...cent of total revenue for most U.S. art organizations which the Utah Symphony is well above. Another financial strength was the ten $10 million they received in January of 2002 from their endowment fund. A third financial strength I that only 5.5% of the Symphony’s total expenses and 5.4% of their total revenue is from their lower management and general expenses which is drastically lower than the 14% of total expenses and 12% of total revenue from the Utah Opera. Another financial strength is that the Symphony only draws out 5% of its donor account for the symphony itself which allows them to retain and use funds for expanding their business. A financial weakness for the Symphony is the amount of money they bring in from their concerts and from donations. The typical amount for most U.S. arts organizations is about 82% and the Utah Symphony only accounts for 66.9%. Another big weakness is the high expenses to run the Symphony. This is mainly due to the high salaries, benefits and personnel taxes that are in the musicians’ contracts. These contracts are very unreasonable and state that the performers must be paid no matter the amount of concerts they perform and dollars generated. Another weakness is the Symphony’s fundraising expense which is 15% compared to the operas 6.6%. A major factor is a bad debt hit of $100,000 was a result of unpaid pledges, but the revenue was booked. All of these weaknesses contribute to the Symphony’s overall weakness which is profitability...
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...big role in the outcome. Stay ambitious & determined and you can Never fail. Re: Operations Recommendations Date: November, 06, 2012 A) Work Flow The current workflow needs to address how to best organize the assembly line so that it is most efficient, and what metrics can be provided in determining the correct number of workstations. My recommendation to improve work flow is to utilize assembling and balancing strategies in Shuzworld’s Shanghai Production Facility (SSPF). Due to the circumstances surrounding this issue, I have chosen this decision analysis tool because the goal of using a layout strategy is “to develop an effective and efficient layout that will meet the firm’s competitive requirements” (JGT2 power point presentation). Proper job layouts must support a business's competitive priorities: process, flexibility, customer contact, and quality of work life. Although there are a variety of layouts to choose from, I recommend using the Product Oriented Layout in order to maximize the long run efficiency of operations by achieving the following: Higher utilization of space, equipment and people, improved flow of materials, information and people, improved employee morale and safer working conditions, improved customer interaction, and more flexibility. The current budget produces 6 workboots in one hour with a 40 hour work week making this the most appropriate layout for the production of footwear as it allows for the relationship...
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...A. Manufacturing recommendation Shuzworld has decided to move forward with the production of Samba sneakers geared towards teens and pre- teens with the brightly colored look this younger generation craves. Senior management is interested in moving forward but would like to discuss production cost options as follows: option one reconditioning of the existing equipment versus option two buying new equipment within a Shanghai facility, or option three outsourcing the production to another vendor in China. My strategic recommendation would be to minimize cost so the solution in which cost is concretely minimized would depend on the factor of how many units are needed for this initial production. Utilizing the breakeven cost volume analysis tool, if 25 to 80 units are needed for production, the lowest cost option is option 1 which is $75,000 dollars. If preparing 80 to 300 units, the lowest cost option is option 2 which yields a cost of $240,000 dollars. Lastly, utilizing any amount of units over 300, yields the lowest cost, option 3, as $350,000 dollars. A1. Manufacturing Recommendation: Output Table 2: Breakeven points Crossover graph A1a. Manufacturing Recommendation: Explanation I would prefer to minimize cost so the solution in which cost is minimized would mostly depend on how many units are needed for production. My sincerest recommendation would be to employ option 1, which is reconditioning the existing equipment, if planning involves producing 25-80. If the plan changes...
