...Sabotaging Encounter Commentary Our group began the production, Dry Heave, by organizing each member’s role and identifying their involvement in each stage of the film. I chose director, in which my role was to oversee the film's artistic and dramatic aspects, while guiding the rest of the crew and actors. We did not have a scriptwriter, so I worked with the cinematographer and editor to create a realistic story, in terms of our equipment and cast. Being that our genre topic was Drama, we had a vision of it involving “high school drama.” We came up with the idea of two boys fighting over one girl, but we struggled in giving the film a meaningful ending. This is where the script supervisor and I came up with idea that the girl would be intentionally killed by one of the boys in revenge of her acting interested in both boys. I knew that we had to emphasis drama through facial expressions and body language, so I made sure to communicate with the cinematographer that in conversational shots we had to go CU or even ECU. Additionally, I collaborated with the set designer and cinematographer to construct a realistic high school environment. We agreed that we should utilize our schools locker area, workout facility, and parking lot to portray high school in a true sense. Once we moved into the production stage of the film, we found that construction noises were inhibiting the quality and consistency in the sound of the film. However, I suggested that we turn off the sound for...
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...Karen Conner Professor Pridgeon English 252H Spring 1993 Semester Film Production: Final Project After the astounding success of my last film endeavor [final project for ENG 251H], Townies, my production company, Gateway Productions, has con¬tracted me for a new endeavor, this time for an adaptation of Joseph Conrad's novella Heart of Darkness. The company says that I may have full creative license in this one so, as Orson Welles did in his film Citizen Kane, I intend to oversee all aspects of the process. In selecting my staff, I have decided to keep some of the old faces from the previous film. My friend Julie Weaver will once more be at my side. As you recall, I chose her previously because she is not only a good art director but a talented illustrator as well. Her ability to do on-the-spot sketches of ideas saved me a great amount of time and money on the last project. I have also decided to keep Brightwood as cinematographer and Wise as sound director, again for the same reason for which I chose them last time, because they would make good contributions to the creative aspect of the process, and I felt that these two could best translate my ideas to film. Another old face will be Joyce Nevelson, my editor. I chose her last time because she was well-known in the industry and had won many rewards, proving her talent. Changes I have made will be in the writing, sound, and music departments. I have chosen Paul Gainritch to write my screen¬play. He is...
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...are currently pondering the idea of switching their scheduling production from seasonal to a more level production. It is believed that by switching it will save the company substantial amount of funds and help reserve its factory equipment. Also, they are and need to find a solution to the current loan agreement they have with their bank to coincide with this new plan. Adopting a policy of level monthly production was the idea of Toy World Inc.’s Production manager, Mr. Hoffman. He has stated multiple issues with the current production schedule and exclaimed projected ideas & results with the new level policy. Current problems arising from the seasonal production schedule include overtime premiums reducing profits, seasonal expansion and contraction of the work force resulted in recruiting difficulties and high training/quality costs, machinery was idle for months at a time and subjected to heavy use, frequent set up changes in the machinery, confusion in scheduling runs, and frequent setup changes that resulted in inefficiencies in assembly and packaging. Mr. Hoffman believes that by switching to a monthly level production those overtime premiums will be reduced and result in great savings, and there will be additional savings with regard to direct labor. Instead of COGS being 70% of sales it is now 65.1%. Slightly lower but still a definite change. The only exceptions with the level monthly production schedule is that savings would be...
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...| | | Planning | 1) Responsible for monitoring the workforce to achieve the on time Delivery of sample. 2) Analyze the workload.3) Make a daily plan also focus with planning department 4) Communicate with the workforce and explain to them the situation of Sampling Stage up to the Production start date. 5) plan and follow up the sample room work force trainingTarget: Sample on time delivery with good quality. | | Control the working Time | 1) Monitor the work force to achieve the target within the workingHours.2) Negotiate to the workforce the extra working time in case of urgency situation.Target : Controlling attendance daily bases to avoid any exceed work hour (Less than 60 hours/week) | | Measure the operator performance | 1) Measure the operator performance according to records2) finalize the sewing grading person in productivity best sample operator Target; work force motivation. | | Disciplinary | 1) Build up and maintain, “a well-disciplined” but harmonious working environment in the sample room.2) Build up the teamwork in work force and relationship in between staff and work force.Target: Respect and Follow the company rules and regulation. | | Costing and ordering YYMarker marking | 1) Take cuttable width and ratio filled consumption details sheet 2) Identify the way of the fabric (1gmnt/1way) or (all grmnt 1way/a). any garment any way, 3) And the fabric behavior also(knit fabric or woven)4) If there is a big alteration on the pattern (in sampling /...
