...Assessment 2 – Outline : ‘The Hewlett Packard Way” Case Study: I chose the ‘Hewlett Packard way’ as last year I spent the whole year as Store manager in a retail position. The first half of the year I managed for a company with a reputation for high staff turnover and in the second half I managed for a company with similar values to Hewlett Packard. Not only were staff members more loyal in the second company but the level of self-driven motivation was second to none. I am passionate about this management style. Contemporary management Issues in relation to this article Issue: HP consistently puts principles derived from Theory Y into practice taking a completely soft model of Human Resource Management approach. However more recently HP have been experiencing problems because of a downturn in the economy and needs to reduce costs. Should HP stick with this approach through this rough patch though more costly? The Company: Hewlett Packard company or HP is a public, manufacturing and professional services sector industry founded in 1939 by William Hewlett and David Packard. It provides It provides computer hardware/software and IT services to consumers, small- and medium-sized businesse and large enterprises. Founders Bill and Dave established a philosophy of management called the ‘HP way’ which is 100% people orientated built on recognition of achievements. Key management Issues: The problem with a purely Theory Y based approach to management saves money...
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...Hewlett-Packard (HP). (See: HP’s “Six-Pack” for a summary of DfSC.) For more than ten years the company has evaluated the supply chain impacts of design decisions. Indeed, two early examples—DeskJet localization and LaserJet universality—are described in a wellregarded Harvard Business Review article and in widely used academic case studies. 1 What is new is the innovation that has allowed HP to deploy DfSC in a systematic, repeatable, and broad-based way to hundreds of product development teams and thousands of engineers across the company. A unified set of technologies, methods, training, and infrastructure have been implemented to enable rapid and effective DfSC decision-making. “Over the past 3 years DfSC has been broadly adopted by all HP’s Business Groups and Regions. In addition, there have been over 50 individual projects undertaken in collaboration with engineering, marketing, supply chain and finance teams. Savings directly attributable to these programs has exceeded $200 million/year and are expected to reach the $1 billion mark in 2006.” - Dick Conrad, Senior Vice President, HP Global Operations Supply Chain 1 Edward Feitzinger and Hau L. Lee. “Mass Customization at Hewlett-Packard: The Power of Postponement.” Harvard Business Review, January-February 1997: pp. 116-121. Laura Kopczak and Hau L. Lee. “Hewlett-Packard DeskJet Printer Supply Chain (A) and (B).” Stanford Teaching Case, 1996. Hau L. Lee. “Product Universality: The HP Network Printer Case.” Stanford Teaching...
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...Introduction In 1976, a couple of college dropouts, Steve Jobs and Steve Wozniak, founded Apple Computer. Working out of the Jobs family garage they built a computer circuit board that they named the Apple I. Jobs made it Apple’s mission to bring an easy to use computer to market and in 1978 introduced the Apple II, which was a relatively simple machine that people could use out of the box. Apple quickly became the industry leader, until IBM entered the PC market in 1981, which lead to Apple fundamentally changing their competitive position. Apple was still considered aesthetically pleasing compared to the bland IBM PC, but lacked the “open” system that other producers could clone from the IBM PC. In contrast, Apple relied on proprietary designs that only Apple could produce. In 1984, Apple introduced the Macintosh, marking a breakthrough in ease of use, industrial design, and technical elegance from a PC, but it still lacked a microprocessor with speed and compatible software. In 1985, Jobs was removed from his operational role and eventually left the company to start up a new company called NeXT. After this Apple struggled with establishing a sustainable strategy and suffered an up and down history. Finally, when Steve Jobs returned and was made CEO of Apple in 1997, Apple finally saw the turnaround it needed. He quickly shook things up and established relationships with Microsoft and Intel, which would take Apple’s PC to new heights. In January 2007, three decades after its...
