...Case #6 WORTHINGTON INDUSTRIES Case summary The Worthington steel company founded 1955, essentially invented the steel processing industry as it exist today. The company, head quartered in Columbus, Ohio, operated 53 plants in 11 country and boasted 7.500 employees. John H. McConnell founded the company in 1955. An established leader with more than 1.000 customers. Worthington steel served a broad range of markets, including automotive, lawn and garden, construction, hard were, furniture, and office equipment, electric control, leisure and recreation, appliances and farm implement. The company offered the widest range of services in the industry, from slitting and blanking to hydrogen annealing, hot dipped galvanizing and nickel plating. The founder developed a the company's values through Worthington industries' Philosophy as follows: Earnings Our golden rule People Customer Supplier Organization Communication Citizenship At the core ofof these values is the golden rule : treat others the way one wanted to be treated. The Administrative systems of Worthington company are considered under the following sections : values, organization structure, human resources polities and reward systems. Question Evaluate the management system at Worthington industries from the standpoint of how they help the company to outperform its competitors. ANALYSIS The Worthington steel company have four key success factors and have Worthington industries' Philosophy to...
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...Worthington industries Industri Worthington WORTHINGTON INDUSTRIES The Worthington perusahaan baja didirikan tahun 1955, pada dasarnya diciptakan industri pengolahan baja karena ada saat ini. Perusahaan, berkantor pusat di Columbus, Ohio, dioperasikan 53 tanaman di 11 negara dan membual 7.500 karyawan. John H. McConnell mendirikan perusahaan pada tahun 1955. Seorang pemimpin didirikan dengan lebih dari 1.000 pelanggan. Worthington baja disajikan berbagai pasar, termasuk otomotif, rumput dan taman, konstruksi, keras yang, furnitur, dan peralatan kantor, kontrol listrik, waktu luang dan rekreasi, peralatan dan pertanian menerapkan. Perusahaan menawarkan jangkauan terluas layanan di industri, dari menggorok dan blanking hidrogen anil, panas dicelup galvanis dan nikel plating. Pendiri mengembangkan nilai-nilai suatu perusahaan melalui Filsafat Worthington industri 'sebagai berikut: Penghasilan Aturan emas kami Orang-orang Pelanggan Pemasok Organisasi Komunikasi Kewarganegaraan Pada inti ofof nilai-nilai ini adalah aturan emas: perlakukan orang lain dengan cara yang salah satu ingin diperlakukan. Sistem Administrasi perusahaan Worthington dianggap di bawah bagian berikut: nilai-nilai, struktur organisasi, sumber daya manusia dan polities sistem reward. Pertanyaan Mengevaluasi sistem manajemen di industri Worthington dari sudut pandang bagaimana mereka membantu perusahaan untuk mengungguli para pesaingnya. ANALISIS Perusahaan Worthington...
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...Tata Motors Limited (formerly TELCO, short for Tata Engineering and Locomotive Company) is an Indian multinational automotive manufacturing company headquartered in Mumbai, Maharashtra, India and a subsidiary of the Tata Group. Its products include passenger cars, trucks, vans, coaches, buses, construction equipment and military vehicles. It is the world's seventeenth-largest motor vehicle manufacturing company, fourth-largest truck manufacturer and second-largest bus manufacturer by volume.[5] Tata Motors has auto manufacturing and assembly plants in Jamshedpur, Pantnagar, Lucknow, Sanand, Dharwad and Pune in India, as well as in Argentina, South Africa, Thailand and the United Kingdom. It has research and development centres in Pune, Jamshedpur, Lucknow and Dharwad, India, and in South Korea, Spain, and the United Kingdom. Tata Motors' principal subsidiaries include the British premium car maker Jaguar Land Rover (the maker of Jaguar, Land Rover and Range Rover cars) and the South Korean commercial vehicle manufactuer Tata Daewoo. Tata Motors has a bus manufacturing joint venture with Marcopolo S.A. (Tata Marcopolo), a construction equipment manufacturing joint venture with Hitachi (Tata Hitachi Construction Machinery), and a joint venture with Fiat which manufactures automotive components and Fiat and Tata branded vehicles. Founded in 1945 as a manufacturer of locomotives, the company manufactured its first commercial vehicle in 1954 in a collaboration with Daimler-Benz AG...
