Considering the Bullwhip article: As a group, the feeling was not so good at the end of the game. Having to make decisions without adequate information provided brought about results that made us feel like bad supply chain managers. However it was educating. When the game started the orders that came to the retailer for the first 2-3 weeks were consistent and made the retailer not to order more from the wholesaler and this passed across upstream the supply chain. This changed suddenly and the orders started bombarding, causing tension on the retailer to order as much as possible from the wholesaler to supply demand to customers.
At work we had a contract that came through at the last minute. Because of the lack of communication and the timing of the contract there was miscommunication. We had no clue on what the clientele wanted. At one point the client was telling us about a meeting room and an extra requests for meeting space outside. Dumbfounded, we all look like this was our first rodeo.
The Family Diner Teneisha Gamble Grantham University BA330: Marketing Communications Jeff Barnes 17 November 2014 Business Description (Week 1) Family Diner is a family owned business that was inherited to the current family member, but for the past few years the business is not bring in any revenue or profit. The loyal employees are the ones that have been maintaining operations afloat. The Chef has been there for over 25 years and he wants to retire in three years. While serving as a chef, he has bought produce from the local farmers in order to help keep
Communications Journal Entry 1 The company that I work for manufactures ECU and sensor parts for automotive vehicles. We are an on-demand supplier and I am currently a line manager for the assembly department. We have several departments within my company so it is very important for all of us to work together and communicate well to ensure we produce high quality parts on time. We currently run multiple shifts and communication is critical to success. We utitilize cb radio's within our department, shipping, and maintenance.
1.2 Tracking Applicants The next steps in the recruitment and selection process are tracking applicants and applications and reviewing cv’s. Applicant tracking systems are becoming extremely helpful to employers, and this technology aids in the management of job vacancies and applications for every open position. Employment specialists use ATSs to review applications and cv’s. Following your employment specialist and applicant review, we can then decide which applicants we wants to interview. With some applicants can track application status.
As the new HR advisor for the call center, observations will be made in order to make changes to the organizational development and training programs. The organizations profit margin has been low and the call center is currently experiencing a high employee turnover rate with the average employee quitting after just 1 year. Employees have raised concern in regards to the lack of training classes. New hires are given three days to observe other employees and are then expected to know the databases and begin working with the customers. Customers have been complaining that the representatives are confused, rude, and impatient when answering their calls.
One such tool is a Gemba meeting utilizing a SQDIP board. I have been involved in Gemba meetings using similar types of communication boards in the past, but mostly due to lack of support from upper management, maintaining the information would just dissipate after a short period of time. I had never really been engaged and committed to the process to ensure it was successful. Either I felt it was just another responsibility that was put on my already full plate or I failed to see the value that it added to solving the issues we faced on a daily basis on the floor. That was until my new employer, a pump manufacturing company, asked that I hold a Gemba meeting and implement a SQDIP board in my department to communicate the daily issues, come up with action plans to find solutions to fix the problems and ultimately increase productivity.
The all-day event alone costs about $2 million a year in lost sales, project expenses, and wages for employees. When Timberland’s profits were soaring, that seemed fine, but then the company hit a rough patch. It reported its first operating loss since going public, laid off some employees, and shipped some work overseas to cut costs. So, when one of the company’s bankers implied that the focus on philanthropy was hurting the company and its stakeholders, Swartz found himself in a quandary. One of Timberland’s bankers bluntly told Swartz that the company needed to “cut this civic stuff out and get back to business.”
Ann then requested support through Social Services. The process was long as it took months from the first phone call to getting a care worker. Angus was anxious about a stranger coming into his home. Although he knew Ann could not manage al the tasks on her own without help. Ann was hoping that Yetunde would take
He purchased it on credit along with a partner. While economy was booming in the region the business struggle and Lincoln eventually sold his share of the business. When his partner died. Lincoln became liable for a S1000 debt. Unable to pay he was forced to declared bankruptcy and did finish repaying his creditors for another 17 years.