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...faced a big challenge. The capacity of the project was 90 blocs. The company has only been able to complete a 7 block per year radius. The total capacity of the industry itself was 20 blocks per year. Demand for 2 of its 4 products - precast concrete facades & slabs, which are in current production, is in high demand for the Hong Kong market. These 2 products already represent close to 54% of the sales of Unicon. The fact that the total capacity of the industry is 20 blocks per year clearly indicates that competition will be entering the Hong Kong market. Unicon, in fact, already expects a minimum of 5 new competitors to enter the HK market for construction suppliers. There are currently already 4 competitors in the HK market. Unicon needs to move fast to be able to stay ahead of the competition entering the market. The opportunity for expansion is great. Based on our evaluation, we recommend that Mr. Li: • Work on the blanket approval with the HKHA to short cut the approval process; • Re-organize the company structure by moving from “make to order” to “make to stock” between interior walls, facades and slabs to support the demand for these product; • Implement changes in production - introduce a second shift to solve the problem of the 2.5 hours morning set up in order to support our strategic operational plan. To implement these recommendations, we have considered an strategy of 0-6 months while our 5 year long-term...
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...Case: Brixton Surgical Devices Brixton Surgical Devices, a public company with sales of over $900,000,000, is one of the world’s largest productions of surgical clamps, saws, screws, and stents. Its business involves production of both stock items and customs pieces for doctors at research hospitals. At the end of the third quarter of 2011, it became clear to Ed Walters, chief operating officer, and Robin Smith , chief financial officer, that the company would not make the aggressive annual earnings target specified by the board of directors. In consequence, Ed and Robin would not receive bonuses, which historically had averaged about 35 percent of their base compensation. The two devised the following strategy. “Here’s what we’ll do,” suggested Ed. “We’ve never offered our customers a discount. Let’s change that right now. We’ll offer a 25 percent discount on all orders placed in October and November for delivery in December of 2011.” “That will certainly boost fourth-quarter sales,” said Robin. “But you know, it won’t really increase total sales. It’ll just transfer some sales from the first quarter of 2012 to the fourth quarter of 2011. Of course, 2011 is where we need earnings to hit our bonus target. Hey, I’ve got another idea. We can also jack up productions of our stock items in the fourth quarter. With our high-priced production equipment we’ve got a ton of overhead. But the more we produce the more overhead we can bury in inventory. With lower unit costs and higher...
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...Case: Brixton Surgical Devices Brixton Surgical Devices, a public company with sales of over $900,000,000, is one of the world’s largest productions of surgical clamps, saws, screws, and stents. Its business involves production of both stock items and customs pieces for doctors at research hospitals. At the end of the third quarter of 2011, it became clear to Ed Walters, chief operating officer, and Robin Smith , chief financial officer, that the company would not make the aggressive annual earnings target specified by the board of directors. In consequence, Ed and Robin would not receive bonuses, which historically had averaged about 35 percent of their base compensation. The two devised the following strategy. “Here’s what we’ll do,” suggested Ed. “We’ve never offered our customers a discount. Let’s change that right now. We’ll offer a 25 percent discount on all orders placed in October and November for delivery in December of 2011.” “That will certainly boost fourth-quarter sales,” said Robin. “But you know, it won’t really increase total sales. It’ll just transfer some sales from the first quarter of 2012 to the fourth quarter of 2011. Of course, 2011 is where we need earnings to hit our bonus target. Hey, I’ve got another idea. We can also jack up productions of our stock items in the fourth quarter. With our high-priced production equipment we’ve got a ton of overhead. But the more we produce the more overhead we can bury in inventory. With lower unit costs and higher...
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...By having multiple productions plants globally, it is able to create flexibility and backup options should one of their plants fail to deliver when there is natural disasters or uncertainty within the country. During the Thailand floods, its production was greatly affected as its plants were shut down and unable to operate due to the damage caused by the flood. (Thailand was responsible for the production of 891,000 forecasted vehicles, one of the biggest in SEA). Due to the crippling of its plants in Thailand, Toyota has to scale back its productions in the rest of SEA due to issues faced while exporting certain parts from Thailand. The car maker estimates the disruption in the parts supply chain has affected about 100 kinds of parts. The overall output loss caused by the floods amounted to an estimate of 37,500 vehicles. ISSUES FACED: Toyota has to be prepared for unforeseeable circumstances such as natural disasters. As shown, during the Thailand floods in 2011, its production was scaled back by 37,500 vehicles. Backup supplies from its other branches around the world creating the same vehicle parts could be supplied to SEA during this period to alleviate the burden faced by the plants in Thailand. OPINION: Safety is one of Toyota’s key concerns and also selling point. This must be ensured from the various parts that make the car, from the start to the end. It is understandable that Toyota decided to specialize each plant so that they can be focused on what they produce...
