...Head: Delta Plastics, Inc. (B) Delta Plastics, Inc. Dr. Kyle Peacock Operations Management: BUS 515 November 12, 2011 The control chart helps in detecting and understanding presence of special causes of variation. In order to deal and tackle defects in the products and to make quality products available to the consumers, the control chart for product so prepared by standard material and for product prepared by super plastic would help in understanding the areas to be focused and controlled. The 3-sigma control chart prepared for the standard material clearly gives the reflection of the process that can be controlled. There control chart depicts two major areas known as control limits. These are represented by the upper control limit (UCL) and the lower control limit (LCL). The calculation of the control limit can be done through the help of identifying the base control limit, variation and standard deviation for the process. The upper and the lower control limits for a process are calculated by adding and subtracting three times standard deviation respectively to the base control limit. When a point that exceeds control limits then it used to produce signals that contains an alarm for action to be taken to maintain the standards of production process. [pic] Control Chart for Standard Material [pic] Control Chart for Super Plastic Analysis of the calculated control limits for both the standard plastic and the...
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...reputation of an individual in order to qualify as defamatory. B. A statement does not have to be heard by a third party in order to qualify as defamatory. C. An unkind statement made against a profession as a whole is also considered defamatory. D. A statement should be based on pure opinion to qualify as defamatory. Correct: The Correct Answer is: A. In a defamation case, the plaintiff must prove that the defamatory statement was heard or seen by a third party and that the statement had the ability to hurt the reputation of the plaintiff. 2. Who among the following is given absolute privilege or immunity against defamation? A. Journalists while covering the news B. Employers while recruiting new employees C. Business owners during press conferences D. Congress members during congressional debates Correct: The Correct Answer is: D. The members of Congress have absolute privilege against defamation for statements made during congressional debates. This immunity was given through the “speech and debate clause.” 3. Delta Inc. has filed a lawsuit against one of its new franchisees for providing false information about the amount of its profits it would give to Delta every month. Delta has also ascertained that the incorrect information caused pecuniary damages to Delta as well as damages to its reputation. What type of business tort is illustrated in the scenario? A. Fraudulent misrepresentation B....
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...Organizational Change and Innovation Management MGMT 5970 Fall Semester 2014 Class Days: Tuesdays & Thursdays Time: 12:30 - 1:45 a.m. Location: MLC 245 Professor Name: Dr. Bob Vandenberg Offices: 402 Brooks Hall Phone: Brooks Office: 542-3720 Office I don’t have set hours because honestly as the head of the Department of Hours: Management I’m in the office most days during normal business hours. Thus, please email me in advance as to when you’re coming by so that I put it in my calendar. Hours: e-mail: rvandenb@uga.edu Course Materials Textbooks: Jick, T. D. & Peiperl, M. A. (2011). Managing change: Cases and concepts (3rd ed.). New York: McGraw-Hill Irwin Publishing (ISBN 978-0-07-310274-0). Nameplates: PLEASE BRING YOUR NAMEPLATES EVERYDAY TO CLASS. THIS IS MY MEANS TO GET TO KNOW YOUR NAMES. Course Description “Key concepts and theories in organizational change and development. The focus is on the student's development of diagnostic skills necessary for the identification of organizational problems and opportunities and the effective management of organizational change.” Specifically, this course addresses the formal and informal structures within an organization from the perspective of bringing about change in those structures. We will start with a brief overview of change, and general intervention concepts. Using Jick and...
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...peak of its power. But when the U.S.-China Economic & Security Review Commission, a congressionally appointed panel, convened there on Sept. 23, it was not to discuss power but decline. One after another, economists, union officials, and small manufacturers took the microphone to describe the devastation Chinese competitors are inflicting on U.S. industries, from kitchenware and car tires to electronic circuit boards. These aren't stories of mundane sunset industries equipped with antiquated technology. David W. Johnson, CEO of 92-year-old Summitville Tiles Inc. in Summitville, Ohio, described how imports forced him to shut a state-of-the-art, $120 million tilemaking plant four football fields long, sending Summitville into Chapter 11 bankruptcy protection. Now, a tenfold surge in high-quality Chinese imports at "below our manufacturing costs" threatens to polish Summitville off. Makers of precision machine tools and plastic molds -- essential supports of America's industrial architecture -- told how their business has shrunk as home-appliance makers have shifted manufacturing from Ohio to China. Despite buying the best computer-controlled gear, Douglas S. Bartlett reported that at his Cary (Ill.)-based Bartlett Manufacturing Co., a maker of high-end circuit boards for aerospace and automotive customers, sales are half the late-1990s level and the workforce is one-third smaller. He waved a board Bartlett makes for a U.S. Navy submarine-detection device. His buyer says he can get...
