...La manzana es una excelente astringente y exfoliante. Puedes usarla de la siguiente forma: - Pela una manzana y córtala en rodajas finas, luego aplica en el cutis para limpiar la piel grasa. - Para desinflamar los ojos hinchados, cúbrelos con dos rodajitas de manzana durante cinco minutos. - Para el cabello, mezcla tres cucharadas de vinagre con una taza de zumo de manzana y luego enjuaga el cabello. La banana posee una profunda acción suavizante y quema las quemaduras producidas por el sol. Como puedes usarla? - Para limpiar, aplasta la banana y unta el cuello y la cara con la pulpa. Relájate durante diez minutos y enjuaga con agua fría. - Para eliminar manchas y purificar la piel, aplasta una banana y mézclala con cinco cucharadas de avena en polvo, agrega agua hasta lograr una crema y úsala para masajear el rostro. El kiwi sirve como base para mascarillas usadas en el cutis graso. - Pela el kiwi, pícalo y hazlo puré, agrégale agua hirviendo y déjalo reposar por treinta minutos. Luego agrégale una cucharada de vodka o licor blanco (por el alcohol), mezcla bien y déjalo reposar nuevamente. Aplícalo al rostro limpio por quince minutos y luego enjuaga. EXFOLIANTE: Para lograr un exfoliante suave y natural, este consejo muy util y para hacer en casa. Mezcla los siguientes ingredientes: 1/2 taza de harina de maíz, 1/4 taza de leche, 2 cucharaditas de bicarbonato de sodio, 1 cucharada de aceite de oliva y 5 gotas de aceite de árbol de té en un recipiente, A continuación...
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...OM Manzana Case Study - Team 2 (Rishi, Geoff, Vimalan, Rose, and Jonathan) Manzana Insurance Fruitvale Branch case study Executive Summary Manzana’s Fruitvale branch is suffering from declining profitability. The main issuesresulting in this phenomenon are its falling renewal rate and rising turnaround time.There are systemic issues with the process for handling requests that have led to thisdeterioration, including the incorrect prioritization of requests and the unevendistribution of workload amongst its three underwriting teams. There are also problems of understaffing in the Distribution and Underwriting teams and possibleidle capacity in the Rating and Policy Writing teams. To compound matters, the branch is using an incorrect methodology for computing turnaround time. Addressingthese underlying issues is key to Manzana’s ability to compete with Golden Gate,whose quicker guaranteed turnaround time will generate loyalty among independentagents and result in further loss of business for Manzana. To prevent this, thefollowing steps are recommended:-(i)the FIFO system on all requests received should be strictly implemented;(ii)the reward system for employees should be reviewed and aligned to supportthe implementation of (i);(iii) RERUNs should be sent to Distribution Clerks at least three days prior to theexpiry of the old policy;(iv) The workload among the three underwriting teams should be better balanced;(v)The SCT for the rating and policy writing teams need to be reviewed...
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...A. Get the Big Picture: At Manzana the new policies (RUNs) are believed to be more profitable because they “commanded the highest premiums” and also because they considered that costumers would renew their policies anyway so they didn’t need to pay as much attention to the RERUNs. Nevertheless, we consider that these are not the most profitable policies and for instance they should not be given high priority. Table 1: Manzana Profit for 2nd quarters Looking at the profits we can see that there has been a gradual decrease in profitability, from a 21.51% in 1989 to -1.36% in 1991. We made a table including the 2nd quarters or the last 3 years, and we say that there has been an increase of 1.23% in the commission & other expenses over gross premiums, which is related to the policy as agents get 25 % instead of 7%. While new policies profit increased a 5.9%, the renewal policies decreased the same amount. However, this change has brought as result that of a total of 3900 (including processed within TAT, out TAT and loses) total Renew requests in the 2nd quarter of 1991, there were 926 loses, taking us to 23.74% loses and 23% processed after TAT. As the RUN and RAP method were being emphasized, there was loss of renewals according to the data provided. The RAPs are converted into RUNs in 10 days and then 3-5 days in getting completed. The SCT is less for RERUNs. So we can conclude that RERUNs also takes less time to get completed. Table 2: Volume 2nd Quarter ...
