A Note on Capacity Utilization and Measurement of Scale Economies

1991 ◽  
Vol 9 (1) ◽  
pp. 119 ◽  
Author(s):  
Tae H. Oum ◽  
Michael W. Tretheway ◽  
Yimin Zhang
Keyword(s):  
Capacity Utilization ◽  
Scale Economies

A Note on Capacity Utilization and Measurement of Scale Economies

1991 ◽  
Vol 9 (1) ◽  
pp. 119-123 ◽  
Author(s):  
Tae H. Oum ◽  
Michael W. Tretheway ◽  
Yimin Zhang
Keyword(s):  
Capacity Utilization ◽  
Scale Economies

Scale economies and capacity utilization

1988 ◽  
Vol 10 (2) ◽  
pp. 140-146 ◽  
Author(s):  
Daniel E. Coates ◽  
James G. Mulligan
Keyword(s):  
Capacity Utilization ◽  
Scale Economies

scholarly journals Sustaining Competitive Advantage in Prima Sakti

2016 ◽  
Vol 18 (2) ◽  
pp. 127
Author(s):  
Kristin Handoyo ◽  
John J. O. I. Ihalauw
Keyword(s):  
Competitive Advantage ◽  
Learning Effect ◽  
Economies Of Scale ◽  
Capacity Utilization ◽  
Scale Economies ◽  
Economies Of Scope ◽  
Cost Leadership ◽  
Metal Stamping ◽  
Plastic Injection

Didirikan pada tahun 1993, Prima Sakti adalah sebuah perusahaan metal stamping dan plastic injection parts. Setelah lebih dari dua dekade, perusahaan ini telah berkembang menjadi sebuah perusahaan yang kompleks dalam hal ukuran, pasar dan produk. Penelitian kualitatif ini dipandu oleh sejumlah teori sebagai landasan dan menggunakan triangulasi data. Hasil dan pembahasan menunjukkan adanya perkembangan perusahaan dari sistem made-to-order menjadi sistem hybrid antara sistem made-to-order dan made-to-stock untuk memaksimalkan kapasitas dalam menerapkan cost leadership. Target pasar juga meluas dalam hal melanjutkan penetrasi pasar, pengembangan pasar dan pengembangan produk. Hasil dan pembahasan juga mengindikasi bahwa untuk mendapatkan keunggulan kompetitif, perusahaan mengintegrasi strategi cost leadership dan differentiation. Sebagai penutup, peneliti mengusulkan sebuah teori-mini yang didasarkan pada sejumlah variabel antara lain reputasi perusahaan, kualitas produk, pelayanan, learning effect, economies of scale, economies of scope dan capacity utilization yang mungkin memengaruhi keunggulan kompetitif untuk diuji secara kuantitatif.

Recovery and Recycling of Liquid Effluent at GNFC – A Step towards Zero Effluent

1988 ◽  
Vol 20 (10) ◽  
pp. 175-182
Author(s):  
V. K. Karia ◽  
V. S. Joshi
Keyword(s):  
Fresh Water ◽  
Pollution Control ◽  
Green Revolution ◽  
Capacity Utilization ◽  
Commercial Production ◽  
Development Projects ◽  
Gujarat State ◽  
Liquid Effluent ◽  
Water Scarce ◽  
Oriented Approach

The Gujarat Narmada Valley Fertilizers Company Ltd (GNFC), a giant fertilizers and chemicals complex, owns the world's largest single stream ammonia and urea plants, and is located in the predominantly backward area of Bharuch District in Gujarat State, India. The company began commercial production on 1st July 1982. GNFC's performance as regards both capacity utilization and pollution control, has been good right from commissioning. Concerning pollution control, the company has adopted a productivity oriented approach which is entirely different from the usual ‘policeman' approach or ‘problem' approach. The company decided to find applications for each of the pollutants. Regarding liquid effluents, the company has successfully concluded a number of research and development projects as a result of which nearly 71% of the total volume of liquid effluent is put to productive use. This has helped the company to reduce the fresh water intake by about 18,000 m3/day (much more than the total volume of fresh water required by the whole of Bharuch city!). The remaining volume (29%) leaving GNFC premises completely conforms to irrigation standards and has been utilized by farmers for the last 5 years. This has resulted in a ‘mini green revolution' in the water-scarce area of Bharuch District. Since the entire effluent is either being recycled within the company or being used by farmers, the company has reached a stage of ‘zero effluent'. The company has also saved more than US$ 500,000 to date, by properly managing liquid effluent.

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