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  20 09 2016 result maharashtra ganpati bumper lottery
Posted by: j.sanil23 - 08-16-2017, 08:41 PM - Forum: Industrial Visit Report - Replies (1)

Lottery is a game of chance rather then a game of skills. You may hardly use any lottery strategy to predict the winning numbers. However, here you may find tips provided by some lottery experts. As usual, hints are considered to be a controversial issue and you should study them with critical mind. But anyway, it is better to know as much as possible when you decide to embark on anything. Who knows, maybe one day these tips will help you pick up more winning lottery numbers or at least eliminate numbers or sets of numbers that are not likely to be drawn.

Note that this lottery tips and tricks can be used for most kinds of lottery all over the world: the USA's Powerball, Canadian Lotto 6/49, Indian Rajshree Lottery, Kerala Lottery, Golden Lottery and Goa Sands Online Lottery, Taiwan Lottery etc.

1. Sums of Number Sets
The SUM of each of your sets of combinations to play can mean the difference between Winning and Losing. For example: Let's say one of your sets of numbers to play was (3 7 12 23 31 37) which has a sum of 113. While the combination itself doesn't look that bad, the sum is still just below the average sum of winning numbers that have been drawn. The average (SUM) for a Pick 6 Lotto Game is between 121-186. The average (SUM) for a Pick 5 game is between 63-116.

2. Odds and Evens
Another thing to keep in mind is not to play sets of numbers that are all Odd or all Even. Example: You should not play combinations like 3 17 21 37 41 53 - all Odd or 2 8 18 28 34 42 - all Even. While this may happen some time in the future the odds of it happening are quite slim. You want to get all the odds you can in your favor. So try to split up your sets of numbers with say (3) odd and (3) even or (2) even and (4) odd etc.

3. Consecutive Number Selections
As you make your selections it's a good idea to include number selections that run consecutively. For instance let's say you have chosen the numbers 15 25 and 37. You should also consider selecting a consecutive number either higher or lower as well. A very high percentage of winning selections will have (2) numbers drawn this way.

4. Neighboring Numbers
When you get ready to select your numbers, it's always a good idea to have a list of the previous numbers drawn. Scan the drawings to see how the Neighbor numbers have been doing. For instance the numbers drawn for New York Lotto54 April 6, 1996 was 1-10-12-29-38-50-43 then on April 10, 1996 the numbers 14-16-30-31-46-53-13 were drawn. If you look at the drawing you will see that the numbers (12 & 29) were the key Neighbor numbers to the very next drawing. The next drawing came in with (13 14 30 31) that's four numbers out of the seven numbers drawn.

5. Bad Consecutive Numbers
There are a few sets of numbers that you should not play as they a very slim chance of ever being drawn. Consecutive sets of numbers at the beginning and ending of your lotto game should not be played. Example: Your lotto game has (35) total numbers. Don't play the numbers 1 2 3 4 5 or 31 32 33 34 35. Your lotto game has (5) total numbers. Don't play the numbers 1 2 3 4 5 6 or 46 47 48 49 50 51. Each week people spend thousands of dollars on sets of numbers just like these.

6. Spread of the Numbers
Another point to remember is that most lotto games have a number range that extends beyond that of the calendar. If your lotto game has (49) total numbers and your not playing any numbers higher than (31) you may have to wait a very long time before your numbers come in. One way to overcome this problem is to start your number selection at the high end and slowly work down from there.

7. Numbers Database
As amazing as it may seem you Do Not Need hundreds of past drawing in order to pinpoint the winning lottery numbers. At the very most you could use (50) drawings but you can do very well by using (10) drawings. Most of the time the numbers to be drawn next will have already appeared in the last ten drawings. If you track the numbers you will probably find that a few of them have been drawn quite often. If you find a few numbers that have been Hot but have Not been drawn for a couple of drawings you should consider them.

8. Repeating Numbers
Repeating numbers are ones that seem to repeat themselves more frequently than any of the others. You should watch for numbers that have a history of repeating themselves after being drawn. Just by knowing this could mean the difference between cashing a ticket or throwing it into a recycle bin. Lets say the number (12) has a history of repeating itself after being drawn and that it was just drawn today. You might want to use it as a key number when you wheel your selections.

