...The major problem in the Deloitte & Touche Consulting Group case was the lack of support that Maria Chen had during the first few weeks of the engagement at SKS Manufacturing. The cause of the problem with the engagement at SKS Manufacturing was multi-pronged. Maria Chen could have very easily become the sole scapegoat for blame. However, upon analyzing the underlying causes, Maria lacked 100% support from the two most senior members of the engagement team. First, David Hendry, Partner had just accepted additional responsibilities of bringing in new business. This meant that he would have competing demands with a less proactive focus and attention to SKS Manufacturing as a client during the initial engagement. Secondly, Annette Wattley-Davis, Senior Manager, assigned to the SKS Manufacturing engagement was working on another concurrent project in Dallas. She was in Texas for 2-3 days per week overseeing a project with another client with limited oversight to the SKS engagement during a lucrative period (first six weeks) of the engagement. Thirdly, Maria Chen was a fairly new consultant and inexperienced to lead a vague and difficult situation on her own. Her lack of experience coupled with the lack of support from David Hendry and Annette Wattley-Davis was detrimental and derailing. She was assigned specifically to lead and address the production scheduling processes and synchronize production operations with purchasing while working along side Ben Rohan. He was tasked...
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...Development of SK-II 3 2.1 Strategy 3 2.2 Idea Generation 4 2.3 Screening 5 2.4 Concept development and testing 6 2.5 Business analysis 7 2.6 Product Development and Testing 8 2.7 Test Marketing 8 2.8 Commercial and launch 9 3.0 Critical Issue of SK-II 9 4.0 Conclusion 10 References: 12 1.0 Introduction The Procter & Gamble Company (P&G) is the world's top manufacturer that produces of household products courts market share and billion-dollar names. The company divided into three global units which are household care, beauty and grooming, and health and well-being. P&G also makes pet food, water filters and produces a soap opera. P&G's many famous brand are under P&G Multinational Corporation which included Febreze, Fusion, Always, Braun, Bounty, Charmin, Crest, Downy or Lenor, Gillette, Iams, Olay, Pampers, Pantene, Pringles, Tide, SK-II, and so on. Their market capitalization is greater than the GDP of many nations. They penetrate more than 180 nations of the world. Their purpose is to come out with the branded products and services of superior quality and value that improve the lives of the world’s consumer. In return, the consumer will reward the P&G with leadership sales, profit and value creation (P&G, 2011). SK-II is a one of the Procter & Gamble Beauty brand. This product has been launched in Japan market since 1980. SK-II can be considered as the one of the most expensive beauty brands in the world until today. SK-II history...
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...the head of the European and Japanese Max Factor divisions, but the idea of taking the SK-II that was so successful in the Japanese market global is very risky. Up until the 1980's, P&G Japan was only a minor contributor to the P&G international growth. In 1985, Durk Jager found that the key reasons for the failure lied in the fact that they had not recognized the distinctive needs of the Japanese consumer. Over the next four years under his management changes were made to research, advertising and distribution that provided a 270% increase in sales, and Jager assumed the position of group vice president for Asia. However, in the 1990s the business could not keep up with the competitors in the Japanese market. Just as indicated in the article "Philips versus Matsushita," the organization began to be more focused on the structure of the company than the strategy of the company and where it was going. Jager then developed Organization 2005, his strategy in the rapid development and roll out of new products globally, which also involved several management changes. Just as indicated in the article "Philips versus Matsushita," the organization began to be more focused on the structure of the company than the strategy of the company and where it was going. One of the changes in O2005 was the promotion of Paolo de Cesare to head Max Factor Japan and was faced with the dilemma of whether or not the SK-II could break into the global skincare...
