...By having multiple productions plants globally, it is able to create flexibility and backup options should one of their plants fail to deliver when there is natural disasters or uncertainty within the country. During the Thailand floods, its production was greatly affected as its plants were shut down and unable to operate due to the damage caused by the flood. (Thailand was responsible for the production of 891,000 forecasted vehicles, one of the biggest in SEA). Due to the crippling of its plants in Thailand, Toyota has to scale back its productions in the rest of SEA due to issues faced while exporting certain parts from Thailand. The car maker estimates the disruption in the parts supply chain has affected about 100 kinds of parts. The overall output loss caused by the floods amounted to an estimate of 37,500 vehicles. ISSUES FACED: Toyota has to be prepared for unforeseeable circumstances such as natural disasters. As shown, during the Thailand floods in 2011, its production was scaled back by 37,500 vehicles. Backup supplies from its other branches around the world creating the same vehicle parts could be supplied to SEA during this period to alleviate the burden faced by the plants in Thailand. OPINION: Safety is one of Toyota’s key concerns and also selling point. This must be ensured from the various parts that make the car, from the start to the end. It is understandable that Toyota decided to specialize each plant so that they can be focused on what they produce...
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...out over a co-worker * 10 votes to dismiss Foreman Edward George The workers are the most important asset to the company, so their interest should be first. Second, you have to figure out what to do about the votes to dismiss Ed George. Solutions: Talk to Ed George about his problems with his co-workers. Hold a meeting and get even more workers involved in the voting process, the take another vote. Item#4 Problems: * Overloading which can result in interruption of electrical power. * Not being reachable for Southern Power Solution: Contact Southern Power ASAP. See if they could come out and help with the problem. Item#5 Problem: * Balancing your work and his until Wednesday * Upping production by mid December in the long run Upping production would be the most important problem, because it’s long term. Balancing your work load is just something you have to do until your boss gets back. Solution: Schedule your...
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...Case: Brixton Surgical Devices Brixton Surgical Devices, a public company with sales of over $900,000,000, is one of the world’s largest productions of surgical clamps, saws, screws, and stents. Its business involves production of both stock items and customs pieces for doctors at research hospitals. At the end of the third quarter of 2011, it became clear to Ed Walters, chief operating officer, and Robin Smith , chief financial officer, that the company would not make the aggressive annual earnings target specified by the board of directors. In consequence, Ed and Robin would not receive bonuses, which historically had averaged about 35 percent of their base compensation. The two devised the following strategy. “Here’s what we’ll do,” suggested Ed. “We’ve never offered our customers a discount. Let’s change that right now. We’ll offer a 25 percent discount on all orders placed in October and November for delivery in December of 2011.” “That will certainly boost fourth-quarter sales,” said Robin. “But you know, it won’t really increase total sales. It’ll just transfer some sales from the first quarter of 2012 to the fourth quarter of 2011. Of course, 2011 is where we need earnings to hit our bonus target. Hey, I’ve got another idea. We can also jack up productions of our stock items in the fourth quarter. With our high-priced production equipment we’ve got a ton of overhead. But the more we produce the more overhead we can bury in inventory. With lower unit costs and higher...
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...Case: Brixton Surgical Devices Brixton Surgical Devices, a public company with sales of over $900,000,000, is one of the world’s largest productions of surgical clamps, saws, screws, and stents. Its business involves production of both stock items and customs pieces for doctors at research hospitals. At the end of the third quarter of 2011, it became clear to Ed Walters, chief operating officer, and Robin Smith , chief financial officer, that the company would not make the aggressive annual earnings target specified by the board of directors. In consequence, Ed and Robin would not receive bonuses, which historically had averaged about 35 percent of their base compensation. The two devised the following strategy. “Here’s what we’ll do,” suggested Ed. “We’ve never offered our customers a discount. Let’s change that right now. We’ll offer a 25 percent discount on all orders placed in October and November for delivery in December of 2011.” “That will certainly boost fourth-quarter sales,” said Robin. “But you know, it won’t really increase total sales. It’ll just transfer some sales from the first quarter of 2012 to the fourth quarter of 2011. Of course, 2011 is where we need earnings to hit our bonus target. Hey, I’ve got another idea. We can also jack up productions of our stock items in the fourth quarter. With our high-priced production equipment we’ve got a ton of overhead. But the more we produce the more overhead we can bury in inventory. With lower unit costs and higher...