9. Quickdraw Lottery Tips
TIPS for QuickDraw the game you can play every five minutes. You select from (1 to 10) numbers. The most popular lottery play is for (3 to 4) numbers. You can make some serious money playing (6) numbers. As you know the game is pretty fast so you don't have a lot of time to be writing the numbers down. Make yourself a chart using squares about 3/4 of an inch. Number them just like the QuickDraw board 1-10 in the first row 11-20 in the second and so on. Now that you have a tool to work with you can chart the games. The first drawing you chart call it (1) the second (2) the third (3) etc.

So if the numbers drawn in the first drawing were 12 15 23 34 35 41 43 46 56 57 58 65 66 67 71 72 74 76 78 79 each one of them would have a number (1) in the corner of each numbers square. Then the second drawings numbers were 10 11 12 23 24 25 36 38 39 43 44 55 56 57 66 67 71 72 73 74 each one of these would have a (2) in their corner. Then game number three is over and the numbers were 2 7 9 10 14 16 22 23 25 28 32 33 43 45 56 57 63 65 78 79 each one of these would have a (3) in their corner. After only three lottery drawings you will find that numbers are repeating and that certain numbers are always being drawn with these numbers. This is the pattern that you are looking for. Now find three lottery numbers that have been drawn over 40% of the time. Next find two other numbers that were drawn with these numbers at least twice. This will give you three sets of three lottery numbers to play. Then mix set1 with set2 and set2 with set3 and set1 with set3 and this will give you three sets of six numbers to play. You can play all these for a cost of $6 dollars a game. You should play them for at least five games in a row. If you have not broken even or made a profit after five games you must either stop or re-chart the games again.

10. Daily Numbers
The 3 & 4 Digit Daily Numbers usually run in short term TRENDS. If a number has not been drawn for ten lottery drawings, it is a Due number. Include the due numbers in your sets, and after you hit with this number, stay with it for at least three days. Another way to pick up a number for your three or four digit set is by selecting the one that is more apt to repeat. You have two ways that this can be done. One as above - to play the due lottery number that was just drawn to repeat. Use a number that has been drawn more frequently than any of the others. You can use the day of the month to help you in your number selections too.

If the day of the month is May 3rd, use a (3) for one of your numbers. If the day of the month is in the double digits use the last digit for your number set, for instance, if today was May 24th, you would use the (4) for your number set. As you know one digit usually repeats from the previous days drawing. To help pinpoint the second number find the number that is drawn most often for the day of the week that you are playing. For instance, in New York the (0) is drawn most often on Tuesdays and Fridays. The week of Feb 1-5 had lots of (7)'s drawn, the (4) was due and on Friday 2-5-99 the (470) was drawn and I had it straight.

Once you've made your selection of two or three lottery numbers, there are many ways to finish. You could wheel all the rest of the numbers with your selections. Or you could select the last number by the angles. Usually two or three of the numbers drawn will be at about a 45 degree angle from one of the first drawn ones. This angle could of course be up or down. On April 21, 1996 the numbers 915 and on April 22, 1996 436 was drawn. Notice on both of these the angle for the last number was upward. Also if you play the (Doubles) 00 11 22 33 44 55 66 77 88 either put them at the beginning or at the end. They hit around 40% of the time and usually appear like this (877 833 466) etc.

3-Digit Daily Numbers Matrix Sums Actual Numbers to Play: 27 999 26 899 25 799 889 24 699 789 888 23 599 689 788 779 22 499 589 679 688 778 21 399 489 579 588 669 678 777 20 299 389 479 488 569 578 668 677 19 199 289 379 388 469 478 559 568 577 667 18 099 189 279 288 369 378 459 468 477 558 567 666 17 089 179 188 269 278 359 368 377 449 458 467 557 566 16 079 088 169 178 259 268 277 349 358 367 448 457 466 556 15 069 078 159 168 177 249 258 267 339 348 357 366 447 456 555 14 059 068 077 149 158 167 239 248 257 266 338 347 356 446 455 13 049 058 067 139 148 157 166 229 238 247 256 337 346 355 445 12 039 048 057 066 129 138 147 156 228 237 246 255 336 345 444 11 029 038 047 056 119 128 137 146 155 227 236 245 335 344 10 019 028 037 046 055 118 127 136 145 226 235 244 334 9 009 018 027 036 045 117 126 135 144 225 234 333 8 008 017 026 035 044 116 125 134 224 233 7 007 016 025 034 115 124 133 223 6 006 015 024 033 114 123 222 5 005 014 023 113 122 4 004 013 022 112 3 003 012 111 2 002 011 1 001 0 000 Find the average **SUM** for your (3)-Digit Daily numbers game. Then just find that number under the SUMS heading. If you correct one of the combinations across from it will be the winning number. Example: The average sum of your game is (13). Then the best numbers to play are: 049 058 067 139 148 157 166 229 238 247 256 337 346 355 445. You could save a couple dollars by not playing the Doubles or Triples if they aren't drawn very often in your game.