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...out over a co-worker * 10 votes to dismiss Foreman Edward George The workers are the most important asset to the company, so their interest should be first. Second, you have to figure out what to do about the votes to dismiss Ed George. Solutions: Talk to Ed George about his problems with his co-workers. Hold a meeting and get even more workers involved in the voting process, the take another vote. Item#4 Problems: * Overloading which can result in interruption of electrical power. * Not being reachable for Southern Power Solution: Contact Southern Power ASAP. See if they could come out and help with the problem. Item#5 Problem: * Balancing your work and his until Wednesday * Upping production by mid December in the long run Upping production would be the most important problem, because it’s long term. Balancing your work load is just something you have to do until your boss gets back. Solution: Schedule your...
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...Studies Advanced Subsidiary Examination Unit 2 MEST2 Creating Media Production Briefs To release to students on or after 1 June 2015 All teacher-assessed marks to be returned to AQA by 15 May 2016 Instructions • • • • • Overleaf you will find three Production Briefs. Each brief contains instructions for three separate tasks, each requiring you to work in different media platforms – Broadcasting, Print and e-Media. Read the briefs carefully. You should select one brief. You should then produce the material indicated for two of the tasks from your chosen brief. Information • • • You are reminded that the Production Process comprises the following: — Research — Pre-production — Production — Evaluation (1500 words) The maximum mark for this paper is 80. You will be marked on your ability to: — use good English — organise information clearly — use specialist vocabulary where appropriate. Production Brief MEST2 Read the scenarios. Choose one brief and complete two tasks on that brief. You should attempt to integrate the productions across the two chosen platforms where possible. Brief One You have decided to enter a competition being run by your local arts cinema, The Little Picturehouse. This cinema, which is part of a small chain of 12 independent arts cinemas across the country, shows a mixture of independent, foreign language and documentary films. The company prides itself on providing access to non-mainstream cinema and...
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...Taking a Look at Atlanta’s Past and Future in Film This article shares how a slight tax increase in 2005, turned into a $3.1 billion to better Atlanta’s film production. This money was used to clean up the city for television and movie production. This clean up also benefited Georgia State University’s image. The writer of this article, William Inman, spoke to numerous peers about their interactions in different film’s that have recently come to Atlanta. Michael Oloyede shared his adventure as an extra in “Hunger Games II.” Oloyede played an exhausting roll yelling and screaming. Meanwhile, there have been other opportunities to be an extra in films such as, “Anchorman 2” or the “The Change-Up,” which provides extra rolls that are a little less involved as far as acting. Another show that Inman spoke about in detail was the production of the AMC series, “The Walking Dead.” As the series continues, “The Walking Dead” has actually continued to use Atlanta’s skyline in all three seasons. Inman interviewed Kevin Galbraith, a senior psychology major as Georgia State University, about his personal experience as an extra in “The Walking Dead.” The article shared Galbraith story as an extra. This article mainly contained short personal testimonials about experiences of others within Georgia State University. Throughout this article I noticed a few different things that could have made this article an easier read. Although the topic is incredibly interesting, Inman...
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...displays a precise story line in which the CIA establishes a fake movie production in order to rescue six American ambassadors out of Iran. CIA took advantage of the political crisis happening in Iran. “The Iranian government, incredibly, was trying to encourage international business in the country. They needed the hard currency and a film production could mean millions of dollars.” (Bearman, 2007). Therefore, CIA came up with the plan of producing a fake sci-fi movie flick in Iran. In the film Argo Ben Affleck was chosen to play the lead role of Tony Mendez. A considerable part of the movie Argo focuses on the Canada’s role in the escape. Canada received complete credit for rescuing these American ambassadors. In the reality Canada was actually given recognition for rescuing Americans out of Teheran. The scenes in the movie Argo successfully portray the fear of American ambassadors. As demonstrated by this dialogue “Don’t f**king shoot anyone. You don’t wanna be the son of b*tch who started the war. They need an hour to be classified. I need you to hold. If you shoot one person, they are gonna shoot everyone of us in here” (Affleck, 2012). This dialogue demonstrates the fear of American ambassador. These six Americans were in the same state of fear during the Iran Hostage Crisis. Another portion of the movie focuses on creating the fake Identities of six of those ambassadors. Mendez needed a real production company to make his fake movie plan look real and also because he had...