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...25-01-2016 Operations Management - II Post Graduate Program 2015-17 Session 5 Vinay Kumar Kalakbandi Assistant Professor Operations & Systems Area 1/25/2016 Vinay Kalakbandi 1 Agenda • • • • • Recap Donner company – Recommendations Process Selection Facility layout planning Inventory Management - Basics 1/25/2016 Vinay Kalakbandi 2 1 25-01-2016 Donner Company – Recommendations • Tactical chances • Operational changes • Strategic changes 1/25/2016 Vinay Kalakbandi 3 PROCESS SELECTION 1/25/2016 Vinay Kalakbandi 4 2 25-01-2016 1/25/2016 Vinay Kalakbandi 5 Process Selection • Deciding on the way production of goods or services will be organized • When do you do it? • Why is it important? 1/25/2016 Vinay Kalakbandi 6 3 25-01-2016 Key factors • Key factors that process selection depends on – Volume of output – Variety of output • Other factors to consider – Flexibility of equipment – Flow of material 1/25/2016 Vinay Kalakbandi 7 Remember the Level of analysis? 1/25/2016 Vinay Kalakbandi 8 4 25-01-2016 Arrange these in the decreasing order of Volume of output. 1/25/2016 Vinay Kalakbandi 9 Do you have it? 1/25/2016 Vinay Kalakbandi 10 5 25-01-2016 Arrange these in the increasing order of Variety of output. 1/25/2016 Vinay Kalakbandi 11 Do you have it? 1/25/2016 Vinay Kalakbandi 12 6 ...
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...1. INTRODUCTION i. What is theory (unit theory)? What is meta-theory (orienting strategy)? What is the relationship between theory and meta-theory? A theory is a logical explanation of how a given empirical phenomenon works. A set of concepts and a set of logical theoretical statements that link those concepts to each other, in order to explain a specific sociological phenomenon. Orienting theories entail what and how to study. (i.e. symbolic interactionism) They provide assumptions and central questions to be studied; conceptual schemes; guidelines to study raised questions A meta-theory is Two orienting strategies are order and actions. ------------------------------------------------- ii. What are the basic elements of theory? (Understand them and be able to explain their role in a theory) iii. What is causality? What are the main conditions for establishing a causal relationship? Causality: an invariable, temporal, and asymmetrical relationship between phenomena in which the existence of one phenomenon in a given for inevitably leads to the existence of a second phenomenon. 1. Covariation: both phenomena vary together (i.e education and income) 2. Nonspuriousness: the relationship between 2 phenomena cannot be explained by the third (ie ice cream and drownings, number of doctors and number of deaths in an area) 3. ------------------------------------------------- Time order: cause happens before the effect. Not always as obvious as it appears...
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...Making it in America In the article Making it in America Adam Davidson takes time to interview different employees at Standard Motor Products to determine how it is treating them and how factories are changing in time. Adam is receiving a tour of the plant by manager Tony Scalzitti where he sees many factory workers in blue lab coats, hair nets, and protective eyewear. This is where Adam first runs into Madelyn Parlier. Madelyn Parlier was a 22-year-old woman working in the assembly line at the factory. Her occupation was seemed to be an unskilled job and didn’t require much education or experience. It was all about quickness and effectiveness for Madelyn and that was something she was great at. Madelyn grew up in Greenville, SC and was attending high school and planning on going to college when she got pregnant her senior year. Because of this she couldn’t go to college so like most people there she got a job working at the local Standard factory. Madelyn’s job was to run the laser-wielding machine. All she did was place the parts in the machine and press a button for them to be wielded and if correct a green light appears and she passes the part to the next line in process. With this being such an unskilled job there is always that chance of Madelyn being replaced by a robotic arm or machinery that can do this job for her and in turn create less wages for the company to pay for. Over the last 30 years employment of people in factories have gone down 1/3 because of machinery...
