بایگانی برچسب برای: efficiency

A-comparison-of-performance-of-Islamic-and-conventionalbanks-2004–2009.[taliem.ir]

A comparison of performance of Islamic and conventional banks 2004–2009

We compare the efficiency of Islamic and conventional banks during the period 2004–2009 using data envelopment analysis (DEA) and meta-frontier analysis (MFA). The use of the non-parametric MFA allows for the decomposition of gross efficiency (i.e. the efficiency of banks when measured relative to a common frontier) into 2 components: net efficiency (the efficiency of banks measured relative to their own bank type frontier) and type efficiency (the efficiency which relates to modus operandi). This approach is new to the Islamic banking literature. The analysis is performed in two stages. The first stage employs DEA and MFA to compare banks on the basis of gross efficiency and its components (net and type). We find that Islamic banks are typically on a par with conventional ones in terms of gross efficiency, significantly higher on net efficiency and significantly lower on type efficiency. Second stage analyses, which account for banking environment and bank-level characteristics, confirm these results. The low type efficiency of Islamic banks could be attributed to lack of product standardization whereas high net efficiency reflects high managerial capability in Islamic banks. These findings are relevant to both policy-makers and regulators. In particular, Islamic banks should explore the benefits of moving to a more standardized system of banking, while the underperformance of conventional bank managers could be examined in the context of the on-going remuneration culture.
Improving Efficiency Using Time-Driven[taliem.ir]

Improving Efficiency Using Time-Driven Activity-Based Costing Methodology

Purpose: The aim of this study was to increase efficiency in MR enterography using a time-driven activity- based costing methodology. Methods: In February 2015, a multidisciplinary team was formed to identify the personnel, equipment, space, and supply costs of providing outpatient MR enterography. The team mapped the current state, completed observations, performed timings, and calculated costs associated with each element of the process. The team used Pareto charts to understand the highest cost and most time- consuming activities, brainstormed opportunities, and assessed impact. Plan-do-study-act cycles were developed to test the changes, and run charts were used to monitor progress. The process changes consisted of revising the workflow associated with the preparation and administration of glucagon, with completed implementation in November 2015. Results: The time-driven activity-based costing methodology allowed the radiology department to develop a process to more accurately identify the costs of providing MR enterography. The primary process modification was reassigning responsibility for the administration of glucagon from nurses to technologists. After implementation, the improvements demonstrated success by reducing non-value-added steps and cost by 13%, staff time by 16%, and patient process time by 17%. The saved process time was used to augment existing examination time slots to more accurately accommodate the entire enterographic examination. Anecdotal comments were captured to validate improved staff satisfaction within the multidisciplinary team. Conclusions: This process provided a successful outcome to address daily workflow frustrations that could not previously be improved. A multidisciplinary team was necessary to achieve success, in addition to the use of a structured problem-solving approach.
Optimization of Manufacturing System through World Class Manufacturing[taliem.ir]

Optimization of Manufacturing System through World Class Manufacturing

Each company struggles with the same question: How can I provide – at the lowest possible costs and with an acceptable delivery time – products or services that add maximum value for my customers? Firms must develop strategic objectives which result in a competitive advantage in the market place. There are many different methods which address this problem: Lean (the value adding organization), Six Sigma (the perfect organization), TOC (the unlimited organization), TPM (the smooth organization), RCM (the reliable organization) and QRM (the cellular organization). In addition, combinations of these methods exist, like Lean Six Sigma (value adding and perfect organization) and World Class (value adding and perfect and smooth organization). The aim of this work is to present establishments of the basic model of WCM for the logistics system in the automotive industry in order to improve the work standards. The result of this research was to develop principles on strategic objectives, performance measurement systems and performance measurement system linkages for improved organizational coordination.
Optimized Design Considering the Mass Influence of an Axial[taliem.ir]

Optimized Design Considering the Mass Influence of an Axial Flux Permanent-Magnet Synchronous Generator With Concentrated Pole Windings

In this paper, the efficiency optimization of an axial flux permanent-magnet synchronous generator with concentrated pole windings is examined for a 3.6 kW/2000 rpm combined heat and power application. Because the efficiency of the machine is important, specific measures are taken in order to reduce losses in the machine: thin laminated grain oriented material in the teeth, concentrated pole windings, and segmented magnets. A study of the influence of a limited set of geometry parameters on the efficiency of this type of machine is done, using both analytical and finite-element methods. In the analytical as well as in the finite- element model, the inherent 3-D geometry of the axial flux machine is approximated by multiple 2-D models at different radii in circumferential direction. Afterwards, the influence of mass on the optimal values of the geometry parameters and the efficiency is considered, and it is found that mass can be seriously decreased with only a small reduction in efficiency. Finally, the results of both methods are compared with measurements on a prototype to evaluate their validity.
Water is an economic good How to use prices to promote[taliem.ir]

Water is an economic good: How to use prices to promote equity, efficiency, and sustainability

In 1992 the Dublin Water Principles claimed ‘‘water as an economic good’’ for the first time in a UN setting. But water has been recognized as an economic good for many centuries before 1992. Throughout Europe and the early United States private water supply companies thrived in a wide variety ofsettings. The ‘‘sanitary revolution’’ ofthe 19th century saw the demand for public ownership and management ofmost ofthese companies in the name ofpublic health. This, of course, did not obviate the need for water to be treated as an economic good, but a heavy emphasis on the public-good nature ofwater and its disposal led to the development ofheavily subsidized public systems. With the exception ofFrance, this was the path followed in most countries around the world. In the late 1980s, however, the World Bank and other multilateral and bilateral institutions discovered the virtues of‘‘privatization’’ in the provision ofpublic services and with privatization all of the attendant problems of setting tariffs and prices.