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101 business cluster
Gen Mgta group of small firms from similar industries that team up and act as one body. Creating a business cluster enables firms to enjoy economies of scale usually only available to bigger competitors. Marketing costs can be shared and goods can be bought more cheaply. There are also networking advantages, in which small firms can share experiences and discuss business strategies. -
102 centralization
Gen Mgtthe gathering together, at a corporate headquarters, of specialist functions such as finance, personnel, and information technology. Centralization is usually undertaken in order to effect economies of scale and to standardize operating procedures throughout the organization. Centralized management can become cumbersome and inefficient, and may produce communication problems. Some organizations have shifted toward decentralization to try to avoid this. -
103 freight forwarder
Opsan organization that collects shipments from a number of businesses and consolidates them into larger shipments for economies of scale. A freight forwarder often also deals with route selection, price negotiation, and documentation of distribution, and can act as a distribution agent for a business. By consolidating loads, a freight forwarder can negotiate cheaper rates of transportation than the individual businesses and can prebook space to ensure a more rapid delivery schedule. -
104 global brand
Mktgthe brand name of a product that has worldwide recognition. A global brand has the advantage of economies of scale in terms of production, recognition, and packaging. While the product or brand itself remains the same, the marketing must take into account the local market conditions and the resulting marketing campaign must be tailored accordingly. Care must also be taken to ensure that there is nothing offensive in terms of the name or packaging in the various cultures and languages. A problem with global branding is that if problems are experienced in one country, there could be worldwide repercussions for the brand. -
105 global pricing contract
Opsa contract between a customer and a supplier whereby the supplier agrees to charge the customer the same price for the delivery of parts or services anywhere in the world. As globalization increases, more customers are likely to press their suppliers for global pricing contracts. Through such contracts suppliers can benefit by gaining access to new markets and growing their business, achieving economies of scale, developing strong relationships with customers, and thereby gaining a competitive advantage that is difficult for competitors to break. There are risks involved, too, for example, being in the middle of a conflict between a customer’s head office and its local business units, or being tied to one customer when there are more attractive customers to serve. -
106 purchasing versus production
Opsa decision on whether to produce goods internally or to buy them in from outside the organization. The goal of purchasing versus production is to secure needed items at the best possible cost, while making optimum use of the resources of the organization. Factors influencing the decision may include: cost, spare capacity within the organization, the need for tight quality and scheduling control, flexibility, the enhancement of skills that can then be used in other ways, volume and economies of scale, utilization of existing personnel, the need for secrecy, capital and financing requirements, and the potential reliability of supply.The ultimate business dictionary > purchasing versus production
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107 strategic fit
Gen Mgtthe extent to which the activities of a single organization or of organizations working in partnership complement each other in such a way as to contribute to competitive advantage. The benefits of good strategic fit include cost reduction, due to economies of scale, and the transfer of knowledge and skills. The success of a merger, joint venture, or strategic alliance may be affected by the degree of strategic fit between the organizations involved. Similarly, the strategic fit of one organization with another is often a factor in decisions about acquisitions, mergers, diversification, or divestment. -
108 Brotan, Johann
SUBJECT AREA: Railways and locomotives[br]b. 24 June 1843 Kattau, Bohemia (now in the Czech Republic)d. 20 November 1923 Vienna, Austria[br]Czech engineer, pioneer of the watertube firebox for steam locomotive boilers.[br]Brotan, who was Chief Engineer of the main workshops of the Royal Austrian State Railways at Gmund, found that locomotive inner fireboxes of the usual type were both expensive, because the copper from which they were made had to be imported, and short-lived, because of corrosion resulting from the use of coal with high sulphur content. He designed a firebox of which the side and rear walls comprised rows of vertical watertubes, expanded at their lower ends into a tubular foundation ring and at the top into a longitudinal water/steam drum. This projected forward above the boiler barrel (which was of the usual firetube type, though of small diameter), to which it was connected. Copper plates were eliminated, as were firebox stays.The first boiler to incorporate a Brotan firebox was built at Gmund under the inventor's supervision and replaced the earlier boiler of a 0−6−0 in 1901. The increased radiantly heated surface was found to produce a boiler with very good steaming qualities, while the working pressure too could