...reveal about the effectiveness of business strategy in your chosen firm or organization especially in 2009? How well equipped is the business to withstand any further future global economic shocks in 2015? “This is to certify that the work I am submitting is my own. All external references and sources are clearly acknowledged and identified within the contents. I am aware of the University of Warwick regulation concerning plagiarism and collusion. No substantial part(s) of the work submitted here has also been submitted by me in other assessments for accredited courses of study, and I acknowledge that if this has been done an appropriate reduction in the mark I might otherwise have received will be made.” Economic Analysis – Autoliv U1467389 CONTENTS 1. INTRODUCTION TO THE FIRM……………………………………….1 2. VULNERABILITY…………………………………………………………3 3. MARKET EXPOSURE…………………………………………………...4 3.1 3.2 3.3 3.4 3.5 3.6 GDP variation and Income Elasticity…………………………...4 Market Factors……………………………………………………6 Customer Dependence………………………………………….7 Competition………………………………………………………..8 Non-Economic Factors…………………………………………..9...
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...Business Brief Due to the continuous confusion between staff seeking reimbursement for travel, the Travel office has outlined the following Process and Procedure for reimbursement. First, staff should understand it is the policy of the company to reimburse staff and guests for reasonable and necessary expenses incurred in connection with approved travel. Prepayment of reimbursement is allowed only when payment for the expenses has not been and will not be received from another source. The company has significant airline, vehicle rental, and charter bus discounts that can be obtained when booking travel through the company’s designated travel agencies. Travelers are strongly encouraged to utilize these designated travel agencies when making travel arrangements. Additional information about these services is provided by the Travel Office. Individuals are considered in travel status when traveling on official business for the company whether or not expenses are to be reimbursed. All travelers seeking reimbursement should incur lowest reasonable travel expenses. The process is as follows. Travelers must first receive authorization. Travelers should verify that planned travel is eligible for reimbursement before making travel arrangements. Upon completion of the trip and within 90 days, the traveler must submit a Travel Reimbursement Form and supporting documentation to obtain reimbursement of expenses. An individual may not approve his/her own Travel Order or Reimbursement...
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...Lean systems at autoliv Autoliv is a global company that many people may not know, yet every time you step into a car you will be glad they exist. The company is recognised as the worldwide leader in automotive safety and they account for all major technological break- throughs in the occupant restraint industry. Every year Autoliv products save 25,000 lives and prevent ten times as many severe injuries. Prominent in automotive safety since 1957, the present company came into existence in 1997 with the merger of Autoliv and Morton in Sweden. The joint company continued its pioneering approach to seatbelt and airbag design and manufacturing. Significant inventions by the company include the side-impact airbag, the side-cush- ion airbag for convertibles and the world’s first airbag with safety vents. In addition to passive safety equipment, the company is a leader in active safety sys- tems such as Night Vision Systems and an Active Bonnet Mechanism that protects pedestrians against impact. The success of the business growth through innovation is demonstrated by the fact that today the company works with every one of the world’s leading automotive manufacturers. Autoliv has grown to be an $8 billion organisation with over 48,000 employees operating from 80 plants in 29 countries across the globe. Innovation is only one of the reasons for Autoliv’s success. Another is its commitment to exceptional customer service which led it to begin working with GXS in 2004. Business...
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...Autoliv is a world class example of lean manufacturing. This Fortune 500 Company makes automotive safety components such as seat belt, airbags, and steering wheels, and has over 80 plants in more than 32 countries. Revenue in 2007 topped $6.7 billion. Autoliv’s lean manufacturing environment is called the Autoliv Production System (APS), and is based on the world’s largest automobile manufacturers, and embodied in its Toyota Production System (TPS). At the heart of Autoliv is a system that focuses on continuous improvement. Based on the “House of Toyota”, Autoliv Ogden, Utah, air bag plants put the concepts embodied in the house to work every day. The only difference between the Toyota house and the one at Autoliv is that the company has added a third pillar to its house to represent employee involvement while the norm in Japan not always found in the United States Autoliv started its journey back in 1995 at the time the ogden plant was manufacturing capacity with 22work cells company managers acknowledge that back then Autoliv was “broken” and in need of significant and immediate change if it was to survive. This meant that everyone from senior management to employees and suppliers needed to be on board with rebuilding the company. It was not that the company could not fulfill the needs of its automaker customers however with increasing demand for both reliable and cost effective component supplies pressure to change become obvious. Recognizing the value of Toyotas approach...
