...though a bigger more organized workspace is needed to speed up both production and shipment of each anchor order. Question One Carefully review the assignment scenario/case study. From the limited information in the scenario/case study, along with your answers to the unit three written assignment, identify at least three direct and specific long-term and three direct and specific short term operations changes that Albatross Anchor must make to gain a clear and sustainable competitive advantage (provide detailed information to validate and support each recommended change) Long-Term Operational Changes (01) A long term operation change that Albatross Anchor needs to make is building another Administrative office that is detached from the warehouse in order to make it both safe and more efficient for all employees. (02)Installing up to date technology into the warehouse and administrative offices will help to gain business and give the company a more smooth transition when taking orders and shipping and receiving materials. Having this technology will help with the companies long term operational changes. (03)A huge long term operation change that Albatross Anchors needs to make is expanding the warehouse work space so that there is not a 36 hour turn around when switching between the two types of anchors that are being made. It seems that Albatross Anchors loses a lot of...
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...Anchor made the decision to expand the product line to include fabricated snag hook anchors. Albatross Anchor is a manufacturing factory that sells only at the wholesale level. The owners will need to rethink the overall process and layout design of the facility. Once these areas are identified and implemented it will help will sustain a competitive advantage for Albatross Anchor. Question One Carefully review the assignment scenario/case study. From the limited information in the scenario/case study, along with your answers to the unit three written assignment, identify at least three direct and specific long-term and three direct and specific short term operations changes that Albatross Anchor must make to gain a clear and sustainable competitive advantage (provide detailed information to validate and support each recommended change) Long-Term Operational Changes (01) The plant overall is outdated and technology deprived. The administrative offices are shabby, disorganized, and run inefficiently. The plant is antiquated, worn dirty, and no longer meets all US safety and environmental standards. To stay within...
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...manufacturing facility is antiquated, worn, and technology deprived and no longer meets the US safety and environmental standards. Question 1 Carefully review the assignment scenario/case study. From the limited information in the scenario/case study, identify at least three direct and specific long-term and three direct and specific short term operations changes that Albatross Anchor must make to gain a clear and sustainable competitive advantage (provide detailed information to validate and support each recommended change). Long-Term Operational Changes (01) The first long-term change that Albatross Anchor should make to gain a clear and sustainable competitive advantage is technology. Since Albatross Anchor was founded in 1976, they haven’t updated the ways that they manufacture anchors. Each type of anchor they produce uses different types of manufacturing styles and they need to be changed each time to accommodate a different anchor. The machinery is obsolete, outdated, and is no longer meeting the environmental standards in the US. Some of their competitors may have access to newer technology which can be more efficient and less expensive. (02) The second long-term change that Albatross Anchor’s should make would be their building. The facility consists of one building which includes manufacturing, shipping, receiving, raw materials, finished...
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...Product Name Manufacturing Process Usage Sizes 1 Bell Anchor Foundry Fresh water marine craft Multiple sizes 2 Snag Anchor Bending and Welding Salt Water marine craft Multiple sizes Departments of Albatross: 1. Manufacturing 4. Raw Material Storage 2. Shipping 5. Finished Product Storage 3. Receiving 6. Foundry Question One Carefully review the assignment scenario/case study. From the limited information in the scenario/case study, along with your answers to the unit three written assignment, identify at least three direct and specific long-term and three direct and specific short term operations changes that Albatross Anchor must make to gain a clear and sustainable competitive advantage (provide detailed information to validate and support each recommended change) Long-Term Operational Changes: (01) Manufacturing/ Operations: Separate manufacturing Assembly line technology for each type of anchor. Current change over time between two types of operations becomes nil. The handling of raw material and storage of finished products to be separated for Bell and Snag...