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...priority, Chapter 2, page 5 LEARNING OBJECTIVES After studying this chapter you should be able to 1 2 3 4 5 6 7 Explain the meaning of total quality management (TQM). Identify costs of quality. Describe the evolution of TQM. Identify key leaders in the field of quality and their contributions. Identify features of the TQM philosophy. Describe tools for identifying and solving quality problems. Describe quality awards and quality certifications. CHAPTER OUTLINE Defining Quality 138 Links to Practice: General Electric Company; Motorola, Inc. 140 Cost of Quality 140 The Evolution of Total Quality Management (TQM) 142 The Philosophy of TQM 147 Links to Practice: The Walt Disney Company 150 Links to Practice: The Kroger Company; Meijer Stores Limited Partnership 153 Quality Awards and Standards 159 Why TQM Efforts Fail 162 OM Across the Organization 162 Inside OM 163 Case: Gold Coast Advertising (GCA) 166 Case: Delta Plastics, Inc. 167 136 000 DEFINING QUALITY • 137 E veryone has had experiences of poor quality when dealing with business organizations. These experiences might involve an airline that has lost a passenger’s luggage, a dry cleaner that has left clothes wrinkled or stained, poor course offerings and scheduling at your college, a purchased product that is damaged or broken, or a pizza delivery service that is often late or delivers the wrong order. The experience of poor quality is exacerbated when employees of the company either are not empowered...
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...priority, Chapter 2, page 5 LEARNING OBJECTIVES After studying this chapter you should be able to 1 2 3 4 5 6 7 Explain the meaning of total quality management (TQM). Identify costs of quality. Describe the evolution of TQM. Identify key leaders in the field of quality and their contributions. Identify features of the TQM philosophy. Describe tools for identifying and solving quality problems. Describe quality awards and quality certifications. CHAPTER OUTLINE Defining Quality 138 Links to Practice: General Electric Company; Motorola, Inc. 140 Cost of Quality 140 The Evolution of Total Quality Management (TQM) 142 The Philosophy of TQM 147 Links to Practice: The Walt Disney Company 150 Links to Practice: The Kroger Company; Meijer Stores Limited Partnership 153 Quality Awards and Standards 159 Why TQM Efforts Fail 162 OM Across the Organization 162 Inside OM 163 Case: Gold Coast Advertising (GCA) 166 Case: Delta Plastics, Inc. 167 136 000 DEFINING QUALITY • 137 E veryone has had experiences of poor quality when dealing with business organizations. These experiences might involve an airline that has lost a passenger’s luggage, a dry cleaner that has left clothes wrinkled or stained, poor course offerings and scheduling at your college, a purchased product that is damaged or broken, or a pizza delivery service that is often late or delivers the wrong order. The experience of poor quality is exacerbated when employees of the company either are not empowered...
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...for a royal grant from Spain to establish a brewery in the Philippines. He was awarded the grant for a period of twenty years. On September 29, 1890 (Michaelmas, or the feast day of Saint Michael the Archangel), La Fábrica de Cerveza de San Miguel was declared open for business. Located at 6 Calzada de Malacañang(later called Calle Avilés), the brewery took its name from its neighbourhood, the arrabal(suburb or district) of San Miguel. The facility had two sections: one devoted to the production of ice with a daily capacity of 5 tonnes, and the other to beer production. The brewery was the first in Southeast Asia using the most modern equipment and facilities of the day. With 70 employees, the plant produced 3,600 hectolitres (about 47,000 cases) of lager beer during the first year and subsequently produced other types of beer, notably Cerveza Negra, Eagle Extra Stout and Doble Bock. Early success led to the expansion of the business and Barretto decided to incorporate his brewery. On 6 June 1893, the company was incorporated and registered with a capital of P180,000. Those forming the corporation were Don Pedro Pablo Róxas y Castro, Don Gonzalo Tuasón y Patiño, Don Vicente D. Fernández y Castro, Don Albino Goyenechea, Benito Legarda y Tuáson, the heirs of Don Mariano Buenaventura y Chuidan and Barretto. Róxas was soon appointed manager, playing a prominent role in the development of the firm. He was the active member of the firm until 1896, when he left for Europe. Prior to his...