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  sending application form for requesting internship in bel in bangalore
Posted by: binithekkethil - 08-16-2017, 08:41 PM - Forum: Projects and Seminars - No Replies

i am Amrita wanted to do 1 month internship in bel in december or jan

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  CHARACTERISTICS OF TRANSFORMER PARAMETERS DURING INTERNAL WINDING FAULTS BASED ON EX
Posted by: britjet13 - 08-16-2017, 08:41 PM - Forum: Electrical Seminar Topics - No Replies

ABSTRACT

This paper describes in detail, field experiments performed on a single-phase, distribution transformer to study the behavior of transformer terminal parameters during internal winding faults. A custom-built transformer provided with external taps was used for these tests. The taps were used to stage various internal winding faults in the transformer. Terminal values of voltages and currents were monitored and the results presented. A comparison of these results with simulation results is also presented


Presented By:
Palmer-Buckle, P. Butler, K.L. Sarma, N.D.R.
Dept. of Electr. Eng., Texas A&M Univ., College Station, TX


read more
http://ieexplore.ieeiel4/6102/16323/0075...ber=756166
http://psalserver.tamu.edu/main/papers/2...Butler.pdf

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  Magnetic resonance imaging (MRI)
Posted by: kamat_prathamesh - 08-16-2017, 08:41 PM - Forum: General Seminar Topics - No Replies

Magnetic resonance imaging (MRI)

Abstract
Magnetic resonance imaging (MRI) is a noninvasive method for producing three-dimensional tomographic images of the human body. MRI is most often used for the detection of tumors, lesions, and other abnormalities in soft tissues, such as the brain.
Several techniques for automatically segmenting brain tissues in MRI scans of the head have recently been developed. One goal of segmentation is to automatically or semi-automatically detect lesions in the brains of multiple sclerosis patients. The number and size of lesions indicate the progression of the disease in the patient. Therefore, automatic lesion detection may significantly aid in the analysis of treatments.
Segmentation is problematic due to radio frequency inhomogeneity (image intensity variation) caused by inaccuracies in the magnetic resonance scanner and by nonuniform loading of the scanner coils by the patient. The segmentation algorithms also have difficulty dealing with tissues outside the brain, such as skin, fat, and bone. Consequently, intensity correction and the removal of non-brain tissues are mandatory for successful automatic segmentation.
A new method for automatic intracranial boundary detection and radio frequency correction in MRI is described in this thesis. The intracranial boundary detection method isolates the brain using nonlinear anisotropic diffusion. It then uses active contour models to find the brain's edge. The radio frequency correction technique employs a fast homomorphic filter to reduce low-frequency intensity variation in voxels within the brain.
The new intracranial boundary detection method proved effective on five MRI data sets from two different MRI scanners. The radio frequency correction technique reduced intensity variation due to radio frequency inhomogeneity in the three MRI data sets on which it was tested.

