...Hey friends, We know there is a lot of excitement in the community surrounding the Lollipop updates for the One, and for good reason. We are just as excited as you are. We never intended to keep you waiting. Unfortunately, we ran into some unexpected roadblocks. First, there was an unforeseen OS signing issue, which has recently been resolved. Our camera module had stability issues on Lollipop, and we had to rebuild it for compatibility. Several other crucial drivers, including our Wi-Fi drivers, also needed to be updated to work flawlessly with the upgrade. Admittedly, it took a little more time than we had planned, but we only release updates that we are proud of; that means refusing to take shortcuts or deliver sub-par experiences. With all of that in mind, here are the official release dates for Android Lollipop on the OnePlus One: CM 12S: The official OTA update for the OnePlus One will be released on or before March 30, 2015 OxygenOS: The official release of our own Lollipop-based ROM will be available for download on or before March 27, 2015 To show you how serious we are about this commitment to our community, we are prepared to put our money where our mouth is. If we miss either one of these deadlines, we will give away five (5) 64GB OnePlus One devices to our fans. Reply to this thread to be eligible. It’s our little way of saying thank you for being patient and for joining us on our journey to create amazing, user-driven experiences. Never...
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...reach the maximum no claim discount. For the young working population, an NCD scheme would be of great benefit especially for a young worker who is only entering the workforce. The young worker would have more frequent car usage and benefit from the reduced premium due to the discount. Since the young worker would more likely need the car for commute to work and also later on for family responsibilities. However the worker would need to take consider the portability of the NCD scheme should in the future, he decide to move to another insurer that offers a more optimal policy. Portability is an especially important aspect to consider for a young worker that is still trying out jobs and may change jobs multiple times before settling on one. In this report a model for an NCD scheme in health insurance is constructed. The model used in this report is a Markov chain where the level for year t+1 depends only on the level for year t. The highest level being 10 and the lowest level is 0. As the policyholder rises in level, the discount is receives increases which results in a lower premium for the policyholder. The penalty for a claim is -3 levels and the reward for not making a...
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...pricing strategy at the funeral home I managed was to be $100 higher than anyone else. This “strategy” is one I have often encountered as well as its evil twin: being $100 lower than anyone else. According to research, customers don’t automatically dismiss the higher price model. Instead, a higher price often seems to motivate them to take a closer look. That closer look could (and should) reveal information they care about that works in your favor. (it bears repeating here that the point of all these strategies is to get consumers focused on value over price) Some of the things I can think of are quality (“your mother never leaves our care”) or reputation, or an unconditional guarantee, etc. In one experiment products were priced at an 80% premium. Subjects were able to recall twice as much product information than the comparison products; this enabled them to cite more arguments in favor of buying the products. “The overpricing also evoked a more passionate response to the products which led to a willingness to pay much more than was originally intended. By contrast, people who were exposed to a premium close to their expectations (10%) or one that was outlandishly high (190%) simply acted according to their pretested inclination…” THIS IS IMPORTANT because most funeral homes in price competitive markets are only marginally higher than the lower priced firms. This research would tell us they are not enough higher to provoke the necessary attention to...
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...on the assignment. Generally, in Pharm 439, higher cognitive levels are expected (e.g., application and higher). Use the following tables to help you prepare your assignments. Cognitive Domain According to various researchers there are six levels of cognitive complexity: knowledge, comprehension, application, analysis, synthesis, evaluation. In the chart below, note the hierarchical arrangement, which means that higher levels subsume ability in lower levels. The higher the level, the presumably more complex mental operation is required. Higher levels are not necessarily more desirable than lower levels, because one cannot achieve the higher levels without an ability to use the lower levels. As one moves up into higher levels, however, the more applicable the skills are to those needed in daily life. | Level | Description | Action Verbs Describing Learning Outcomes | | Evaluation | Requires the formation of judgments and decisions about the value of methods, ideas, people, products. Must be able to state the bases for judgments (e.g., external criteria or principles used to reach conclusions.) Sample question: Evaluate the quality or worth of a value as applied to pharmacy. | Appraise Judge Compare Justify Contrast Support Criticize Validate Defend | | Synthesis | Requires production of something unique or original. At this level, one is expected to solve unfamiliar problems in...
