...MonoSpace® (No machine room) I suggest we split the marketing strategy of MonoSpace® into two parts: renovation market and new equipment market. For renovation market, property developer, who primly concerned with the overall cost, will be the focus customers. We will emphasis the long-term cost saving for replacing an old elevator to a MonoSpace®, such as better energy saving benefit and lower maintain cost. For new equipment market, we will focus on architects, because most small contractors rely on architects to select elevators. Thus, property developers, general constructors, and architects will be our target customers. Second, mid-size player and “cowboys” count for a 35.5% German elevator market share. They are our main competitors in Germany market. Since the end of construction boom brought price competitions, which effectively squeezed the space for mid-size or small players, we should price the MonoSpace® at a low price in order to gain market share from those mid-size or small players. My suggested pricing police for MonoSpace® are to set the price of MonoSpace® as low as a hydraulic system, which accounted for approximately 60% of the German low-rise elevator market. Although, it is foreseeable that the inevitable erosion of current product line by the launch of MonoSpace®, the overall market share of KONE will increase. Third, learning from Netherlands experience, we should market...
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...SECURITY SITE SURVEY DEVRY CORPORATE HEADQUARTERS – The Devry Center Jim Jones February 15, 2013 Eval of Security Systems Professor Semore Butts Overview This site survey was conducted by Jim Jones on February 15, 2013. This document is intended to detail the security survey and analysis for Devry Corporate headquarters. The report will detail the strengths and weaknesses of each of the operational areas. While it will detail an overview of staff and visitor procedures it will not be a personal evaluation of the staff’s readiness or ability to carry out those activities and responsibilities. The objective of the recommendations in this audit are to ensure that Devry Corporate headquarters complies with state, local, and federal regulations for the safety of its employees, the public, and visitors. It will also assist with recommendations that ensure Devry Corporation is free from any legal liabilities as a result of action or non action as it relates to security and safety (Garcia, 2008). Summary The Devry Corporate Headquarters is the central location for Devry Inc., which owns and operates fourteen educational institutions, their supporting both domestic and international operations. These Institutions are comprised of large scale educational facilities requiring sophisticated infrastructures. Each of the supported institutions must adhere to the Higher Education Act standards of security and safety. Those standards would not be applicable in the corporate...
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...horizontal communication in an MNC? * * They analyzed a Finland based MNC (Kone Elevators?) where the corporates official language is English. * * The Reasons were they wanted to gain in-depth understanding of different ways communication goes between subsidiary staff (lower staff) in different countries. * * * Interviews: * * The interviews were with Kone staff, and there was an analysis of the company’s language and communication training program. * * The interviews were made with levels 1. Top management 2. Middle management 3. Operating management * * The Interviewees were from different countries (Europe, Mexico, and the far east.) and the interviews were spoken in different languages depending on the nationality who they were asking questions to. * * The Kone key informants (person who gives information to others) where interviewed on the telephone and email: 1. The specific role that language is perceived to play in horizontal communication. 2. Language training in Kole * * Those informants intervewees represented: 1. Human resources 2. Language training 3. Management development 4. Technical training 5. Customer Service * * * The company: * * Who is Kone Elevators? * It is one of the leading business in the world for elevators and escalators. * In 2000 the companies net sales totaled to 2.6 Billion EUR which is...
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...bookshelves to limit distractions 2nd Floor Potential Improvements: * Newer carpet * New furniture—most of the chairs are old and stained * Ceiling tiles are missing * Books and chairs need to be better organized * Get rid of some desks—there are a numerous number of unused desks and chairs that take up space * Get rid of old books and replace with more modern materials—many books are dusty/torn * Better cleaning—a lot of dust and dirt * Clear out furniture and empty bookshelves to free up space * Paintings and posters on the walls are old and outdated * Important documents on walls should be laminated or framed * More trash cans * Replace broken lights * Repaint elevators. 3rd Floor Potential Improvements: * Elevator safety inspection sign is outdated * Lots of unused space * Pictures laying around that are not hung up * More desks from second floor should be brought up * Rooms should be created to allow for students to work in groups without disturbing others * More cleaning * More artwork on walls * Bulletin boards on walls are empty * Less group tables—most students on this floor work independently at desks * Windows need to be cleaned * Outdated technology—broken printers laying around * Used as storage—there are a lot of things lying around that are not used by students. A separate storage space should be created * Kids area should be made...