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  drip irrigation using microcontroller circuit diagram
Posted by: ambedkar - 08-16-2017, 08:41 PM - Forum: Projects and Seminars - Replies (3)

To get full information or details of drip irrigation using microcontroller circuit diagram please have a look on the pages

http://seminarsprojects.net/Thread-micro...ion-system

http://seminarsprojects.net/Thread-micro...5#pid68825

http://seminarsprojects.net/Thread-autom...controller

if you again feel trouble on drip irrigation using microcontroller circuit diagram please reply in that page and ask specific fields in drip irrigation using microcontroller circuit diagram

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  PLC-Based Monitoring Control System for Three-Phase Induction Motors
Posted by: sanjovincent - 08-16-2017, 08:41 PM - Forum: Electrical Seminar Topics - No Replies

PLC-Based Monitoring Control System for Three-Phase Induction Motors
The article presents a monitoring and control system design and implementation for the three-phase induction motor based on programmable logic controller (PLC) technology. the operational parameters of the motor is correlated with the the speed requested by the user by the PLC. This is done in both the during normal operation and under trip conditions. Tests prove that a higher accuracy in speed regulation is provided by the induction motor system driven by inverter and controlled by PLC.

Control System of Induction Motor
PLC s programming is based on the logic demands of input devices and hence the programs implemented are mostly based on logical rather than numerical computational algorithms. The ladder diagrams are widely used for programming the PLC. The software tools running on a host computer provides the necessary programming tools. As the first step, the high-level program is written in ladder diagrams. It is then translated to binary instruction codes to be stored in RAM or EEPROM to be executed by the CPU.

report:
http://wseas.us/journals/saed/saed-40.pdf

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  abstract for power house monitoring through radio frequency
Posted by: Sudhanshu Maheshwari - 08-16-2017, 08:41 PM - Forum: Projects and Seminars - No Replies

I would like to get the model, circuit diagram and synopsis about POWE HOUSE MONITORING THROUGH RADIO FREQUENCY

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  crawling techniques
Posted by: destiny88 - 08-16-2017, 08:41 PM - Forum: General Technical Request - Replies (1)

there is a thread on web crawling. please go through the below given link.

http://seminarsprojects.net/Thread-web-crawling--15341

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  PHS BASED ONLINE VEHICLE TRACKING SYSTEM ppt
Posted by: anand13 - 08-16-2017, 08:41 PM - Forum: Projects and Seminars - Replies (1)

Vehicle Automation is the current fashion that changes only from conveyor to well furnished with the feeling of being at home. Just as the country is for globalization, the benefit of the public is increasing and travel has become an important part of life. Therefore, the administration likes to increase production and the width of the road. Therefore, the four-lane National Road roads are moving across the country, like blood veins. It translates to many vehicles on the road and people like to travel in their vehicle than any government transport.

It increases the number of vehicles on the road resulting in income and stress for the Police Department, Office of Transportation, etc. This is difficult to sustain and maintain the information of every vehicle that moves on the road. Unproductive organization such as hit-and-run or unauthorized articles by road robbery cases, police are not able to find the culprits easily. In the Personal Handy-Phone System [PHS], vehicles are in position with the help of Low Earth Orbit satellites constantly. The vehicle owner can see the roadmap of the place where he is moving or driving the road or stuck in traffic.

'VEHICLE TRACKING' makes use of RF FREQUENCY to assist RTO, Cargo Companies, Police and Public Transport Department to know the position of vehicles. With the help of PHS technology, the vehicle is detectable whether or not it is accessible.

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  manufacturing strategy full report
Posted by: sangram patnaik - 08-16-2017, 08:41 PM - Forum: Mechanical Seminar Topics - No Replies

[attachment=2294]
[attachment=2295]

