...Case: Just-in-Time Production at Hewlett-Packard, Personal Office Computer Division Question 1: Should it be easier to run JIT effectively on the 150 than on the 120? Explain. Considering information given in the beginning of the case, it should be easier to run JIT effectively on HP-150. 1) HP-150 requires less number of parts, which leads to less inventory needed (20,000 active part numbers for HP-120 and its options vs 450 part numbers for HP-150); 2) Less suppliers are needed for HP-150 (200 suppliers), comparing to HP-120 (2,000 for HP-120 and its options). It will be easier to establish and maintain efficiently a long-term trustworthy relationship. 3) HP-150 has less variety (17 types of keyboards due (languages) while CPU is the same), but for HP 120 there were an average of 6 options per product. Less variety, again, provides fewer inventories and more flexibility to the process. To reduce complexity Question 2: How serious is the forecasting problem? In other words, does success with JIT depend on good forecast? Forecasting problem seems to be severe at the plant. Case says that “…manufacturing does a lot of “second guessing” because the forecasts are terrible”. However, good forecast for JIT systems is crucial. As JIT significantly reduces the amount of raw materials, WIP inventories and finished goods on hand, it greatly relies on accurate information, i.e. on the timely delivery of exactly the right raw materials in the right place in the right amount...
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...HEWLETT-PACKARD GRIFFIN CONSULTING GROUP Jason Blauvelt Paul Ciasullo Owen Hawkins Sunday, April 15, 2012 CONTENTS Executive Summary ..................................................................................................................... 4 History ........................................................................................................................................... 5 Bill Hewlett and Dave Packard .............................................................................................. 5 Expansion .................................................................................................................................. 6 The Age of Computers ............................................................................................................ 7 Acquisitions, Innovation, and New Markets ....................................................................... 7 Struggles in Recent Years ........................................................................................................ 8 Financial Analysis ........................................................................................................................ 9 Overview ................................................................................................................................... 9 Chart 1: Stock Performance Over 5 Years............................................................................. 9 Chart 2: Basic Financial Information...
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...| Hewlett-Packard. Strategic Analysis. | | Yatsenko Dmitriy, Sultanov Teymur, Iskenderov Vasif 4/30/2012 | Contents History 2 Mission Statement Analysis 2 Customer Loyalty 2 Profit 2 Market Leadership 2 Growth 2 Employee Commitment 2 Leadership Capability 2 Global Citizenship 2 Industry and Competitive Analysis 2 Dominant Economic Characteristics 2 Driving Forces 2 Key Success Factors 2 Five Forces Analysis 2 Rivalry Between Firms 2 Force of Buyers 2 Force of Suppliers 2 Force of New Entrants 2 Force of Substitutes 2 Company Situation Analysis 2 Corporate Strategy 2 Generic Strategy 2 How Well Is This Strategy Working? 2 SWOT Analysis 2 Cost Competitiveness 2 Diversification Efforts 2 Financial Analysis 2 Market Share 2 % Change in Sales 2 Operating Margin 2 Net Profit 2 Net Profit Margin 2 Working Capital % Change 2 Long Term Debt % Change 2 Shareholders Equity % Change 2 Return on Total Capital 2 Return on Shareholders’ Equity 2 Gross Profit Margin 2 Operating Profit Margin 2 Net Profit Margin 2 Return on Total Assets 2 Return on Capital Employed 2 Earnings Per Share 2 Current Ratio 2 Quick Ratio 2 Inventory to Net Working Capital 2 Debt To Asset Ratio 2 Debt To Equity Ratio 2 Long Term Debt to Equity Ratio 2 Times Interest Earned 2 Inventory Turnover 2 Fixed Asset Turnover 2 Total Asset Turnover 2 Accounts Receivable Turnover 2 Average Collection Period...
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...competitors with its enormous catalogue of graphic images, which is achieved by establishing strategic partnership with companies having existing graphic image libraries, and established business and strategic ties with HP, who will provide us their latest printing machinery. Be Smart will be led by myself, Sandip Kumar and there will be employees working on different aspects of business. Sales forecasts indicate that Be Smart will achieve sterling sales for years two and three respectively. Net profit will correspondingly be untarnished. Be Smart Be Smart's mission is “to offer excellence assistance in custom shirt sublimation production”. Company has segmented the market into two groups i.e. Custom and Artwork. In custom segment, the customers will select their favourite design or graphic from our wide catalogue and will get their t-shirts printed in no time. These customers are basically students, who...
