cost of boat leasing 6 4. Delivery route and shore base operating costs 6 5. Resource requirements for 3PL service 6 6. Establishment of a trusting and reliable partnership 7 Approaches to issues raised 8 1. “AS IS” process documentation and operation analysis 8 2. The Morgan City Benchmark Study 8 3. Cost comparison and utilization of long-term vs. spot-rate leases 9 4. 2 months, 24 hours activity log book 9 5. Drawing of support and expertise 9 6. Information sharing and in-depth study
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I am the current general manager and Chief Executive Officer of A+ Urgent Care Clinic of Honolulu specializing in providing a variety of health care services to the residents and guests of Oahu, Hawaii. Our team of board certified physicians and medical professionals are available to serve all your health care needs and provide an alternative to the lengthy hospital and urgent care visits. We operate a state of the art facility providing quality health care for all ages with a comprehensive diagnostic
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be both demanding and rewarding, and for those looking to establish themselves in the world of retail, the choice can present unique challenges. There is the initial decision over whether to establish the business as either a bricks-and- mortar operation, or whether to go completely online. Then there is the competition - the retail sector is tough and it is worth bearing in mind that any business no matter how unique, is going to have to compete, not just with similar retailers but with a wide variety
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Culture Direction Evolution Fun Guidance Change-oriented culture: Awareness of potential (look at the future, not the past/ not only familiar with own operations, visit other warehouses/ not only see what happened inside the distribution center, but also see the consequences of their actions outside their scope) Motivation to change (70% failure rate/ leave the present/ people enjoy the fact that they are able to solve existing problems, despite the fact that these problems should not occur
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situation, then give the feedback to employees. Meanwhile, performance assessment is the process of companies use specific standard and scientific method to judge all levels of management, and in order to achieve the objective of production and operation. The core of performance assessment is promoting company's profitability and comprehensive strength, its essence is trying to make talented professionals do their best according to their lights. Performance assessment made a
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Destination: Sears SEARS 2000 ANNUAL REPORT Financial Highlights millions, except per share data 2000 1999 1998 Revenues Income before extraordinary loss Net income PER COMMON SHARE $40,937 1,343 1,343 $39,484 1,453 1,453 $39,953 1,072 1,048 Income before extraordinary loss Net income EXCLUDING IMPACT OF NONCOMPARABLE ITEMS 3.88 3.88 3.81 3.81 2.74 2.68 Income excluding noncomparable items Per common share Total assets Debt Shareholders’ equity
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10.1 Quality management 9 2.10.2 Change management 9 2.10.3 Service provision and management 10 2.10.4 Resource management 12 2.10.5 Capacity planning and management 12 2.10.6 Business continuity and contingency plans 12 2.10.7 Project management 13 2.10.8 Programme management 13 2.10.9 Strategic management 14 2.10.10 Knowledge management and organisational learning 14 2.10.11 Training 15 2.11 Risk management and risk transfer
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service levels possible within the means available for the London residents whom have diverse needs and expectations. The chief executive officer (CEO) of London Public Library, Anne Becker, had developed and had begun to implement a new strategic plan with a very tight budget by using Balanced Scorecard which essentially focused on service excellence, staff, culture, technology and collections. The Balanced
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amounts) Year ended December 31, Operating results: Revenues Net income: Income from continuing operations Discontinued operations, net of income taxes: Income (loss) from operations Loss on divestiture of operations Net income Diluted earnings per common share: Income from continuing operations Discontinued operations: Income (loss) from operations Loss on divestiture of operations Net income 2009 2008 $4,270,007 $4,093,864 $62,612 $60,460 931 (23,432) $40,111
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the IEEE Software Process Award. Wipro has one of the most mature Six Sigma programs in the industry ensuring that 91% of the projects are completed on schedule, much above the industry average of 55%. Six Sigma provides the tools for continuous improvement on existing processes thereby helping sustain the SEI-CMM Level 5 and CMMi certifications. This case focuses on the initiatives taken by Wipro Technologies to implement the Six Sigma Quality tool to achieve sustained strategic business results.
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