...focus on measurable |The lesson was designed with some consideration|The lesson was aimed primarily at entertaining | | | |goals closely aligned with standards and unit |outcomes aligned with unit goals. |of long-term goals. |students or covering textbook chapters. | | | |outcomes. | | | | | |Use of Higher Order Thinking questions (HOTS) |I included higher order thinking questions within |I included some higher order thinking questions|I focused on implementing the lesson plan and |I was rigid and inflexible with the lesson plan and| | | |the lesson to exploit teachable |within the lesson to take advantage of |sometimes missed teachable moments and the |rarely took...
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... Market Research By doing market research we can better understand the preferences of the customers. Afterwards we can make improvements in our system accordingly. * Production Planning Production Planning would be done efficiently as recorded order in the device would let the company arrange sufficient raw material and other necessary items for the manufacturing of jeans. * Raw Material Logistics Raw material logistics would be the same both for pull based (Personal Pair system) and push based strategy of the company. * Production Production would be according to the order. There won’t be wastage of raw material. * Factory Warehousing It will get removed because the order would be recorded and then transmitted by modem to CCTC and from it will be directly transmitted to the factory. * Shipping It will remain the same because the company will have to ship the order to its destination whether it’s in push or pull based strategy. * Distribution Warehouses The warehouses would be of no use in this system because of the order transmission to CCTC then to the factory. * Retail Outlets Currently PPS is operating in four retail outlets it’s attractive for customers because they can come and order the jeans according to their preferences i.e. customization. * Sales & Promotion The company would promote...
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...Now there is, in fact, a most considerable amount of stakeholders, which are involved with the Riorden Manufacturing Company itself. These people or holders would include Mr. Riordan, Ms. McCall, Mr. Collins as well as other upper management and the IT department would also be included in this group. Now these people and staff would be consulted with as well as some of the other staff prior to and during the development of the new system that is being put into place for the company. Information Gathering In order to see that the said system is up and function able there are in fact a couple of step that are needed to insure that the SR-rm-022 is going to function okay (Mochal, 2008). 1. Single Interviews 2. Group Interviews or Workshops 3. Facilitated Sessions 4. Joint Application Development 5. Surveys 6. User Cases 7. Work Observation 8. RFP’s 9. Prototyping Now the order is not set in stone they can, in fact, go in any order or not at all. Now when we say not at all we mean that NOT all of them have to be used depending on time and budget. Key Factors After the above process then the progress and ideas are the agreed upon solutions for the new system. Now from this we will gather both short and long-term solutions. The short-term solution is usually a weekly meeting that focuses on the agenda and key developments. Whereas the long terms are...
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...SALES ORDER PROCESS The sales order process was documented to allow for the smooth flow of sales orders through to invoices and deliveries. It is meant to act as a guide for employees when executing this system. The goal is to set standards and alleviate or minimise errors. This is intended to give additional confidence to everyone involved in this process and to enhance the customer experience in every transaction with the company. The Sales Manager would be closest to this process. To achieve the desired goals and objectives, he should strive to accomplish sales targets with the least amount of cost, time and resources involved. Having a documented system will raise efficiency providing that the system is operating well and everyone has the knowledge and skills to use it. Every system will need to be upgraded using proven techniques of continuous improvement to make the system more efficient. A system is known as a group of parts, events, or processes that are interdependent and connected together in a distinct form. The point is bringing together each part through systems thinking so that the whole organisation survives and thrives. Undoubtedly a lot can go wrong with a system and therefore we must consider a few things. Here are some that are applicable: * Connections between departments across the organisation * Asking the five whys (Grubb, 2008)to find the root of a problem * Patterns of behaviour * Use a systematic six step process to solve...