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...TRANSFORMATION Leadership at HP | Under supervision of DR. Ahmed Farouk | | This report will present transformation process of hp corp. By discussing the following topics: Organization background, organization culture specifically “hp way”, One of the leaders who leaded the company towards a great transformation, hp before and after the transformation and finally discussing the role of the human resource in the transformation process. | | | 1/30/2012 | | CONTENTS 1. INTRODUCTION …………………………………………………………………………………… | 03 | 2. ORGANIZATION BACKGROUND ……………………………………………………………….2.1 HP Background …………………………………………………………………………………..2.2 HP Mission Statements …………………………………………………………………………..2.2 HP Vision Statements ……………………………………………………………………………2.3 HP Workforce …………………………………………………………………………………… | 0505111212 | 3. THE RISE AND FALL OF "THE HP WAY" ……………………………...................................... 3.1 Rising the HP Way ……………………………………………………………………………….3.2 Losing the HP Way ……………………………………………………………............................ | 131316 | 4. HP SIGNIFICANT TRANSFORMATION ……………………………………………………….. 4.1 HP Before The Transformation …………………………………………………………………4.1.1 Lewis Platt ……………………………………………………………………………4.1.2 HP's Carly Fiorina: The CEO of HP …………………………………………………4.1.3 HP's Carly Fiorina: The Transformation leader ……………………………………...4.2 Hp Transformation ………………………………………………………………………………...
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...USA t: +1 212 686 7400 f: +1 212 686 2626 e: usinfo@datamonitor.com Asia Pacific Level 46 2 Park Street Sydney, NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8088 7405 e: apinfo@datamonitor.com Canon Inc. ABOUT DATAMONITOR Datamonitor is a leading business information company specializing in industry analysis. Through its proprietary databases and wealth of expertise, Datamonitor provides clients with unbiased expert analysis and in depth forecasts for six industry sectors: Healthcare, Technology, Automotive, Energy, Consumer Markets, and Financial Services. The company also advises clients on the impact that new technology and eCommerce will have on their businesses. Datamonitor maintains its headquarters in London, and regional offices in New York, Frankfurt, and Hong Kong. The company serves the world's largest 5000 companies. Datamonitor's premium reports are based on primary research with industry panels and consumers. We gather information on market segmentation, market growth and pricing, competitors and products. Our experts then interpret this data to produce detailed forecasts and actionable recommendations, helping you create new business opportunities and ideas. Our series of company, industry and country profiles complements our premium products, providing top-level information on 10,000 companies, 2,500 industries and 50 countries. While they do not contain the highly detailed breakdowns found in premium reports, profiles give you the most important qualitative...
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...GRADUATE SCHOOL OF BUSINESS STANFORD UNIVERSITY CASE NUMBER: EC-16 MAY 2000 HP E-SERVICES.SOLUTIONS The concept behind e-services is there’s a particular task, asset, or capability that you want to gain access to, that now can be made available to you over the Net, because it’s now being created as an Internet service. ––Linda Lazor, Director of Operations, ESS, Hewlett-Packard How does any large company reinvent itself? Can a company with a past have a future? I mean that’s basically the question that we’re posing because a lot of people claim that anyone who has a past does not have a future in this world. ––Nick Earle, President, ESS, Hewlett-Packard In early April 2000, Nick Earle sat in his cube on the upper level of Building 44 of the HewlettPackard (HP) campus in Cupertino, California. He wore a wireless telephone headset, which allowed him the freedom to jump up and wander about his team’s open cubes as he fielded calls from potential business partners. Earle, age 42, was President and Chief Evangelist of the 90person E-Services.Solutions (ESS) group. The group had grown out of a task force he had put together more than a year earlier. Asked to create an Internet marketing strategy, he and several other “frustrated radicals” created a plan which ultimately led to the formation of the ESS group. ESS now held the mandate to develop an Internet strategy and framework for all of HP. Earle and his team faced tough challenges. They had pulled together some great technologies...
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...Wu Rd., Sec 1 Hsichih, Taipei 221 Taiwan Company Perspectives: Acer ranks among the world's top five branded PC vendors, designing and marketing easy, dependable IT solutions that empower people to reach their goals and enhance their lives. History of Acer Incorporated Read more: Acer Incorporated - Company Profile, Information, Business Description, History, Background Information on Acer Incorporated http://webcache.googleusercontent.com/search?q=cache:GLjJKFtD2DAJ:www.referenceforbusiness.com/history2/90/AcerIncorporated.html+determine+what+strategies+acer+can+apply+to+become+the+world's+third+largest+pc+company+behind+Dell+and+Hewlett+Packard&cd=4&hl=en&ct=clnk&gl=us#ixzz12MuHMLNY Acer Incorporated is Taiwan's leading exporter and the world's fifth largest computer manufacturer. The company designs, manufactures, and sells computer hardware and software products; it ranks among the world's largest manufacturers of individual components such as keyboards, motherboards, set-up boxes, storage drives, monitors, CD-ROM drives, keyboards, printers, scanners, and software. Acer's nearly 30 years of growth results primarily from its business of manufacturing and assembling branded and contract PCs in several locations throughout the world. The company sells its products through dealers and distributors in more than 100 countries. Taiwan's high-tech industry pioneer Stan Shih cofounded Acer. Over the years Shih guided his company through several corporate restructuring processes...