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...JGT2 Decision Analysis Task 1 A. Recommendations on how to improve current workflow in the Shanghai plant: In this section of the task, as the operations consultant of Shuzworld, I present my recommendations in detail on how to improve current workflow in the plant of Schuzworld’s Shanghai production facility. As I reached the Shanghai plant, I received a warm welcome by the plant’s operating director Mr. Alistair Wu. Wu is responsible for production at all the three facilities in China. His team was eagerly waiting for me for my help on finding the ways to improve efficiency and they were willing to put into effect any recommended improvements. After taking a tour of the plant, Wu introduced me to Catherine Pang, one of the line managers. Wu explained the assembly line issues in the production of Rugged Wear Work boot product. The plant is budget to produce 6 work boots per hour and operates 40 hour workweek. The Rugged Wear Work boot has been design as steel tipped boots and hence it takes longer than usual to make. The assembly process of these boots consist of 8 steps as part of the assembly of the boots and below is the schedule, performance time with sequence requirements. Task | Performance Time (Min) | Predecessors | A | 10 | None | B | 6 | A | C | 3 | A | D | 8 | B,C | E | 3 | D | F | 4 | D | G | 3 | E,F | H | 9 | G | Total | 46 | | Below is the layout of the production line of work boots (Shuzworld Decision Analysis Case Study): Upon...
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...Decision Analysis, Task 1 Ken Celmer Western Governor’s University Decision Analysis, Task 1 MEMORANDUM TO: Cynthia Crowninshield, VP Alistair Wu, Plant Operating Director FROM: Ken Celmer DATE: 06/09/2014 RE: Production Analysis IMPROVEMENTS TO WORKFLOW: Per your request I have analyzed the current workflow of Shuzworld Rugged Wear Work Boots and have several recommendations. Currently, the plant is using a separate workstation for all eight tasks in the boot assembly process. As part of the analysis a quantitative analysis was performed. This was done using assembly line balancing for the decision analysis tool. The results reveal that the assembly line can be efficiency can be improved significantly through reduction in the number of workstations from eight to five and combining tasks at some of the workstations. As the company has 6 boots per hour budgeted the cycle time is 10 minutes. See appendix A for details. When I compared the task completion times with the cycle time it became clear that multiple tasks can be performed in one cycle without exceeding cycle time: Task A: This task requires 10 minutes (the full cycle time) and thus should be at its own station, alone. Tasks B & C: Task B is a six minute task with a prerequisite of Task A completion first. Since Task C also shares the prerequisite of Task A, and takes three minutes to complete these two tasks pair well for performance at the same station. They require only 9...
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...DECISION ANALYSIS WGU GRADUATE PROGRAM - COMPLETE COURSE - 2014 Decision Analysis Task 1 - 2014 Decision Analysis WGU Graduate Program - COMPLETE COURSE - all 4 tasks RJGT JGT RJGT2 JGT2 Decision_analysis_.2014_task1.docx decision_analysis_task_2.2014.docx decision_analysis_task_3.2014.docx decision_analysis_task_4.2014.pptx DECISION ANALYSIS WGU GRADUATE PROGRAM – COMPLETE COURSE – 2014 To purchase this, Click here http://www.activitymode.com/product/decision-analysis-wgu-graduate-program-complete-course-2014/ Contact us at: SUPPORT@ACTIVITYMODE.COM DECISION ANALYSIS WGU GRADUATE PROGRAM - COMPLETE COURSE - 2014 Decision Analysis Task 1 - 2014 Decision Analysis WGU Graduate Program - COMPLETE COURSE - all 4 tasks RJGT JGT RJGT2 JGT2 Decision_analysis_.2014_task1.docx decision_analysis_task_2.2014.docx decision_analysis_task_3.2014.docx decision_analysis_task_4.2014.pptx DECISION ANALYSIS WGU GRADUATE PROGRAM – COMPLETE COURSE – 2014 To purchase this, Click here http://www.activitymode.com/product/decision-analysis-wgu-graduate-program-complete-course-2014/ Contact us at: SUPPORT@ACTIVITYMODE.COM DECISION ANALYSIS WGU GRADUATE PROGRAM - COMPLETE COURSE - 2014 Decision Analysis Task 1 - 2014 Decision Analysis WGU Graduate Program - COMPLETE COURSE - all 4 tasks RJGT JGT RJGT2 JGT2 Decision_analysis_.2014_task1.docx decision_analysis_task_2.2014.docx decision_analysis_task_3.2014.docx decision_analysis_task_4.2014.pptx DECISION ANALYSIS WGU GRADUATE...