ABSTRACT
Nowadays every company is trying to spread their wings in the global and domestic markets, for this they are using various business strategies, be it marketing or manufacturing. There are many manufacturing innovation process like TQM, TPM, QFD, JIT etc. This study has the purpose of testing the importance of consistency between manufacturing strategies and practices in achieving better business performances. An empirical test has been conducted & compared on the data sets of 3 different countries and gap analysis is also noted
INTRODUCTION
There are many three letter manufacturing innovation approaches such as BPR (Business Process Reengineering), TQM (Total Quality Management), TPM (Total Productive Maintenance), QFD (Quality Function Deployment), CAM (Computer Aided Manufacturing), CAD (Computer Aided Drafting), JIT (Just In Time). In order to be more competitive and profitable all most all companies are using these strategies nowadays. Manufacturing strategies consists of two elements, the manufacturing task and the pattern of choices. First deals with competitive priorities such as quality, cost, flexibility etc, while second is considered with manufacturing structure and infrastructure that company makes to achieve manufacturing tasks. There have been many theoretical and empirical researches to investigate relationship between manufacturing strategies, practices and performances. Strategically important activities should be given more importance and under allocation of manufacturing resource should be avoided to achieve a more balanced and cost effective use of them. An empirical test has been conducted on the data sets from three different nations, each of which have quite different manufacturing capabilities and competitive environments. This is to see whether a consistency-performance relationship can be generalized. Consistency measures along with other strategy and implementation measures are then compared to investigate which measures are more effective to differentiate high & low performance ones.
MANUFACTURING STRATEGIES
Manufacturing strategy is an important functional component of business strategy. Manufacturing has the power to strengthen or weaken a company s competitive ability. The four basic pillars of manufacturing are cost efficiency, quality, flexibility and dependability. This framework has generally influenced the terminology and direction of manufacturing strategy research
Many empirical studies have reported that well formulated and effective manufacturing strategies, aligned with business strategies and goals can produce better performances. For example, a study reveals that the business units with a formulated manufacturing strategy outperformed the business units without one in terms of business performance such as return of sales. This study helps to highlight the importance of manufacturing strategy to productivity
The relationship between business strategic orientation and manufacturing strategic orientation and business performance has been analyzed. One-study reports that internally and externally oriented business have achieved the competitive advantage with higher returns on investment and lower business risk components. Based on competitive priorities three distinct clusters of manufacturing strategy groups have also been formed and compared in terms of the business context, manufacturing activities and manufacturing performance measures.
MANUFACTURING PRACTICES AND PERFOMANCES
There are many manufacturing practices used by companies, which is also very effective. Here we look into detail of some of the common manufacturing practices used worldwide
1) BUSINESS PROCESS REENGINEERING (BPR)
A common theory among marketing managers is the product life cycle theory, which suggest that a product has 4 stages in its life cycle- Introduction, growth, maturity & decline. Maturity is that level where the product attains maximum profit & demand, but after maturity the product sales slowly starts to decline down and finally it comes to standstill. If that happens company will loose money and reputation, so the company will do extensive research under its R&D department and finally a renewed product is fed into the market. This type of reengineering of the product and saving it by including new features and dimensions and thereby increasing its sales once again is called business process reengineering. For example Hindustan Motors (HM) realised that sales of the ambassador is dipping at a very alarming rate towards end of 1990 s, so HM face lifted ambassador by including latest features like power windows and power steering and as a result sales of ambassador is now again started increasing. So BPR is an important manufacturing practice nowadays.
TOTAL QUALITY MANAGEMENT (TQM)
Total quality management is an enhancement to the traditional way of doing business. TQM integrates fundamental management techniques, existing improvement efforts and technical tools under a disciplined approach.
TQM requires six basic concepts:
1) A committed and involved management to provide long term organizational support
2) An unwavering focus on the customer, both externally & internally
3) Effective involvement and utilization of the entire work force
4) Continuous improvement of the business and production process
5) Treating suppliers as partners
6) Establish performance measures for the process
The purpose of TQM is to provide a higher quality product at a lower price and thereby increasing its position in the market. In TQM small organizations will be able to make the transformation much faster than large ones. TQM is a customer-oriented practice, which gives top priority to service and cost.
Different obstacles in TQM are lack of management commitment, inability to change organizational culture, improper planning, no teamwork, inadequate attention to customers
Main benefits of TQM are growth in operating income, increase in sales, increase in total assets etc.

3) QUALITY FUNCTION DEPLOYMENT (QFD)
Quality function deployment is a planning tool used to fulfill customer expectations. It is a disciplined approach to product design, engineering and production and provides in-depth evaluation of the product. QFD focuses on customer expectations or requirements. It is employed to translate customer expectation in terms of specific requirements that can be deployed through many processes. QFD is a team-based management tool in which customer expectations are used to drive the product development process.
By implementing QFD, an organization is guaranteed to implement the voice of the customer in the final product.
QFD helps in identifying new quality technology and job functions to carry out operations. QFD enables the design phase to concentrate on customer requirements, thereby spending less time on redesign and modifications.

