JCT2 Supply Chain Managing Operations: Supply Chain Organization and Operations Management Recommendations. Assessment Code: JCT2 Task 3 Student Name: Dixie Weisgarber Student ID: 197409 Date: March 30, 2014 Mentor Name: Tanya Manning-Ames Table of Contents Task Instructions…..…………………………………………………………………………………………………………………………………3 Strategy Recommendation…………….……………………………………………………………………………………………………....5 Metrics Used to Measure Performance……………..………….……………….…………………………………………….…………6 Three Issues That Could Complicate the Development of an Efficient, Integrated Supply Chain………………7 Methods for Effective Management in an Integrated Supply Chain………………………………………………………...8 Actions that should be taken to Mitigate Possible Risk…………………………………………………………………………...9 Recommended Hierarchical Functional Organizational Structure………………………………………………………....10 Strategic Operations Management Decisions that Support the Implementation of the Company's Mission and Strategy………………………………………………………………………………………………………………………………………….12 Recommended Actions to Improve Cost Effectiveness…………………………………………………………………………..15 References………………………………………………………………………………………………………………………………………..…..16 Task Instructions: SUBDOMAIN 329.4 - MANAGING OPERATIONS Competencies: 329.4.1: Operational Design - The graduate designs capacity, process, layout, and location strategies. 329.4.3: Operating Efficiency - The graduate employs just-in-time, lean systems and constraint management concepts and scheduling methods to improve operating efficiency. 329.4.4: Supply Chain - The graduate organizes the supply chain to create competitive advantage for an organization. 329.4.5: Requirements Planning - The graduate applies operations and requirements planning and inventory management concepts to achieve operating objectives.
Starting A Fast Food Franchise in Plymouth, MN Work Breakdown Structure (Rev. 1) 1. Planning Phase 2.1 Recruit a Project Team 2.2.1 Acquire and review resumes 2.2.2 Select Project Team 2.2.3 Notify Team Members 2.2.4 Commence project planning 2.2 Develop Project Charter 2.3.5 Draft Project Charter 2.3.6 Submit Draft Project Charter to Shareholders 2.3.7 Finalize Project Charter 2.3.8 Obtain Final Authorization from Shareholders 2.3 Develop a Scope Management Plan 2.4.9 Draft Scope Management 2.4.10 Communicate Scope Management Plan 2.4.11 Finalize Scope Management Plan 2.4 Develop Risk Management Plan 2.5.12 Draft Risk Management Plan 2.5.13.1 Follow PMBOK and ATOM Requirements 2.5.13.2 Identify Positive and Negative Risks 2.5.13.3 Analyze and Develop Response 2.5.13 Communicate Risk Management Plan 2.5.14 Finalize Risk Management Plan 2. Research Phase 3.5 Evaluate Franchisee Business Strategy 3.6.15 Identify Franchisee’s aims and objectives 3.6.16 Perform SWOT Analyses 3.6.17 Evaluate Financial Strength and Capability 3.6.18 Align Franchisee’s Business Strategy 3.6 Identify franchisor 3.7.19 Research Fast Food Franchisors in the industry 3.7.20 Evaluate financial requirements and match up performance with project goals 3.7.21 Research legal requirements 3.7.22 Perform Cost/Benefit analysis in terms of profitability and growth 3.7.23 Narrow down list of Franchisors 3.7 Identify Lender 3.8.24 Identify loan options 3.8.25 Compare options 3.8.26 Communicate with Shareholders 3.8
| Marketing | Citronella Log | | JAIME CHIGWIDDEN | SACE No: 729196L SACE No: 729196L | 19th June 2015 19th June 2015 Contents Page Table of figures…………………………………………………………………………………………………2 Executive summary.………………………………………………………………………………………………3 Product description……………………………………………………………………………………………………3 Product lifecycle………………………………………………………………………………………………………………3 Marketing strategies……………………………………………………………………………………………………………5 How the ad will reach the target market………………………………………………………………………………….7 Product Considerations…………………………………………………………………………………………………………………7 Bibliography………………………………………………………………………………………………………………………………………8 Table of Figures Figure 1: Citronella Log SWOT Analysis……………………………………………………………………………………3 Figure 2: The different stages associated with the product lifecycle……………………………………………4 Figure 3: The four P’s (marketing strategies)………………………………………………………………………………….5 Figure 4: The AIDA Model………………………………………………………………………………………………………………….7 Executive Summary This report is designed to explore the different roles of marketing and the effects that it has on businesses. The background report will focus on different aspects of marketing such as the product lifecycle, the AIDA model and the marketing strategies involved in the marketing mix (the four P’s). Applying the theories of marketing, an advertisement will be prepared for a product from Shark Tank, which is the Citronella Log. A product description and SWOT analysis will be written to accompany the advertisement. Product Description Advantages * Method of enjoying an outdoor experience free of mosquitoes * Made out of 100% recyclable material * Produces 80% cleaner fumes than ordinary fire logs * Lemon-scented * Has a scheduled pickup service which guarantees junk mail to be shredded and recycled * Packaging is also
Project Development and Control Assignment (Unit 5009) Contents Introduction 2 Task 1 1.1 Project definition and business rationale 3 1.2 Project overview and life-cycle 4 – 5 1.3 Project implementation, monitoring, and review 6 – 7 1.4 Project methodologies and consideration of alternatives 7 – 8 1.5 Project development charts 8 – 10 Task 2 – Project Proposal Presentation 2.1 Presentation Powerpoint Appendix 1 2.2 Presentation write-up Appendix 2 Bibliography 11 Header (put your name and qualification here) This briefing document is aimed at outlining a proposed work-based project at Springfield College, Faculty of Technology, and includes key factors for the project, an overview, a business rationale, an implementation strategy, and a review of the project itself, as well as possible alternatives considered. In addition to written text the reader is briefed by a Powerpoint presentation, which is designed to present the project background in a condensed, visualised format. The same Powerpoint is used alongside an oral presentation to the CMI- approved centre that assesses the unit. Charts, such as a Gantt chart and a Project Flow Diagram form part of the briefing document to further visualise the project outline to the reader and are also shown in the project presentation. The scope of the project is change management in the ILT/IT context and the primary objective is the reduction of paper used in the faculty – to create a paper-free faculty using modern IT-based systems – and the briefing document is a supporting document for project proposal, from conception to delivery.