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...Amy Lecroy May 20, 2012 Block 4B Avatar Essay Throughout history people have often encountered others with very different cultures, belief systems, and lifestyles. In order to work and live together peacefully, a common understanding and engagement of other cultures needs to occur. However, other choices to respond to differences exist; the option to ignore differences, or to reject the others culture and beliefs are just two counter-productive responses to difference. This scenario is no different in terms of the relations between the Na’vi and the humans in the film Avatar. The two cultures are indeed very different, and their interaction mirrors the real-life cultures in our planet’s history. By far the most important difference between Na'vi and humans is zahelu, their ability to overcome the isolation of embodied existence through direct neural interface with other living creatures. The central nexus of human sadness, from the fall of Adam onward, has always been our paradoxical estrangement from the nature of which we are still inescapably a part. The rift between nature and culture cannot be resolved either by returning to nature or by eradicating it completely—it must remain forever an unresolved tension. And, from agriculture and domestication of animals to repression of our own instincts, we have only been able to bridge the gap through brute domination. The Na'vi, with zahelu, are able to achieve what we cannot: a relationship between culture and nature that...
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...Metcalf & Associates Significantly Impacts Worthington Industries Bottom Line by Facilitating Successful ERP Transition by Maureen Metcalf Company Profile ‘One of the Most Admired Companies’ in its industry per Fortune magazine, Worthington Industries, founded in 1955, grew from humble beginnings to a multi-billion dollar metal processing company. Today, the firm employs 8,000 people in 67 facilities throughout 11 countries. The company’s success is credited to its customer-centered philosophy, based on the Golden Rule. This philosophy, in addition to an unwavering commitment to the customer, and one of the strongest employee/employer partnerships in American industry serve as the company’s foundation. Challenge and Vision With the continuing growth and diversification of Worthington Industries, inventories naturally grew as well. As with many manufacturing firms, inventory has a significant impact on revenue and cash flow. Maintaining inventories larger than necessary negatively impacts the bottom line. Thus, the firm wanted to gain better insight into their inventories and processes and increase their supply chain informationto a higher level of detail. The company had a vision of further improving the level of customer service, while using less working capital and inventory. In order to achieve this goal, every process that impacted supply chain management and inventory needed to be closely evaluated. Surfacing every issue that could be preventing the firm from providing...
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...League of Legends is a multiplayer online battle arena where players control a "champion"[6] in order to be matched in a short PvP battle or bot game. As of February 27, 2014, there are 118 different Champions from which to choose. Players gain levels from killing the opposing team's Champions, controlled by other players or bots, and minions that regularly spawn and attack the other team's turrets, minions, and champions. In the classic game mode, the map is typically divided into "lanes", which are paths that spawned minions take, the "jungle", an area between lanes where neutral monsters spawn, and "bases", where players spawn and can purchase items. The primary map, Summoner's Rift, features three lanes, commonly referred to as top lane, where bruisers (partially damage, partially tanky) and tank type champions tend to go. Mid lane, where assassins and burst damage carries tend to go, and bot lane, where the ranged DPS (damage per second) carries and their supports tend to go. The jungle is sometimes considered a lane, where an assassin or tank champion tends to roam in order to collect buffs and assist in the other lanes freely. The player earns a small amount of gold every second passively, but can earn more by getting the last hit on minions, destroying enemy towers (referred to as turrets) that guard the lanes, neutral monsters located in the jungle, and killing enemy champions. With this gold, users can buy a variety of items to strengthen their champion for the duration...