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...Summary Brent Cartier, Manager for Special Projects in the Materials Department of HP Vancouver Division. Bob Foucoult, production manager. Dr. Billy, inventory expert from Corporate HP. Laura Rock, an industrial engineer. Jim Bailey, the planning supervisor. Jose Fernandez, the purchasing supervisor. Kay Johnson, the traffic department supervisor. HP company was founded in 1939 by William Hewlett and David Packard. During 1980s HP and Canon separately pioneered inkjet technology at their respective corporate laboratories. HP led the inkjet market in the US, while Canon led the market in Japan. European competitors included Epson, Manisman-Tally, Siemens’ and Olivetti. Inkjet printers were rapidly becoming commodity products. The end customer, choosing between two inkjet printers of equal speed and print quality, increasingly used general business criteria such as cost, reliability, quality and availability to decide. Product loyalty continued to decrease. In Vancouver Division, the manufacturing organization realized early on that a fast, high-volume process would be required for success in the printer market. With the current(1979) 8-12 week cycle time and 3.5 months of inventory, it would be doomed to fail. From 1982, Vancouver Division had converted the factory to stockless production and had reduced inventory from 3.5 months to 0.9 months, with a drastic reduction in cycle time. The network of suppliers, manufacturing sites, distribution centers(DCs), dealers and customers...
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...Homework #2 1. There are potential agency conflicts in the exchange between HP director Sam Ginn and McKinsey experts. McKinsey consultants wanted the merger between HP and Compaq to occur because they might have been able to collect higher fees. Therefore, they immediately squashed any doubts and gave advice for the merger to happen, even if carrying out such an acquisition would have destroyed value for HP shareholders. 2. For Patricia Dunn, the past successful consolidation mergers are vulnerable but overcome key challenges in the first two years. She believes that the merger between HP and Compaq will ultimately help her company. The cost savings mentioned by McKinsey consultants provides confirming evidence in support of Patricia Dunn’s views and HP’s acquisition of Compaq. She responds positively because McKinsey consultants reaffirm her decision. 3. The technique that HP executives used is not the same or comparable to traditional discounted cash flow analyses. Two years from now, HP expects to save $1.5 billion after tax every year into perpetuity. If HP discounted those savings at 5%, then the present value of those savings would be $30 billion in Year 1, and $28.57 in current dollars (still discounted at 5%). HP executives valued the $1.5 billion in after tax cost savings as incremental earnings that extend into perpetuity. Since HP’s P/E ratio at the time was about 20, they valued the incremental earnings stream by multiplying the $1...
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...This essay examines the case study "The rise and fall of Carleton S. ('Carly') Fiorina, during her employment as Chief Executive Officer (CEO) with Hewlett-Packard (HP) (Robbins et al. 2008). Well-known for her charisma, high profile and aggressiveness in business, Carly's previous employers at Lucent Technologies paid tribute her imaginative leadership style, her enthusiasm, and her ability to introduce and lead change. (Robbins et al.). The value of individual personality tests as an indicator for business success will be examined. This essay also looks at Carly's personality, and how it may have impacted on her ability to perform her job. It will be argued that personality testing has limited value as an indicator of business success. Other factors considered include gender, organisational culture and charismatic leaders. Burton et al. (2009), describes personality as the enduring blueprint for an individual's motivation and behaviour expressed in different circumstance, including the individual's thoughts and feelings. According to Burton et al., personality can change however, adult personality show significant reliability over time. Carly personality was well known and was considered as a great asset at the time of her employment at HP. Carly was portrayed as charismatic, visionary, and unconventional and as having the resolve necessary to undertake the job (Robins et al. 2008). Carly did not appear to place a high value on traditional goals, but rather she was interested...
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...The Assignment Questions for 'Revitalising Dell': 1. I would like you to consider Dell around 2004 and make an assessment of how well they were doing at that time and what you believe were the two or three most likely explanations for their success. For each explanation I am looking for a ‘complete story’ supported (wherever possible) by facts and analyses based on the data from the case. (10 marks) 2. In 2004, Dell was one of the 'stars' of the computer industry, yet just over five years later it appeared to be struggling. Again using the tools and concepts we have been employing throughout the term, I would like you to speculate on what are the most likely explanations for their ‘decline’. Again I want you to support your arguments wherever possible with facts and analyses based on the data from the case. (10 marks) 3. Building on your analyses above, I would like you to give me a quick assessment of the main alternatives you believe Dell Inc should have considered (in 2010) to 'revitalize' their computer business over the next 5-10 years (and why), and which option would you have recommended to the senior management? (5 marks) Key Points: * Page 2: open architecture. * IBM used its huge sales force to sell PCs to large corporate accounts. * Small business and individuals – IBM used retailers such as Sears * Value – added Resellers * Dell incorporated 1984 ( IBM clone ) * IBM –declined and then accepted –Intel’s 386 chip (1985-...