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...organizations should follow. I believe that one thing, that I can describe to their business is how innovative and creative they can be. Even though they are selling their products, the sales weren’t great. This two brothers experienced hardships and struggles during those times, but they never give up. During one of their post-sales parties they asked from their friends’ advice on what can be done. Eventually, their new ideas of slogans and image they had put together actually paid off for their new designs. That’s where their creativity comes to place. The way they draw their designs is very inspirational.”Life is good” is one of the slogan designs wherein a simple message can bring an impact to people. It only means that life is not all great, but life is good. And I believe that why their customers started to buy their products In every organization, I believe being innovative is very effective when it comes to approaching work. It means having new ideas about how something can be done. If we look back from the story of Bert and John, they find themselves new ideas, on their tee shirts and make some good results from it. Another thing is being creative. It means changing your perspective on how you approach problems. You are also willing to risk and ignoring doubt and facing fears, it is also a factor for a successful work. The team should always have a back up ideas or solutions to their work. They should not settle on just one idea but always have back up plans. They should...
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...Integration (NVI) team needed to create a “Sales Integration Approach” (SIA) in order to integrate properly both companies and create sales synergies. Regarding Spanish market and the 4th set of SIA (Market Growth and Integration Plan) there are two possible layouts to choose: Full integration Model: consists on a fully integration of Indal into existing Philips organization PROS | Production oriented and distribution network with higher effectiveness Boosts cost synergies Less accounting managers reporting to the superiors leading to a better communication (Less FTE)Higher level of control and less complexityEasier implementation of a global corporate culture | CONS | Lower market knowledge and lack of product development strategy Low autonomy leading to lack of flexibilityHigher impact in performance if some crisis or failure occurs due to centralization (easier propagation of a problem through the all company)Reduced flexibility among region departments that can be essential to revenue | * Six-region Model: merge the two companies into one by organizing around six regions PROS | Customer centricity easier to achieve (due to the ease of implementation of a Bottom-up Model)Better and more focused after sale service creating bounds with customers More restricted or specific target...
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...Model Year with newly introduced features. While our Supply Chain team is eager to reduce the number of configurations, the high level organization support is no longer there. Further, our Marketing Team believes the higher number of configuration allows more flexibility and maximizes option revenue. Potential impact: * Long “days-on-lot” inventory for unpopular configurations leads to: * Higher inventory cost from valuable parking lot space * Possible maintenance costs due to “lot rot” or damage from exposure to weather elements * Lost revenue from adding incentives to lower the price and sell the product * Higher resources to engineer and produce parts/systems to support complexity, including: * Internal costs to update IT systems (BOM), * Complexity and time required to source the parts (receive and negotiating quotes) * Cost of warehousing complex inventory like wiring harnesses that require expensive “sequencing” when stocking the parts on the line * Costs of making and maintaining expensive equipment for parts that are produced infrequently * Because operators don’t often produce some combinations, they may take more cycle time leading to loss-of-production units. This can also lead to higher quality risks if the operator has low familiarity with an operation from low-repitition. * Dealers may ‘gamble’ on configurations they order that they believe will sell and may miss. * Customers...
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...grievances that are not resolved at the department level are resolved by DPA in some instances, provided there is substantial evidence that an employee is working out of class. Grievances not resolved at DPA that are approved for Arbitration must have evidence that can be presented to an Arbitrator that proves an employee is performing duties of an existing, higher paid classification more that 50% of the time over 2 consecutive work weeks (MOU Art. 14.2, 14.2.17, 14.2.21) that do not overlap with the worker’s existing SPB class specification. The Out of Class Grievance Process If the out of class work is ongoing, the grievance is always timely. However, once an out of class grievance is filed, the procedural steps outlined in the MOU Article 14, must be followed. If the out of class duties cease to be performed for any reason, an out of class grievance must be filed within 21 calendar days (except Unit 21, Out of Class grievances must be filed within 60 days) of when the worker ceased doing the out of class work, MOU Article 14.2, 14.2.17 and 14.2.21. Remember the only remedy an Arbitrator may award is out of class pay for one year, prior to the filing of the grievance, plus the time it takes to process the grievance. The Arbitrator has no authority to order a re-classification of any kind. Remember to use the correct Out of Class grievance process Art. 14.2, Art. 14.2.17 (Unit 17), Art. 14.2.21 (Unit 21). Before you file a grievance alleging out of class work, a DPA Desk Audit...