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...discusses viable solutions for the problem that arise with the current supplier of Trip Seven Screen Printing. INTRODUCTION Being in constantly communication with suppliers, meet with the payments and be transparent in what both parties need at the time of generating an order, it will allow supplier to deliver a quality product or service, and achieve the expectations of the customer. It is important to build a good relationships with suppliers. It is a characteristic that e companies should take in consideration to succeed in the market. This will allow them to get good results for their business, improve the quality of the inputs and achieve future agreements which are beneficial for the company. Proper coordination with vendors allows companies to produce a better final product or service, which will generate greater customer satisfaction and, therefore, higher sales for the business. The good relationship becomes more crucial in the case of companies that rely on a provider in specific. This can be related to the case study in which Trip Seven Screen Printing has as a unique supplier, American Apparel, even though their relation has been satisfactory for the past years, recently, issues with orders have become a problem to Trip Seven Screen Printing. It has affected the quality of their service, in the matter of delivering on time. Some the possible problems that companies could have with their suppliers are basically the following: - Delay in response to requests (either...
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... Manufacturers were developing strategic partnerships with parts suppliers to ensure the timely delivery of high quality, cost-effective parts. This approach allowed funds to be diverted to other uses that could provide a larger return on investment. 2. Changes in order needs in an unexpected way, as order for multiple molds are declining but order size for plastics is increasing. The impact on Custom Molds could be seen in sales figures over the past three years. The sales mix was changing. Although the number of orders per year for mold fabrication remained virtually constant, orders for multiple molds were declining. The reverse was true for plastic parts, for which the number of orders per year had declined but for which the order sizes were becoming larger. (Refer to the data provided) 3. Late delivery This is occurred to most of the plastics parts. Customers were complaining that parts orders were taking four to five weeks instead of the stated three weeks and that the delays were disrupting production schedules. Total time from order placement to receipt by customer is much longer than promised. This problem arises as the master scheduler was not able to determine the priority of a particular order and unexpected bottlenecking occurred during the production process. 4. Defective parts delivered to customer. Parts were returned to Custom Molds Inc after delivered to customer as a result from inefficient testing and inspection process. This will increase...
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...receiving a customer order. 2. Briefly describe the three (3) types of demand forecasting models. * Judgmental- using judgment or intuition and is preferred where there is limited or no historical data, such as with a new product introduction. * Time series- use of a model to predict future values based on previously observed values. * Cause-and-effect- assumes that one or more factors are related to demand and that the relationship between cause and effect can be used to estimate future demand. 3. Why is forecast accuracy important to logistics? If it fails to maintain an accurate forecast it can cause financially setbacks. 4. Explain the difference between order cycle and order to cash cycle. Order cycle is the management of the various activities and order to cash cycle is the length of time it takes an organization to receive payment for an order. 5. Briefly describe the four (4) components of the order cycle. * Order transmittal- time from when the customer places an order until the seller receives the order. * Order processing- time from when the seller receives an order until an appropriate location (such as a warehouse) is authorized to fill the order. * Order picking and assembly- next stage of the order management process, and it includes all activities from when an appropriate location (such as a warehouse) is authorized to fill the order until goods are loaded aboard an outbound carrier. * order delivery- time from...
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...the business and supply chain industries, it also helps prove cause and effect. In addition to this, it provides a very logical idea of what a solution to a problem it has discovered should be. Measuring and understanding both order rate and service rate can potentially be the difference between business success and business failure. For example, if a company has too slow of a service rate, it is going to lose business because of the long wait times. On the opposite end of the spectrum, if a company focuses too much on improving its service rate instead of understanding its ratio compared to order rate, it will be misusing its very valuable resources. It is also important to have knowledge of all different types of queuing systems. Importance of Queuing Configuration As one can imagine, the importance of a queuing system configuration is very significant as well. As stated above, there are several different types of queuing systems and queuing configurations. If a business uses an improper queuing system or queuing configuration, it can suffer from one of many different negative consequences. Some examples of different types of queuing systems/queuing configurations are First Come First Served, First In First Out, Round Robin, Service in Random order, and many more. Queuing systems and configurations also vary by the number or servers/number of lines. This is something that can change the entire system and entire rate of the queuing configuration. Discuss how BHI is planning...
