User talk:Pthareja

Welcome, Pthareja!

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June 2013[edit]

Hello, I'm BracketBot. I have automatically detected that your edit to Furnace may have broken the syntax by modifying 2 "()"s. If you have, don't worry, just edit the page again to fix it. If I misunderstood what happened, or if you have any questions, you can leave a message on my operator's talk page.

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the [[house]]hold heating systems, known either as a [[boiler]] or a [[heater]] in British English), based on a central furnace. Synonyms such as [[kiln]], oven, incinerator,hearth predominate in
hearth predominate in various styles, dedicating w.r.t typical uses. Viz. burning of wastes ) specially hazardous wastes is known as incineration. The melting of metal is done in retorts,

Thanks, BracketBot (talk) 09:06, 14 June 2013 (UTC)[reply]

July 2013[edit]

Hello, I'm BracketBot. I have automatically detected that your edit to Failure analysis may have broken the syntax by modifying 1 "()"s. If you have, don't worry, just edit the page again to fix it. If I misunderstood what happened, or if you have any questions, you can leave a message on my operator's talk page.

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data to determine the cause of this lapse. Thus [[failure]] could be identified as a breakdown (of component viz failure of a transmission gear, equipment ([[www.indianfoundry.org/docs/tech_june_

Thanks, BracketBot (talk) 08:46, 10 July 2013 (UTC)[reply]

Copyright problem: GNA University[edit]

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Thank you, and please feel welcome to continue contributing to Wikipedia. Happy editing! Psychonaut (talk) 09:34, 6 September 2015 (UTC)[reply]

September 2015[edit]

Hello, I'm Psychonaut. I wanted to let you know that I undid one or more of your recent contributions to Advanced manufacturing because they appeared to be promotional. Advertising and using Wikipedia as a "soapbox" are against Wikipedia policy and not permitted. Take a look at the welcome page to learn more about Wikipedia. Thank you. Psychonaut (talk) 09:41, 6 September 2015 (UTC)[reply]

Proposed deletion of GNA University[edit]

The article GNA University has been proposed for deletion because of the following concern:

1. Suspected (but unconfirmed) copyright violations – author states that the material is taken from the website of the institution. OTRS ticket received, but inadequate. Please see discussion at Wikipedia:Copyright problems/2015 September 6.

2. Doubtful notability – despite the name, this appears to be the in-house training school of GNA Gears, a parts manufacturer.

While all constructive contributions to Wikipedia are appreciated, content or articles may be deleted for any of several reasons.

You may prevent the proposed deletion by removing the {{proposed deletion/dated}} notice, but please explain why in your edit summary or on the article's talk page.

Please consider improving the article to address the issues raised. Removing {{proposed deletion/dated}} will stop the proposed deletion process, but other deletion processes exist. In particular, the speedy deletion process can result in deletion without discussion, and articles for deletion allows discussion to reach consensus for deletion. Justlettersandnumbers (talk) 15:39, 26 September 2015 (UTC)[reply]

Speedy deletion nomination of GNA University[edit]

A tag has been placed on GNA University requesting that it be speedily deleted from Wikipedia. This has been done for the following reason:

Listed at WP:CP for more than seven days, no viable rewrite proposed, no rescuable content, assertion of permission not verifiable

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Lean manufacturing[edit]

Greetings! You made recently some edits at the article about Lean manufacturing. I'd be willing to go through your inclusions, but first I'd need some more specific page ranges for the material you have added, or intended to refer to by the material you added. I can see you have made the following additions/edits (numeration added):

(1) Lean manufacturing or lean production is a systematic method originating in the Japanese manufacturing industry for the minimization of waste (Japanese: 無駄 muda) within a manufacturing system without sacrificing productivity, which can cause problems. Lean also takes into account waste created through overburden (Japanese: 無理 muri) and/or through unevenness in work loads (Japanese: 斑 mura). Working from the perspective of the client who consumes a product or service, "value" is any action or process that improves what a customer would be willing to pay for ^[1].

(2)Both lean and TPS can be seen as a loosely connected set of potentially competing principles whose goal is cost reduction by the elimination of waste.^[2]^{[failed verification]} These principles include: pull processing, perfect first-time quality, waste minimization, continuous improvement, flexibility, building and maintaining a long term relationship with suppliers, autonomation, load leveling and production flow and visual control. The disconnected nature of some of these principles perhaps springs from the fact that the TPS has grown pragmatically since 1948 as it responded to the problems it saw within its own production facilities. Thus what one sees today is the result of a 'need' driven learning to improve ^[3]where each step has built on previous ideas and not something based upon a theoretical framework.^{[citation needed]}

(3)The role of the leaders within the organization is the fundamental element of sustaining the progress of lean thinking ^[3]. Experienced kaizen members at Toyota, for example, often bring up the concepts of Senpai, Kohai, and Sensei, because they strongly feel that transferring of Toyota culture down and across Toyota can only happen when more experienced Toyota Sensei continuously coach and guide the less experienced lean champions.