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...as a simulation of a real-life case which was not quite right, but as we have already started with this approach and did not want to change our strategic approach completely, we decided to continue it adjusting our strategies in the next rounds. In the second round we changed the number of monitoring personnel by 5 units as the scale of monitors stretches up to 100. Bonuses were changed by 2 units as in round 1. The approach we applied this time was still quite risk-averse, but in the end we scored an even higher profit than in the first round. Again, 23 firms increased their profits obtained in the second round. Profits of six firms did not change at all in the second round which was the result of the strategy not to change any variables for the companies where the first round strategies were quite successful. Having taken into account these observations, we decided to boost the earnings of the branches which still made losses or did not manage to increase their profits. One particular strategy which we applied to the firms which have negative profits is especially noteworthy. For example, branch no. 7 faced a loss of 2,285 in the first round. We decided to decrease the number of...
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...Byte Products, Inc. CORPORATE LEGALITY VERSUS CORPORATE RESPONSIBILITY | The Recalcitrant Director at Byte Products, Inc. CORPORATE LEGALITY VERSUS CORPORATE RESPONSIBILITY | The Recalcitrant Director at Byte Products, Inc. Table of Contents: Questions | Page | 1- If you were one of the board members, how would you have initially voted for the proposal? What would your vote be after the recess in the meeting? Why? | 2 | 2- Should the Byte executives tell the town administrators and potential employees that this is a temporary plant, to run for three years? | 2 | 3- What impact does a plant closing have on a small town like Plainville? What impact does the closing have on the employees? | 3 | 4- Can you suggest any compromise for the present impasse? | 3 | 5- If you were Elliott, would you call for a vote on your proposal or postpone the vote until next meeting? | 4 | 1- If you were one of the board members, how would you have initially voted for the proposal? What would your vote be after the recess in the meeting? Why? If I was one of the board members, I would have requested feasibility study and financial analysis for the proposal , although that the proposal will solve the problem of the surge in demand and although that by accepting this proposal there is no need for any licensing, foreign or domestic and the quality control remains firmly in the company’s hands, the proposal...
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...Vineet Nayar, successful CEO of HLC technologies. The analysis will highlight the skills and behaviors of this leader and others and how they prepare their organizations to be more innovative. Not only will this paper highlight the global trends that influenced Nayar to create a new, innovative organization, but also will use the model of assessment that will be used is based on the five discovery skills from the “DNA Disruptive Innovators” of Dyer, J. H., Gregersen, H. B., & Christensen, C. M. (2011) Innovator’s DNA, how did Nayar use these discovery skills to create an innovative organization and what recommendations that Nayar can use to support and encourage an innovative organization. When one thinks of innovation, it is a term used to described new ideas and new beginnings. One who introduced this concept to a failing organization, was an innovative leader named Vineet Nayar. In 2007, Nayar was named CEO of IT Services and Outsourcing Firm HLC Technologies. With his strategic vision and global outlook, he catapulted the then dismal firm into the leader of the organizational pack in a short amount of time. First, this analysis will take a deep look into the strategic vision and global outlook that Nayar used to catapult HLC Technologies. Also, the analysis will introduce the five discovery skills and how Nayar used these skills to create this organization and what steps he needs to take to continue shaping HLC into a more innovative company. In the beginning of Nayar's...
