...A&D HIGH-TECH: MANAGING PROJECTS FOR SUCCESS Group 11 ² BM A Guru Govind Mishra B10019 Murali P. Pathak B10029 Pranshu Dwivedi B10037 Satish Pandita B10046 Vibhu Mangla B10059 COMPANY HISTORY ´ ´ Founder ² Ted Walter ; Year ² 1988 ; Place ² Lincoln Businesses ² « « « Computer Products Accessories Services 90% sales from mid-western states ´ ´ ´ Revenues - $400 mn in year 2000 « Predominant Sales Channel ² Retail Outlets in shopping malls and Phone Orders handled by 50% call centers in Lincoln Pre 1999 era ² Orders through paper « « « « More time in order entry Delayed Shipments Poor Accuracy 30% customer call-backs Customer call backs reduced to less than 1% ´ ´ ERP implementation in 1999 « Further investment in CRM, supply chain automation, payment process in 2001 REQUIREMENT OF ONLINE SALES CHANNEL ´ Commodity status of A&D·s products « To reduce cost - SG&A expenses ´ Tough competition and decreasing margins « Increasing competitor revenues ´ Initial doubts on customer service and friendliness BUILD VS BUY BUILD Possibility of customization Higher cost of capital involved Differentiating factor Potential benefits in terms of Flexibility Possible competitive advantage Control over the system BUY Only 60% of functional requirements covered Lesser cost involved (some Hidden cost involved) Only a keep-up option Overhead of integration of multiple vendors No competitive advantage...
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...SAMPLE CASE APPLE COMPUTERS, INC. PREPARED BY MAX BEEBER September 1, 1995 FOR OL 421 STRATEGIC MANAGEMENT AND POLICY INTRODUCTION: In 1976, Steven Wozniak and Stephen Jobs designed computer boards in a garage. During the next six years, this operation was transformed into a Multi-million dollar company called Apple Computer. It broke into the Fortune 500 in 1982. While Apple has experienced tremendous growth, it has recently begun to experience problems, which, if unabated could have a significant negative impact. This includes a weak organizational structure, a rapidly changing external environment, lack of strategic leadership, and major problems with its products and within its dealer network. Therese and other serious problems have created a situation in which Apple faces key decision points that will determine the future of the company. The time of this case is late 1983. CURRENT MISSION, GOALS, & STRATEGY: Apple Computer develops, builds, and markets microcomputers. Its current philosophy states that it is “…driven by desire to build products that combine ideas already out at a low enough cost to make them useful. We are not really technology drive.” Apple is currently working on the IIE and the MacIntosh. It is also attempting to construct a more advanced computer called the Lisa, but this project is not yet completed. No specific marketing, financial, or production goals were state for...
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...SAG MILL GRINDING DESIGN VERSUS GEOMETALLURGY – GETTING IT RIGHT FOR COMPETENT ORES J Starkey1 and P Scinto2 ABSTRACT Smarter processing for the future, in the area of SAG mill design involves accurate grinding test data, completing final mill design in less than three months, and at a cost of less than $80 000 US. More detailed variability testing on the other hand takes longer, is more expensive, and is used for throughput optimization for an existing or newly purchased mill. This paper shows that SAGDesignTM testing is excellent for new SAG plant design due to relatively low cost per test and the ability to do more testing for a limited budget on larger projects. It also briefly examines a way to develop proper geometallurgical ore hardness information on every block in the mine model, from the more detailed analysis data. Keywords: comminution tests, bond work indices, grinding mill design, database, ore hardness measurements, SAGDesign test, JK dropweight test INTRODUCTION The selection of SAG and ball milling sizes and configurations for new projects is complicated by the fact that grinding characterisation data is typically limited at best. The use of this grinding characterisation data by different grinding consultants, to specify totally different equipment and or configurations for the same project is becoming a major concern for the industry. This is highlighted by the fact that a number of new projects are following the concept of selecting the largest proven equipment...