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... | | |Please help convert this timeline into prose or, if necessary, a list. | While a student at the University of Texas at Austin in 1984, Michael Dell founded the company as PC's Limited with capital of $1000[4]. Operating from Michael Dell's off-campus dorm room at Dobie Center [1], the startup aimed to sell IBM PC-compatible computers built from stock components. Michael Dell started trading in the belief that by selling personal computer-systems directly to customers, PC's Limited could better understand customers' needs and provide the most effective computing solutions to meet those needs. Michael Dell dropped out of school in order to focus full-time on his fledgling business, after getting about $300,000 in expansion-capital from his family. In 1985, the company produced the first computer of its own design — the "Turbo PC" — which contained an Intel 8088-compatible processor running at a speed of 8 MHz. PC's Limited advertised the systems in national computer-magazines for sale directly to consumers, and custom-assembled each ordered unit according to a selection of options. This offered buyers prices lower than those of retail brands, but with greater convenience than assembling the components themselves. Although not the first company to use this model, PC's Limited became one of the first to succeed with it. The company grossed more than $73 million in its first year. In...
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...Harvard Business School 9-799-158 June 6, 1999 D Matching Dell O N Between 1994 and 1998, the revenue of Dell Computer Corporation rose from $3.5 billion to $18.2 billion, and profits increased from $149 million to $1.5 billion. The company’s stock price rose by 5,600%. During the same period, Dell grew twice as fast as its major rivals in the personal computer market and tripled its market share. In the first half of 1998, Dell reported operating earnings that were greater than the personal computer earnings of Compaq, Gateway, Hewlett1 Packard, and IBM combined. On Forbes magazine’s list of the richest Americans, Michael Dell, the 33-year-old founder of Dell Computer, ranked fourth with an estimated worth of $13 billion. He trailed only Bill Gates, Warren Buffett, and Paul Allen on the list and was worth more than Gates had 2 been at the same age. O Dell Computer had pioneered the widely publicized “Direct Model” in the personal computer (PC) industry. While competitors sold primarily through distributors, resellers, and retail sites, Dell took orders directly from customers, especially corporate customers. Once it received an order, Dell rapidly built computers to customer specifications and shipped machines directly to the customer. T The success of the Direct Model attracted the intense scrutiny of Dell’s competitors. By 1997, headlines such as “Now Everyone in PCs Wants to Be Like Mike,” “Compaq Reengineers the Channel: Will...
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...991 - HCL Technologies Limited was originally incorporated on 12th November, as "HCL Overseas Limited". The certificate of commencement of business was received on 10th February, 1992. On July 14, 1994, the name of the Company was changed to "HCL Consulting Limited". The Company changed its name to "HCL Technologies Limited" on 6th October 1999 to better reflect the line of activities of the Company. - HCL provides new technology development services to its clients. 1996 - The 50:50 joint venture with Perot Systems Corporation in the year, provided access to high value client base of Perot Systems. - The Company has one of the largest software development infrastructures in India. This state-of-the-art infrastructure, which comprises seven software factories, is designed to take advantage of the high productivity and scalability as well as the relatively lower cost of software development in India. 1998 - The Company started addressing the markets in Europe and Asia Pacific. - The company has a rich heritage in technologies like the Internet and e-Commerce, networking and internetworking, Internet telephony, telecom, embedded software, ASIC/VLSI design and testing, satellite communication, wireless communication and component based object technologies like COM, DCOM and CORBA. - The Company has the capability to work with a wide variety of computing platforms ranging from Open Client Server systems comprising all flavors of UNIX, Microsoft platforms, AS/400...
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...of her boy be just as well educated. Unfortunately, the candidates, Paul and Clara Jobs, did not meet her expectations: they were a lower-middle class couple that had settled in the Bay Area after the war. Paul was a machinist from the Midwest who had not even graduated from high school. In the end, Joanne agreed to have her baby adopted by them. Paul and Clara called their new son Steven Paul. While Steve was still a toddler, the couple moved to the Santa Clara County, later to be known as Silicon Valley. They adopted another baby, a girl called Patti, three years later in 1958. Childhood Steve was quite a turbulent child. He really didn’t care about school for some time — until he reached the 4th grade, and had Imogene “Teddy” Hill as a teacher. She did bribe him, with candy and $5 bills from her own money. He quickly became hooked — so much so that he skipped the 5th grade and went straight to middle school, namely Crittenden Middle School. It was in a poor area. Most kids did not work much there, they were rather fond of bullying other kids, such as the young Steve. One day he came home and declared that if he wasn’t transferred to another school, he would stop going to school altogether. He was 11. Paul and Clara complied, and the Jobs moved to the cozier city of Los Altos, so that Steve could go to Cupertino Junior High. This proved to be decisive for Steve’s future. EDUCATION: • Graduated high school in Cupertino, California • Attended Hewlett-Packard...