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...Meli Marine Strengths Meli Marine became profitable under David Tian through cost restructuring. The company moved towards owning only 30% of their fleet to reduce downside risk during economic turndown. In addition, the company invested in fleets with lower capacity, which provides them with greater flexibility in adjusting capacity and serving the intra-Asia market. Meli Marine has established a strong position in the niche markets in delivering a select few perishable foods, chemicals and halal products. Their customer base is loyal to the company since Meli Marine has developed expertise in delivering these niche products. Reasons to Enter Growth – The Trans-Pacific route grew 48.9% from 2002 to 2007 and is projected to grow by 42.9% from 2007 – 2012. Meli-Marine customers have also expressed interest in needing services along this route. Therefore, Meli-Marine can capitalize on this growing market by buying the new ships. Diversification – Meli-Marine is able to diversify their revenue streams and create a buffer during economic downturn in Asia. Customer Needs – Meli-Marine will be able to provide their customers with end-to-end service, which provides their customers with more convenience and speed in delivery. Expanding from their feeder services. Competitors – Meli Marine has the opportunity to take market share since there are only a few competitors. Reasons not to Enter Cost Structure – In an industry with razor-thin margins, achieving cost efficiencies...
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...competitive advantage Cost Advantage (=> cost efficiency => cost cutting : restructuring, outsourcing, lean production…)is normally considered as the primary basis for competitive advantage in an industry. The Key to cost-cutting is the study of the 8 factors that determine a firm’s cost position : 1. Economies of scale Economies of scale exist wherever an increase in the amount of inputs employed in a production process results in a greater increase in total output. As the scale of production increases, the unit cost fall. 3 principal sources : 1. Technical input-output relationships : increases in output do not require proportionate increases in inputs. Ex 5l bottle of water not cost 5times 1l 2. Indivisibilities : Inputs unavailable in small sizes offer economies of scale as long as the company is able to spread the costs to these items over larger volumes of output. 3. Specialization : Mass production involves breaking down the production process into a series of separate tasks to be performed by specialized workers using specialized equipment. Other Scale than scale production : packaged consumer (12packs of cigarettes…), scale in marketing (distribution industry). Limits to scale economies : 3 reasons for not choosing scale economies 1. Differentiation : higher prices for niche market outweighs higher cost of the small volume production 2. Flexibility : Adapt rapidly to new technologies or changes in customer preferences 3. Complexity...
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...| | |Second Semester MBA | |Term Paper | |HUMAN RESOURCE DEVELOPMENT | | | |[pic] | | | | | |"PERFORMANCE APPRAISAL TECHNIQUES | |FOLLOWED IN ROBERT BOSCH" | | ...
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...In Indonesia 24 discharged Nike workers are challenging the legality of their dismissal before the country’s Supreme Court (Saporito 3). These are major breakthroughs in the court systems to have someone tried and convicted in these distant countries whose courts are often corrupted. Factory conditions are consistently getting press here in the U.S., as many are angry with Nike for not providing for their overseas employees. The following account is of the conditions in a Chiniese factory: Twelve hour shifts several days a week; wages as low as 16 cents and hour; 16 workers to a dorm room; pregnant women fired. Workers are not allowed to talk. There is constant pressure to produce—workers are yelled at. If you don’t meet your high production quota you must stay until you do-without pay. The factory is noisy, filled with dust and fumes. Workers have fainted, overcome by the long hours...
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...about thirty years ago. What happened to change that view? Newspaper headlines of foreign bribes, Wall Street scandals, exploding cars, whistleblower conflicts and civil rights in the workplace allowed the view that value questions are never absent from business decisions to come into play and that moral responsibility is the first requirement of a manager in any business. From then on, it has become the general consensus that a thorough grounding in ethical reasoning is essential preparation for a career in business. 5. How was the “ruling class” defined in the seventeenth century according to Karl Marx? The ruling class in every age is the group that owns the means of production of the age’s product. In the 17th century, the product was almost exclusively agricultural and the means of production was almost exclusively agricultural land; landowners were the aristocrats and rulers. With the coming of commerce and industry, the owners of the factories joined the ruling class and eventually dominated it. 6. What did Karl Marx mean by the disillusionment of the workers? “There will come a point when they will suddenly ask, why should we accept oppression over our lives? And the search for answers to this question will show them the history of their situation, expose the falsehood of the ideology and the false consciousness of those who believe it, show them...
