levels and minimize on the wastage that is brought about with the iron scrap waste. One of the ways could be through looking into the manufacturing processes to ascertain whether they are in line with the required measures to enhance production

.

Projected application to the MBP:

  • The company could put more focus on changing the manufacturing systems to be in such a way that they are able to reduce unnecessary wastes, where possible.

  • Such actions could also include changing of machines and adopting ones that are highly efficient.

Learning Points:

  • The choice of equipment used for the production process is quite critical in ensuring that high results are achieved.

  • The same process also goes towards the maintenance of manufacturing equipment.

Potential Application for future MBP teams:

Jack Daniel Cooperage could go on with a constant assessment of work equipment and machinery to ensure that they meet the required standards for production.

Lean Is About Time-Particularly in Customer-Facing Services

# of pages: 1

January 2015

Publisher: Institute of Industrial Engineers-Publisher.

Database

reference: : ProQuest

Link: http://search.proquest.com/openview/58e05a2c0162ef5c546fbb0d07b4462d/1?pq-origsite=gscholar&ampcbl=51908

Rationale for Selection:

Jack Daniel Cooperage may be able to benefit from putting more effort into lean production as such a process gives rise to the case of cutting on any unwanted waste.

Projected application to the MBP:

Lean production could be enhanced through having proper methods that that run from the type of iron acquired to the production design put in place.

Learning Points:

The management may be able to put a lot of focus on the entire production process for the purposes of showing areas that could have laxity and aim to address them so as to reduce the wastage.

Potential Application for future MBP teams:

New methods need to be developed, especially in the change of design of the production process in order to help deal with the problem of iron scrap waste.

Advances in Factories of the Future, CIM, and Robotics&nbsp

# of pages: 251

2013

Publisher: Elsevier

Database reference: Elsevier

Link: https://books.google.co.ke/books?hl=en&amplr=&ampid=wkovBQAAQBAJ&ampoi=fnd&amppg=PP1&ampdq=waste+reduction+infactories&ampots=ZeONHrkAdB&ampsig=AdWhmNYDbe_IWcsSljaFSpO2qN0&ampredir_esc=y#v=onepage&ampq=waste%20reduction%20infactories&ampf=false

Rationale for Selection:

Jack Daniel Cooperage is able to learn from real-life examples of the measures that other companies put in place so as to reduce waste and ensure that they are able to optimize their activities fully.

Projected application to the MBP:

  • The company could explore some of the suggestions explained in the book which includes investing in new technologies to maximize returns

  • The company could also foster innovation among the employees through enhanced motivation and information-sharing.

Learning Points:

Waste reduction in factories is a continuous process which requires the input of various people.

The process also needs sound research that will come in handy for achieving the desired results.

Potential Application for future MBP teams:

  • The procedure could be used for other products that the company could wish to venture in, in the future.

  • The management could also roll out the strategy in its other plants.

Case study of construction waste reduction by modern methods of construction

# of pages: 6

2016

Publisher: Universal Journal of Management &amp Information Technology (UJMIT),

Database reference: Mackova

Link: http://www.upro.org.in/journals/index.php/ujmit/article/view/51

Rationale for Selection:

The Jack Daniel Cooperage company could make use of the views provided as to how waste is minimized in construction companies as they have some semblance in manufacturing companies because in both cases, materials are put in use.

Projected application to the MBP:

The company will be able to learn about the procedures that need to be put in place so as to ensure that a very low quantity of iron scrap waste is realized in the end, for the purposes of revamping its activities.

Learning Points:

  • A company may be able to assess various strategies for doing a given task with the aim of coming up with one that has high levels of efficiency.

  • Such companies could, therefore, adopt the measures that promise better results.

Potential Application for future MBP teams:

  • The company could assess different strategies in trying to solve other problems that may come up in the future in a bid to ensure that high levels of returns are realized.

  • This method could be a continuous process for all the activities that the company may engage in.

Three Rs of sustainable material management

# of pages: 4

2015

Publisher: Elsevier

Database reference: Emerald Insight

Link: http://www.emeraldinsight.com/doi/full/10.1108/JAMR-05-2015-0032

Rationale for Selection:

The Jack Daniel Cooperage company is able to put the three Rs (reduce, reuse and recycle) into consideration as it goes about its activities. Such a process will go a long way in ensuring that it is able to utilize the resources that it has, to the best of its capability so as to minimize any losses that could be realized.

Projected application to the MBP:

The company could make use of reduce, reuse and recycling more often and incorporate it in most of its activities for the purposes of cutting off the problem of iron scrap waste.

Learning Points:

  • Reuse, reduce and recycling is one of the best approaches that the company could put in use to ensure that it attains sustainability of its activities.

  • The company may also be able to make use of research conducted in other areas to make good use of these processes

Potential Application for future MBP teams:

  • The three Rs strategies could put into use in other ventures that the company could engage in, in future.

  • The company may also need to seek approaches that are cost effective even as it make use of the three Rs.

References

Cotsaftis, M., &amp Vernadat, F. (Eds.). (2013).&nbspAdvances inFactories of the Future, CIM, and Robotics&nbsp(Vol. 16).Elsevier.

Despeisse, M., Oates, M. R., &amp Ball, P. D. (2013). Sustainablemanufacturing tactics and cross-functional factory modeling.&nbspJournalof Cleaner Production,&nbsp42, 31-41.

Mackova, D., Spisakova, M., Mesaros, P., &amp Mandicak, T. (2016).Case study of construction waste reduction by modern methods ofconstruction.Universal Journal of Management &amp InformationTechnology (UJMIT),&nbsp1(1), 17-22.

Schonberger, R. J. (2015, January). Lean Is About Time-Particularlyin Customer-Facing Services. In&nbspIIE Annual Conference.Proceedings&nbsp(p. 1). Institute of IndustrialEngineers-Publisher.

Welch, S. J., Asplin, B. R., Stone-Griffith, S., Davidson, S. J.,Augustine, J., Schuur, J., &amp Alliance, E. D. B. (2011). Emergencydepartment operational metrics, measures, and definitions: results ofthe second performance measures and benchmarking summit.&nbspAnnalsof emergency medicine,&nbsp58(1), 33-40.

Yadav, S. S., &amp Shankar, R. (2015). Three Rs of sustainablematerial management.&nbspJournal of Advances in ManagementResearch,&nbsp12(2).