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...9-705-448 REV: NOVEMBER 2, 2005 GIOVANNI GAVETTI REBECCA HENDERSON SIMONA GIORGI Kodak and the Digital Revolution (A) In February 2003, Daniel A. Carp, Kodak’s CEO and chairman, reviewed 2002 sales data with Kodak’s senior executives. Film sales had dropped 5% from 2001 and revenues were down 3%. 2003 did not look any brighter: Carp expected revenues to grow only slightly and net income to remain flat or decrease (see exhibit 1 for information on Kodak’s financial performance and exhibits 2 and 3 for information on sales of cameras and film rolls in the United States). The film industry was “under pressure unlike ever before.” Carp predicted a “fairly long downturn”1 for traditional photography sales as consumers turned to digital cameras, which did not require film. Kodak was moving more of its manufacturing to China, where it could boost film sales, and was planning to slash 2,200 jobs, or 3% of its work force, especially in the photo-finishing business. Carp had received a master’s in business from MIT. He had begun his career at Kodak in 1970 as a statistical analyst. Since then, he had held a variety of positions at Kodak. In 1997, he became president and COO, and was appointed CEO on January 1, 2000. He believed Kodak’s current struggle was one of the toughest it had faced. How could he use digital imaging to revitalize Kodak? Kodak, 1880-1983: A brief history In 1880, George Eastman invented and patented a dry-plate formula and a machine for preparing large...
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...History and background Apple Computer, Inc. is largely responsible for the enormous growth of the personal computer industry in the 20th century. The introduction of the Macintosh line of personal computers in 1984 established the company as an innovator in industrial design whose products became renowned for their intuitive ease of use. Though battered by bad decision-making during the 1990s, Apple continues to exude the same enviable characteristics in the 21st century that catapulted the company toward fame during the 1980s. The company designs, manufactures, and markets personal computers, software, and peripherals, concentrating on lower-cost, uniquely designed computers such as iMAC and Power Macintosh models. Apple was founded in April 1976 by Steve Wozniak, then 26 years old, and Steve Jobs, 21, both college dropouts. Their partnership began several years earlier when Wozniak, a talented, self-taught electronics engineer, began building boxes that allowed him to make long-distance phone calls for free. The pair sold several hundred such boxes. In 1976 Wozniak was working on another box--the Apple I computer, without keyboard or power supply--for a computer hobbyist club. Jobs and Wozniak sold their most valuable possessions, a van and two calculators, raising $1,300 with which to start a company. A local retailer ordered 50 of the computers, which were built in Jobs's garage. They eventually sold 200 to computer hobbyists in the San Francisco Bay area for...
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...disruptive innovation seems a more appropriate term in many contexts since few technologies are intrinsically disruptive; rather, it is the business model that the technology enables that creates the disruptive impact. Chapter Table of Contents 17Disruptive Innovation 17.1 Introduction 17.2 The Disruptive Innovation Model 17.2.1 Disruption at Work: How Minimills Upended Integrated Steel Companies 17.2.2 The Role of Sustaining Innovation in Generating Growth 17.2.3 Disruption Is a Relative Term 17.2.4 A Disruptive Business Model Is a Valuable Corporate Asset 17.3 Two Types of Disruption 17.3.1 New-Market Disruptions 17.3.2 Low-End Disruptions 17.4 Shaping Ideas to Become Disruptive: Three Litmus Tests 17.4.1 Could Xerox Disrupt Hewlett-Packard? 17.4.2 Conditions for Growth in Air Conditioners 17.5 Afterword 17.6 Acknowledgements 17.7 Appendix: A Brief Description of the Disruptive Strategies of the Firms in Figure 4 17.8 Commentary by Donald A. Norman 17.8.1 The theory is easy to understand: the practice is extremely difficult 17.8.2 Comment on the Chapter 17.8.3 References 17.9 Commentary by Marc Steen 17.9.1 A social perspective: On empowerment, flourishing, cooperation and creativity 17.9.2 Empowering people at the 'base of the pyramid' to flourish 17.9.3 Design thinking, cooperation and creativity in public services 17.9.4 References 17.10 Commentary by Paul...
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