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...CSR을 통한 기업 Image 제고 (Corporate Social Responsibility) SK경영경제연구소 경영연구실 2003. 11. 4 CSR을 통한 기업 Image 제고 _구영모/ 최우혁_2005-01-06 Executive Summary ¶ 기업의 사회적 책임(CSR:Corporate Social Responsibility)은 “기업의 발전과 사회의 발전을 동시에 이루기 위한 기업의 노력” 으로 정의되며, 그 실행범위는 윤리경영에 사회공헌을 더한 것으로 이해할 수 있음. ¶ 그러나, 한국적 경영환경의 영향으로, 한국 기업들은 그 동안 윤리경영의 실질적인 추진이 불가능하였고, 결국 CSR 활동이 불균형 상태로 운영되어 왔는바, 이러한 경영관행은 장기적으로는 기업 Image제고에 악영향을 미칠 가능성이 큰 것으로 판단됨. ¶ SK는 SK사태로 인하여 기업 Image가 하락하는 등의 피해를 입기는 하였으나, 오히려 상대적인 투명성이 개선되는 등 CSR을 본격적으로 추진할 수 있는 기반이 조성된 것으로 판단됨 ¶ 그러므로, 윤리경영의 실질적인 추진을 통해서 내부적인 치유를 도모하는 한편, 사회공헌 활동의 전략적 추진을 통해서 기업 Image 회복에 적극 나서야 할 시점이라고 사료됨. ¶ 윤리경영과 사회공헌 활동은 “Brand와 기업문화를 공유하는 Network”의 Backbone 이므로 관계사 간의 긴밀한 Coordination하에서 추진되는 것이 바람직하며, 외부 Communication은 2004년 창립 51주년을 기점으로 개시해야 한다는 것이 연구소의 의견임. 1 CSR을 통한 기업 Image 제고 _구영모/ 최우혁_2005-01-06 목차 • CSR의 부상 • CSR의 일반적인 함정 • SK의 CSR 활동 • Discussion Agenda 2 CSR을 통한 기업 Image 제고 _구영모/ 최우혁_2005-01-06 한국인들은 기업의 가장 중요한 존재목적으로 “기업의 이익과 발전” 보다는 “사회와 국가의 발전”을 꼽고 있으며, 기업이 이윤극대화를 추구하는 것 만으로는 여타부문의 경제적 수준향상에 기여하는 바가 크지 않은 것으로 이해함 기업의 가장 중요한 목적* 기업 이윤극대화의 국민복지 기여* 37.5% 58.8% 30% 39.8% 19.1% 13.2% 소비자 복지향상 기업의 근로자의 사회와 이익과 발전 복지와 발전 국가의 발전 기여한다 기여하지 않는다 * Source : 중앙일보, ‘기업인식비교조사’, 2003.4.28 3 CSR을 통한 기업 Image 제고 _구영모/ 최우혁_2005-01-06 이렇듯 한국인들은 순수한 재무적 성과보다는 기업의 사회적 역할에 Focus 해서 기업 Image를 형성하는 특성을 보이고 있는 바, 이는 이윤극대화 추구 만으로는 한국 내에서 기업 Image 향상이나 Social Legitimacy 확보가 어렵다는 점을 시사하고 있다고 하겠음 < 한국기업의 평판에 미치는 요소별 영향력*>...
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...pay cuts, and their wives had to assist financially. Due to this situation women started small businesses and worked part-time job, and a couple of years later the Korean government banned gender discrimination in the workplace, requiring businesses with 500 employees to provide child-care facilities, creating additional opportunities for women. This minicase shares a story about a Korean women name Choi Dong Hee who worked for SK research arm she was the only woman who’d worked for the company. Choi believed that the company didn’t recognize nor did they utilize her talent. So, Choi demonstrated her talent by creating and conducting a yearlong study recommending the company to modify their policy permitting subscribers to use any wireless portal. Choi proposal was denied, but she didn’t give up she was consistent, dedicated to her vision, and convincing. In the end SK adopted Choi’s policy, and SK quickly recognized that the women’s viewpoint can assist SK with serving its customers (McGraw-Hill, 2012). SK’s Business Strategy Since 2003, SK Telecom has been organizing various Business Relationship (BR)-strengthening programs to foster trust-based Win-Win Partnerships with our business partners. Business Relationship (BR) management...