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...required in order to successfully book in goods into AAA stock: 1. Incoming goods are received by warehouse team. 2. All loads are checked against supplier packing list/ delivery note or an invoice depending which type of paperwork is present with received goods. 3. Supplier’s paperwork is marked by warehouse team confirming that all mentioned on it goods were delivered in correct quantity and satisfactory quality. 4. In case of any discrepancies e.g. missing goods, incorrect goods receipt, and quantity of goods lower or higher than expected, relevant info must be put on original paperwork. 5. Paperwork prepared as stated above is to be transferred to purchasing department. Purchasing department collates supplier’s paperwork with copies of relevant orders for cost and quantity comparing purposes. 6. At this stage any discrepancy must be highlighted and reported to supplier’s representative. Only items received are to be booked in. In case of over delivery or delivery of not requested items, processing clerk is to search for approval from Purchasing Manager. 7. Booking in starts with opening POR module in Opera. In this module PROCESSING option is to be chosen. Afterwards operator is to switch to relevant supplier’s account (CTRL+F). 8. When in correct account, RECEIPT option is to be switched on and then one has an option if booking in is to be done for one or more orders at the same time. Option very useful when one delivery note has items from more than one order on itself...
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...project which requires her to determine how the supply systems for remote locations can be improved. Qmont has 17 remote locations. Each have their own drilling crew with a geologist or engineer that is in charge. Alice contacted the accounting department to find out how the invoices for the remote locations were paid. She found out that the accounting department paid all invoices that were submitted even if they did not have confirmation that the order was received. They do this because they demand a quick turnaround from suppliers and want to extend goodwill confidence with them. The communication between sites and their suppliers was usually done one of two ways either the site leader placed the order with head office personnel in exploration or engineering or the site leader will order directly from the supplier. If the site needs a part right away they will order from multiple suppliers hoping that they will get the part quickly to get back to work. Alice discovered that there were multiple times that the bill for airfreight was higher than the price of the item or there were multiple purchases of the same item delivered within days of each other. Question 1. Did it make sense to start the project by looking at supplier invoices? It does make sense for Alice to start her project with looking at the supplier invoices. Her goal is to find a way to improve the supply system for remote locations. Looking at the invoices is the best way to find out the ordering patterns and helps...
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...small and large electronic firms and management envisioned it as one of the industry leaders. With 750 competitors in the US alone, and a market that is volatile, Donner’s ability to anticipate and resolve design problems and prototype techniques enabled it to maintain its competitive edge. However, this competitive edge has been compromised by poor on-time delivery and high rate of product return, in addition to planning and manufacturing problems that caused bottlenecks, shifting bottlenecks and improper utilization of labor. These problems began to hamper the overall performance of the firm, and management started evaluating the company’s position and different strategic policies. 1. Draw the process flow diagram for a normal order that goes through the production system at Donner. Receive "Master" artwork from customer Produce negative image from circuit. Repeat image on each panel Inspect for visual defects Shear laminate into panel. Punch holes Raw material purchase Transfer pattern to panel Copper immersion bath * Wash * Scrub * Coat Photoresist *DFPR...
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... Ms Amanda Vincent. KGC (Kim): Nice to meet you too! I’m very glad to be present here today! I am Kim Je Yeong, CEO of the Kim Guitars Company and she is Lee Sang Seok, our maketing director. Ashbury (Richard): Ok, we have already come to know one another, I’d like to start the negotiating session right now. As you know, we have agreed to order from your company these three models: SG200, SG500 and SG1000, two of which are totally approved by us to purchase. They are SG200 and SG500 models. But there is still an enquiry in our minds about the model of SG1000 product, why is it currently quoted with such a high price like that? KGC (Kim): Because at present, the SG1000 model is the most innovative one of our company. It is made with the latest features on playing techniques. Our chief manager of workshop, Ms Hansol, will give you a presentation about the advancement of this model, through which you can see the reason why it requires that high amount of money. (Hansol’s presentation) KGC (Lee): Besides, we suggest that 40% of the order to be manufactured by other Korean firms. Ashbury (Amanda): Actually, since we made the order, we have expected the goods to be produced in your company’s factory. Because we’re really worried that quality of the guitars will be not guaranteed if you use parts of other manufacturers. KGC (Lee): In fact, we have been outsourcing the manufacture of some parts of the guitars to our associated company in previous contracts. This process helps...