Enterprise System Research assignment Enterprise System Research assignment Integration Integration Profits Profits CRM CRM HR HR Finance Finance Marketing & Sales Marketing & Sales Table of Content ERP System 3 Key Components of Enterprise System 3 Actual Components 3 Functional Areas 4 Benefits and costs of ERP system Implementation 5 Comparison between SAP, Oracle and Microsoft Dynamics 6 ERP Implementation cases 8 Executive Summery 9 Background 9 Hewlett-Packard 10 Motivation for Implementation 10 Launch Strategy 10 Implementation Issues 10 Results of Implementation 11 Chatzigeorgiou GP 12 Motivation for Implementation 12 Launch Strategy 12 Implementation 13 Results of Implementation 13 Comparison of the two companies 14 Conclusion 14 Resources 15 ERP system Enterprise Resource Planning (ERP) software applications act as the central company-wide information system. ERP systems integrate all of an organization’s departments, divisions, lines of business and geographical locations into a single, shared, unified and enterprise-wide information system. Key Components of Enterprise System Actual Components * Transactional database * Management portal/dashboard * Business intelligence system * Customizable reporting * Analyzing * External access via technology such as web services * Search * Document management * Workflow management Functional Areas ERP software typically has Accounting, Business Intelligence, Financial Management, Procurement, Inventory & Stores Management, Sales & Distribution Management, Manufacturing, Human Resources Management, Project Management and Customer Relation Management Modules. Functional Areas | Contents | Finance/Accounting | It is the production of information about
HR Profession Map Our Global Standard INTRODUCTION Contents Introduction The CIPD HR Profession Map The design principle and architecture of the HR Profession Map Bands and Transitions Professional Areas Professional area overview 1 Insights, Strategy and Solutions 2 Leading HR 3 Organisation Design 4 Organisation Development 5 Resource and Talent Planning 6 Learning and Talent Development 7 Performance and Reward 8 Employee Engagement 9 Employee Relations 10 Service, Delivery and Information Behaviours Behaviour overview 1 Curious 2 Decisive Thinker 3 Skilled Influencer 4 Personally Credible 5 Collaborative 6 Driven to Deliver 7 Courage to Challenge 8 Role Model 3 5–8 5 DESIGN AND ARCHITECTURE BANDS AND TRANSITIONS CORE PROFESSIONAL AREAS PROFESSIONAL AREAS BEHAVIOURS 7 9–47 9 11 15 19 22 25 29 34 39 42 45 48–57 49 50 51 52 53 54 55 56 57 2 HR Profession Map – Our Global Standard INTRODUCTION Introduction CIPD’s HR Profession Map sets out standards for HR professionals around the world. DESIGN AND ARCHITECTURE The concept is simple. Covering ten professional areas and eight behaviours set out in four bands of competence, CIPD’s HR Profession Map sets out the activities, knowledge and behaviour needed for success. Use the standards in the CIPD HR Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research, essentially CIPD’s HR Profession Map shares what the most successful HR professionals know and do at every stage of their career; which is proving to be a powerful tool.
| Recruitment, Selection and Induction | | Assessment Task 2 | | DN7A34 | Oksana Toma | 14/04/2014 | | Contents Analysing Job Requirements 2 Job Analysis Process 2 Job Description 2 Person Specifications 2 Application Forms 2 Description of an Office Manager 3 Description of an Administrator 4 Person Specification 5 Application Form – Office Manager 7 Application Form – Administrator 10 Attracting Suitable Candidates 13 Sources of Recruitment 13 External Sources 13 Internal Sources 13 Screening Process 14 Reaching Suitable Candidates 15 Assessing Suitable Candidates 15 Selection Techniques 15 Preparing a Rating System to Make a Selection Decision 16 Analysing Job Requirements Job Analysis Process Job analysis is an important process of identifying, collecting and analysing information and activities involved as well as attributes needed to perform the job. Job Description Job description is a written statement based on objective information obtained through job analysis. In order to do a job description is needed to collect as much information as possible about the job duties, responsibilities, most important contributions and outcomes needed from a position, required qualifications and skills of candidates, and reporting relationship and co-workers of a particular job. Employee job descriptions clearly identify out the responsibilities of a specific job, including information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions. Person Specifications Person specifications are an extension of job analysis and contain a profile of the candidate which is required for a specific job.