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...SK Telecom: Pursuing Happiness through Corporate Social Responsibility Case summary: SK Telecom was founded in1984 and introduced the first car phone and mobile paging services in Korea. Since then it has been known as the largest Korean mobile communications company and for a series of technological innovations. SK Telecom created a dedicated Corporate Social Responsibility (CSR) function to manage SK Telecom and SK Group’s corporate community involvement programs. They believed good CSR contributed to a better corporate reputation. In 2008, SK Telecom’s CSR program was revised to include five separate areas of responsibility, Ethics, Environment, Community Involvement, Win-Win Partnership, and Customer Protection. In 2009, it created a newly CSR Team which is composed of Corporate Community Involvement Team and the Ethics Management Team. As time passed, with the revised CSR strategy and the new CSR Team, some problems occurred. There was no clear line of decision making for CSR activities around the five areas; the newly created structure failed to deliver a comprehensive strategy on CSR; the two teams that came together to create the CSR team struggled to create synergy. Five forces analysis: ◆ Threat of new entrants-Low -High capital requirement -Patents limit new competition -Advanced technologies are required ◆ Bargaining power of suppliers-Low -There are many suppliers of telecom equipment, like fiber-optic cables, high-tech broadband switching equipment...
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...ongoing communication with clients will help the consulting team better understanding the environment and the situation. Second, Maria should educate the client that even though she does not have the relevant experience in automotive manufacturing, her team does have a senior consultant, who had prior experience in the field and had been on three different engagements. Moreover, Maria should mention their team would use the larger resource from Deloitte to serve the client and provide the best suitable solution for SKS. Finally, Maria should point-out that her team’s goal is to help the foreman and SKS to achieve their goals. By aligning their goals, the Foreman will recognize he is also part of the consulting team and solidify their trust. Here is a script I come up for Maria Chen. “I recognize the fact that I do not have the hands-on experience like you do on the shop floor, and I will take any information and advice you give us into our project consideration. In addition, my team does have professionals with relevant experiences in the manufacturing industry and more resources from Deloitte Consulting Group ready to support the project. With our training and experiences, my team will have a big picture analysis and provide you and the rest of SKS a “re-engineered” production process that will allow your job to be better accomplished and reduce inventory cost at the same...
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...• In this case Deloitte & Touche Consulting Group was tasked to come in and consult with SKS Manufacturing, an auto supplier, in order to fix their inventory problems along with other issues the company was facing. Maria Chen would lead part of the team for her first time on this 12-week engagement, but would in occur some difficulties throughout the first 6 weeks of the project. The Deloitte team has a lot of work to do before the end of the engagement in order stabilize the company and prepare them for a more radical long term project that plans to “reengineer” their business process. Most of the responsibility for the slow start on the project is resting on Chen’s shoulders due to the choices she has made during the first half of this engagement. Why does SKS need Deloitte’s services? Would you have approached the improvement problem in the same way as Deloitte in terms of defining the problem and work planning? SKS needs Deloitte’s services for a number of reasons with the main influence being that they were having a cash flow problem, and they didn’t have the experience or manpower to address this problem themselves. As there were a number of unfinished components sitting between presses and “‘split-batches’” making the production shop “a little chaotic”, their whole process scheduling likely had issues. Additionally, they were having difficulty maintaining acceptable levels of customer service by being late to ship a significant proportion of the orders...