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...was celebrated as something of revolution in production. It allowed management to radically improve productivity by exercising close constant control over the pace of production, the flow of parts through the production process, and the role and performance of each individual worker along the assembly line. This form of production brought into being the systematic ‘mechanization’ of work designed for the purpose of improving factory output and efficiency. The performance of productivity benefits of Ford’s assembly line system of mass-production for mass-consumption subsequently caught the imagination of other manufacturers throughout the advanced industrial and developing world, and it is still in operation today in many manufacturing industries the world over. So much so that the 20th Century is often referred to in organization and management studies as ‘the Century of Fordism’! Indeed, as you may or may not have noticed during the...
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...As we can see, on the calculations; the company has chosen labour hours for the allocation base. But when we do the calculations with the machine hours with the allocation base, we face with a huge difference and moreover see a lower total cost, which make high the profit. Making profit higher will be a good thing, so the company should choose the machine hours for their allocation base and calculations. In addition; because of the technology improvement and automation; machinery will be more usable and effective. Moreover, because the machines will be heterogenous, we will then need different number of labor for each. Some of them is highly-automated whereas some of them is low-automated. So, again we understand that machine hours will be a better allocation base 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...
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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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...Factor conditions are human resources, physical resources, knowledge resources, capital resources and infrastructure. Specialized resources are often specific for an industry and important for its competitiveness. Specific resources can be created to compensate for factor disadvantages. Demand conditions in the home market can help companies create a competitive advantage, when sophisticated home market buyers pressure firms to innovate faster and to create more advanced products than those of competitors. Related and supporting industries can produce inputs which are important for innovation and internationalization. These industries provide cost-effective inputs, but they also participate in the upgrading process, thus stimulating other companies in the chain to innovate.[2] Firm strategy, structure and rivalry constitute the fourth determinant of competitiveness. The way in which companies are created, set goals and are managed is important for success. But the presence of intense rivalry in the home base is also important; it creates pressure to innovate in order to upgrade competitiveness. Government can influence each of the above four determinants of competitiveness. Clearly government can influence the supply conditions of key production factors, demand conditions in the home market, and competition between firms. Government interventions can occur at local, regional, national or supranational level. Chance events are occurrences that are outside of control of a firm....
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...agenda that includes promoting the company brand. ("What Is Strategic Communications?”, 2011) Case Study: “The Power of Rewards at Industry International” The case study “The Power of Rewards at Industry International” located in chapter three of Strategic Organizational Communication in a Global Economy describes a manufacturing company. The company has a rewards system used to compensate employees but that system is in jeopardy of being eliminated due to economic challenges. The case study describes the situation, the challenges the employees and the company face, and the methods the employees are considering to resolve the issue to their satisfaction. The Organizational Structure The organizational structure of the flow of information with a company can be either centralized or decentralized. Centralized information flow means all decision making and power is reserved to central points within the company. ("Centralization And Decentralization", 2013) In a centralized company information is often altered by the time it reaches the lower ranking employees. Decentralizing the information flow is the exact opposite of centralized. In a company that is decentralized information flow is distributed equally through the company resulting in faster decision making and less alterations. The organizational structure of Industry International. Industry International is a decentralized company. Although decisions are made by a board of directors and information is not shared with...
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...Executive Summary Mr. Li has an opportunity with Unicon to direct it in a new, and focused direction. With its competitive advantage it has established with the Hong Kong Housing Authority (HKHA). I recommend pursuing the blanket approval process with HKHA. These efficiencies could prove beneficial for both parties as this will greatly reduce lead time and costs. Façade and slabs are the growing trends in the industry and will allow Unicon to take advantage of the cost savings that come with it. * No longer a need for engineered documents, saving on time and engineering costs. * Job security * Operational efficiencies * Holding inventory * Reduced lead times * Product standardization The tradeoffs that are implied with this move is worth the risk of this approval process. There is potential for savings upwards to HK150,000 per block. An approximate saving of over 1 million based upon the 179 blocks per year projection from the HKHA. Once this approval is agreed upon and the contracts awarded. I recommend a detail review of Unicon current product lines and completely outsourcing the stair production line. After a 6th month time, I recommend we review our production efficiencies and look into expanding our production facility as our three remaining products are now made-to-stock. Issue Identification Concrete Construction Market: • Precast Concrete Products sold to General Contractors in Hong Kong • 2 Options for building, Traditional Method...
