Strengths and Weakness Like every company R. R. Donnelly has strengths and weaknesses, it is just knowing the strengths and using them to build up the weaknesses. One of the biggest strengths of R. R. Donnelley is that they have been in business for 150 years. That alone shows that they have built long term relationships with suppliers, employees, and most of all customers. Throughout the years the company has adapted to changes in the economy, customer demand, customer changes, and technology. R.R.
Scheduling people to answer the incoming phone calls at the right times was also an important aspect of the company. Because we were a major call center, inventory of the products being sold had to be kept up to meet the demand. Within the first year of the take over the business was in the closing status. The new company owners had no idea about customer service or running a business. Scheduling was the first part of the downfall there were never enough people to answer the amounts of calls we
The workers were not visiting the clients on a weekly basis as mandated by DCFS and paperwork was consistently late. There was chronic absenteeism, a high level of turnover, low morale, and low job satisfaction among the employees. All of the above issues adversely affect the level of care and services being provided to the client. How can Hull House Association communicate change in an effort to increase employee satisfaction and organizational productivity? Hull House’s leadership was not supportive of staff at that time.
Outsourcing of jobs from the United States to other countries has been a growing matter over the past few decades. With the economy at a low, many industries and CEOs are wanting to expand their markets and factories overseas to developing countries that thirst for any job they can get their hands on. These workers are paid a substantial amount less to do the same work that normal Americans would do for a lot more. This is where the issue has many unemployed Americans buzzing. Most minimum wage workers that have lost their jobs to outsourcing absolutely cannot stand the idea whatsoever.
Nike creates the manufacturing designs and specifications, and their suppliers follow them through the production process. Nike uses a multiple sourcing approach as its global database is comprised of roughly 750 factories and/or suppliers throughout the supply chain. In China alone, Nike uses approximately 180 suppliers for footwear and apparel production (Figure 1). Initially, Nike’s athletic shoes were manufactured through Japanese partnerships, but eventually they were moved to countries such as Taiwan and Korea. As manufacturing costs rose over the years, Nike has transferred those operations to China, Vietnam, Indonesia, and Thailand (Bushra, 2012).
Spartan Heat Exchangers Inc. Case Study ------------------------------------------------- Company Overview: * Spartan was a leading designer and manufacturer of specialized industrial heat transfer equipment. * Spartan was owned by Krimmer Industries, headquartered in Denver, and employed more than 10,000 employees worldwide. * Primary produced transformer coolers, motor and generator coolers, hydro generator coolers, air-cooled heat exchangers, and transformer oil coolers. * Sales revenues were $25 million and operated in a 125,000-square-foot plant. * Business Strategy – * Utmost importance to customer satisfaction.
-The project has been given a deadline of ten weeks, with Rankin and his 5-member team in charge of technical implementation. -Bob Finley had a confrontation with Lynn Johnston, resulting in the two avoiding each other during the middle of the project. -Midway through the project, Team member Sally Phillips left the company for better prospects. -Rankin manages his employees simply by telling them his expectations, and only tries justifies the long hours and lack of sleep by telling them that he expects no more of them than he does of himself. Assumptions • Mike Frazer wants the system implemented in 10 weeks because he views it as the answer to the company’s lackluster follow up sales.
Some new employees have been hired to ensure management succession but crucial positions need to be filled and significant experience and expertise will need to be replaced. WoodCorp has also experienced some difficulty recruiting skilled finish carpenters to fill vacant positions. There are many reasons for these human resource issues including: competition, shortage of skilled workers, and outdated planning and recruitment; however, a 3-year success plan is in place, main issues have been identified, and with careful consideration these issues can be pro-actively addressed. PROBLEMS AND EFFECTS 1. The general controller will soon retire and no one in-house is qualified to replace him.
The fear of having lower SPH forced employees to make the non selling hours off the record and this resulted in losses for the employees, in both, monetary as well as recognition of extra efforts work. The main cause of this problem is the incentive for the sellers. It causes employees to work off the clock in order to increase their SPH. Another important problem that the employees of Nordstrom confront is the peer pressure. Every employee want be in the shifts that had maximum sales to increase their sales-per-hour, so there was a lot of competition.
Through the first division that supplied electrical appliances and heating systems it helped the company dominate 25% market share, making it a world leader in supplying heating alloys. The second division that supplied furnace products gained 40% market share and this was attributed to one of Kanthal’s newest product. Finally Kanthal’s third division is one of the few companies in the world with fully integrated manufacturing of thermo-bimetals which also claimed majority market share. Production Processes Kanthal’s manufacturing facilities operated in 6 different locations across the world. For production, there were various personnel in-charge of both order and volume related work, these include stock persons, production planners, foremen, operators and people responsible over products ready for transportation.