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...with Orleans Elevator in Bloomington over the years but just wonder how long this will continue. I have much invested in my manufacturing plant located right next to their plant, but now that United Technologies [the parent company of Orleans] is all into this FreeMarkets Internet purchasing system, I just wonder how long they are going to be interested in keeping me in the supply-chain loop. It’s been a good business over the past few years. I was in the right place at the right time when Orleans got into just-in-time and lean manufacturing in the late 1980s. Initially, I was just making the control panels for the elevators. It was interesting to walk into a new building, get on the elevator, and see my company’s handiwork in that beautiful stainless steel panel that houses the buttons for the floors on the building. I could take a lot of pride in the craftsmanship even though it was largely a technology thing. That new numerically controlled machine tool that I purchased in 1985 made making the holes in those custom panels easy. We are still making beautiful panels. Since that time my company has gotten a lot of other business from Orleans. We now make all kinds of special brackets and panels for the plant. This has been great for us over the years. We have set up a very efficient process for fabricating exactly what the plant needs in these parts with very little lead time. For most items, Orleans simply gives us the production schedule for elevators being shipped...
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...Kone came down to 6% of turnover in 1st 8 mths of 1996. New Revolutionary Pdt- MONO SPACE. Concern of Raimo Hatala Size of Monospace in Germany.How to Price & position Monospace.How will it canabalize Sales of KoNes Existing Low ise elevators.Launch strategies? Elevator Industry: Mainly dominated by 5 companies..New Equipment mkt accounts for : 9 Billion Dollar & Servicing mkt for : 13 Billion Dollars . 80% of all service Contract were given to Original equipment manufactures. Elevator Technology Gearless-10%(High speed – high rise commercial building)Geared Traction-30%(Low raise building).Hydraulic -60%(50% low cost than Geared transaction But high on oil consumption) Machine Room Requirement Gearless Elevators: 11-15 Square meters, Geared Traction:11 Square meters,3 Fixed Placement option, TOP OF THE SHAFT (PT) LOWEST FLOOR(PU):Expensive because of complex roping arrangement. Slightly above top floor & to the side of the shaft(PS):Most expensive & least Common. Hydrulic Elevator machine room(PH): 5 square meters Total elevator Cost: 50% Equipment+50% for construction of shaft /machine room/Instalation cost. About KONE: Established in 1910 in Finland:Low rise Elevators acconted fr 75% of Kones sales,Spent 1.5% of Revenue to R&D V1: 38% of revenue V2: 62% of revenue. 90% of Sales outside Finland. KONE Aufzug: in Germany with a Revue of 206 M DM & profit of 13M DM.They had less sales person compared to completion. 48% Sales...
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...Finland. During November 1996 Raimo Hätälä, the New Elevator Business director, was planning to launch a new product in the low-rise building market. The elevator industry in Germany was highly competitive and mature. From 1995, when the construction boom ended abruptly, until 2000 they expected the demand to shrink by 15%. This provoked the prices to fell between 5% and 7% in 1994 and 1995, generating loses for Schindler and Otis (two of the six major competitors in Germany). The German low-rise building market was divided, as in other European countries, in geared traction technology (PU and PT), and hydraulic technology (PH) that accounted for 8% and 92% respectively. KONE’s new product, MonoSpace, was mainly characterized for its new technology, the EcoDisc, which provided a more comfort ride, did not need for a machine room, and reduced energy consumption. Before the launch of MonoSpace in Germany, it was test marketed in France, United Kingdom (U.K.) and The Netherlands. In the latest, MonoSpace was a complete success. It gave higher profits and 62% of the low-raise market (up from 52%). But in France only 40 units were sold of the 300 expected and in U.K. no units were sold during the first month after launch. Results that gave Hätälä cause for concern. Finally, a pre-launch had been done: During November 1995, 4 PH customers converted their orders to MonoSpace and from January to June 1996, 30 MonoSpace elevators where arranged to be installed. All of them were asked...
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...flip-flops. She carries a large purse and pink water bottle. KATY You think this will really work? KELLY Yeah, don’t worry. Here comes someone now. STUDENT 1, 18, an average looking but confident young man approaches the door. He smiles at Kelly and Katy, swipes his keycard and opens the door for them. KELLY Thank you. STUDENT 1 Yea, no problem. INT. UNIVERSITY DORMITORY – DAY The girls walk in, looking around at the mass of paper decorations covering the elevator lobby. They move to the elevator beside the young man. The girls smile as the student calls an elevator. The elevator arrives and all three walk on. INT. DORMITORY ELEVATOR – DAY He swipes again. Kelly turns to Katy. KELLY What floor does John live on again? KATY 8, I think. KELLY 8, Please. STUDENT 1 Yea sure. KELLY Thank you. KATY Thanks. The 3 of them ride up to the 4th floor where the student gets off. The elevator door closes. Kelly immediately reaches into her book bag and pulls out a stack of blue rush cards. She cuts the deck in half. KELLY Ok, so um, give one to each person. She hesitantly gives one half to Katy. KATY Right, ok, cool. Katy looks at the stack for a second. KATY So you don’t want me to be with you at all? Just split up and go? KELLY Uhmm, well, we can do some together and then split up, go on and off. Doesn’t matter....