be increased, with consequent fuel economies. Further locomotives in Austria and, experimentally, elsewhere were equipped with Brotan boilers.Disadvantages of the boiler were the necessity of keeping the tubes clear of scale, and a degree of structural weakness. The Swiss engineer E. Deffner improved the latter aspect by eliminating the forward extension of the water/steam drum, replacing it with a large-diameter boiler barrel with the rear section of tapered wagon-top type so that the front of the water/steam drum could be joined directly to the rear tubeplate. The first locomotives to be fitted with this Brotan-Deffner boiler were two 4−6−0s for the Swiss Federal Railways in 1908 and showed very favourable results. However, steam locomotive development ceased in Switzerland a few years later in favour of electrification, but boilers of the Brotan-Deffner type and further developments of it were used in many other European countries, notably Hungary, where more than 1,000 were built. They were also used experimentally in the USA: for instance, Samuel Vauclain, as President of Baldwin Locomotive Works, sent his senior design engineer to study Hungarian experience and then had a high-powered 4−8−0 built with a watertube firebox. On stationary test this produced the very high figure of 4,515 ihp (3,370 kW), but further development work was frustrated by the trade depression commencing in 1929. In France, Gaston du Bousquet had obtained good results from experimental installations of Brotan-Deffner-type boilers, and incorporated one into one of his high-powered 4−6−4s of 1910. Experiments were terminated suddenly by his death, followed by the First World War, but thirty-five years later André Chapelon proposed using a watertube firebox to obtain the high pressure needed for a triple-expansion, high-powered, steam locomotive, development of which was overtaken by electrification.[br]Further ReadingG.Szontagh, 1991, "Brotan and Brotan-Deffner type fireboxes and boilers applied to steam locomotives", Transactions of the Newcomen Society 62 (an authoritative account of Brotan boilers).PJGR -
109 Stanier, Sir William Arthur
[br]b. 27 May 1876 Swindon, Englandd. 27 September 1965 London, England[br]English Chief Mechanical Engineer of the London Midland \& Scottish Railway, the locomotive stock of which he modernized most effectively.[br]Stanier's career started when he was Office Boy at the Great Western Railway's Swindon works. He was taken on as a pupil in 1892 and steady promotion elevated him to Works Manager in 1920, under Chief Mechanical Engineer George Churchward. In 1923 he became Principal Assistant to Churchward's successor, C.B.Collett. In 1932, at the age of 56 and after some forty years' service with the Great Western Railway (GWR), W.A.Stanier was appointed Chief Mechanical Engineer of the London Midland \& Scottish Railway (LMS). This, the largest British railway, had been formed by the amalgamation in 1923 of several long-established railways, including the London \& North Western and the Midland, that had strong and disparate traditions in locomotive design. A coherent and comprehensive policy had still to emerge; Stanier did, however, inherit a policy of reducing the number of types of locomotives, in the interest of economy, by the withdrawal and replacement of small classes, which had originated with constituent companies.Initially as replacements, Stanier brought in to the LMS a series of highly successful standard locomotives; this practice may be considered a development of that of G.J.Churchward on the GWR. Notably, these new locomotives included: the class 5, mixed-traffic 4–6–0; the 8F heavy-freight 2–8–0; and the "Duchess" 4–6–2 for express passenger trains. Stanier also built, in 1935, a steam-turbine-driven 4–6–2, which became the only steam-turbine locomotive in Britain to have an extended career in regular service, although the economies it provided were insufficient for more of the type to be built. From 1932–3 onwards, and initially as part of a programme to economize on shunting costs by producing a single-manned locomotive, the LMS started to develop diesel shunting locomotives. Stanier delegated much of the responsibility for these to C.E.Fairburn. From 1939 diesel-electric shunting locomotives were being built in quantity for the LMS: this was the first instance of adoption of diesel power on a large scale by a British main-line railway. In a remarkably short time, Stanier transformed LMS locomotive stock, formerly the most backward of the principal British railways, to the point at which it was second to none. He was seconded to the Government as Scientific Advisor to the Ministry of Production in 1942, and retired two years later.[br]Principal Honours and DistinctionsKnighted 1943. FRS 1944. President, Institution of Mechanical Engineers 1941.Bibliography1955, "George Jackson Churchward", Transactions of the Newcomen Society 30 (Stanier provides a unique view of the life and work of his former chief).Further ReadingO.S.Nock, 1964, Sir William Stanier, An Engineering Biography, Shepperton: Ian Allan (a full-length biography).John Bellwood and David Jenkinson, 1976, Oresley and Stanier. A Centenary Tribute, London: HMSO (a comparative account).C.Hamilton Ellis, 1970, London Midland \& Scottish, Shepperton: Ian Allan.PJGRBiographical history of technology > Stanier, Sir William Arthur
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110 Betriebsgrößenersparnisse
plEOS: Economies of Scale -
111 Größenvorteile
pleconomies of scale
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