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...MEMORANDUM To: Shuzworld From: Farah Shekari, consultant Re: Maui Sandal Date: February 12th, 2012 Improve Work Flow In order to improve the current workflow in the plant, I recommend that Shuzworld’s Shanghai Production Facility (SSPF) should use the layout strategies (such as assembling balancing) method because of the nature of the issue. The objective of the layout strategy is to develop an effective and efficient layout that will meet the firm’s competitive requirements” (JGT2 power point presentation). There are many types of layouts but in the case of this task, the warehouse layout is most appropriate, the trade offs to address are between spaces and material handling, including the following: material handling equipment, capacity and space requirements, environment and aesthetics, flows of information, and cost of moving between various work areas. SSPF is budgeted to produce 6 work boots an hour, with a 40 hour workweek and currently 8 stations with 46 minutes performance time. By inputting the information into the layout strategies method, I conclude that SSPF can eliminate 3 of their workstations. Therefore, it will be 92% efficient with 50 minutes of time allocated, 4 minutes of idle time, and 10 minutes of maximum cycle time. Initial and Ongoing Costs for New Line Now, I would like to discuss the impact of coast on the decision to continue producing the new line. Based on the information provided, I have chosen the learning curve tool...
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...JGT2 Decision Analysis Task 1 A.) Recommendation on how to improve current workflow. It is my recommendation that Shuzworld change their facilities layout to create a better workflow. You can accomplish this by breaking the current structure and reorganizing the workstations to accomplish tasks in a more time efficient manner and maximizing an employees’ time spent on the product. Utilizing the Case Study we can surmise that each eight hour shift must produce forty-eight work boots. 8 hours times 60 minutes equals 480 minutes. 480 minutes (The Work Shift) divided by 48 (the number of work boots required) equals 10. One work boot must be completed in 10 minutes to meet production goals. Let’s take a look at the steps involved in making a work boot so analyze where we can cut production times. Shuzworld's Rugged Wear Work boot Assembly Schedule | Task | Performance Time (Minutes) | Predecessors | A | 10 | None | B | 6 | A | C | 3 | A | D | 8 | B,C | E | 3 | D | F | 4 | D | G | 3 | E,F | H | 9 | G | Total time | 46 | | Using our previous calculations and knowing that a task can take no longer than 10 minutes at each workstation, I believe the workstations should be engineered in a way to maximize the time spent at each station before moving on to the next. The first workstation is currently Task A and will use the maximum allotted time. Workstation 2 can be a combined effort of Tasks B and C, due to their requirement (A) having already...
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...Western Governors University Strategic Management Tutorials JET2 Financial Analysis (V2 GRADUATE-0212) JGT2 Decision Analysis (V2 GRADUATE-0710 Competition Bikes, inc, Executive Summary Report * Skip to Navigation * Skip to Content ------------------------------------------------- Top of Form Bottom of Form Horizontal, Vertical, Trend and Ratio Analysis The assessments of the financial health of Competition Bikes, Inc. (CB) are derived using the attached income statements and balance sheets. Focusing on calendar years # 6, 7 and 8 to gauge the growth and stability of this company. Between the years # 6 and 7, Competition Bikes, Inc. had a significant growth in new earnings that was not extended on into year # 8. The net earnings moved from a positive 313.4 % to a dramatic loss of 81.6% . A.1.a) Horizontal Analysis Results Horizontal Analysis is a direct comparative analysis of each line item across the same time frames of a particular company. It is calculated in dollars and percentages. An analysis will look at how the accounts have fluctuated from one year to the next. The formula used is: Dollar change = This Year’s Balance – Last Year’s Balance. Percent change = Dollar Change . The income statement from year # 6 to year # 7, exhibited a sales increase of 33%. There was only a 31 percent increase in product costs. This decrease in cost of materials was offset by sales expense of 33 percent and an increase in general...
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