...1.0 Introduction Eastern gear Inc. is a manufacturer of custom made gears ranging in weight from a few ounces to over 50 pounds. The gears are made of different metals depending on the customer’s requirements. Eastern gear sells its products primarily to engineering research and development laboratories or very small manufacturers. The president of Eastern Gear decided to accept a few larger orders for 100 gears or more. Although lower prices were accepted on these orders, they helped pay the overhead. It was found that the large orders caused many of the small orders to wait for a long time before being processed. As a result some deliveries of small orders were late. Roger Rhodes had faced many problems and the major problem is not having an efficient production line. The current production process is inefficient and disorganized. After consideration of several alternatives, we have found some major problems that occur in Eastern Gear Inc. The problem that have been analyse is the problem in term of raw materials, production flows, factory layout, poor quality control checks, unproductive way to rush orders and others The problems come from the process design that is inefficient. They also are lacking an organized quality control program. This has resulted in the doubling of production times and a six percent return rate on orders. As the president, he needs to take a responsible by doing actions to solve all the problems that occurred. The actions that should be properly working...
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...1. Introduction This report aims to identify and analyze the underlying problems with Eastern Gear, Inc. Currently, there are too many shortcomings in its system, rendering it inefficient right from the beginning. In the first part of this report, the problems face by Eastern Gear, Inc. are identified and elaborated. Subsequently, possible solutions to these problems are analyzed and dissected, identifying their respective advantages and disadvantages. At the end of the report, relevant suggestions and recommendation are presented, together with its feasibility. 2. Problems faced by Eastern Gear, Inc. 2.1. Make to order (MTO) The business strategy used by Eastern Gear, Inc. is Make-to-order. In a nutshell, this meant that products are built according to customer-dictated blueprints. The beginning construction of a product only after the design is confirmed represents longer downtime between order and readiness of ordered goods as compared to an organization which operate in a more conventional manner of selling template, mass produced products which are readily available at point of purchase. Adding on to the fact that customers usually do not pay in full during initial placement of order, this may cause cash flow retardation. Furthermore, customers with heavy considerations with regards to the time factor may be put off by the waiting time. 2.2. Order process As mentioned above, some customers see time as a key deciding factor when making a purchase. Orders are not finalized...
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...recent technological advances that directly affect operations management. Synopsis : Operations management goes by many names: Production, Production Management, or simply Operations. For our purposes we will define it as the production and delivery of goods and services. It encompasses designing the product and its accompanying production process, acquiring and organizing the necessary resources, and planning and executing production. With such a broad scope, the operations function plays an integral role in the ability of an organization to achieve its goals. A well-trained manager must be familiar and conversant with the many issues and concepts that arise within this functional area. In this course we will study the management of the operations function. We will focus on both understanding how the provision of goods is organized and managed and recognizing potential areas of improvement in the management of goods and services. Lecturer : ASSOC. PROFESSOR DR. AZMAWANI ABD RAHMAN dr.azmawani@gmail.com / azar@putra.upm.edu.my 03-89467578 / 7674 Office: A331/ Head of Dept. Management and...
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...Demonstrated management competence and broad engineering comprehension by coordinating diverse mechanical engineering ,mechanical design and design drafting disciplines to effect optimum results in adhering to completion schedules and maintaining high quality, safe design and construction relating to the aerospace and defense industry per ANSI-Y-14.5 & DOD-D-100/DOD-STD-1000. EDUCATION: 1980 - 1983 Los. Angeles Trade Technical College Major Course of Study and Details of Classes Mechanical Design Drafting Computer Aided Drafting Tech. Illustration College Level Mathematics Mathematics for engineers ANSI-Y-14.5 Geometric Tolerances and Dimensioning Tolerance analysis and application in design/manufacturing practice. Tolerance specification analysis ANSI and ISQ standards, geometry through geometric dimensioning and tolerance Materials selection in mechanical design: Selecting materials for engineering applications. The major families of materials, their properties, and how their properties are controlled; case studies and design projects emphasizing materials selection. Programming for Desktop-computers 1967 -...