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...political and regulatory landscape changes whether conducting business in the US or overseas. From small neighborhood business to global business, there is no avoidance from these impacts, and the overall objective is simple; to grow, to profit, and be competitive. A business must have a roadmap, a set of guidelines to provide direction. This is “the plan”, a strategy of an organization. Having a solid strategy can be the game changer for the success of a business. The strategy maps out the objectives and goals which align with the organizations vision. The following discusses the three types of goals, and suggests why these goals are important to the strategy of an organization. The content will discuss types of planning as they are important to the strategy, as well as examine elements and factors involved in creating an effective strategy. Three Types of Goals Goals may be defined as a set of steps to reach on common goal. However there are types of goals which are used to achieve specific objectives, and designed for each level of hierarchy. There are short term goals, goals which are intermediate, and the long term goals. In business, planning includes Strategic, Tactical, and Operational goals. Whatever the term, goals are the means to an end, the steps to take to meet one objective…the finish line. According to Kinicki (2016), “goals are arranged in a hierarchy known as a means-end chain because in the chain of management (operational, tactical, strategic) the accomplishment...
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...study, along with your answers to the unit three written assignment, identify at least three direct and specific long-term and three direct and specific short term operations changes that Albatross Anchor must make to gain a clear and sustainable competitive advantage (provide detailed information to validate and support each recommended change) Long-Term Operational Changes (01) Improved technology to increase efficiency and effectiveness throughout the plant. Without a doubt, old technology makes it harder for the manufacturing process and takes longer to get the products to the end user. A five year plan to update technology would be more cost effective and can address the technology issues on a predetermined plan over the five year term. (02) Purchase new equipment to eliminate sharing manufacturing equipment between the two different types of anchors. The new equipment should be state of the art to assist with the technology upgrades and to get the most for the money. The separate equipment will eliminate the 36 hours of down time necessary to change over the equipment between production runs. (03) Separate manufacturing areas for the snag hook anchor and the bell anchors to increase production. This will tie the technology portion as well as the new equipment portion altogether to create two separate manufacturing areas. Short-Term Operational Changes (01) Update US safety and environmental standards. According to the US Environmental Protection Agency (EPA)...
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...three direct and specific long-term and three direct and specific short term operations changes that Albatross Anchor must make to gain a clear and sustainable competitive advantage (provide detailed information to validate and support each recommended change) Long-Term Operational Changes (01) An improvement in technology can increase efficiency and effectiveness throughout the plant. It is obvious that technology changes at such a rapid rate, older technology can slow down or inhibit the manufacturing process, making it longer for the products to reach the consumer. A plan over the span of 3 to 5 years to update technology is realistic because it gives enough time for the updates to be made effectively. (02) The purchase of additional equipment can take away the need to share manufacturing equipment between the two different types of anchors. The new equipment should be top of the line, because this will not only fall in line with the upgrades to technology, but will be the most cost-effective. Time is what will be saved primarily, since the separate equipment will do away with the 36 hours that are needed during equipment change-overs between production runs. (03) There should be two manufacturing areas, one for the snag hook anchor, and another for the bell anchors. This may increase production because it will create to separate manufacturing areas, and will address the new technology and the new equipment. Short-Term Operational Changes (01) Albatross Anchor must...
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...1.0 INTRODUCTION : 1.1 Definition Terry has defined planning in terms of future course of action. He says that: “Planning is the selection and relating of facts and making and using of assumptions regarding the future in the visualization and formalization of proposed activities believed necessary to achieve desired result”. A plan is a blueprint for goal achievement that specifies the necessary resource allocations, schedules, tasks, and other actions. A goal is a desired future state that the organization attempts to realize. Goals are important because an organization exists for a purpose, and goals define and state that purpose. Goals specify future ends; plans specify today's means. The word planning incorporates both ideas: It means determining the organization's goals and defining the means for achieving them. Planning allows managers the opportunity to adjust to the environment instead of merely reacting to it. Planning increases the possibility of survival in business by actively anticipating and managing the risks that may occur in the future. In short, planning is preparing for tomorrow, today. It's the activity that allows managers to determine what they want and how they will achieve it. Not only does planning provide direction and a unity of purpose for organizations, it also answers six basic questions in regard to any activity: • • • • What needs to be accomplished? When is the deadline? Where will this be done? Who will be responsible for it? •...