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...process when compared to the production runs.BMW supported such adual development process to provide flexibility to its prototyping craftsmen to make changes to thedesign quickly. For instance, the prototype shop was able to make new parts within a week of beingintimated of a design change. In contrast, the lead time for procuring pre-production tools fromsuppliers was 6 months. Providing such flexibility though had a flip side to it - something which workedin the prototyping phase may not work in the production phase. This meant that potential problems inthe design could be identified very late in the development process. People in pilot production spent alot of their time identifying and solving the big problems leaving them little or no time for minorproblems and fine tuning. Thus there were chances of minor issues creeping into actual productionresulting in customer complaints after sales.Another reason which contributed towards BMWs quality issues was its mixed-model ramp up strategy.In order to utilize the high fixed costs involved BMW adopted a mixed model ramp up strategy. Whilethis permitted better utilization of fixed assets, it caused greater confusion among the workers andmade the logistics more complex. This problem was compounded due to the fact that not all problemswere discovered or solved in the pilot production phase. This in turn affected the quality of the carsbeing produced. At the same time frequent changes to the production schedule resulted in escalation...
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...company's president expressed dissatisfaction with Merton's financial performance during the six-month period January-June 1988. "I know we are operating at capacity in some of our production lines," he remarked to Merton's controller and sales and production managers. "But surely we can do something to improve our financial position. Maybe we should change our product mix. We don't seem to be making a profit on our Model 101 truck. Why don't we just stop making it altogether? Maybe we should purchase engines from an outside supplier, relieving the capacity problem in our engine assembly department. Why don't the three of you get together, consider the different options, and come up with a recommendation?" Production Possibilities and Standard Costs No The Merton Truck Company manufactured two specialized models of trucks, Model 101 and Model 102, in a single plant in Wheeling, Michigan. Manufacturing operations were grouped into four departments: engine assembly, metal stamping, Model 101 assembly, and Model 102 assembly. Do Capacity in each department was expressed in manufacturing machine-hours available (net of maintenance downtime). Machine-hours available, in conjunction with machine-hours required for each truck model in each department, determined Merton's "production possibilities." For example, the company's engine assembly capacity was sufficient to assemble engines for either 4,000 Model 101 trucks per month (4,000 machine-hours available...
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...Father Jejemon | RVQ Productions Inc. | | Rosario | Hesus (Special Participation) | CineMabuhay | 2000s Year | Title | Role | Producer | 2009 | Nobody, Nobody But... Juan | Juan | RVQ Productions, Kaizz Ventures Inc. and Joe Aldeguer Productions | 2008 | Dobol Trobol: Lets Get Redi 2 Rambol! | Macario | APT Entertainment, RVQ Productions, M-Zet Productions | 2002 | Home Alone da Riber[14] | Upoy | RVQ Productions | 2000 | Markova: Comfort Gay | Walter Dempster Jr./Walterina Markova | | | Daddy O! Baby O! | Mario | Star Cinema Productions | 1990s Year | Title | Role | Producer | 1998 | Tataynic | Nicardo "Tatay Nic" De Carpio | RVQ Productions | 1997 | Home Along da Riles The Movie 2 | Kevin Kósme | Star Cinema | 1996 | Aringkingking | Maroy | Premiere Entertainment Productions | | Da Best in da West 2: Da Western Pulis Stori | Sgt. John Paul Quezada | Regal Films | 1995 | Father & Son | Johnny | RVQ Productions | | Home Sic Home | Berto | Star Cinema | 1994 | Wanted: Perfect Father | Roy | | | Hataw tatay hataw | Marlon | Regal Films | | Abrakadabra | Aladding/Ding | Moviestars Productions | 1993 | Home Along da Riles The Movie | Kevin Kósme | Star Cinema | 1992 | Buddy en Sol (Sine ito) | | | 1991 | John en Marsha ngayon '91 | John H. Purúntong | RVQ Productions | | Onyong Majikero (Onyong the Magician) | Grandfather Onyok | Regal Films | 1990 | Espadang Patpat (Stick Swords) | Pidol | AMS Productions (I), Airoh Media...
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