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...Student Handbook 2012 WELCOME TO WAIKATO Welcome to the University of Waikato. I hope you make the most of your time here and the opportunities that will present themselves during the course of your study. You have come to an excellent university that is ranked top in 10 subjects under the Government’s Performance Based Research Fund. We are also internationally connected; we have research connections and student exchanges with some of the world’s top universities. I urge you to consider taking part in these while you are with us. Here at the University of Waikato, you will be taught by lecturers who are leaders in their fields of research and who win national teaching awards. We are proud of our academic quality and the fact that we turn out sought-after graduates who go on to take up important roles in all parts of the world. You will already have noticed our beautiful campus which is set in 68 hectares of gardens, green space and lakes. At the heart of it all is the new Student Centre, which was completed in 2011. With its accessible areas, Library services and multitude of facilities, it is a place for students to study or just gather together and we are very proud of this building. In 2011 we celebrated 10 years of another important building, the Gallagher Academy of Performing Arts. This world-class facility was the vision of a group of driven Waikato people. It quickly became a focal point in the campus and continues to be an important venue for the performing...
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...Pricelist 2013 EARLENERALALETERMANONT CONTACTS SCUBARO EAR BRNČIČEVA 13A LTN 1231 LJUBLJANAANTE - SLOVENIAF Tel. +386 (0)1 563 21 77 Fax. +386 (0)1 563 21 78 Web: www.scubatom.net General Manager Tomaž M. FavaiOELON Tel: +386 (0)41 67 62 79 tomaz@scubatom.net Sales ManagerA Klemen KolarMOLON Tel: +386 (0) 40 58 45 84 scubacenterM@scubatom.netLMAOTTLMRARONANTEFTRONARTEENALTLARETENTOFTLEATENTELLEALERT 5 Part No. Description All Prices in EURO Suggested Retail Price REGULATORS All regulators are supported by a 30 year first owner warranty against defect in material and workmanship (see details ) SUBGEAR SG1000 The best breathing performance in all conditions and an unbeatable performance at an absolute top price. High performance air balanced second stage SG 1000 combined with a membrane, exteme robust first-stage, cold water resistant housing, high performance valve system, enlarged exhaust valve, highflow hoses for uncompromised air delivery at every position, adjustable venturi technology, precision product that is perfect for extreme temperatures BONUS SET with Octopus 812.917.100 812.917.110 SG1000 Set DIN300 incl. Octopus SG1000 Set INT, incl. Octopus 812.917.030 812.917.010 484,00 484,00 SG1000 COMBO DIN300 SG1000 COMBO INT REGULATOR COMBO 379,00 379,00 SUBGEAR SG500 Coldwater CE-certified membrane 1st stage with extreme air supply for all conditions in combination with Venturi-Adjustable...
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...Management of Change MHR 650, Sec 011 Tuesday 12pm-3pm TRS 2-164 Fall 2014 Instructor Information: Name: Frank Miller Email: frank.miller@ryerson.ca Office: TRS 2-115 Dropbox: TRS 1-002 Office Hours: Monday 4-6pm, Tuesday 11am-noon, (or by appointment) COURSE Information: Prerequisites and/or Exclusions: MHR 405 or HTH 601 or Direct Entry Posting of Grades and Feedback on Work: Grades on assignments and tests will be posted on the Blackboard site for the course. Students who do not want their course grades posted must inform the instructor in writing before the first assignment/test is due. Students will receive the results of their first test/term work before the final deadline for dropping courses without academic penalty. All assignments submitted for grading will be handed back within three weeks, except for the final assignment/test which will be available after official final grades are available. E-mail Communication: Students must use the e-mail address listed above to communicate with the instructor. E-mails and Blackboard bulletin board postings sent Monday to Friday will be answered within 24 hours. Students are required to activate and maintain a Ryerson Matrix e-mail account. This shall be the official means by which you will receive university communications. Faculty will not respond to student enquiries from any other e-mail address. See Policy #57 found at www.ryerson.ca/senate/policies for further information on...