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...Airbus vs. Boeing Airbus and Boeing both compete in the highly competitive industry of manufacturing commercial aircraft. Over the years they have each controlled the market at differing times due to competitive advantages – an ability to create value through a company’s strategies and operations that its competitors cannot (ref – Strategic Management textbook , pg 22) Boeing, formed in 1916 by William Boeing and George Westervelt, dominated the industry until the 1970’s, when Airbus was organized through a collaboration between Britain, France and West Germany. Airbus began manufacturing the A-300 series which enabled them to capture 10% of the market share by 1975 (ref article), no small feat considering they were competing against the giant Boeing. Airbus’s ability to compete with Boeing and gain market share will be analyzed using the following business models: PESTEL Analysis, SWOT Analysis, Porter’s Five Forces, VRINE Analysis and Porter’s Model of Competitive Advantage. PESTEL ANALYSIS Political – Airbus was a product of a merger between three European countries; Britain, France and West Germany. In the 1970’s the political climates of all three were relatively stable. The three countries worked together in order to compete with the US. They did have to adhere to international trading policies and agreements (NAFTA, GATT). Economic – As they were competing largely in the US market, Airbus needed to constantly...
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...CHAPTER ONE 1.0 INTRODUCTION 1.1 BACKGROUND TO THE STUDY The ultimate aim of most developing countries in general is to industrialize. The reason for this are obvious. First, there is relationship between the degree of industrialization and the level of development. Secondly, the developed countries of the world are basically industrial countries. The higher the level of industrialization the higher the level of national income, standard of living and economic development. Prior to the discovery of crude oil in commercial quantum in Nigeria, agricultural primary produce has been the major sources through which Nigeria generate foreign exchange. Therefore, Nigeria constituted one major agrarian country in Africa. However, at the attainment of independence in 1960, the various governments took interest in industrialization. This can be noticed through series of development plan adopted by the succeeding government in Nigeria over the years. Though without keen interest, except till the nineteen – seventies. The need arose to adopt an import substitution industrialization policy to reduce the heavy dependence on the external sector for the supply of manufactured products, capital goods and equipment. Nigeria government in a bid to industrialize created some industrial incentive policy to encourage foreign investors to invest in Nigeria industrial sector. That is, foreign entrepreneurs were technically and strategically invite to champion Nigeria industrialization because of the...
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...Overview of real estate industry The real estate industry is one of the fastest growing industries in our economy, with a Compound Annual Growth Rate of approximately 30%..A US$ 16 billion industry at present, it is expected to touch US$ 60 billion in the next five years. The sustainability of growth in the real estate industry has its roots in strong demand fundamentals: a. Rapid expansion of the IT/ ITES and business outsourcing industry b. Rising demand in the residential sector, encouraged by rapidly increasing income levels; c. Acceptance of shopping malls as “one stop destinations” for consumers; and d. Growing popularity of Special Economics Zones as preferred destinations for both manufacturing and service industries. Ansal api Ansal Properties and Infrastructure Limited (APIL), promoted by the Delhi based Ansal Group, is one of the prominent real estate developers in Northern India. The Group, headed by brothers Sushil and Deepak Ansal, is engaged in developing integrated townships, IT cities and commercial and residential complexes. Ansal Group has been a major player in the real state sector in the country since 1967. It is now regarded as one of the top most real state group in the country. Sobha Developers Ltd. (SDL) formerly Sobha Developers Private Limited It is an Indian multinational real estate developer headquartered in Bangalore, India and engaged in the business of construction, development, sale, management and operation of all or any...
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