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...Material Flow Improvement By Léo Belime Diploma work No. 35/2010 At Department of Materials and Manufacturing Technology CHALMERS UNIVERSITY OF TECHNOLOGY Göteborg, Sweden Diploma work in the Master in Production Engineering Program Performed at: Société des Ateliers Louis Vuitton Supervisor(s): Florence Laprade Société des Ateliers Louis Vuitton 36100 Issoudun - France Peter Almström Department of Materials and Manufacturing Technology Chalmers University of Technology, SE-412 96 Gothenburg Marie-Agnès Girard Ecole Nationale Supérieure des Mines de Saint Etienne 42023 Saint Etienne - France Examiner: Bertil Gustafsson Department of Materials and Manufacturing Technology Chalmers University of Technology, SE-412 96 Gothenburg Material flow improvement Léo Belime © Léo Belime 2010 Diploma work no 35/2010 Department of Materials and Manufacturing Technology Chalmers University of Technology SE-412 96 Gothenburg Sweden Telephone + 46 (0)31-772 1000 Chalmers Repro Service Gothenburg, Sweden 2010 Material flow improvement Léo Belime Department of Materials and Manufacturing Technology Chalmers University of Technology Contents Abstract ............................................................................................................................. i Acknowledgements........................................................................................................... ii Foreword ..............................................................
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...Entrepreneurs are born and not made An entrepreneur is ‘a person who has possession of a new enterprise, venture or idea and assumes significant accountability for the inherent risks and the outcome.’ So are entrepreneurs born? Or made? There have been many debates from businessmen to academics alike on whether entrepreneurs are born or made, but is it as straight forward as that? In this essay I will evaluate arguments both for and against this statement and conclude it with my own personal observation. The argument for this statement that entrepreneurs are born is a scientific one, with the questions being are there specific entrepreneurial genes and/or chromosomes. Some of the characteristics credited to entrepreneurs include extroversion, risk taker, persistence, independent, innovative, opportunistic and the need for achievement. These skills are the reason many believe they are from nature as they go above and beyond those of an ordinary office manager. Many believe that these are skills are innate in a person, that they are born with them and they are skills and characteristics that cannot be taught. (Scott Shane, wall street journal) ‘40 percent of the variation in the tendency to be an entrepreneur is inherited.’ Some people say that not anyone can become an entrepreneur; they have to have the right innate qualities from birth alongside the external influences for their talents to be recognized in business. “If the environment is not conducive then entrepreneurial talent...
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...1. Explain fully how auto manufacturers should choose among substitutable inputs and production processes. Discuss in detail and apply the related concepts According to the textbook, the production process is the process used by an organizations to produce a good. It begins with the production function, which is a descriptive relation that links inputs with output. It (production function) specifies the maximum feasible output that can be produced for given amounts of inputs. Production functions are determined by the available technology and can be expressed mathematically. (Chap. 5, pg. 143) For instance, an automobile supplier is able to use inputs such as steel, aluminum, plastics, and labor into finished goods (auto parts). There the production function is expressed as Q = f (x1, x2, … xn), where Q is the quantity produced and produced and x1, x2, … xn are the various inputs used in the production process. Two aspects of the production process are returns to scale and returns to a factor. Returns to scale is the term that refers to the relation between output and the proportional variation of all taken together. There are three types of returns to scale; constant, increasing, and decreasing. With constant returns to scale, a 1 percent change in all inputs results in a 1 percent change in output. (Chap. 5, pg. 144) In other words, the relationship (change) between input and output is constant. With increasing returns to scale, a 1 percent change in all inputs results...
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