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...CHARTER CONTROLS | Final Report | ENTRP 492Cole CheslockTyson Jones Kalsun Romero-GoertzDecember 4, 2011 | Table of Contents DISCLAIMER 3 ACKNOWLEDGEMENTS 4 EXECUTIVE SUMMARY 5 INTRODUCTION 7 COMPANY OVERVIEW 7 INDUSTRY OVERVIEW 8 External Environment 8 Key External Drivers 9 METHODOLOGY 10 SCOPE 11 FINDINGS AND RECOMMENDATIONS 12 GOVERNMENT CONTRACTS 12 OEM CONTRACTS 14 ACCOUNTING METHODS 16 ORGANIZATIONAL STRUCTURE & PLANNING 19 ONLINE PRESENCE & BRAND AWARENESS 23 Social Networking 24 MARKETING PLAN 27 Competitive Analysis 27 4 P’s Analysis 28 Industry Segments 28 CITATIONS 32 APPENDIX 33 To-Do List 33 Manufacturing Metrics 34 PRO FORMA INCOME STATEMENTS 35 ------------------------------------------------- DISCLAIMER This material is based upon work supported by Washington State University. Any opinions, findings, conclusions, or recommendations are those of the authors and do not reflect the views of Washington State University, its employees or its administration. ------------------------------------------------- ACKNOWLEDGEMENTS Our team would like to acknowledge and extend our heartfelt gratitude to the following persons who have made this report’s completion a possibility. We would first like to thank our team mentor and advisor Albert Christensen and Kristin McMahon, who provided our team with much needed support and assistance in reviewing our papers. We would also like to thank our professor Mr. Pickett...
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...Human Resource and Skill Requirements in the Electronics and IT Hardware Industry Study on mapping of human resource skill gaps in India till 2022 Human Resource and Skill Requirements in the Electronics and IT Hardware Industry Table of Contents 1. Environment Scanning and Competitiveness of Electronics and IT Hardware Industry...... 5 1.1. 1.2. 1.3. 1.4. 1.5. 1.6. 1.7. 1.8. 1.9. 1.10. 1.11. 1.12. 1.13. 2. Overview of the Global Electronics Industry.......................................................................... 5 Overview of Indian Electronics and IT Hardware sector........................................................ 6 Key segments in the Indian electronics hardware sector ........................................................ 8 Consumer Electronics ........................................................................................................... 10 IT Hardware .......................................................................................................................... 11 Telecommunication Equipment ............................................................................................ 13 Electronic Components ......................................................................................................... 14 Strategic Electronics ............................................................................................................. 15 Overview of Industrial Electronics and other products...
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...Advanced Manufacturing Series Editor Professor D. T. Pham Intelligent Systems Laboratory WDA Centre of Enterprise in Manufacturing Engineering University of Wales Cardiff PO Box 688 Newport Road Cardiff CF2 3ET UK Other titles in this series Assembly Line Design B. Rekiek and A. Delchambre Advances in Design H.A. ElMaraghy and W.H. ElMaraghy (Eds.) Effective Resource Management in Manufacturing Systems: Optimization Algorithms in Production Planning M. Caramia and P. Dell’Olmo Condition Monitoring and Control for Intelligent Manufacturing L. Wang and R.X. Gao (Eds.) Optimal Production Planning for PCB Assembly W. Ho and P. Ji Trends in Supply Chain Design and Management H. Jung, F.F. Chen and B. Jeong (Eds.) Process Planning and Scheduling for Distributed Manufacturing L. Wang and W. Shen (Eds.) Collaborative Product Design and Manufacturing Methodologies and Applications W.D. Li, S.K. Ong, A.Y.C. Nee and C. McMahon (Eds.) R. Venkata Rao Decision Making in the Manufacturing Environment Using Graph Theory and Fuzzy Multiple Attribute Decision Making Methods 123 R. Venkata Rao, PhD Department of Mechanical Engineering Sardar Vallabhbhai National Institute of Technology, Surat Ichchanath Surat 395 007 Gujarat State India British Library Cataloguing in Publication Data Rao, R. Venkata Decision making in the manufacturing environment : using graph theory and fuzzy multiple attribute decision making methods. - (Springer series in advanced manufacturing) 1. Production...