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...The Manzana Case Manzana Insurance- Fruitvale Branch Case Study The Manzana Case Manzana Insurance- Fruitvale Branch case study Executive Summary The Fruitvale Branch of Manzana is facing its bitter reality of declining profitability and potential loss of market shares to its main competitor-Golden Gates due to its rising renewal loss rate and expanding turnaround time. In our analysis, we dig into several issues that were possible causes for the problem and tend to provide readers with feasible solutions that may resolve the issues on hand. Examples of such issues as we have identified in the case include, but not limited to, various departments’ deviation from FIFO system, potential capacity and staffing problems, uneven workload among three underwriting teams, outdated SCT for computing TAT, and inaccurate computation process for TAT. In order to lower the number of late renewals and reduce turnaround time, our recommendations include, but not limited to, the following: 1) Making it mandatory for all departments to comply with the FIFO system and implementing monitoring plans for overseeing the entire underwriting process to ensure FIFO is strictly implemented; 2) Revising the incentive scheme for Fruitvale Branch employees to further assist with the successful implementation of FIFO system; 3) Expanding the number of days RERUNs are released to DCs prior to the due dates to ensure that there is sufficient time for relevant departments to complete the requests...
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...| Manzana Insurance: Fruitvale Branch (Abridged) | Case Analysis | | | Group no 4(Section E) | Priyanshu Kumar 1311314Shranya S Mukund KumarPreethi VenkatramanPradeep R | | | Introduction Manzana Insurance was founded in 1902 in Sebastopol, California where it mainly operated in the business of orchard and farm insurance. It now deals in property, flood and commercial property insurances. Manzana operated through a network of three branch offices in 3 states of the United States of America – California, Oregon, and Washington. Each branch was treated as a separate profit and loss center. Its dealings with public happened through a sales force consisting of 2000 independent agents who represented Manzana as well as their competitors. With the entry of a new competitor named Golden Gate Casualty Manzana’s growth began to decline owing to high interest rates and intense. This case is concerned with the performance of the company’s Fruitvale branch, which has been consistently losing business to its archrival Golden Gate in its territory. The Fruitvale branch performed badly on various measures like total number of requests for new policies, endorsements, and renewals processed, very high turnaround time resulting in late renewals and increased renewal loss rate. Problem Overview The Fruitvale branch of Manzana Insurance handled property underwriting i.e., issuing new insurance policies, quotes, endorsements or renewals. The branch profitability was...
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...1. How is the Fruitvale branch doing? On viewing the financial performance of Manzana Ltd., we see that the branch profitability is decreasing. There is a huge backlog of policies, which is resulting in delays for current orders too. The number of new policies and endorsements appeared to be stagnating, whereas the rest of the industry reported moderate growth rates. According to the figures of the present quarter, Fruitvale had shown a decline in insuring new policies whereas Golden Gate had issued 100 more policies than them in the same quarter. Moreover, the turnaround time, the time from policy request to policy issue, for Fruitvale was 5 days, which was, much more than the turnaround time of Golden Gate (2 days). The branch was also losing on renewals, which amounted to nearly 33%, again more than double of Golden Gate. The renewal losses represent a significant loss of business and an overall reduction in the number of policies in force. While new policies have not increased substantially, renewal policies are being lost, thus, effective growth isn't happening. 2. What are the causes of these problems? One of the causes is the wrong method used in calculating the turnaround time. Their calculations show a much higher time than is actually the case, hence, agents don't want to work for them and readily switch to the competition. Another cause is the employees' lack of willingness...
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...Systems Analysis and Design Project Stage 3 New System Specifications And Prototype Based on Harvard Business School case 9-692-015 Manzana Insurance – Fruitvale Branch Presented to Professor Michael Palley Stevens Institute of Technology MGT 772 SB Analysis and Development of Information Systems By Team 3 TEAM 3 Systems Analysis and Design Project Stage 3 MGT 772SB Analysis and Development of Information Systems Professor Michael Palley Table of Contents SYSTEM OVERVIEW ...............................................................................................................................................4 DESCRIPTION .............................................................................................................................................................4 POLICY REQUEST TYPES ............................................................................................................................................4 BACKGROUND ...........................................................................................................................................................4 CURRENT ORGANIZATIONAL PROBLEMS AND GOALS FOR THE NEW SYSTEM ............................................................4 FILE DESIGN..............................................................................................................................................................7 BACHMAN DIAGRAMS IN THIRD NORMAL FORM (3NF)...................
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...2) Analyze and assess the operations system of Manzana (system for processing insurance requests as depicted in Exhibit 2) by taking the following questions as a lead: a) How do the various jobs (RUN, RERUN, RAIN, RAP) flow through the system? How much time do they take? The figure below shows the flow through the system of the various jobs (RUN, RERUN, RAIN and RAP) taken exhibit 2 into account. The red numbers in the figure show the daily processed requests on average based on the data of 1991 which can be found in exhibit 7. The daily requests that are coming into the system are calculated by adding all various jobs (RUN’s, RERUN’s, RAIN’s and RAP’s) processed in the first 6 months and dividing this outcome by 120 (E.g. 6 months x 4 weeks x 5 days). This means that the teams can process 39 requests on average per day. (350+1798+451+2081)/(6*4*5) = 4680 / 120 = 39 requests per day on average. All further calculations can be found in the table below. |Task |Calculation in # of requests per day |Outcome in # of requests per day | |Calculate generated RERUN |(2081)/(6*4*5) |17.3 | |RUN/RAP/RAIN |(350+1798+451)/(6*4*5) |21.7 | |Total # requests per day |(350+1798+451+2081)/(6*4*5) |39 ...