(4)Lean principles have been successfully applied to various sectors and services, such as call centers, hotel management (pizza making), healthcare etc. In them, lean's waste reduction practices have been used to reduce handling time, within and between agent variation, accent barriers, as well as attain near perfect process adherence.^[4]^{[need quotation to verify]} Additionally, the applications may promise an "all-round benefit, in an ever maturing organisation, improving business process(es) and people", and support a higher organisational brand ^[1]. In the latter, several hospitals have adopted the idea of lean hospital, a concept that priorizes the patient, thus increasing the employee commitment and motivation, as well as boosting medical quality and cost effectiveness.^[5]^{[need quotation to verify]}

I think we both agree that a 18 page range for one single paragraph, or a 8 page range for one single sentence is not acceptable. Besides, in the last paragraph mentioned above, it is discussed how the "call centers and healthcare" — "the former" (call centers) and "the latter" (healthcare; hospitals) — both have different emphasis on the lean practices they take. Between "the former" and "the latter", however, you inserted a new sentence in the middle, backed up by a source talking about lean and pizzas. Although using a connector additionally in the beginning of the sentence, the material you added was not really related to lean call centers by any means. As a result, also the division between the call centers and hospitals — "the former" and "the latter", if you may — got broken.

Anyway, as you can see, the article is far from perfect, and it's been suffering from unreferenced passages for quite a while now. Therefore, I'd be glad to review the sources you have suggested if you first specified the field range a little (i.e. a lot). This is to say, only the specific pages in question refer to the material; not every single page in the publication (just like in the academic world).

Should you be interested, please let me know. Cheers! Jayaguru-Shishya (talk) 15:30, 13 June 2019 (UTC)[reply]

Extended content

References

^ ^a ^b Sharma,Atul; Thareja, Priyavrat,. "Leaning Pizza to Value production for Competence (Visualizing Value in Pizza to Profit)", Journal of Production Research & Management Volume 1, Issue 1, February, 2011, Pages pp 1-18".{{cite web}}: CS1 maint: extra punctuation (link) CS1 maint: multiple names: authors list (link)
^ Ohno 1988, p. 8.
^ ^a ^b Thareja, Priyavrat. "A Total Quality Organization Thru' People (Part 21: Lean People, Mean People, Green People), FOUNDRY, An Indian Journal For Progressive Metal Casters, Vol. XXI, No. 2, Issue 123, pp. 41-48, May/June 2009".
^ Adsit, Dennis (11 June 2007). "Cutting-Edge Methods Help Target Real Call Center Waste". iSixSigma.com. Archived from the original on 14 April 2008.
^ Alkalay, M.; Angerer, A.; Drews, T.; Jäggi, C.; Kämpfer, M.; Lenherr, I.; Valentin, J.; Vetterli, C.; Walker, D. (2015). Walker, Daniel (ed.). The Better Hospital: Excellence Through Leadership And Innovation. Medizinisch Wissenschaftliche verlagsgesellschaft. ISBN 9783954662241.

[Thareja1-1] Sharma,Atul; Thareja, Priyavrat,. "Leaning Pizza to Value production for Competence (Visualizing Value in Pizza to Profit)", Journal of Production Research & Management Volume 1, Issue 1, February, 2011, Pages pp 1-18".{{cite web}}: CS1 maint: extra punctuation (link) CS1 maint: multiple names: authors list (link)

[FOOTNOTEOhno19888-2] Ohno 1988, p. 8.

[Thareja2-3] Thareja, Priyavrat. "A Total Quality Organization Thru' People (Part 21: Lean People, Mean People, Green People), FOUNDRY, An Indian Journal For Progressive Metal Casters, Vol. XXI, No. 2, Issue 123, pp. 41-48, May/June 2009".

[4] Adsit, Dennis (11 June 2007). "Cutting-Edge Methods Help Target Real Call Center Waste". iSixSigma.com. Archived from the original on 14 April 2008.

[5] Alkalay, M.; Angerer, A.; Drews, T.; Jäggi, C.; Kämpfer, M.; Lenherr, I.; Valentin, J.; Vetterli, C.; Walker, D. (2015). Walker, Daniel (ed.). The Better Hospital: Excellence Through Leadership And Innovation. Medizinisch Wissenschaftliche verlagsgesellschaft. ISBN 9783954662241.

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