Hewlett-Packard (HP) is one of the world’s largest IT companies operating in over 170 countries. The Hewlett-Packard Company, found in 1939 by Bill Hewlett and Dave Packard, “provides enterprise and consumer customers a full range of high-tech equipment, including personal computers, servers, storage devices, printers, and networking equipment” (Hoovers, 2008). The company’s operation base is located in Palo Alto, California were Mark Hurd is currently the president and CEO. The company ranked 14 in 2007 Fortune 500. “HP’s revenue totaled $107.7 billion for the four fiscal quarters ended Jan. 31, 2008” (HP, 2008).
Esterline Technologies: Lean Manufacturing Case Study Tiye Cort, Robert Morris, Evelyn Ozburn, Braulio Soto, Key Facts : Characters: Robert Cremin - Chairman, President and Chief Executive Officer of Esterline Technologies Tom Heine - Director of Organizational Effectiveness Frank Houston - Corporate Group Vice President Richard Schonberger - expert on world class manufacturing and lean methods Michael Taylor - Senior Production manager Gary Dytrt - Korry president Cary Gammon - Korry lean s taff member Allison Eiford - Korry lean staff member Annette O’Neal - manager of Korry’s Customer Service department Partners: Boeing Airbus Financial Performance : - 2004, revenues of $614 million, and income from continuing operations of $29 million - Clo sed 2005 with revenues of $835 million and income from continuing operations of $51 million - In 2006, revenues were expected to exceed $1 billion Timeline of the Case: 1976 - 2006 Issues Conflicts 1. To simplify systems so they don’t need to be tracked wit h complicated IT systems. 2. Using flat panel screens for schedule display: - Implied “big brother is watching” - Gave employees a sense that they would never be finished - Imposed a sense of measurement anxiety for operators 3. Implementing lean manufa cturing into fabrication Central Problem Interface Standardization : Different clients had various ways of communicating with the company for orders, but since Esterline was becoming the best in its industry, they are trying to mandate a standard interface method for consistency.
Kayla Webley (2010) from time.com and Ian McAllister (2010) from quora.com utilized numerous resources to complete their analysis of these two companies. The case study from Dave Chaffey (2012) at smart insights.com and the article written by Valerie Peterson at about.com also provided in-depth insight into the workings of these two retail giants. Originally incorporated in Washington in 1994, but was re-incorporated in Delaware by 1996, Amazon.com was started by founder Jeff Bezos. Jeff Bezos came up with the company’s name by looking in the dictionary. He had a vision on being the biggest company in the world.
The savings in licensing costs alone justify this conversion. The recommendation of moving Mega-Corp to an Optimized Core structure would facilitate and focus the company’s information resources from one central source, the financial analysis and reporting areas would also benefit. Both of these core processes would fall under the umbrella of technological management or a
Esterline Technologies: Lean Manufacturing Case Study Tiye Cort, Robert Morris, Evelyn Ozburn, Braulio Soto, Key Facts: Characters: Robert Cremin- Chairman, President and Chief Executive Officer of Esterline Technologies Tom Heine- Director of Organizational Effectiveness Frank Houston- Corporate Group Vice President Richard Schonberger- expert on world class manufacturing and lean methods Michael Taylor- Senior Production manager Gary Dytrt- Korry president Cary Gammon- Korry lean staff member Allison Eiford- Korry lean staff member Annette O’Neal- manager of Korry’s Customer Service department Partners: Boeing Airbus Financial Performance: - 2004, revenues of $614 million, and income from continuing operations of $29 million - Closed 2005 with revenues of $835 million and income from continuing operations of $51 million - In 2006, revenues were expected to exceed $1 billion Timeline of the Case: 1976-2006 Issues Conflicts 1. To simplify systems so they don’t need to be tracked with complicated IT systems. 2. Using flat panel screens for schedule display: - Implied “big brother is watching” - Gave employees a sense that they would never be finished - Imposed a sense of measurement anxiety for operators 3. Implementing lean manufacturing into fabrication Central Problem Interface Standardization: Different clients had various ways of communicating with the company for orders, but since Esterline was becoming the best in its industry, they are trying to mandate a standard interface method for consistency.
Running Head: Gene One Problem Solution University of Phoenix MBA 520: Transformational Leadership Intersect: Problem Solution Week 3 Gene One: Problem Solution and Defense Gene One is a privately owned biotechnology company who is attempting an initial public offering (IPO). During this transition, opportunities within Gene One‘s organizational structure have been made more eminent. This paper uses the Problem Based Learning model the concepts of transformational leadership and organizational culture will be applied to the current internal issues faced by Gene One in the areas of team dynamics, knowledge and leadership style. Gene One is lead by Don Ruiz who has surpassed expectations during its 8-year growth. Don is an intrinsic part of a 5-member team who built the Gene One out of a 2 million-dollar investment.
He retired from Caterpillar in October 2010 (Forbes, 2011). Purpose Caterpillar is an international global leader in designing and building machinery and engines and in providing financial and logistics services. As of December 31 2010, Caterpillar employed 104 490 people in six continents in approximately 60 countries. With 42.5 billion dollars of sales and revenues and 38.6 billion in operating costs (10 2k, 2010), Caterpillar is not only a leader in its industry but also a leader in the
It operates in 156 countries and employs about 202,000 workers around the world. In 2011, GM ranked fifth on the list of Fortune 500 companies with 150,276.0 million in revenues and 9,190.0 million in profits. Most recently the global recession has had a devastating impact on its cash flows, financial condition, and operations. To survive, the company has had to accept a government bailout plan and concessions that its employees made through the United Autoworkers of America. The following comprehensive analysis covers different business aspects of GM through SWOT (strengths, weaknesses, opportunities, threats) and stakeholder’s analysis and is useful for key decision makers as well as current and potential investors.
Like the majority of large corporations, HP’s first corporate objective is to generate profit however; the company also understands its role in sustaining the environment by taking a role in corporate social responsibility. In July 2007, the company announced that it had met its target, set in 2004, to recycle one billion pounds of electronics, toner and ink cartridges. Another goal was also set in 2010 to recycle a further two billion pounds of hardware. In 2006, the company recovered 187 million pounds of electronics, 73 percent more than its closest competitor. In September 2009, Newsweek ranked HP No.1 on its 2009 Green Rankings of America's 500 largest corporations.
This year, the company has 70 plants worldwide employing about 166,000 people (Ford Motor Company, 2011). Ford is capitalizing on a global economy is manufacturing its cars and car parts in different countries around the world (Ford Motor Company, 2011). By designing these cars and car parts according to the region in which they are sold, Ford can meet the demands of American and international consumers alike (Hammond, 2009). One way they are successful in globalization is through sufficient management