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...The Pro and Cons of Legalizing Marijuana Genaro Esparza SOC 120 Jenna Soard May 1, 2011 The Pros and Cons of Legalizing Marijuana In 2010 an estimated 443,000 people died prematurely from smoking tobacco or exposure to secondhand smoke, and another 8.6 million live with a serious illness caused by smoking. Despite these risks, approximately 46.6 million U.S. adults smoke cigarettes. Alcohol use last year led to 14,406 alcoholic liver disease deaths and 23,199 other alcohol related deaths excluding accidents and homicides. (Alcohol Use, 2009) Despite these alarming statistics, these substances remain legal and socially acceptable while marijuana, which has never killed anyone anywhere, is illegal, remains classified as a stage one controlled substance, which likens it to killer drugs such as LSD, and heroin, both so lethal you could die with a single use. Why is it socially acceptable to use substances, which kill thousands a year while a plant that is practically a miracle drug remains portrayed as one of the most dangerous substances, known to man? In this paper, we will look at the pros and cons of legalizing marijuana the financial impact as well as the effects it would have on industry. We will also look at social impact caused by legalizing marijuana can it be socially acceptable. Alcohol and tobacco continually kill people by the thousands and yet remain legal, why then is marijuana, a drug that has never killed a single person still illegal. The...
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...DOLAT CAPITAL Analyst: Nehal Shah Tel : +9122 4096 9753 E-mail: nehals@dolatcapital.com Associate: Mahvash Ariyanfar Tel : +9122 4096 9736 E-mail: mahvash@dolatcapital.com October 5, 2011 India Research DOLAT CAPITAL October 5, 2011 Int en tio na lly Le ft B lan k 2 India Research Index Industry DOLAT CAPITAL Executive Summary..................................................................................................5 Indian Plastic Consumption......................................................................................6 Global Scenario………................................................................................................8 Innovation: Key to Growth & Margins.......................................................................9 Polymer Demand & Pricing.....................................................................................10 Plastic Composites.................................................................................................12 Major Companies: Key Parameters.........................................................................14 Companies Supreme Industries Investment Rationale.........................................................................................17 Company Background.......................................................................................25 Financials................................................................................................
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...Auditing Cases instructor resource Manual f our th e d itio n Mark S. Beasley Frank A. Buckless Steven M. Glover Douglas F. Prawitt do not coPy or redistribute Prentice hall Upper Saddle River, New Jersey ta b l e s e ct ion o f co n t e n t s 1 2 client acceptance . . . . . . . . . . . . . . . . . . . . . . . . . . . S o l u tionS inc lu de d in t h iS Section 1.1 Ocean Manufacturing, Inc. 3 The New Client Acceptance Decision s e ct ion Understanding the Client’s Business and assessing risk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 S o l u tionS inc lu de d in t h iS Section 2.1 Your1040Return.com Evaluating eBusiness Revenue Recognition, Information Privacy, and Electronic Evidence Issues . . . . . . . . . . . . . . . . . . . . . . . . . . 25 2.2 2.3 2.4 Dell Computer Corporation Evaluation of Client Business Risk Flash Technologies, Inc. Asher Farms Inc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Risk Analysis and Resolution of Client Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 Understanding of Client’s Business Environment s e ct ion 3 Professional and ethical issues . . . . . . . . . . . . . . . . . . . . . . . 59 S o l u tio nS inc lu de d in t h iS Section 3.1 3.2 3.3 3.4 3.5 A Day in the Life of Brent Dorsey Staff Auditor Professional Pressures Nathan Johnson’s Rental Car Reimbursement Solving Ethical Dilemmas–Should...
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...Auditing Cases An Interactive Learning Approach FIFTH M F S D E D ITIO N S. B A. B M. G F. P Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editor in Chief: Donna Battista Acquisitions Editor: Stephanie Wall Editorial Project Manager: Christina Rumbaugh Senior Managing Editor: Cynthia Zonneveld Production Project Manager: Carol O'Rourke Senior Operations Supervisor: Diane Peirano Printer/Binder: BindRite Graphics, Robbinsville Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on the appropriate page within text. Copyright © 2012, 2009, 2006, 2003, 2000 by Pearson Education, Inc., publishing Prentice Hall. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. To obtain permission(s) to use material from this work, please submit a written request to Pearson Education, Inc., Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458, or you may fax your request to 201-236-3290. Many of the designations by manufacturers and sellers to distinguish...