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...Governance Section 2 Case study on Governance Failure at Satyam NAME | I.C NUMBER | MATRIC. NUMBER | BONG LUI LUI | 910710-15-5078 | AH100063 | EILEEN WONG PAK YEE | 911107-13-6184 | AH100066 | LAI JIA SIN | 901026-05-5500 | AH100072 | LIM SIN RUI | 910412-02-5152 | AH100074 | LINDA CHAN CHIN HUA | 910522-13-5360 | AH100075 | Table of Contents 1 Introduction 1 1.1 Summarization 1 2 Key Player 3 2.1 B. Ramalinga Raju and B. Rama Raju 3 2.2 Rammohan Rao 3 2.3 Auditors 3 2.4 Bank 3 2.5 Gopalakrishnan and Srinivas Talluri 3 3 Main issue 4 3.1 Weakness of corporate governance 4 3.2 Greedy of external parties 4 3.2.1 Pricewaterhouse Coopers (PwC) 4 3.2.2 World Bank Staff 5 4 Implication 6 4.1 Implication towards company 6 4.2 Implication towards stakeholder 7 4.3 Implication towards economy 8 4.4 Conclusion of Implication 8 5 Discussion 9 5.1 Theory of Ethics 9 5.1.1 Governance Failure and Resignation 9 5.1.2 Secretive Whistleblower 10 5.2 Moral Values 11 5.2.1 Responsibility as a chairman 11 5.2.2 Responsibility as board of directors 12 5.2.3 Loyalty and Truthfulness 12 6 Conclusion and Recommendation 14 6.1 Role played by corporate governance mechanism 14 6.2 Responsibilities and ways to prevent fraud 14 References 16 Introduction We are studying a fraud case which happened at Satyam. In this case study, we will divide into few parts to do analysis. First, we will make a summary of the case, identity the...
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...1. The Arbitrage Theorem: -‐>Derivatives cannot be priced by discounting tech, cause underlying moves and risk changes -‐>arbitrage pricing: Replicating portfolio: should equal cost of instr. è Prices are represented by vector ������! (������) ������! ������! = … ; N=Assets ������ = … ;K=states ������! (������) ������! ������!! … ������!! ������ = … … … ; payoff Matrix (row=assets) ������!! … ������!" S=Asset prices; arbitrage free only if Q are positive If we want q as column: D_inv*S; if not: D_tran_inv Example: 1 asset rf=10% and 1 stock=150 or 100 1) Use state prices ∆������ = ������ ∆������ where ������ = ������ 0,1 Mean of Δz=0; Variance of Δz=Δt ������������ = ������������������������ + ������������������������ è Also geometric Brownian Motion Ito’s lemma: ������������ ������������ 1 ! ! ������ ! ������ ������������ ������������ = + ������������ + ������ ������ ������������ + ������������������ ������������ ������������ 2 ������������ ! ������������ Where G(S,t) is a function of S (process); term to the left in brakets is expected change...
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...Coloplast A/S - Annual report 2012/13 Annual report 2012/13 The Coloplast story begins back in 1954. Elise Sørensen is a nurse. Her sister Thora has just had an ostomy operation and is afraid to go out in public, fearing that her stoma might leak. Listening to her sister’s problems, Elise conceives the idea of the world’s first adhesive ostomy bag. Based on Elise’s idea, Aage Louis-Hansen created the ostomy bag. A bag that does not leak, giving Thora – and thousands of people like her – the chance to return to their normal life. A simple solution with great significance. Today, our business includes ostomy care, urology and continence care and wound and skin care. But our way of doing business still follows Elise’s and Aage’s example: we listen, we learn and we respond with products and services that make life easier for people with intimate healthcare needs. Coloplast develops products and services that make life easier for people with very personal and private medical conditions. Working closely with the people who use our products, we create solutions that are sensitive to their special needs. We call this intimate healthcare. Our business includes ostomy care, urology and continence care and wound and skin care. We operate globally and employ more than 8,000 people. The Coloplast logo is a registered trademark of Coloplast A/S. © 2013-10. All rights reserved Coloplast A/S, 3050 Humlebæk, Denmark. Coloplast A/S Holtedam 1 3050 Humlebæk ...