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...Chapter 8 Designing Lean Systems Video Case: Lean Systems at Autoliv Q1. Why is a visual management approach such an integral part of Autoliv’s lean system? Visual management is when a visual aid/device promotes more efficient and less wasteful processes. As mentioned in the text, a visual aid methodology that is commonly used is the Five S (5S). This method helps to organize, clean, develop, sustain, and sustaining a productive work environment (Krajewski, Ritzman, Malhotra, 2013). The 5S’s are: sort, straighten, shine, standardize, and sustain (Krajewski, Ritzman, Malhotra, 2013). The 5S practices enable workers to be able to see what they need to get done in a different manner, and can even provide a greater focus. Visual management is a big part of Autoliv’s system because they depend on each employee recognizing when there is a problem and correcting it as soon as possible, which helps eliminate waste. In a lean system, a business has to reorganize any process that creates waste or even eliminate it. So, each employee has different responsibilities, which has to be done in a certain time and also relies on the quality of the product. The visual communication method is to use a “rail” for the management of the heijunka cards in each cell. The rail has color-coded sections. These sections provide instant identification of cell status and can trigger escalation of that condition to management where appropriate. As each card is delivered, it slides down...
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...Mobil Eye Case A) Mobileye, founded by Amnon Shashua and Ziv Aviram, is a company leading the market in technologically advanced software algorithms, system-on-chips, and applications customized to extensively process visual information for the use of advanced driver assistance systems, or ADAS. Mobileye is the market leader for ADAS because of its unmatched customer value proposition, or CVP; focusing on continuously improving safety, avoiding accidents, and saving lives in an increasingly affordable way. This value the customer receives comes from the applications that increase the safety in vehicles such as warnings for lane departure and forward collision, autonomous emergency braking, and many other active safety features. These applications are provided by an affordable, single camera equipped with designed chips and software algorithms giving the customer artificial vision of the surrounding world. Mobileye was the first company to produce such technologically advanced visual processing systems, making it easy for them to market to luxury and lower-end car manufacturers; having car safety as their main source of customer value. Mobileye first targeted their products towards the higher-end, more luxurious car manufacturers because the customers buying these cars are typically less price sensitive and able to afford the additional safety features. As demand continued to grow for their driver assistance systems, Mobileye began targeting lower-end car manufacturers...
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...and are also communicated through the HR policies and practices of the company. For example in order to promote consumer-centric approach, flexibility, and quality among employees, the performance management system was designed to measure the behaviors and results that support the company’s goals and objectives. The change initiative was developed because Autoliv wanted to become more flexible, consumer-oriented and as a part of the company’s commitment to quality. The company wanted to invigorate its capabilities through the changes in HR policies and practices. The design and implementation of changes at Autoliv is still the responsibility of the top management. The CEO of Autoliv is the change leader that creates an appealing vision of the future and then develop a logical strategy for making it a reality. The CEO as the change leader also motivates people to pursue the vision. The company introduced a cultural change which focused on the human side of the organization with particular emphasis on HR policies and practices. In the cultural change process, the company endeavored to change how things are done at Autoliv and sought to promote and reinforce the behaviors and results that are valued by the organization. The direction for change is set from the top and then participation from people below are encouraged. The Change Leader The success of an organizational change rests in the hands of the change leader. People in the...
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...CHAPTER 27 EMPLOYMENT DISCRIMINATION Only in recent decades have federal and state judicial decisions, administrative agency actions, and legislation restricted the ability of employers, as well as unions, to discriminate against workers on the basis of race, color, religion, national origin, gender, age, or handicap. This chapter concludes the discussion of the law relating to the employer-employee relationship by focusing on employment discrimination and related areas. The approach examines two spheres of this topic. First, the statutory framework for a number of federal laws is examined. Not surprisingly, the first statute addressed is Title VII of the 1964 Civil Rights Act. This statue covers discrimination based on race, color, national origin, sex, and religion. Following the presentation of Title VII, the chapter discusses the Age Discrimination in Employment Act and the Americans with Disabilities Act. A discussion of the legal aspects of harassment concludes the chapter. A class of persons defined by one or more of these criteria is known as a protected class. Several federal statutes prohibit employment discrimination against members of protected classes. The most important is Title VII of the Civil Rights Act of 1964 and its amendments. Title VII prohibits employment discrimination on the basis of race, color, religion, national origin, or gender. Discrimination on the basis of age and disability are prohibited by the Age Discrimination in Employment Act of 1967...