Internship Paper Jesus Orona Jr. GTEC 4300-003 10/22/12 Table of Contents Abstract 3 Introduction 4 Discussion5 1.0 Company Background and Capabilities’5 2.0 Duties and Responsibilities 5 2.1 Communication 5 2.2 Data Entry6 2.3 Quality Control Prints8 2.4 Faro Laser ScanArm V39 2.4.1 Die Wear Project9 2.4.2 Reverse Engineering12 2.5 Pro/ENGINEER13 2.6 DEFORM14 3.0 Course work Relation15 4.0 Conclusion16 Bibliography 17 Figures18 Abstract The intended purpose of this document is to provide the Whitacre College of Engineering with a detailed documentation of the work done during my 2012 summer internship at Trinity Forge, a closed-die and CNC machining facility in Mansfield, TX. Forging engineers, at Trinity Forge, design the tooling to meet customer’s needs and lay out the many steps/processes that go into manufacturing a forged part. During my employment at Trinity Forge, I had to complete many engineering related task and work with other engineers on their projects. From understanding materials to learning and mastering new software to do a job, this internship proves to be an invaluable experience. Introduction My position as an internship employee at Trinity Forge involved a variety of engineering-related tasks such as using 3D scanning hardware and software, creating models with CAD software, and running forging simulations with a powerful process simulation system.
Confirming Pages 2 CHAPTER 1 Introduction to Operations Management 2 Competitiveness, Strategy, and Productivity 3 Forecasting 4 Product and Service Design 5 Strategic Capacity Planning for Products and Services 6 Process Selection and Facility Layout 7 Work Design and Measurement 8 Location Planning and Analysis 9 Management of Quality 10 Quality Control 11 Aggregate Planning and Master Scheduling 12 MRP and ERP 13 Inventory Management 14 JIT and Lean Operations 15 Supply Chain Management 16 Scheduling 17 Project Management 18 Management of Waiting Lines 19 Linear Programming Competitiveness, Strategy, and Productivity CHAPTER OUTLINE Introduction, 42 Competitiveness, 42 Computing Productivity, 57 Why Some Organizations Fail, 43 Productivity in the Service Sector, 60 Mission and Strategies 44 Factors That Affect Productivity, 60 Strategies and Tactics, 45 Strategy Formulation, 47 Supply Chain Strategy, 51 Sustainability Strategy, 51 Global Strategy, 51 Operations Strategy, 52 Strategic Operations Management Decision Areas, 53 Quality and Time Strategies, 53 Improving Productivity, 62 Cases: An American Tragedy: How a Good Company Died, 66 Home-Style Cookies, 67 Hazel Revisited, 69 “Your Garden Gloves,” 69 Operations Tour: The U.S. Postal Service, 70 Implications of Organization Strategy for Operations Management, 54 LEARNING OBJECTIVES After completing this chapter, you should be able to: 1 List the three primary ways that business organizations compete. 2 Explain five reasons for the poor competitiveness of some companies. 3 Define the term productivity and explain why it is important to organizations and to countries. 7 Provide some of the reasons for poor productivity and some ways of improving it.
Quantitative Business Analysis for Capacity Assessment INBA 6145 GROUP ASSIGNMENT COHORT – 55 TEAM – INNOVATION INVASION Merton Truck Company NAME | ID # | Kelly Jackson-Baynes | 814005354 | Crystal Manickchand | 814005353 | Ramona Balgobin | 814005540 | Sara Samuel | 806005295 | TABLE OF CONTENTS 1 CASE SUMMARY1 2 KEY ISSUES/CHALLENGES2 3 METHDOLOGY…..3-8 3.1 Steps Taken3-4 3.2 Case Model Calculations5 3.3 Lag Effects6 3.4 Models Done7-8 4 fINDINGS 9-11 4.1Model Choice9 4.2 Shipment projections based on model chosen10 4.3 Forecast Results11 5INTEPRETATION…..12-13 6CONCLUSION…..14 7APPENDIX…..15-26 1. CASE SUMMARY Merton’s Truck company president was dissatisfied with the company’s financial performance during a six month period January –June 1988. He suggested that something be done to improve the financial position of the company. Suggestions included changing the product mix or just stop making a Truck Model 101 altogether as it was not making a profit. Additionally, he also suggested that they outsource engines from an outside supplier to relieve the capacity problem.