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...tle read: ... INDIAN INSTITUTE OF MANAGEMENT BANGALORE Manzana Insurance:Fruitvale Branch Submitted to Prof. Devanath Tirupati Indian Institute of Management Bangalore By: Group Number 6 Vikash Oraon 0911283 Abhijit Pagare 1011076 Bharathi Priya 1011087 Bhargavi Konathala 1011089 Bhavika Kansara 1011090 Vishal Kumar 1011143 Manzana Insurance Introduction Manzana Insurance was started in 1902, and by 1953 had become the second-largest home and commercial property insurer in California. However, since the 1970's Manzana has been facing troubles from intense competition from the Golden Gate Casualty, as well as problems from an inefficient operating procedure leading to late issuance of policies, customer dissatisfaction, and defection of agents to other firms. Situational Analysis Recent complaints from agents about the turnaround time, percentage late figure and the poorly performing renewal business iterate the below average performance of the Fruitvale branch of Manzana. The following points were presented in the case. ? Around 76 independent agents represent Manzana at Fruitvale and dealt directly with the public. There was a difference in the commissions each agent received according to the policy request. ? Exhibit 1 gives an overview of the Operations flow across the four tasks that are performed for every policy request. O A RUN goes through all the four stages [Distribution, Underwriting, Rating and Writing] while a RAP and RERUN bypass the select and classify sub-stages...
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...Introduction This study is designed to determine why the Fruitvale branch of Manzana Insurance is performing so poorly for Property Insurance. Golden Gates, a competitor of Manzana, numbers are estimated to outperform Manzana Fruitvale branch as well. There are several problems that are leading to the poor performance at this branch. This past quarter turnaround time increased again reaching 6 days, where Golden Gate is sitting at 2 days. Also the system is running very close to efficiency, which can cause a problem down the road with changes we recommend. A big problem with what is going on has to deal with the RUNs and RAINs being of higher priority than the RERUNs for the senior underwriters. The senior underwriters are simply accepting the RUNs and RAINs first because those are more profitable for them, but this is hurting the company as our renewal loss rate hit an all-time high at 47%. Something must be done about these problems if we are going to compete with Golden Gate in this territory and below are these problems in more detail along with recommendations on how we feel these problems can be resolved. Findings TAT The calculation of TAT was made by multiplying the number of each type of request at each desk by a standard completion time (SCT). The 95% SCT is the time during which 95% of the requests should be taken care of. The company assumes that the variability of the processing time has the normal distribution, which has the characteristic that with a mean of...
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...Manzana Insurance: Fruitvale Branch (Abridged) Group No. 7 Agenda Introduction Company Background Organizational structure Operational Flow Financial Health Current Utilization Capacity RUNs v/s RERUNs Profitability Factors of the Industry Recommendations Introduction Manzana’s Fruitvale branch is suffering from declining profitability. Falling renewal rate and rising turnaround time are the main issues. Other issues are incorrect prioritization of requests and the uneven distribution of workload in 3 underwriting teams. Turnaround time (TAT) much greater than competitor’s. Company Background Founded in Sebastopol, California, in 1902. Originally specialized in orchard and farm insurance. Post 1906,expanded by buying several insurers in northern California. Anticipating boom in home ownership in southern California, bought Casualty and Escrow Company. By 1953, became California’s 2nd largest home and property insurer. In 1970s,growth starts to falter due to high interest rates and intense competition from Golden Gate. In 1989, acquired by Banque du Soleil and new management installed. Organizational Structure Operations Flow Underwriting Team 1 1 Underwriter 1 Technical Assistant Originating Agent Distribution 4 Clerks Underwriting Team 2 1 Underwriter 1 Technical Assistant Rating 8 Raters Policy Wrinting 5 Writers Underwriting Team 3 1 Underwriter 1 Technical Assistant Parameters /...