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...1. KONE has targeted MonoSpace directly at Europe’s largest new-equipment market segment: low-rise residential elevators. Put yourself in Hätälä’s shoes and develop a detailed marketing plan for launching the MonoSpace in Germany. Kone was to launch the MonoSpace in the low-rise residential elevator market in Germany, which was its largest country market in Europe and vital to its overall success. 96% of elevators purchases in GER Kone has two real options: • They could market the product either both lines together MonoSpace and the hydraulic and the geared traction • They could position it as top of the line. Set a price for the MonoSpace (to facilitate comparison with prices of existing products as given at the bottom of case page 4, price a low-rise, 4-floor elevator) and specify clearly how it is to be positioned relative to the current product line (PH, PT, PU, or PS). MonoSpace fits relative to product lines. Based upon the above mentioned two options of MonoSpace launch plan, KONE can have the following two strategies to position MonoSpace in the elevator market, so that it should not cannibalize its own products and should be differentiated among its competitors. • Approach 1: Rather than adopting price-skimming strategy in extremely sensitive German market, KONE should price the MonoSpace similar to products offered by SCHINDLER and OTIS, but emphasize MonoSpace benefits to customers. • Approach 2: KONE should position MonoSpace above the...
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...business with Orleans Elevator in Bloomington over the years, but just wonder how long this will continue. I have much invested in my manufacturing plant located right next to their plant, but now that United Technologies [the parent company of Orleans] is all into this FreeMarkets Internet purchasing system, I just wonder how long they are going to be interested in keeping me in the supply chain loop. It’s been a good business over the past few years. I was in the right place at the right time when Orleans got into just-in-time and lean manufacturing in the late 1980s. Initially I was just making the control panels for the elevators. It was interesting to walk into a new building, get on the elevator, and see my company’s handiwork in that beautiful stainless steel panel that houses the buttons for the floors on the building. I could take a lot of pride in the craftsmanship even though it was largely a technology thing. That new numerically controlled machine tool that I purchased in 1985 made making the holes in those custom panels easy. We are still making beautiful panels. Since that time, my company has gotten a lot of other business from Orleans. We now make all kinds of special brackets and panels for the plant. This has been great for us over the years. We have set up a very efficient process for fabricating exactly what the plant needs in these parts with very little lead time. For most items, Orleans simply gives us the production schedule for elevators being shipped over...
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...Operations Management Materials Handling Equipments INDEX Sr. No. | CONTENT | PAGE NO. | 1 | Introduction | 3 | 2 | Objectives / Roles | 5 | 3 | Types of Material Handling Equipment | 6 | 4 | Material Handling Principles | 9 | 5 | Scope of Material handling | 10 | 6 | Importance of Materials Handling | 12 | 7 | Conveyor system | 13 | 8 | Cranes | 17 | 9 | Elevators | 20 | 10 | Industrial Trucks | 26 | 11 | Robotics | 28 | 12 | Live Racks | 32 | 13 | Role of material handling in supply chain | 35 | 14 | New generation material handling system | 36 | 15 | Summary | 38 | Introduction: Material handling refers to efficient short-distance movement of goods that usually takes place within the confines of a building such as a plant or a warehouse or between a building and a transportation agency. Material Handling is the field concerned with solving the pragmatic problems involving the movement, storage, control and protection of materials, goods and products throughout the processes of cleaning, preparation, manufacturing, distribution, consumption and disposal of all related materials, goods and their packaging. The material handling industry manufactures and distributes the equipment and services required to implement material handling systems, from obtaining, locally processing and shipping raw materials to utilization of industrial feedstocks in industrial manufacturing processes. Material handling systems range from simple pallet...
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...ARCHITECTURAL DESIGN 6 Design Plate number 3 “ PHILIPPINE/NATIONAL TRANSPORTATION MUSEUM” THE PROBLEM: THE Philippine Government thru the Ministry of transportation in cooperation with several civic organizations has proposed to construct Land Transportation Museum (Phase-1) to preserve and save all different types of land transportation in existence and value to show and document our heritage thru the evolution of land transportation in the Philippines. THE PURPOSE: There are a lot of cars and other vehicles of value and a few have already been restored by some club members of the Vintage Car Club of the Philippines Such as the V-16 Cadillac Limousine of Gen. Douglas MacArthur, the Packard Limousine of president Jose P. Laurel Sr. and lately the Chrysler Zypher, bullet proof car of president Manuel L. Quezon. These cars, all part of our transportation history, are kept in different place in our country. These priceless cars need a permanent home, where it can be shown to public at the same time, be a tourist attraction which would contribute immensely to the Tourist industry. THE SITE: The site shown in the last two pages is located at the Manila-Cavite coastal road, very close to the site of the sport complex and almost in front of the Asian Development Bank Building. The lot has an area of approximately 30,000 SM. The proposed area has a relatively flat terrain which slopes towards the 30,00 M. wide Estero which is adjacent to the Manila Bay. THE REQUIRED DRAWINGS: ...