Various benefits of QFD includes improved customer satisfaction , reduces implementation time, promotes team work and provides documentation.
4) JUST IN TIME (JIT)
Just in time production is a process-control method and production philosophy that provides parts, components and assemblies to production at the exact time they are needed. The result JIT production is less inventory of raw materials, smaller inventories of parts, less work in process, and shorter lead times. Benefits of JIT production are a significant reduction in floor space, less overhead, and, most importantly, a reduction in cost. A possible pitfall of JIT production is a reduction of inventories to critically low levels. Consequently, care must be taken to choose suppliers with excellent quality products and services as well as knowledge of production lead and process times. The supplier must drastically reduce time setup time or its cost will increase. Because there is little or no inventory, the quality of incoming materials must be very good or the production line must be shut down. To be successful JIT requires exceptional quality and reduced setup times. Most noted example is that of Rolls Royce which makes cars according to personal interest under a specified time

5) TOTAL PRODUCTIVE MAINTAINENCE
Total productive maintenance is keeping the current plant and equipment at its highest productive level through cooperation of all areas of organization. Individuals working together without regard to organizational structure, using their skills and ingenuity, have a common objective in peak performance or total productivity. This approach does not mean that such basic techniques are not used; they are necessary to build a foundation for a successful TPM environment. The total maintenance function should be directed towards the elimination of unplanned equipment and plant maintenance.
The over goals of TPM are
1) Maintaining and improving equipment capacity
2) Maintaining equipment for life
3) Using support from all areas of cooperation
4) Encouraging input from all employees
5) Using teams for continuous improvement

The basic steps to get an organization started towards TPM
1) Management learns new philosophy
2) Management promotes new philosophy
3) Training is funded and developed for everyone in the organization
4) Areas of needed improvement are identified
5) Performance goals are formulated
6) An implementation plan is developed
7) Autonomous work groups are established
An effective total productive maintenance program will lead to improved quality and productivity
6) COMPUTER AIDED ENGINEERING (CAE)
Computer aided engineering is of mainly two types
1) Computer-aided drafting
2) Computer-aided manufacturing

CAD & CAM have bridged the gap between design and rapid prototypes
CAD
Computer aided drafting software is used to produce engineering production drawings; these drawings can be drawn in planar view, isometric view & 3D perspective, with complete dimensioning and tolerancing. The power of CAD allows changes to be easily incorporated in to the drawings in a fraction of time required by old methods. Another major advantage of CAD is its compatibility with downstream production and engineering software and hardware. Drawings from CAD can be easily fed into software packages such as computer aided manufacturing, design for manufacture and CNC machines.
CAM
Computer aided manufacturing software is used to identify machine tool paths and other production parameters to optimize the machining of a part. CAM software identifies critical machining parameters base primarily on geometry, size, dimensions and tolerances and material. CAM systems work seamlessly with most CAD. Machine tools, such as mills, lathes and presses that are completely controlled by a microprocessor are called computer numerical control (CNC) machine tools.
Once a part has been completely drawn using a CAD, it can be easily transferred to CAM program and then machined through an interface between the CAM program and CNC machine.

All the above strategies mentioned are equally effective and can produce positive results for the company. Combination of management techniques and management accounting practices enhance the performance of companies under a particular strategic orientation In many companies there is still a lack of consistency between business strategy, performance measurement systems and improvement actions
EMPIRICALSTUDY
We are doing the empirical study by four different methods, Questionnaire, Scale reliability method, GAP analysis, Discriminant analysis
THE SAMPLE
The questionnaire survey for this research was conducted as a part of International Manufacturing Strategy Survey 2 (IMSS) initiated by PerLindberg, Chalmers University of Technology in Sweden, London School of Business in England. Researchers from 20 different countries have been involved in establishing a common manufacturing database in order to compare different manufacturing strategies among nations.
This research focuses on how different manufacturing strategies effect affect company performance. Sample used consists of fifty Korean, 41 American, 29 Japanese companies selected from IMSS2 database
SECTION CONTENTS
Section A Strategies, goals &costs
Section C Past &planned activities in manufacturing
Section D Performance measures
The above sections include items such as strategic orientation or manufacturing goals to achieve. Nine Strategic orientation items, measured in a 5-point likert scale (5=very important) were selected from section A, each refers to the relative perceived importance of the respective manufacturing goal. Items about manufacturing practices were selected in section C & profit before tax sales and inventory values are selected from Section D
SCALE RELIABILITY
FACTORS ITEM QUESTIONAIRE QUESTION CRONBACH @
Manufacturing strategy Cost Lower selling prices -
Quality Product design and quality
Manufacturing quality 0.5907
Flexibility Wider product range
More new products
Greater order size flexibility 0.6543
Delivery Faster deliveries
Dependable deliveries 0.5096
Customer Service Superior customer service -
Practices Cost ABC (Activity-based costing)
TPM (Total Productive Maintenance)
Energy conservation process 0.5848
Quality SPC (Statistical Process control)
Quality Function Deployment
Quality policy deployment 0.6889
Flexibility NC/CNC/DNC
AGV s (Automatic Guided Vehicles)
CAM/FMC/FAS 0.6364
Delivery JIT Lean production
JIT delivers to customers
Pull scheduling 0.6869
Customer Service Benchmarking
KAIZEN (Continuous improvement) 0.5576