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...Table of Contents INTRODUCTION AND MAIN ISSUES 3 ANALYSIS 4 Qualitative 4 Quanitative 5 Breakeven Point (BEP) 5 Flexible Budget 6 Variances 7 RECOMMENDATION 8 Encourage, motivate, reward and recognize 8 Cellular Manufacturing System 8 Implement new accounting method 9 Extend the contract 9 ACTION PLAN 10 REFERENCES 12 INTRODUCTION AND MAIN ISSUES Danshui was a contract manufacturer that assembled electronic products for companies wishing to save labour costs by locating in southern China. Because of high demand for iPhone 4, Apple had contracted with Danshui to assemble iPhone in Plant No. 2. The contract need Danshui to assemble 2.4 million iPhone in the period between June 1, 2010 and May 31, 2011. Wentao Chen, manager of Danshui Plant No. 2 was worried because in the third month of the contract production was only 180,000 units per month. Suppose to produce 2.4 million iPhone its need 200,000 units per month. After preliminary budget has come out, the company loss of $672,000. The main issue of this case is the break contract between Danshui and Apple. The contract called Danshui to assemble 2.4 million in the period of one year, but Danshui only can produce 180,000 units per months. If Danshui still can produce that amount, it can’t reach 2.4 million in one year. This might happen because Danshui cannot find people to hire, even though they have raised wages by almost 30%. Another reason is they have problem with the...
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...then labour hours. Labour hours Machine hours Standard products (high volume) 2500 3500 Specialised products (low volume) 1500 3000 Total 4000 6500 Difference Budgeted labour rate 42,5 279500/6500=43 -0,5 Budgeted overhead burden 149,825 599300/6500=92,2 57,625 Total Cost 192,325 135,2 57,125 2) As known, the most commonly used allocation base in traditional costing is direct labor hours. We can also see this in the case. But at this point, we may face with some problems such that in this process overhead is increasing while direct labor is decreasing. There is an 1800$ increase whereas 46% increase in the overheads dramatically. Moreover, we see a variance and complexity in the production process. Tankmaster Manufacturing Company is producing to distinct products which are standard and specialised products. While, standard products have a higher labour hours/machine hours ratio (2500/3500), specialized products' ratio is (1500/3000). So, we understand that standard products use more labor force whereas specialized products use more machinery. This indicates that a plantwide overhead...
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...and Personal Computers. With the huge demand for their products, there comes an enormous responsibility for manufacturing the devices in a quick and cost effective matter. With the rapidly growing market of Apple computers and the technology/electronic industry as a whole, Apple eventually had to rethink how they manufactured their products to create the most efficient outcome; the highest revenue with the lowest cost. The competitive nature of the technology industry causes companies to look for a competitive advantage, which will make them much more profitable than their competitors. For the majority of the company’s history, they have been known to manufacture their products in the USA and even prided themselves with building the Macintosh computer which Steve Jobs described as “a machine that is made in America”. In 2004, when the company was not nearly as financially profitable as they are today, they decided their best option was to start manufacturing their products in other countries. The company, who is now a leader in foreign manufacturing, was lagging behind many American companies in terms of manufacturing abroad at that point in time. The majority of their foreign manufacturing takes place in Asia, specifically in China. In the New York Time’s article, “How the U.S lost out on iPhone Work,” Charles Duhigg described Apple’s move to foreign manufacturing from the words of a former Apple executive, “For Mr. Cook, the focus on Asia “came down to two things,”… Factories...
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...TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory Join Search Browse Saved Papers Home Page » Business and Management Steel Industries of Bangladesh In: Business and Management Steel Industries of Bangladesh STEEL INDUSTRIES OF BANGLADESH REPORT ON FOCUS The report “Bangladesh on its way of becoming self sufficient in rod production, export is also a possibility” by Shuvankar karmakar, that was analyzed here, was published in the Daily Prothom Alo, on 17th November, 2012. BACKGROUND Bangladesh Steel industry is emerging as one of the major industrial sectors of the country. It consists of small up to the largest scale of steel melting and re-rolling factories across the country that mostly produce deformed bar rod of different grade (40, 60, 500), angel, channel and coil for the construction industry. Though the history of Steel Industry is not older one but it can make a glorious future. Before 1971 Bangladesh did not have any steel mill and even after the liberation there were only a few steel factories in the country. In 1990s the actual development began in this sector through a revolution. During that period the building constructing agencies or developer companies came forward to build modern infrastructure. Then with the increasing demand, new investors started investing in steel or rod production. In 2012 we have almost 400 mills across the country including Dhaka, Chittagong...
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