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...Case: Hewlett – Packard – Supplying The DeskJet Printer in Europe Sales of DeskJet printer have grown steadily, now reaching a level of over 600,000. Unfortunately, inventory growth has tracked sales growth closely. HP’s distribution centers are filled with pallets of the DeskJet printer. The organization claims that inventory levels are need to be raised even further to maintain satisfactory product availability. The DeskJet Supply Chain HP in Vancouver does manufacturing. There are two key stages in manufacturing process: (1) printed circuit assembly and test (PCAT) and (2) final assembly and test (FAT). PCAT involves the assembly and testing of electronic components (like integrated circuits, read-only memories, and raw printed circuit boards) to make logic boards used in printer. FAT involves the assembly of other subassemblies (like motors, cables, keypads, plastic chassis, gears, and the printed circuit assemblies from PCAT) to produce a working printer, as well as the final testing of the printer. The components needed for PCAT and FAT are sourced from other HP divisions as well as from external suppliers worldwide. Selling the DeskJet requires “localization”, customize printer to meet the language and power supply of the local countries. It involves assembling the appropriate power supply module, which reflects the correct voltage requirements (110 or 220) and power cord plug, and packaging it with the working printer and a manual written in the appropriate language...
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...Contents P3.1 1 Analyse the functions of a product, e g forces acting on any four engine component, and what kind of material constraints should be taken into account based on various loading factors at its design phase. 1 Camshaft 1 push rod 2 valves springs 3 Piston 3 P3.2 5 Identify the function of the piston, connecting rod , crankshaft and fly wheel. list down and explain the materials and their properties the components which they are made with, along with the processing methods to make these components. 5 Piston 5 Connecting rod 6 Crankshaft 7 Flywheel 8 P3.3 9 Identify and explain the possible limitations, on the processing of piston, connecting rod and crankshaft and flywheel, which is imposed by processing costs, the need to safeguard...
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...MODULE 3, ASSIGNMENT 5 January 17, 2013 Topic: Practice Case Examination RomaCorral Foods Ltd. Overview In this post-session assignment, candidates work on a case that focuses on a Canadian public company called RomaCorral Foods Ltd. (RCFL) that owns and operates two chains of restaurants in Canada. One chain specializes in Italian cuisine (Roma Italian) and the other in mid-level steak house cuisine (Corral Steak House). This assignment provides candidates with an opportunity to use the concepts and tools learned from other assignments to resolve some key issues faced by a Canadian company that has to develop a plan for dealing with a downturn in its industry and ensure that its parent company’s requirements and the bank’s constraint are met. This assignment also provides candidates one final opportunity to practice their examinationwriting skills. Learning Outcome The candidates demonstrate the ability to apply the Steps for Approaching Business and Corporate Strategy to diagnose and resolve the business and functional strategic issues presented in a for-profit setting under simulated examination conditions. Due Date Please refer to the Schedule accessed from the left navigation menu. Required Reading There are no required readings for this case assignment. © 2013 The Society of Management Accountants of Canada. All rights reserved. ®/™ Registered Trade-Marks/Trade-Marks are owned by The Society of Management Accountants of Canada. No part of this document may be reproduced...
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...Executive Summary This case analysis report focuses on the declining market share faced by Dell, Inc. (“Dell”, the “Company”) and recommendations are given as to where the Company needs to alter its strategy at a business level as well as a corporate level. Broad recommendations include foraying into the retail space at a more aggressive pace, laying greater impetus in fast emerging markets such as China and India, and focusing more on R&D efforts in order to ensure that higher levels of innovation are achieved by the Company. Introduction Dell, Inc. (“Dell”, the “Company”) is a multinational company that specializes in the development, manufacture, marketing and servicing of computers and computer related products. Dell has been one of the most successful firms in the computer industry, having achieved supernormal revenue growth and above average returns for several years spanning the mid 1990’s to the mid 2000’s. This was mainly due to their prowess in customizing products as per customer requirements, coupled with effective manufacturing and supply chain processes. The Company encourages little or no intervention from distributors and middlemen, and majority of all sales are based on a direct customer relationship business model. The firm’s resources focused on supply chain capabilities, with frequent inventory turnover and direct delivery emerging as Dell’s core competencies. At the time when Dell established these core competencies, they were valuable, rare...