Both the manufacturing strategy variables and the manufacturing practice variables were classified into 5 categories for further analysis in terms of generally accepted manufacturing capabilities: cost, quality, flexibility, delivery &customer service. Each of the categorized scales was stastically tested to see if it has high enough internal consistency or reliability. As shown in table all of cronbach s alpha values exceeds 0.5 levels, which is generally considered adequate for exploratory work. Each scale was represented by average of respective item measures. Performance measures were also converted to two widely used business performance measures: profit to sales ratio and inventory turnovers
GAP ANALYSIS
The absolute value of the difference between each strategic orientation variable and respective practice variable was defined as the gap variable. To analyze the overall effect of gap on company s performance, the whole sample is divided into 2 groups: superior &inferior. Median values of profit to sales ratio and inventory turnovers were used to divide these groups.
CAPABILITY CATEGORY SUPERIOR GROUP INFERIOR GROUP T VALUE (p VALUE)
Cost 1.062 1.531 -1.96 (0.048)
Quality 1.293 1.692 -2.02 (0.043)
Flexibility 1.801 2.626 -2.75 (0.008)
Delivery 1.214 1.108 -0.64 (0.543)
Customer Service 1.086 1.680 -2.75 (0.008)
Above table shows the difference between average gap values of the superior and inferior groups in terms of profit to sales performance by manufacturing capability categories. Each value shows significant difference from each other. Higher the congruence between the strategic orientation and manufacturing practices a company has, the higher its profit to sales ratio
CAPABILITY CATEGORY SUPERIOR GROUP INFERIOR GROUP T VALUE (p VALUE)
Cost 1.446 1.240 0.32 (0.747)
Quality 1.532 1.851 -0.43 (0.668)
Flexibility 1.611 1.469 1.05 (0.332)
Delivery 1.812 1.552 1.32 (0.208)
Customer Service 1.157 1.003 0.48 (0.635)
Above table shows the difference between average gap values of the superior and inferior groups in terms of inventory turnovers by manufacturing capability categories .All the gaps fail to show a statistically significant difference between these 2 groups, it may be as a result of relatively high difference of average in inventory levels among sampled industries. Industry difference may have a higher effect on inventory turnovers than the gap variable.
DISCRIMINANT ANALYSIS
To apply discriminant analysis, strategic orientation, practices implementation and the gap between them are considered as independent variables while superior and inferior groups are considered as dependent variables. Again data sets from three different countries are taken and analyzed.
For this discriminant analysis we differentiated groups by profit to sales ratio only since as mentioned above inventory turnovers seemed not to be appropriate as a performance measures of gap analysis. From this we can assess the independent variables have relative importance to dependent variables. Discriminant analysis was carried out on a whole sample group in order to see which independent variable contributes most when the superior group is discriminated from inferior group.
The result from discriminant analysis applied to all companies regardless of their origin is summarized in a table below
Dependent
Variable Independent
Variable Wilk s
Lambda Significance Discriminant function coeff.
Performance
Group Gap
(delivery)
Eigen Canonical
Value Cor. 0.696
Wilk s
Lambda 0.051
Chi-square 1.000
Sig. Hit-ratio
0.436 0.551 0.696 3.800 0.051 100%

From the above table, the delivery gap is the only available variable in differentiating superior and inferior group. None of the strategies or practices variables are useful for discriminating these groups. But from the result of this discriminant analysis we may argue that it is not sufficient to simply place more emphasis on a certain strategic orientation such as certain manufacturing practice such as statistical process for analyzing a firm s performance. Now samples from three different countries namely Korea, USA and Japan were taken and three consecutive discriminant analyses were done, were also done to confirm whether the proposed gap variables consistently outperform other strategy or practice variables across the nations.