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...Company Q sends, what some would consider, a clear message to its consumers. The message Company Q is sending is the message that their company is interested in profitability without risk, distrust in their frontline employees, and catering to the communities with the highest income, a message the American people are used to receiving. By closing stores in lower income communities instead of making an attempt to find out why they are losing money while introducing a higher line of products because of customer demand in the higher income communities sends these messages clearly to those affected by the loss of service or loss of job. By closing these two stores, Company Q is adding to an already critical economic situation within these communities, and they are exacerbating the situation by refusing to contribute product that ends up as waste to the food banks that most likely support these same communities. Company Q refuses to donate their day old food to the food banks citing the potential for employees to steal product that the employees claim they are donating. In addition to the savings they are losing by discarding waste instead of donating which I will explain later, Company Q is sending a message to their employees that they are not trusted which affects employee morale, which affects productivity. The first area Company Q needs to address is evaluating their stores. There should already be a system in place to evaluate each store’s profitability since these numbers...
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...Operations Management Chapter One: Case Study Chad’s Creative Concepts 1. Decisions: a. What types of decision must Chad Thomas make daily for his company’s operations to run effectively? i. To finish the work in process of the standard line to clear up room in the plant at the temporary expense of holding off on the current delivery of custom furniture ii. Find alternative storage capability 1. Less expensive rental 2. Allocate funds to purchase land and construct own warehouse…sink the investment into a fixed cost solution iii. Reconfigure the equipment layouts in the plant 3. Make the setup more efficient and cut down on waste attributed to going from one machine area to the next 4. Reprocess to cut down on the waste of time lost to one craftsman starting and finishing one piece of furniture a. Streamline process and create true assembly line concept to speed up completion of work load iv. Finding less expensive Suppliers v. Perhaps looking at less customization and more focus on the higher demand of types of wood for his product vi. Time to make adjustments based on choosing his best options for profitability b. Over the long-run? vii. Along with that listed above, the following needs to be looked at: 5. Consider expansion by purchasing or erecting second manufactory or expanding this one 6. Include...
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...Meditech case Q1. What are Meditech’s Problems in introducing new products? In manufacturing ALL products? New products face forecasting problems. So in the beginning, as they can see in the data (graph of Weekly Net Order for New Products) of previous years, the demand in the first few weeks is booming. They should adjust their production numbers to the higher demand, until it will ease after week 4-6. In the weeks after the introduction peak the business should keep production on a constant level without having too much inventory but still enough to keep a 1 2/3 weeks of demand. There is a lot of data available but it is scattered over different systems in different areas of the organization. Therefore the data is practically useless. No routine way to see incoming demand for a new product. Configuring one universal data sheet was difficult because of the use of different time spans in different systems. A week’s notice before production change is too long. Q2. What is driving these problems, both systemically and organizationally? The business is decentralized, which means that there different areas work with different standards and system. Therefore they cannot quickly respond to each other. Problems are recognized too late. Problems are known, but because of the different systems that are used, this information is not properly communicated throughout the different departments of the business which results in slow response to problems (i.e. changes...
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...Group Theory Unit 8, Journal 2 – Managing Conflict See also the section on Conflict as a Mutual Problem, pages 372-385 Describe a situation from your life for each of the following 4 scenarios that demonstrates the difference between the following: 1. Issues versus Personalities One instance that I can recall pertaining to this scenario is while on active duty deployment to Spain I was given a task with zero specific direction on how to accomplish said task. Now to explain why this is important, the task could have been accomplish 3 different ways, the easy way which took less time and people to accomplish, the in between area which is easy but takes a little more time because you pay a little more attention to certain tasks, and the best way, which isn’t ideal because we didn’t have the number of people required, the amount of equipment needed or the extra materials needed. The work being done was necessary but repairing it vs destruction and construction of a new one was less costly and more logical. The chief was having a bad day so when I asked him he just screamed “Work with what you got!” So did the less costly method and repaired the structure. Chief decided it was the wrong way and when I asked him why he didn’t tell me that in the beginning he wrote me up for insubordination. Chiefs personality interfered with his ability to give me accurate operational orders causing me to do the task the proper way but not exactly how he wanted. 2. Interests versus...
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