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...Globe Coca-Cola lines a shelf at a supermarket in Shanghai in May 2009. The New Rules of Globalization PHOTOGRAPHY: AP IMAGES As more countries rethink their priorities, multinationals must proceed with caution. by Ian Bremmer I n the past few years, Pfizer has encountered globalization’s new phase. As part of the Indian government’s efforts to make medicine accessible to as many people as possible, in February 2013 India’s Patent Office revoked Pfizer’s patent for the cancer drug Sutent and granted a domestic manufacturer, Cipla, the right to produce a cheaper generic version. India’s Intellectual Property Appellate Board has since set aside the decision and has directed the Patent Office to reassess the case. In China, meanwhile, the government has been slashing drug prices to reduce health care costs. Beijing established price ceilings on essential drugs in 2009 and lowered the ceiling by around 30% in 2011, and it has pledged to expand the list of essential drugs to more than 500 medications by 2014. Such moves pose major risks for a multinational company like Pfizer: Lower prices create disincentives for quality control, and China’s hospitals, which rely on drug sales for profits, are pushing inexpensive locally made products. Until 2008 going global seemed to make sense for just about every company in the world. Western markets were extremely competitive, population expansion had slowed and incomes had flattened, and corporate...
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...Biomedical scientist: Job description More in this section Job description Salary and conditions Entry requirements Training Career development Employers and vacancy … Related jobs Print all pages in this section Case studies Biomedical scientist: Ann Thomas Biomedical scientist: Kathryn Owen Biomedical scientist: Roslyn Cooke Biomedical scientists work in healthcare and carry out a range of laboratory tests and techniques on tissue samples and fluids to help clinicians diagnose diseases. They also evaluate the effectiveness of treatments. Their work is extremely important for many hospital departments and the functions they carry out are wide ranging. For example, they may work on medical conditions, such as cancer, diabetes, AIDS, malaria, food poisoning or anaemia, or carry out tests for emergency blood transfusions or to see if someone has had a heart attack. Biomedical scientists can work in three areas: infection sciences; blood sciences; and cellular sciences. Infection sciences include: •medical microbiology - identification of micro-organisms causing disease and their antibiotic treatment; •virology - identification of viruses, associated diseases and monitoring the effectiveness of vaccines. Blood sciences include: •clinical chemistry - analysis of body fluids and toxicology studies; •transfusion science - determination of donor/recipient blood compatibility, ensuring blood banks are sufficient; •haematology - form...
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...COMPLIANCE REPORT – 2009-2010 1 i) Name and Address of the Institution : |Name |National Institute of Industrial Engineering (NITIE) | |Address |Permanent Location as approved by AICTE |Temporary Location (if applicable) | | |Vihar Lake Road, Mumbai 400 087 | | |Village |Passpoli | | |Taluk |Kurla | | |District |Mumbai | | |Pin Code |400087 | | |State |Maharashtra | | |STD Code |(022) |Phone No: 28573371 to 77 | |Fax No. |28573251...