KOREAN SAMPLE
Dependent
Variable Independent
Variable Wilk s
Lambda Significance Discriminant function coeff.
Performance
Group Practices
(Quality)
Gap(quality)
Gap(flexibility)
Canonical
Eigen value Cor. 0.073
0.020
0.001
Wilk s
Lambda 0.009
0.020
0.038
Chi-square 5.981
-6.497
-5.098
Sig. Hit-ratio
1118.109 1.000 0.001 10.530 0.015 100%
Here we see that two gap variables (quality &flexibility) and one practice variable (quality) is statistically significant for discriminating the superior group from the inferior one. This result implies that a manufacturer in the Korean sample is more a superior performance group if its quality and flexibility focused strategic organization and practices. Thus, we can confirm that gap variable play an important role for discriminating performance groups in Korean sample too.
US SAMPLE
Dependent
Variable Independent
Variable Wilk s
Lambda Significance Discriminant function coeff.
Performance
Group Gap (flexibility)
Gap (cost)

Eigen value Canonical
Cor. 0.036
0.001
Wilk s
Lambda 0.018
0.027
Chi-square -4.399
-4.428
Sig. Hit-ratio
1335.500 1.000 0.001 7.198 0.027 100%
For the US sample only the gap variables for flexibility for flexibility and cost are included as a statistically significant variable in the discriminant function. A manufacturer with less variation between strategic orientation and practice implementation in terms of both flexibility and cost has more probability of belonging to superior group in this sample. The consistency between manufacturing strategies and practices is more important than strategic orientation or practice implementation itself in achieving better performance.
JAPANESE SAMPLE
Dependent
Variable Independent
Variable Wilk s
Lambda Significance Discriminant function coeff.
Performance
Group Practice
(delivery)
Practice
(customer service)
Eigen value Canonical
Cor. 0.062
0.001
Wilk s
Lambda 0.032
0.033
Chi-square 7.572
7.507
Sig. Hit-ratio
891.167 0.999 0.001 6.794 0.033 62.50%
No gap variable is included in the discriminant function in the Japanese sample. Instead, it includes only variables regarding delivery and customer service. In Japan the consistency between strategies and practices is more important for achieving higher performance than strategic orientation or practice implementation alone. Japanese sample shows a less satisfactorily discriminating result compared to other samples, the hit ratio being only 62.5%, which may be considered to be marginally higher than the random estimation. One possible reason might be that it has a relatively limited number of respondents.
CONCLUSIONS
This study was conducted for the purpose of empirically testing the importance of consistency between manufacturing strategies and practices in achieving better business performances. An empirical test was conducted on the data sets from three different nations namely Korea, US and Japan, each of which have varied manufacturing potential and competitive environments. This international comparison is to see whether this consistency-performance relationship can be generalized regardless of the nation specific characteristics of manufacturing systems.

Her we have learned from this study is that the gap variable indicating inconsistency between manufacturing strategy and implementation practices play an important role than the strategy or implementation variable in discriminating superior and inferior performance groups. From the data obtained from US & Korea, the gap variables of flexibility, quality and cost show more important contribution for discriminating between business performance groups. But none of these gap variables succeeds to outperform other strategy or implementation variables in discriminating between performance groups in Japan whose discriminating coefficients higher than the other two countries. From these we can find that the overall discriminating power of the proposed gap variables can be considered to be significant based on this finding.
REFERNCES
1) J.C Miller, A.V. Roth - A taxonomy of manufacturing strategies, Management Science
2) Dale H. Besterfield, Glen H Besterfield - Total Quality Management
3) W. Skinner Manufacturing in the Corporate Strategy & The Focused factory
4) P.Swamidass, W. Newell Manufacturing strategy, environmental uncertainty and performance: A path synthetic model
5) T. Hill Manufacturing Strategy

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