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...classification of cost drivers for accounting organizational and operational activities are usually the first cost accounting tasks to be handled. Cost drivers A cost driver is the unit of an activity that drives the change of cost in production or servicing. It refers to any activity that causes a cost to be incurred. In traditional costing, the cost driver used to allocate overhead costs to cost objects relates to quantity of output. There are usually two main types of supporting cost. The first is a resource driver, which is the contribution of the quantity of resources used to cost an activity, such as one kilogram of flour for bread production and one operator hour for manufacturing work. Examples of an overhead cost and resource cost driver are electricity costs and the number of machine hours. The second is an activity driver, which is the cost incurred by the activities required to complete a specific task. With changes in business structures, technology and related cost structures, output quantity are not the only cost driver. Examples of overhead costs and activity cost drivers are inspection costs and the number of inspections or the hours of inspection or production runs. These have no direct relationship with production volume, but they directly affect production costs through the activity measured. In general the cost driver for short-term overhead costs may be the volume of output or activity. For long-term overhead costs, the cost drivers will not be related to volume...
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...European Committee for Standardization: “FM is the integration of processes within an organization to maintain and develop the agreed services which support and improve the effectiveness of its primary activities.” /CEN/TC 348 ◦ Prof. Bev Nutt: “The primary function of FM is resource management, at a strategic and operational level of support1.” 1: “Four Competing Futures for FM” (2000) by Prof. Bev Nut, Facilities, Volume 18, Number 3-4, pp 124 - 132 ”Defence” mode ◦ Preserve ◦ Maintain ◦ Reduce risks ◦ Cut costs ”Attack” mode ◦ Proactive ◦ Create opportunities ◦ Add value ◦ Be flexible Hardy Nilsson – Swedish national coach has two strategies in ice hockey: 1. ”Never lose” – excell at defense, benefit from mistakes by the ’enemy’ 2. ”Always win”- be proactive & creative Current practice ◦ Property consolidation ◦ Downsizing ◦ Cost cutting ◦ Disinvesting ◦ Disposal Short term advantages for investors and shareholders Balance sheet improvements Potential to damage the operation it aims to support in the long run Future potential ◦ Long term FM operation in focus ◦ Design and construction phase only a means to an end ◦ Operational FM brief rather than a part of the design project brief ◦ Focus on the usability rather than asset value PFI / PPP All Services contracts PFI Ownership + services Outsourcing combined...
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...Show Timeline Taught bySherri HartzellSherri has taught college business and communication courses. She also holds three degrees including communications, business, educational leadership/technology. This lesson will explain the four types of planning used by managers, including strategic, tactical, operational and contingency planning. Terms, such as single-use plans, continuing plans, policy, procedure and rule, will also be defined. Planning to PlanHave you ever heard the saying 'Those who fail to plan, plan to fail'? While I can't speak to all facets of life, this is certainly true in business. Managers find themselves planning for all sorts of things. So much so, that planning is one of the four major functions of management. In doing so, a manager can be certain that he or she is working toward some organization goal. There are three main types of plans that a manager will use in his or her pursuit of company goals, which include operational, tactical and strategic. If you think about these three types of plans as stepping stones, you can see how their relationship to one another aids in the achievement of organizational goals. Operational plans are necessary to attain tactical plans and tactical plans lead to the achievement of strategic plans. Then, in true planning fashion, there are also plans to backup plans that fail. These are known as contingency plans. To better understand how each type of plan is used by managers, let's take a look at an example from Nino's...
