At one time, the company had a total of eight (8) manufacturing plants and employed approximately 9,000 hourly and salaried personnel throughout North America. The manufacturing plant located in Lima, Ohio was Treadway’s top production and quality rated plant. The Lima plant underwent a $100 million expansion and modernization overhaul in 2000 and had approximately 1,120 employees. Ashley Wall was the new Director of Human Resources at the Lima plant. She transferred from the Greenville, South Carolina plant when it closed in 2006 and had over 10 years of experience with Treadway Tire Company.
In spite of this, they have a hard time retaining employees. According to the service industry part-time employment, employee retention is a major challenge. The turnover rate for X-tra Kleen is roughly 43 percent every 90 days, a major hit to the bottom line. It cost $505 to advertise, interview, background screen, drug test, orient, provide uniforms, and train a new employee. The combination of these figures averages to be $43,430 every quarter.
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.
The net profit was $ 778 million, a decrease of 30,1% over 2006. 1.1 Headquarters Their world headquarters offices are based in the San Francisco Bay Area and their product design offices are located primarily in New York City, San Francisco and London. They also have offices around the globe to support their management, distribution and product manufacturing operations. 1.2 Employees Gap Inc. has more than 150,000 employees around the world supporting the stores and its brands, which includes a combination of part and full-time employees. 1.3 Gap Brands Gap Inc. follows the strategy of individual branding by naming each product differently.
Nike continuously diagnoses the current cultural problems within its organization and strives to find plausible solutions to these problems. Nike is an American multinational corporation that designs, develops, and manufactures footwear, apparel, equipment, accessories and services worldwide. The company headquarters are in Beaverton, Oregon and is one of the only two Fortune 500 companies headquartered in Oregon. Nike is one of the world’s largest supplies of athletic shoes and apparel. It is also a major manufacturer of sports equipment with revenue in excess of 24.1 billion dollars in the 2012 fiscal year.
These shoes are expensive and most everyone is willing to pay for them. While Nike’s corporation world head quarters is located in Beaverton, Oregon, where the company originated in 1964 as Blue Ribbon Sports and later became known as Nike in 197815. They now have factories in more than one hundred and sixty countries, sold in close to every country on the globe, and maintain over 1,000,000 employees worldwide11. Nike’s U.S. branches exist to design, test, and market their products. Nike tells their factories what material, color, and design, and the factories, having no say in what they create, make it1.
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).
MGMT 0455 PERFESSIONAL DEVELOPMENT OF MANAGEMENT General Motors LEADERSHIP QUALITIES Diane McClendon 3/24/2010 General Motors or GM as most people know it by was founded on Wednesday, September 16, 1908, in Flint, Michigan by William C. Durant and Co-Founder Charles Stewart Mott. Gm was located in Flint until The mid-1920s then moved to Detroit. In the 1920s and 1930s GM took control of the Yellow Coach bus lines that helped form Greyhound bus lines and replaced train transports with buses. for over 100 years General Motors become one of the world's largest automakers in the United States. GM has led in global sales for 77 years in a row (1911-2009) longer than any other automaker and does business in more than 130 countries.
With the growth of Southwest Airlines it reached to 35,000 of workers and its culture stated to get change. As the company growing management didn’t able to keep track on their workers and their needs. That was a big fail for the company because the company and its workers used to maintain a great relationship between them for a very long time. Workers started to complain about staff shortage and their low wages. These incidents affect directly for the company’s overall performance.
188.8.131.52. Absenteeism The second major reason of compiling inventories came in front of us, was absenteeism. The frequency of this problem is 27 in one month. Workers get absent and the cause of huge productivity losses in different sections of stitching. Once an operator gets absent for a long period, the management has to work with inventory to balance the operational feeding issues.