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...demanding and enriching that there is. We congratulate you and promise to do everything we can to make this the best choice for your professional development. Specially designed for you, this guide provides detailed descriptions of all components of the CMA Strategic Leadership Program, at the end of which all conditions for obtaining the CPA designation should be fulfilled. This guide is an essential tool that you should read carefully since it outlines all of the rules governing the Program. These rules are intended to ensure, on the one hand, that all candidates master the skills necessary to practice the profession and, on the other hand, that everyone is treated equally. It is in this spirit that the moderators, correctors and staff of the Order make sure that they are respected. Note: Wherever there is a difference in interpretation, the French version of this Guide will prevail over the English version. o Happy reading! 2 2013-2014 Candidate’s Guide Table of contents Note to Readers Chapter 1 CMA Strategic Leadership Program (SLP) 1.1 1.2 SLP objectives and basics The SLP in steps 1.2.1 Phase 1 - Development 1.2.1.1 Learning activities 1.2.2 Case Examination 1.2.3 Phase 2 - Application 1.2.4 Report to the Board 1.2.5 Practical experience Evaluation methods for learning activities and national examinations 1.3.1 Evaluation of learning activities 1.3.2 Evaluation of the national examinations SLP management rules 1.4.1 Educational material and SLP Site 1.4.2 Attendance...
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...An analysis of order qualifiers and order winners of the operational strategy of Pfizer Inc. Worlds’ leading pharmaceutical manufacturer A report prepared by Dr Amit Roy Contents 1.0 Executive Summary 4 2.0 Background 5 3.0 Key Financial information 5 4.0 Order Qualifiers and Order Winners 6 4.0.1 Safe clinical trials and drug delivery methods to objects 6 4.0.2 Health and safety standards 7 4.0.3 License to manufacture 7 4.0.4 Off license manufacturing 7 4.0.5 License to distribute the products in a specific regions 7 4.0.6 Quality of products 7 4.0.7 Cost 8 4.0.8 Supply chain 8 4.0.9 Capacity 8 4.0.10 Innovation 8 4.0.11 Market offering 9 4.0.12 Human resources 9 4.0 Pfizer’s broad order winners and operational strategy 9 4.1.13 Improving the Performance of the Innovative Core 9 4.1.14 Engine for Sustainable Innovation 10 4.1.15 Making the Right Capital Allocation Decisions 14 4.1.16 Earning Respect from Society 15 4.1.17 Creating an Ownership Culture 16 4.1.18 Corporate Governance 17 5.0 Conclusion 17 6.0 References 18 1.0 Executive Summary This report investigates the operational strategy of Pfizer, world’s...
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...|Producing sustainable competitive advantage through the | |effective management of people | | | | | Impressive remarks The author points out thirteen practices for managing people in order to achieve a competitive advantage. I am impressed by the way the author points out the importance of the workforce and how it is managed. The importance: As other sources of competitive success have become less important, what remains as a crucial, differentiating factor is the organization, its employees, and how they work. The author quotes Southwest Airlines as an example, which achieved competitive advantage from its very productive, very motivated, and by the way, unionized workforce. The author clearly points out, Culture, how people are managed, and the effects of this on their behavior and skills are sometimes seen as the “soft” side of business, occasionally dismissed. Even when they are not dismissed, it is often hard to comprehend the dynamics of a particular company and how it operates because the way people are managed often fits together in a system. Success, such as that achieved at Southwest, can be sustained and cannot readily be imitated by competitors. It is easy to copy one thing but much more difficult to copy numerous things. This is because the change needs to be more comprehensive and also because the ability to understand...
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