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...company started off small but now has 130 employees. The problem is that the place is falling apart, it’s unsanitary and all the equipment is outdated. The biggest thing is the layout of the building is out of whack. The problem now is that times have changed and to become more efficient remodeling is needed to bring everything up to date to meet the needs of the company and customer. Question One Carefully review the assignment scenario/case study. From the limited information in the scenario/case study, along with your answers to the unit three written assignment, identify at least three direct and specific long-term and three direct and specific short term operations changes that Albatross Anchor must make to gain a clear and sustainable competitive advantage (provide detailed information to validate and support each recommended change) Long-Term Operational Changes (01) Layout- This is the first thing that has to be fix before any other moves are made. This company is already losing money, and now it’s losing time because of the floor plan. When they decide to put each department in the correct pairs the operation will go smooth. For example the way the layout is it is impossible to run an operation. Now for starters why would you have raw products and finished products on the opposite side of the building from shipping? If you put the three departments together you will stop a major problem with shipping and receiving. The manufacturing area should be closer to shipping...
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...within the office environment Contents 1 Terms of reference 2 3 Findings 4 3.1 Levels of decision making 4 3.1.1 Strategic 4 3.1.2 Operational 4 3.2 Role of the office manager 4 3.3 Financial planning and budgetary control 6 3.3.1 The purpose of financial planning and budgetary control 6 3.4 Effective delegation 7 3.4.1 What is delegation 7 3.4.2 The delegation process 7 3.4.3 Benefits of effective delegation. 7 3.4.4 Barriers to effective delegation 7 3.5 Leadership models 8 3.5.1 Authoritarian model 8 3.5.2 Democratic model 8 4 Conclusion 9 1 Terms of reference As office manager I have been asked to evaluate the complexity of strategic and operational levels of decision. I will then analyse the role of the office supervisor in the operational planning process. I will then describe the process of financial planning and budgetary control in managing and leading within the office environment. I will then explain the delegation process as well as two benefits and two barriers to achieving effective delegation. I will also evaluate two leadership models adopted by the Office Manager and determine their effectiveness in relation to employee motivation, operational goals, and organisational efficiency. 3 Findings 3.1 Levels of decision making 3.1.1 Strategic Strategic decisions are long term, outward focused decisions that are made at high levels in an organisation. They are long-term overall objectives of the Classic Interiors. These...
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...Fredericksburg plant is facing some operational changes within the plant that would lead to increased productivity and a decrease in costs in the long-run. Although cost cutting and meeting the budget can be overcome through restructuring (lay-offs), Joe Hinrichs is fully aware that the social costs of restructuring are perhaps too high for the small community in which the plant operates. Reengineering the processes at the plant to meet QS 9000 standards is another level of change occurring in order to produce more efficiently. Hinrichs is trying to regenerate its core strategies in its production process while gaining the support of its parent company, plant employees and the United Auto Workers Union. Structural variables such as goals, culture and environment, technology, and size that influence the operational effectiveness are discussed below. Analysis: One of the key issues at the Fredericksburg plant as mentioned before was meeting budget through reduced labor costs and increased productivity. Reducing labor costs would require Henrichs to stop paying the overtime to the employees, a frequent scenario to which they had become accustomed. But in order to facilitate this change we would need to determine on how to keep his employees motivated to improve production processes while their rewards were decreasing. This could only be accomplished focusing the employees towards the bigger picture; which in this case was to keep the plant operational. The employees were aware that...
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...Groups and Teams During recent times the organization experienced drastic changes in the communication industry. These changes had a detrimental effect on the company’s customer base and the net profit our company, Desert Communications. The current situation requires us to re-think our service delivery model, increase efficiencies from our support departments and transition the traditional customer service departments to value-added units that support the sales and marketing operations efforts. During the following months the orgaization will implement operational changes in the customer-service call center with the objective of developing a more dynamic customer response and leverage customer contact to expand our service offering channels. These operational changes need to be addressed to the employees in the call center in ways that maximize the employee acceptance, collaboration, long-term objectives and understanding of common goals. The following outlines the presentation and delivery plan of the upcoming transformational operational plan. Presentation Methods There is a difference between a group and a team. A team can be characterized as a coordinated effort between a set of people. These efforts result in a better performance than an individual’s work. “A group is two or more participants that primarily share objectives” (Robbins & Judge, 2011). Suggest a method for an operational change consists of many factors that will either be effective or ineffective. This...
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