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...Rehabilitation of Acromioclavicular Joint Separations: Operative and Nonoperative Considerations Mark P. Cote, PT, DPTa, Karen E. Wojcik, MSPT, ATCb, Gregg Gomlinski, MSPT, CSCSb, Augustus D. Mazzocca, MS, MDa,* Acromioclavicular joint (AC) separations are one of the most common injuries seen in orthopedic and sports medicine practices, accounting for 9% of all injuries to the shoulder girdle.1–3 Various operative and nonoperative treatment schemes have been described for the management of AC joint injuries.4–33 Although considerable controversy exists over the efficacy of surgical reconstruction versus nonoperative intervention for grade III type injuries, grade I and II separations seem to respond favorably to conservative management. Conversely, grades IV, V, and VI often require surgical reconstruction. Regardless of the type of injury, rehabilitation as a part of conservative management and postoperative care plays an important role in the management of these injuries. This article presents the authors’ rehabilitation approach to treatment of acromioclavicular separations pre- and postoperatively. CONCEPTUAL FRAMEWORK To provide instruction and insight for rehabilitation clinicians, protocols are often provided for a specific injury or procedure. A protocol is a system of rules or procedures for a given situation. Although intended to be informative, protocols often result in a restrictive list of exercises and arbitrary time frames that a clinician...
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...Automated Election System Does automation = clean elections? Possible Problems: Preliminary Results Technical Briefing What is the AES? l “A system using appropriate technology which has been demonstrated in the voting, counting, consolidating, canvassing, and transmission of election result, and other electoral process” process” Public perception of the AES It would lead to clean elections l Cheating would be impossible in an automated election l AES System l Election Management System (EMS) Configuration of precinct data l Election Mark– Up Language (EML) Mark– l l Precinct– Precinct–Count Optical Scan (PCOS) System l Precinct Machine BOC Computer l Consolidation / Canvassing System (CCS) l PCOS Machine SMARTMATIC AUTOMATED ELECTION SYSTEM (SAES 1800) SAES 1800 lPrecinct Count Optical Scan / Optical Mark Reader (OMR) • Detects the absence or presence of a mark in predefined positions on a form SAES 1800 Components RF Key Thermal Printer •2-1/4 inch roll paper •Rated to last 5 years Digital Scanner •4-bit mono – color scanner •16 shades of gray Processor And Memory Not Specified Compact Flash (CF) Card Input / Output Ports •CF Card Reader •UTP Ethernet Port •Disabled USB •RJ – 11 Modem Port Ballot Box Cast and Return •Buttons Disabled Display • Touch screen, mono-color display •Quarter VGA in size, 320x240 pixels Ballot Boxes with Transparent Panels Compartments the Ballot Box in Transparent Panels ...
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...Research Report Submitted To Sir Khalid Jamil Ansari Prepared By Babar Saeed (BM-25208) Bashir Ali (BM-25178) TABLE OF CONTENTS Acknowledgement 02 Executive Summary 03 Company Introduction 04 Company History) 05 a) First Mobile Phone 06 b) GSM Introduction 06 c) Strategic Change 07 Vision, Mission, Organization Direction 07 Environmental Analysis (Internal) 09 Environmental Analysis (External) 12 a) Pestle Analysis 12 b) Porter five forces Analysis 14 SWOT Analysis 18 Market/Competitor Analysis 19 Strategic Analysis 23 a) Corporate Strategy 25 b) Business Strategy 25 c) Operational Strategy 25 d) Supply Chain Strategy 26 e) Defensive Strategy 26 f) Competitive Strategy 26 Nokia Marketing Strategies Analysis 27 a) Segmentation by Geographically 27 b) Segmentation by Demographically 28 c) Segmentation by Consumer / Business 28 Marketing Mix Strategies 29 a) Product b) Price c) Place d) Promotion Key Strategic Issues Face Nokia 30 Nokia Leading Mobile Series 31 a) N Series 31 b) E Series 32 c) X Series 33 d) Asha Series 33 e) Lumia Series 34 References 35 ACKNOWLEDGEMENT One of the great pleasures of writing the report is acknowledging the efforts of our teacher and friends whose hard work, cooperation, friendship and understanding were crucial to the preparation of this report. First of all, we would like to acknowledge the efforts of Sir Khalid Jamil Ansari whose sincerity, loyalty, hard working and...
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