'Mr singh' presentation slideshows

Developing a Faith Day in School

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DEFENCES TO CRIMINAL CHARGES

DEFENCES TO CRIMINAL CHARGES. Complete Defences Partial Defences to Murder. Partial Defences to Murder. Sometimes a defence does not completely excuse what you have done, but there is some reason for what you did. These are called partial defences

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Discuss the major problems faced by the organization.

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Essential of Management Case Studies CASE STUDY (20 Marks) The Super Steels Ltd. specializes in making steel molded furniture. The MD Mr Sukhdev Singh, formed the company in 1980s with a working capital of Rs. 5 lakhs and 10 people and started with commercial pieces of furniture. Gradually, the business grew an work force was also expanded. Their man recruits and diploma holders in technical traders as assembling, etc. and workers. The staff works in teams of six people to assemble inspect and approve a piece of furniture and teams were assigned for different products. The whole of the production area was partitioned for separate teams. The teams consist of team leader, two experienced workers and rest workers either fresh or on rotation. Teams are further organized in groups and each group has leaders of team as quality team. They take charge of production, output and quality of all teams as one group, discuss and improve upon themselves. All the groups are answerable to the production manager. Around twelve months ago, Mr Singh in consultation with his old friend decided to diversify into home furniture and developed a massive restructuring. He decided to call an industry expert to advice on the process, who after study, recommended a flow-line production process for all their products. Mr Singh accepted a plan and arranged for starting out the commercial operations. To avoid a loss of production the new manufacturing layout was introduced during the summer closing down of their factory. The workers while going on leave were informed that some changes would take place and they should be ready for it. Under the flow-line process, the manufacturing of furniture piece has to be broken into 6 element to be given to a worker, who sits in line alongside a track. The finished piece of furniture is then to be carried out to the inspection department and then to the quality department. After approval it is to be sent to stores. The track contains ten team of six workers per track. Once the workers returned this new process was explained to them. They were provided basic training on new systems and were given targets for individual performance. After two months, Mr Singh realized that the absenteeism at factory increased by 20 per cent and five of their workers left the job. Since the introduction of new system though the output level rose. It is still below their estimated level. The amount of time spends by their Production and Operation manager on dealing with production and workers’ problems rose considerably. Not only that due to inadequacy and lack of knowledge among workers their wastage rose to almost 20 per cent. Answer the following question. Q1. Discuss the major problems faced by the organization. Q2. How could the changes in the organization have been made more successful? Debate. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

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The Super Steels Ltd. specializes in making steel molded furniture. The MD Mr Sukhdev Singh, formed the company in 1980s

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Essential of Management Case Studies CASE STUDY (20 Marks) The Super Steels Ltd. specializes in making steel molded furniture. The MD Mr Sukhdev Singh, formed the company in 1980s with a working capital of Rs. 5 lakhs and 10 people and started with commercial pieces of furniture. Gradually, the business grew an work force was also expanded. Their man recruits and diploma holders in technical traders as assembling, etc. and workers. The staff works in teams of six people to assemble inspect and approve a piece of furniture and teams were assigned for different products. The whole of the production area was partitioned for separate teams. The teams consist of team leader, two experienced workers and rest workers either fresh or on rotation. Teams are further organized in groups and each group has leaders of team as quality team. They take charge of production, output and quality of all teams as one group, discuss and improve upon themselves. All the groups are answerable to the production manager. Around twelve months ago, Mr Singh in consultation with his old friend decided to diversify into home furniture and developed a massive restructuring. He decided to call an industry expert to advice on the process, who after study, recommended a flow-line production process for all their products. Mr Singh accepted a plan and arranged for starting out the commercial operations. To avoid a loss of production the new manufacturing layout was introduced during the summer closing down of their factory. The workers while going on leave were informed that some changes would take place and they should be ready for it. Under the flow-line process, the manufacturing of furniture piece has to be broken into 6 element to be given to a worker, who sits in line alongside a track. The finished piece of furniture is then to be carried out to the inspection department and then to the quality department. After approval it is to be sent to stores. The track contains ten team of six workers per track. Once the workers returned this new process was explained to them. They were provided basic training on new systems and were given targets for individual performance. After two months, Mr Singh realized that the absenteeism at factory increased by 20 per cent and five of their workers left the job. Since the introduction of new system though the output level rose. It is still below their estimated level. The amount of time spends by their Production and Operation manager on dealing with production and workers’ problems rose considerably. Not only that due to inadequacy and lack of knowledge among workers their wastage rose to almost 20 per cent. Answer the following question. Q1. Discuss the major problems faced by the organization. Q2. How could the changes in the organization have been made more successful? Debate. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

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Taxi Services Chandigarh | Car Rental Service | Call us 919803384033

This year plan your vacations with Mr. Singh Cabs which offers a wide collection of tour packages within India at special discounted prices. Well mannered staff with complete knowledge of roadmap. Call now 919803384033 or visit our website - mrsinghcab.com

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PPF Capital Source Frustration

PPF Capital Source was set up as an innovative corporate finance platform. PPF subscribed a significant sum to Green My Business (GMB) run by Bhupinder Singh. Mr. Singh revealed that the GMB had access to ultra-high net worth individuals who would supply leased bank guarantees via collateral transfer deals. The bank guarantees would be monetised by the PPF via trade finance platforms, which PPF had secured terms with. The first of a series of bank guarantees supplied by the GMB (Mr. Singh) never materialised. Over an 18-month period, PPF asserts that Bhupinder Singh made up a series of excuses and sent forged Barclays bank documents and emails to try and justify his position. PPF obtained a UK High Court order, which gave PPF access to the GMB bank account and related Barclays documents. Following the court order, Barclays confirmed it neither issued the bank guarantee documents nor the emails. The person who allegedly sent the emails had left Barclays prior to the dates on the emails. To shift the focus away from Mr. Singh's liabilities, PPF asserts that Mr. Singh employed Martin Boulton (a struck-off lawyer) and a counterclaim was used by Mr. Singh against PPF Capital Source from another of Mr Singh's companies - Lyza Ltd. Mr. Singh alleged that PPF owed a significant sum to Lyza Ltd. PPF never executed any agreement with Lyza Ltd., and this was due to the non-performance of Mr. Singh under the original GMB contract. Lyza also performed no services under the unexecuted contract between Lyza Ltd. and PPF. PPF asserts that it owes no money to Lyza Ltd. and that Mr. Singh employed Mr. Boulton to frustrate PPF's case in the UK courts against Mr. Singh. Mr Boulton has also frustrated PPF Capital Source and succeeded in putting a winding up order in place against PPF.

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