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...Finance and Performance Management Mastery and the High Performance Business At Accenture, we have always believed that a direct correlation exists between the sophistication of an organization’s finance and performance management capabilities and its overall performance. 2 Now, we’ve put that theory to the test. In a recent landmark study, Accenture examined the relationship between finance and high performance. The results show a tangible link and strong correlation between a high-performance business and mastery of a new finance competency set. The results also reveal that those companies that created the greatest value have embraced entirely new ways of thinking about finance and performance management. Achieving High Performance Accenture defines high-performance businesses as organizations that consistently outperform their peers over a sustained timeframe (typically 5 to 7 years) and across business cycles, industry disruptions and CEO leadership cycles. These companies deliver consistently upper-quartile total returns to shareholders. They create returns on invested capital significantly in excess of the cost of capital and drive profitable revenue growth faster than their industry peers. In short, they are lean, responsive to changing competitive fundamentals and consistently rank as market leaders. How do they do it? Accenture embarked on a major research program to identify the attributes and practices that distinguish high-performance businesses from...
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...capacity before it becomes a production issue. It would be ideal to stay around a 40% cushion so that you can keep customers satisfied and to avoid any problems. 3. The operating decisions are directly related to the financial aspects of the business. By increasing membership and utilization you increase profits which is what any business should want. Making changes to the business to meet increasing demand will affect other types of operating decisions in the business. You would have to change marketing and customer service. 2. Experiential Learning: Min-Yo Garment Company (from chapter 7 on constraint management; pages 269-272; question 1 only) Production is not within capacity it is way over. 3. Video Case: Lean Systems at Autoliv (from chapter 8 on lean systems; pages 303-304) 1. Visual management is when a visual aid/device promotes more efficient and less wasteful processes. As mentioned in the text, a visual aid methodology that is commonly used is the Five S (5S). This method helps to organize, clean, develop, sustain, and sustaining a productive work environment. The 5S’s are: sort, straighten, shine, standardize, and...
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...Venture Capital Funding Proposal Venture Capital Funding Proposal 08 Fall 08 Fall EXECUTIVE SUMMARY Mobileye N.V. is a growing competitor in the Advanced Driver Assistance Systems (ADAS) industry. Mobileye is the successful developer of the EyeQ software on a low cost, automotive standards chip that allows for real time interpretation of data on visual surroundings, assisting drivers in prevention of collisions and identification of threats. The single camera system and strong relationship that Mobileye maintains with currently 18 original equipment manufacturers (OEMs) means the product is low cost, but still maintains quality and effectiveness. Mobileye being the developer of its flagship product, the EyeQ, with primary costs to production being the purchase of microchips on which the software is reproduced, means that cost of revenues is low, output is highly scalable and so Mobileye is capable of devoting substantial portions of future earnings to further research, improving existing products and gaining further growth through introduction of other ADAS products. This suggests extremely positive growth potential for Mobileye over the medium term. The ADAS market in which Mobileye operates shows a potential compound annual growth rate of more than 50% until 2018 (vli Ltd, 2014). This expected growth is attributed to several strong factors. Firstly, rapid technological progress has substantially lowered costs to production, meaning a much broader market of vehicles...
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...WEEK 2 BUSINESS BRIEF RUBRIC – LEAN SYSTEMS AT AUTOLIV Total 75 points Criteria | Unacceptable | Acceptable | Proficient | Student Score and Comments | Develops an opening paragraph that introduces the case and identifies the problem from Step 1 of the 5-Step Critical Thinking Decision Making Model. | Vaguely develops an opening paragraph that introduces the case and identifies the problem or does not have an opening paragraph.(0-3 points) | Develops an opening paragraph that introduces the case and identifies the problem and, for the most part, fulfills assignment requirements.(4 points) | Develops an opening paragraph that introduces the case and identifies the problem and demonstrates solid ability to accomplish the assignment.(5 points) | | Identifies which method of workflow is embodied in Autoliv’s system.Step 2 of the 5-Step Critical Thinking Decision Making Model. | Vaguely identifies which method of workflow is embodied in Autoliv’s system or is completely off topic.(0-7 points) | Identifies which method of workflow is embodied in Autoliv’s system and, for the most part, fulfills assignment requirements.(8 points) | Identifies which method of workflow is embodied in Autoliv’s system and demonstrates solid ability to accomplish the assignment.(9-10 points) | | Analyzes if this approach is the most suitable to its lean environment.Step 2 of the 5-Step Critical Thinking Decision Making Model. | Vaguely analyzes if this approach is the most suitable to Autoliv’s...