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...TURKU SCHOOL OF ECONOMICS 11 Comparison of internationalization process of Finnish firms Similarities and differences Submitted by: Sarada P Sahu Student Number - 601502 Table of Contents Introduction 3 Internationalization process of the Raisio group 3 Internationalization process for Jaakko Poyry Group 5 Internationalization process for Kone elevators 7 Comparison in the internationalization process of firms 8 Similarities 8 I. External environmental conditions: 8 II. Leadership and top management: 8 Differences 9 I. Strategy for Internationalization 9 II. Outlook of the company 11 III. Organizational and business structure: 12 Conclusion 13 Introduction The study of the Internationalization process for Finnish firms has been quite interesting in terms of the variety of the methods used by the companies to do so and in the nature of the learning that can be gained from the same. While studying about processes and the tactics being used by the companies’ one also has to pay importance to the external environment in terms of the economy, government and social and cultural factors that play a very important part in the decision making during the internationalization process. The major factors that have led to the internationalization process in Finnish firms can be classified into five major categories as mentioned. The first factor is the competence development in individuals and exploitation of the critical events that occur in the world...
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...Early Saturday afternoon the man who had introduced himself as Oliver took Ginny to several shops on Madison Avenue above 70th Street to buy her what he called an appropriate outfit. For an hour and forty-five minutes she modeled clothes, watching with critical interest her image in the three-way mirrors, unable to decide if this was one of her really good days or only a mediocre day. Judging by Oliver’s expression she looked all right, but it was difficult to tell. The salesclerks saw too many beautiful young women to be impressed, though one told Ginny she envied her her hair - not just that shade of chestnut red but the thickness too. In the changing room she told Ginny that her own hair was “coming out in handfuls” but Ginny told her it didn’t show. It will begin to show one of these days, the salesgirl said. Ginny modeled a green velvet jumpsuit with a brass zipper and oversized buckles, and an Italian knit dress with bunchy sleeves in a zigzag pattern of beige, brown, and cream, and a ruffled organdy “tea dress” in pale orange, and a navy-blue blazer made of Irish linen, with a pleated white linen skirt and a pale blue silk blouse. Assuming she could only have one costume, which seemed to be the case, she would have preferred the jumpsuit, not just because it was the most expensive outfit (the price tag read $475) but because the green velvet reflected in her eyes. Oliver decided on the Irish linen blazer and the skirt and blouse, however, and told the salesclerk to remove...
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...contents: A. COVER REPORT A.1 IdentifiCaTION DATA A.2 LIST OF REFERENCE DOCUMENTS A.3 BASIC DATA B. ConcepT B.1 charaCteristiCS OF THE BUILDING – ASSESSMENT OF THE PRESENT CONDITION B.2 EFFECT OF THE EXISTING BUILDING ON THE OVERALL DESIGN B.3 LAYOUT AND OPERATION DESIGN – THE OFFICE BUILDING B.4 architeCtURAL DESIGN B.5 TRAFFIC C. ConcepT – THE OFFICE BUILDING C.1 charaCteristiCS OF THE BUILDING – ASSESSMENT OF THE PRESENT CONDITION C.2 EFFECT OF THE EXISTING BUILDING ON THE OVERALL DESIGN C.3 LAOUT AND OPERATION DESIGN – THE OFFICE BUILDING C.4 architeCtURAL DESIGN C.5 TRAFFIC d. ConcepT – THE HOTEL BUILDING C.1 charaCteristiCS OF THE BUILDING – ASSESSMENT OF THE EXISTING CONDITION C.2 EFFECT OF THE EXISTING BUILDING ON THE OVERALL DESIGN C.3 LAOUT AND OPERATION DESIGN – HOTEL C.4 DESIGN C.5 TRAFFIC COVER REPORT 1 IdentifiCATION DATA Project: Location: Cadastre Area: Investor: Design Team: ……………………………. ……………………………. ……………………………. 2 LIST OF REFERENCE DOCUMENTS - elementary consultations with the investor - geodesic survey drawings – the existing condition - maps from IMIP 3 BASIC DATA Building A Area balance Lot area: Built-up area: Greenery: Compacted area: Total rough area of the over-ground floors Total rough area of the underground floors Total built-up space of the over-ground floors Total built-up space of the underground floors ...
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