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...Chapter 8: Renewable Energy Sources The Sustainability Revolution John C. Ayers "In a sense, the fossil fuels are a one-time gift that lifted us up from subsistence agriculture and should eventually lead us to a future based on renewable resources." Kenneth Deffeyes (2001) "I'd put my money on the sun and solar energy. What a source of power! I hope we don't have to wait until oil and coal run out before we tackle that." — Thomas Edison, 1931 We cannot create or destroy energy. We can only capture it. The sun provides either directly or indirectly nearly all of the energy available to us. Plants capture solar energy directly through photosynthesis. Fossil fuels contain the energy of sunlight captured hundreds of millions of years ago. Photovoltaic (PV) cells also capture sunlight energy directly. Other energy sources capture the energy of sunlight indirectly. Heat from the sun powers the flowing air and water. We usually capture the kinetic energy of wind and water by using turbines that transfer the energy to an alternator, an electrical generator that produces alternating current. Geothermal energy is different in that it captures flowing heat energy produced by radioactive decay in the earth’s interior. In this chapter we will see that Wind, Water, and Sun (WWS) energy sources are sustainable because they are renewable, clean, safe, and nearly carbon-free. Although they have low energy densities, meaning that they require large areas of land or water to produce energy...
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...amount of gun control. The Second Amendment to the Constitution of the United States guarantees “the right of the people to keep and bear Arms shall not be infringed.” In the 1930s a law passed by the federal government that required people wishing to own or possess a fully automatic or sawed-off barrel firearm to pay a $200 registration fee. This law was amended in 1986 to ban the manufacture of fully automatic firearms. (MICROSOFT (R) ENCARTA 1995) Some of the U.S. cities, such as Washington D.C., Chicago, and New York City, place restrictions on handgun ownership. A few cities across the U.S. Have handguns banned entirely. A federal law restricts handgun ammunition capable of piercing body armor, and also requires that guns with plastic parts to contain enough metal in the gun to be detectable amount of metal. Law enforcement groups are among the most influential supports for a stricter gun control laws. Efforts to pass national gun control laws have met fierce opposition from gun lobbyist. However in 1993, after a seven year battle, the congress of the United States passed the Brady bill, which requires prospective gun buyers to wait five working days before actually taking possession of their firearms. The bill was named after former White House press secretary James Brady, who became a proponent of gun control after being shot and seriously wounded during the 1981 assassination attempt on President Ronald...
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... Amanco: Developing the Sustainability Scorecard A modern company must have a much broader and more sophisticated relationship with society, and must respond to issues that didn’t exist previously… Our strategy is the best for the sustainable creation of value. — Stephan Schmidheiny, Grupo Nueva and Amanco’s founder1 On January 9, 2006, CEO Roberto Salas arrived at the new Amanco headquarters in São Paulo after a long and strenuous tour through the company’s key units in Latin America. Salas had conducted intense and productive discussions about how to strengthen and standardize Amanco’s Sustainability Scorecard system (SSC), for use in executing Amanco’s new strategy. Amanco was Latin America’s biggest producer and marketer of plastic pipes and fittings for transporting fluid. It had dominant positions in Colombia and Ecuador, and was a major competitor in Brazil and Mexico. Amanco had become a top brand while establishing a reputation as a leading company in corporate social responsibility. Julio Moura, Amanco’s chairman, explained, “Customers want products that improve the society in which they exist and that protect the environment.”2 Salas reflected on the company’s recent financial performance (summarized in Exhibit 1): Amanco has lived by its triple bottom line values and become one of the Latin American’s most admired socially responsible companies. It has received several awards for being a “best” place to work. Concurrently, our revenues went from $520...
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...ScienceDirect Procedia - Social and Behavioral Sciences 150 (2014) 162 – 171 10th International Strategic Management Conference Comparison of public and non-public SMEs’ corporate governance strategies in Turkey Gülsevim Yumuk Günaya , Sudi Apakb, a c a Trakya University, 22030, Turkey Beykent University, Istanbul, 34396, Turkey Abstract Small and medium sized enterprises (SMEs) are very important for economic development. If proper corporate governance strategies are implemented by SMEs, their growth opportunities are expected to increase. In order to understand the impact of proper corporate governance strategies of SMEs, public and non-public companies are compared. In this study, corporate governance scores for nine public and nine non-public SMEs are calculated. It is found that only three of the public SMEs and none of the non-public SMEs had adequate corporate governance score which is based on Capital Market Board of Turkey’s corporate governance principles about stakeholders. © 2014 Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license th © 2014 Published by Elsevier Ltd. Selection and/or peer-review under responsibility of the 10 International Strategic (http://creativecommons.org/licenses/by-nc-nd/3.0/). Management Conference Peer-review under responsibility of the International Strategic Management Conference. Keywords: SMEs, Corprorate governance, Public firms, Non-public firms 1. Introduction Small...
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