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...A complaint may be dismissed on motion if clearly without any merit; and this want of merit may consist in an absence of law to support a claim of the sort made, or a fact sufficient to make a good claim, or in the disclosure of some fact which will necessarily defeat the claim, but a complaint should not be dismissed for insufficiency unless it appears to a certainty that plaintiff is entitled to no relief under any state of facts which could be proved in support of the claim. Despite the liberal nature of the concept of notice pleading, however, a complaint must nonetheless state enough to give the substantive elements of at least some legally recognized claim or it is subject to dismissal under N.C. Gen. Stat. § 1A-1, N.C. R. Civ. P. 12(b)(6). A claim for relief must still satisfy the requirements of the substantive laws which gave rise to the pleadings, and no amount of liberalization should seduce the pleader into failing to state enough to give the substantive elements of his claim. While an incorrect choice of theory should not result in dismissal of the claim, the allegations must suffice to state a claim under some legal theory. Morrow v. Kings Dep't Stores, Inc., 57 N.C. App. 13 (N.C. Ct. App. 1982). Our Supreme Court has stated: "'A [complaint] may be dismissed on motion if clearly without any merit; and this want of merit may consist in an absence of law to support a claim of the sort made, or a fact sufficient to make a good claim, or in the...
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...Professor Roger Palmer, Head of the School of Management, Henley Business School, UK The globalization of companies is the involvement of customers, producers, suppliers, and other stakeholders in the global marketing process. Global marketing therefore reflects the trend of firms selling products and services across many countries. Drawing on an incomparable breadth of international examples, Svend Hollensen not only demonstrates how global marketing works, but also how it relates to real decisions around the world. This book offers a truly global approach with cases and exhibits from all parts of the world, including Europe, the Middle East, Africa, the Far East, North and South America. It provides a complete and concentrated overview of the total international marketing planning process, along with many new, up-to-date exhibits and cases, which illustrate the theory by showing practical applications. • Extensive coverage of hot topics such as glocalization, born globals, value creation, value net, celebrity branding, brand piracy, and viral marketing, as well as a comprehensive new section on integrated marketing communication through social networking. • Brand new case studies focus on globally recognized brands and companies operating in a number of countries, including Build-A-Bear Workshop, Hello Kitty, Ralph Lauren and Sony Music Entertainment. • Global Marketing ‘Svend Hollensen writes with real authority and insight having been...
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...------------------------------------------------- Quality Award Paper IndustryWeek Best Plants Award Keller Graduate School of Management Spring Semester, May 2010 Session GM588: Managing Quality (online) Instructor: Robert Lee 14 May 2010 Table of Contents I. Purpose and Background 4 Penton Media’s IndustryWeek Publication 4 Quality Award 5 Award Background 6 Award Principles 6 Award Details 7 Entering the Competition 7 Application Process 7 Selection of Finalists and Winners 8 Timetable for 2010 Award Application 8 II. Award Criteria 9 Award Background 9 Award Application and Selection 9 Important Criteria for Award 10 III. Benefits of the Award 12 Individual Company Benefit 12 IndustryWeek Best Plant Award Applicant’s Intrinsic Benefits 13 Application Fee and Preparation Costs 14 Marketing Benefits 14 Challenges in Receiving the Award 15 IV. Past Winners 16 Strategies and Competencies of IndustryWeek’s Best Plant Winners 16 Core Strategies 16 Supporting Competencies 16 IndustryWeek’s Best Plants Winners (2007-2009) 16 2009 Award Year Winners 16 2008 Award Year Winners 17 2007 Award Year Winners 17 Top Three Winners from 2009 Award Year 18 Batesville Casket Co., Manchester, TN 18 Carrier - Carlyle Compressor Facility, Stone Mountain, GA 19 E-Z-GO, A Textron Company, Augusta, GA 21 V. Conclusion 23 Personal Thoughts 23 References 25 Purpose and Background * Penton Media’s IndustryWeek Publication Since January 1970, IndustryWeek/IW...
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