Each new employee was put through a 1-month training program, and was assigned to an existing employee for an entire month. Normally an existing employee would work 160 hours per month. However, when an employee was assigned to perform training of a new-hire, the productive work hours for that employee dropped to 80 hours per month. During the training period, the trainee was paid $2,000 for the month. At the end of that time, the monthly salary increases to the standard salary for a regular customer service representative which is $3,500 per month.
If delivered successfully, sole-source production contracts (to be negotiated year-to-year) would follow for the next 5-years. Jerry Dunlap was chosen to be the project manager. He is aware of the impact of this project to Park Industries’ growth. For the Scott Project, he maintained the best employees consisting of- 7 full-time people (including Dunlap) throughout the duration of the project and 8 people from functional departments (4 full-time and 4 half-time). The team’s manpower level was constant at 2,080 hours/month with each person incurring a cost of $60.00/hr., fully burdened.
 Save $75-80 million by the end of 2002 through corporate restructuring and the closing of order distribution sites.  Maintain sales growth of at least 3 to 4 percent per year. Duration for the project was 48 months and as the project was modified, the company had only 39 months to complete the project. During that Hershey's information systems management set as a goal a move to an ERP system using software from SAP AG of Walldorf, Germany. In addition the company decided to install software from Siebel Systems Inc. of San Mateo, California.
This project was to be completed in the next five months. As the manager of supply management, Mr. Murphy was responsible for the purchases of materials used in gas distribution such as pipe, meters, fittings, etc. The supply organization for Fauquier Gas Company was under the management control of the vice-president of operations. The construction project manager Mr. Clive Byers discussed the new project and how Fauquier Gas Company was going to add 3 ½ miles of new gas lines and would start construction in June in order to “gas the line” in September. The project based on Mr. Byer’s conversation will require more double the supplies and the job was to be completed in three months instead of five.
The general acceptance of a utility commission by the public came after a telephone company scandal and soaring utility bills of the 1970’s. Finally in 1975, just two years after Wilson opened the idea of a commission to the general public, the Texas legislature formed what is still known today as the Public Utility Commission of Texas or PUC for short. This commission was comprised of three commissioners that each received a salary of $40,500 per year for the first year and $41,300 for the following year, about the same that other commissioners in Texas received. In the following months, the three commissioners got office space, obtained supplies, hired employees, and most importantly, registered utility companies from across Texas. During this period, they also wrote the first set of rules and regulations that would regulate utility companies across the state.
Some of the benefits were reduction in lead-time by four weeks, allowed planners to readjust forecasts to meet changes in demand, 16% increase in production, and product availability increased to 99.9% from 97.9%. These numbers are based of 45 SKUs that were very similar and produced in a single factory, and their next question was if they should implement the SCO pilot system across all SKUs. I believe that Hugo Boss should only apply the SCO system to all of the NOS products due to the fact that they stay the same for 3 years. If they applied to the “fashion” products there is a lot more risk and could be more costly since fashion items never repeat. Although there is opportunity to produce more fashion items last minute to meet demand, I do not think that all items would need
b. Ted Jones office’s August performance was 743 transaction, 98% with delivery on or before the requested date, 87% of purchased supplies at or within 5% of the target price, 9% late deliveries, and 5% rejection rate for materials and supplies. c. Ted Jones’ section is undermanned. Ted’s senior buyer, Bill Wilson, submitted his resignation to accept a job with another company. His reasons for leaving Eagle Company are pay raise and dissatisfaction of how other sections d. Maintenance department requested for a new robot to be purchased and operational within seven months. The budget for the robot is 5.5 million dollars.
The TTC plays an essential role in our life, and statistic shows an average of 1.5 million people uses the TTC daily in a city where the population is a little over 2.5 million (Logos). That means when the TTC went on strike a few years back it had an affect on no one (Positioning and Understatement). I missed one of day school, but I know someone who missed one job interview, someone who missed one very important doctor’s appointment, someone who missed one day of work (Ethos, Parallel Sentence Structure).
II. Summary Some of the essential points of the case situation are as follows: The company would charge retailers an annual rent for the space they occupied, and in addition it would receive 5% of each store's gross sales. Construction of the mall was likely to take three years. The construction costs could be depreciated straight-line over 15 years starting in year 3. As in the case of the company's other developments, the mall would be built to the highest specifications and would not need to be rebuilt until year 17.
• Three divisions: Consumer Product :1/3 of E.N.’s total sales – oldest, designed, manufactured & marketed houseware items for the use in the kitchen Industrial Product :1/3 of E.N.’s total sales – built one-of-a-kind machine tools, a job that took months to complete Professional Services :1/3 of E.N.’s total sales – newest and grew rapidly, architecture related business • New proposal $1.5 million+ should be validated by Henry Hubbard, the CFO of the company and has to earn a return of more than 15%. Performance evaluation Y0: each division treated as profit center with annual division profits budget From Y1: became investment center evaluated by ROA ROA = NI/Total Assets NI = DIBT – share of corporate administrative expenses – share of income tax expenses Share of corporate administrative expenses is allocated on the basis of divisional revenue Tax rate applies to the division’s (DIBT – share of corporate administrative expenses) Most assets were separated. The corporate-office assets were allocated according to divisional revenue. Assets were recorded at balance sheet value. Results Y0: ROA = 5.2%, Gross return = 9.3% Targets for Y1 & Y2: Gross return = 12% (Low return investment due to regulatory reasons + 15% Gross return from) other investments Y1: ROA = 5.7% Gross Return = 9.5% IP division’s return on investment too low.