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...| Syndicate Assignment | Manzana Insurance Fruitvale Branch | Operations | | | 01 June, 2016 | | | Manzana’s Position in the Insurance Industry Manzana has a history of seeing opportunity and seizing it. Manzana has grown through acquisition. Manzana's main competition is Golden Gate Casualty. They beat Manzana on both price and performance. Golden Gate tied with Manzana for first place in the property insurance market in 1988. By 1991, Golden Gate announced they could guarantee turnaround time (TAT) of one day. If they fail to reach that benchmark, they offer a 10% premium discount. Manzana must at least match that promise to stay competitive in this market. The current TAT for request processing has bloated to five or more days at a time. This report will recommend a number of strategies to improve the system in operational efficiencies, measurement and service. Manzana has an opportunity to increase their business through decreasing their TAT, adjusting staff incentives and delighting their customers. The acquisition of Manzana by Banque du Soleil has helped. There was a restructure that resulted in a leaner company. Underwriting standards have tightened, operating expense has reduced and this has resulted in a regain of market share. After the restructure, they are now better geared toward the property liability insurance market. Manzana now specialise in commercial insurance rather than personal insurance. That has pitted them against Golden Gate...
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...The Manzana Case Manzana Insurance- Fruitvale Branch case study Executive Summary The Fruitvale Branch of Manzana is facing its bitter reality of declining profitability and potential loss of market shares to its main competitor-Golden Gates due to its rising renewal loss rate and expanding turnaround time. In our analysis, we dig into several issues that were possible causes for the problem and tend to provide readers with feasible solutions that may resolve the issues on hand. Examples of such issues as we have identified in the case include, but not limited to, various departments’ deviation from FIFO system, potential capacity and staffing problems, uneven workload among three underwriting teams, outdated SCT for computing TAT, and inaccurate computation process for TAT. In order to lower the number of late renewals and reduce turnaround time, our recommendations include, but not limited to, the following: 1) Making it mandatory for all departments to comply with the FIFO system and implementing monitoring plans for overseeing the entire underwriting process to ensure FIFO is strictly implemented; 2) Revising the incentive scheme for Fruitvale Branch employees to further assist with the successful implementation of FIFO system; 3) Expanding the number of days RERUNs are released to DCs prior to the due dates to ensure that there is sufficient time for relevant departments to complete the requests on or before due dates; 4)Revising and updating the SCT used for...
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...of the Manzana Insurance Fruitvale Branch 1. Describe and evaluate Manzana's operations strategy Manzana has an operations strategy focusing on autonomy among branch offices that shows in the case operational inefficiencies, and it considers each branch as a separate profit and loss center with the space to underwrite insurance, collect premiums and settle claims within territory. Manzana has generally 3 territories of operations, where the company does not deal directly with public, instead of that it operates through 200 independent agents whom are working with other companies, but in case of Manzana the agents are dealing with 4 departments that cooperate with them from within to process the policies whom in order based on the policy process: Distribution, Underwriting, Rating and Policy Writing. The major areas of concern includes: high Turnaround time (TAT), the turnaround time is the total time taken to process a request. At present Manzana’s TAT is around six days compared to one day TAT of its major competitor Golden Gate Insurance firm. The inappropriate work force distribution at Manzana makes some workers to be idle and others being stretched to work, making the system inefficient. There is significant proportion of policies which are being renewed late, this is primarily because the policies which are required to be renewed (RERUN) are being intimated to the customer only in the last day which results in loss of business. The various departments in Manzana have different...
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...Sección 6 ID: 150141 Me gusto comprender y entender los orígenes de las matemáticas y porque tiene cierta semejanza con la poesía, ya que se necesita analizarlas, comprenderlas, profundizarlas y admirarlas para comprender su lenguaje. El lenguaje matemático tiene su toque de belleza y así como el autor nos lleva de la mano lo hace de una forma amena, mostrándonos la importancia de las matemáticas en nuestra vida, desde el inicio que se crearon por la necesidad de la humanidad a tener un “idioma” universal ya que existen muchísimas lenguas en el mundo que sería imposible que uno supiera dominarlas todas. Es por eso que las matemáticas son el idioma que más éxito ha tenido en todo el mundo. Retomando el nacimiento de las matemáticas el autor público un libro llamado “puentes al infinito; el lado humano de las matemáticas” en él nos presenta la vida, sucesos, orígenes matemáticos y ecuaciones que nos han afectado significativamente desde entonces hasta la actualidad ya que gracias a las matemáticas (ecuaciones) se han suscitado grandes avances para la población mundial, un claro ejemplo es como el hombre supero sus límites y llego a caminar en la luna, citando una frase memorable por Niel Armstrong: “Este es un pequeño paso para un hombre pero un gran salto para la humanidad”. En el libro puentes al infinito, el autor brindó una dosis de alfabetización matemática que fuera comprendida con facilidad, en este libro nos muestra cinco personajes, cinco partes de cada historia, tres actos...
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