Unit six Written Assignment MT435 Operations Management 9/7/2013 Albatross Anchor Introduction Albatross Anchor has grown tremendously over the years causing issues with production and the administrative area of the business. KU consulting is going to Identify short and long term operations changes that the business needs to make to give a clear and sustainable competitive advantage. When making the decision to produce a new product the company took on the work without carefully reviewing the lay out of the floor which cost them time and money with the 36 hour shutdown time to set another process up which is the biggest issue that needs to be addressed. With technology changing and customer demands changing for products now it is time the company implemented changes and become more efficient remodeling is needed as well as new technology to bring everything up to date to meet the needs of the company and customer. Question One Carefully review the assignment scenario/case study.
You will listen to each Executive Committee member’s rationale for their ideas, evaluate their ideas and then make a recommendation. Activity Complete a 2-3 page memo to the Executive Committee detailing your analysis. In that memo be sure to evaluate each member’s strategic ideas identifying the aspects of their ideas you agree and disagree with, and the reasons why you agree and disagree. Then detail the strategic direction you believe the company should pursue and the rationale for your recommendation. Key Players Chester A. Wonka III, CEO: Ladies and Gentleman, I called you to this meeting to discuss the future of our company.
The goal of SMS was to ensure that suppliers provide the right quality at the right time for the lowest possible cost. It also wanted to build long term strategic relationships with its suppliers. A stakeholder survey results indicated that instead of SMS goal of each personnel spending atleast 70% of their time on supplier management activities, more than 85% of the time was spent on non-strategic activities like reviewing inventory, data entry etc. This has resulted in a serious discussions about the need of technology and process improvement to decrease the purchasing costs and to improve supplier management. Sil’K team has shortlisted three among all the support system providers who had shown interest in providing the necessary technical support systems to fulfill the goal of SMS.
| | 2.2 | | Describe how to manage risks associated with conflicts or dilemmas between an individual’s rights and the duty of careCarry out a risk assessment for the individual | | 2.3 | | Explain where to get additional support and advice about conflicts and dilemmas | Managers, senior staff, service users families 3.1 | | Describe how to respond to complaintsAcknowledge the complaint, respond within 30 days of receiving the complaint. | | 3.2 | | Explain the main points of agreed procedures for handling complaints | Respond 30 days after receiving the complaint saying that you have acknowledged
Executive Summary Cottrill Inc. had a 1 week trial with Saxton’s pagers but had a major technical issue with them near the end, which has so far been resolved. Whether Saxton’s pagers will have additional problems is unknown. Cottrill Inc. equipment failures can cost the company around $200,000 per hour and on average have problems once a week. Judy want to make the right decision in regards their pager supplier, which could result in a great annual saving for Cottrill Inc., or possible problems which could create a massive loss. Through analysis, it might be safer to stay with Tallant or prolonging a trial period with Saxton to ensure stability.
Employees surveyed had a high regard for the Recruitment/Selection and Induction/Orientation steps to the HRM Approach, but felt somewhat slighted during the Socialization process, claiming that “managers were so busy doing their own jobs that they could not deal with the individual concerns of new employees.” Despite their threefold process, Telesouth currently suffers a high turnover rate, estimating, at minimum, the cost of turnover at $20,000 per person. Telesouth’s turnover rate should not be so high. Telesouth has no problem attracting a large number of applicants – it is a reputable company within the community. Nearly a quarter of the turnover was in the first six months and 50 per cent in the first year. This means that employees may be disgruntled about the socialization process, and not by the job itself.
Hugo Boss is working toward improving their efficiency and responsiveness toward the NOS items buy utilizing a SCO Pilot system that will help with product availability issues. They are currently having issues during key retail replenishment periods, such as December, and losing revenue due to stockouts (1.1% of net sales in 2004). Changes in demand and production lag time created a persistent challenge to have the right amount of inventory at the right time. NOS (never out of stock) items do not change seasonally (style, color, and fabric remain constant for three years) and before the SCO pilot system, Hugo Boss was placing orders for these products once a month. Upon implementation of this system, they changed to ordering weekly.
TO: FROM: RE: DATE: John Lombard OM725 Consultants Manzana-Fruitvale Branch Capacity Analysis September 5, 1991 Recommendation We recommend that underwriting teams handle RUNs, RAPS and RAINs as soon as they are requested and work on RERUNs when there are no other requests waiting. Release RERUNs 30 days in advance to assure that they are completed on time. Eliminate the backlog using overtime and pool underwriters to better handle variation in demand across territories. With this, we can achieve a one-day turnaround time. Issue Manzana’s commercial insurance is a product for which low price is important in order to compete, but serving customers (agents) is what produces loyalty.
It’s their internal problem too, because stitching manager wants to run the work order with minimum change overs, so he always has a choice to select desired work order (work order having similar specifications), due to huge inventory stock. The inventory stock helps manager to select his choice, so that change over time may be minimized. When the inventory is low then the manager has to accept changeover loss, multiple times in a week. 6.1.1.4. Late Arrival of Worker The late arrival of worker is fourth major reason behind the situation of huge inventory level in stitching department.
Management and Organizational Behavior DATE OF SUBMISSION: 27TH JULY 2012 Case for Critical Analysis Super Juice At the moment, Super Juice’s main problem is that their profits haven’t risen for four straight years, and several new competitors are stealing their market share. According to Luisa, the current situation that they are in at the moment may be due to the company’s unwillingness to adapt new cultures. And we can say this by relating it to the past events that occurred with the other employees in the company. First and foremost, the company needs a change in mindset. They all need to have a more different attitude towards their workforce while trying to complete their goals and challenges toward fulfilling the company’s vision and purposes.