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...Part 1: Executive Summary Brent Cartier Manager for Special Projects in the Materials Department Hewlett-Packard (HP) Company December 15, 20XX I. Process Elements/Table of Content (Part 2) Part 1 Executive Summary Part 2 Table of Contents I. Issue with Impact Analysis Part 3 Immediate Issues Part 4 Systemic Issues II. Environmental and Root Cause Analysis Part 5 Qualitative Analysis Part 6 Quantitative Analysis III. Alternatives Part 7 Alternatives IV. List Recommendations Part 8 Recommendations V. Implementation Part 9 Recommendations Implementation Plan VI. Monitor and Control Part 10 Monitor and Control Part 11 Conclusion & Management Plan Part 3: Immediate Issue Hp’s distribution centers have been filled with pallets of the DeskJet printer. However the Europe is still claiming the inventory levels there needed to be raised. The Vancouver top management insists that HP is just going to meet customer needs with fewer inventories. Our immediate issue: 1. Too much inventory are in the DeskJet supply chain 2. European and Asian DCs cannot meet delivery requirement 3. Vancouver Division couldn't build the right products in the right quantities. Part 4: Systemic Issues 1.DCs operate system: Timing: Long Term Nature: Strategic In order to match Vancouver’s pull production system, DCs operate system need to be updated to a pull system as well. Now DCs performance measures are LIFR (Line Item Fill Rate) and OFR (Order Fill...
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...objective is to provide uninsured patients with health care needs. When the organization and state collaborate they can provide increase insurance for patients. But the drawback to this system is that it increases financial cost and does not seem financially viable. • The fifth strategy is to increase satisfaction among volunteers, employees, and patients. This will however call for an increase compensation for staff and this may not be financially viable. Analysis of chapter 7 and research completed Patients with % BMI had consistently reduced in all three counties better than the State-Average CHC between 2003-2005 .Percentage of patients screened for smoking increased considerably throughout 2002-2005 and compared favorably in 2005 with HP 2010 Goal. Screening for depression in Yuma maintained an increasing all high from 2003-2005 with Yuma matching State-Best CHC in 2005 and Mohave and La Paz nearing this level. Yuma has the highest percentage of adults screened for domestic violence, with the highest average being about...
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...preparing this report. I tried my level best to follow your schedule, format and discipline. I tried to comprehend all the areas related to this report. This has certainly enhanced my knowledge base with a practical orientation. Thank you for your consideration. Sincerely Yours, Maruf Haider ZR -33 , BBA 10th IBA Univ. of Dahaka Table of Contents Section 1 –Organization report 1.1 Background of ULC 1.2 Corporate Objective 1.3 Capital, Sponsors and Share Structure 1.4 Board of Directors 1.4.1 Executive Committee 1.5 Organizational Structure 1.5.1 Management 2.1 Lease Portfolio and Sector wise Exposure 2.2 Performance of ULC at a Glance 2.3 SWOT Analyses of ULC 3.0 Credit offers by ULC 4.1 Credit Approval Process of ULC 5.1 Conclusion Section 2 - Internship Project 1.0 Introduction 2.0 Executive summery 3.1 Scope & objectives of study: 3.1 Products/schemes: 3.2 Variables & PARAMETERS: 3.3 Methodology & ANALYSIS: 3.4 Limitations: 4.0 Product definitions 4.1 The...
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...GLOBAL SUPPLY CHAIN MANAGEMENT FORUM CASE: GS-4 DATE: 8/10/99 (REV’D 8/01/06) HEWLETT-PACKARD COMPANY: NETWORK PRINTER DESIGN FOR UNIVERSALITY INTRODUCTION Sarah Donohoe, manufacturing engineering manager of the network laser printer division at Hewlett-Packard Company (HP), listened intently to her colleagues at the project review meeting for the development of their latest new product. With Sarah at the meeting were Jane Schushinski, marketing manager, Leo Linbeck, head of product design, and David Hooper, the controller of the division. The main topic for this meeting was the decision of whether or not to use a universal power supply for the next generation of network laser printer, code-named Rainbow. Previously, printers in the North American and the European market have distinct power supplies and the associated fusers in the main engine of the printer. For North American printers, a 110 volt power supply was installed. For European printers, a 220 volt power supply was added. This printer engine was built by HP’s manufacturing partner in Japan. Due to the long lead time for engine manufacturing, HP had to specify the requirements of the two types of printers at least fourteen weeks ahead. The time that it takes the Japanese partner to commit the printers for shipments, the transportation times and customs clearance totals about four weeks. Hence, if a universal power supply is used, then HP would have the flexibility of postponing the specification of the printer engine...
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