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...AVIATION SAFETY PROGRAM EASTERN SKY AIRLINES DIEGO LUIS PALACIN ENDERS INDEX 1. SECTION ONE: SAFETY POLICY 2. SECTION TWO: SAFETY AND HEALTH RESPONSIBILITIES 3. SECTION THREE: EMPLOYEE PARTICIPATION 4. SECTION FOUR: SAFETY RULES AND REGULATIONS 5. SECTION FIVE: DISCILINARY POLICY 6. SECTION SIX: HAZARD RECOGNITION, PREVENTION AND CONTROL 7. SECTION SEVEN: ACCIDENT/INCIDENT REPORTING 8. SECTION EIGHT: EMERGENCY PLANING AND RESPONSE 9. SECTION NINE: SAFETY AND HEALTH TRAINING AND EDUCATION 10. SECTION TEN: SAFETY AND HEATH ASSISTANCE RESOURCES 11. SECTION ELEVEN: CONTACT INFORMATION SECTION ONE SAFETY POLICY Safety is a team effort – Let us all work together to keep this a safe and healthy workplace Eastern Sky Airlines places high value on the safety of its employees and passengers. Eastern Sky Airlines is committed to providing a safe workplace for all employees and has developed this Aviation Safety Program for injury and accident prevention to involve management, supervisors, and employees in identifying and eliminating or reducing hazards that may develop during ground or air operations. Eastern Sky Airlines Safety Program objective is to create a safety culture in which we stress to all employees that safety is as important as any other business function. Only thought the joint commitment on the part of management and employees can workplace accidents and injuries be reduced or eliminated. Employees should be encouraged to not only work safely...
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...Instructors Manual Case Studies Table of Contents Introduction Shipper Manufacturing Company ………………………………............ C-2 FHE, Inc. ……………………………………………………………….. C-5 Early Supplier Integration in the Design of the Skid-Steer Loader……... C-9 Process Design Eastern Gear, Inc. ………………………………………………………. C-17 Southwest Airlines: Singin’ the (Jet) Blues …………………………….. C-21 The Field Service Division of DMI ……………………………………. C-29 Pharmacy Service Improvement at CVS (A) …………………………… C-36 U.S. Stroller …………………………………………………………….. C-37 Quality Customer-Driven Learning at Radisson Hotels Worldwide ……………. C-41 Quality at Gillette Argentina …………………………………………… C-46 Bayfield Mud Company ………………………………………………… C-47 Six Sigma at 3M, Inc. …………………………………………………... C-53 Capacity and Scheduling Crocs: Revolutionizing an Industry’s Supply Chain Model for Competitive Advantage …………………………………….. C-58 Unifine Richardson …………………………………………………….. C-59 eBags: Managing Growth ……………………………………………… C-60 Merriwell Bag Company ……………………………………………….. C-69 Lawn King, Inc. ………………………………………………………… C-74 World Industrial Abrasives ……………………………………………... C-84 Inventory Consolidated Electric …………………………………………………... C-88 Southern Toro Distributor, Inc. ………………………………………… C-93 ToysPlus, Inc. …………………………………………………………... C-99 SHIPPER MANUFACTURING COMPANY Teaching Notes Synopsis and Purpose Shipper Manufacturing Company is a manufacturer of electrical products, laminated materials...
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...McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2011, 2008, 2006 by The McGraw-Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 WVR/WVR 1 0 9 8 7 6 5 4 3 2 1 0 ISBN MHID 978-0-07-352711-6 0-07-352711-4 Vice president and editor-in-chief: Brent Gordon Editorial director: Stewart Mattson Publisher: Tim Vertovec Director of development: Ann Torbert Development editor: Emily A. Hatteberg Vice president and director of marketing: Robin J. Zwettler Marketing director: Sankha Basu Marketing manager: Kathleen Klehr Vice president of editing, design and production: Sesha Bolisetty Senior project manager: Susanne Riedell Senior production supervisor: Debra R. Sylvester Interior designer: JoAnne Schopler Senior photo research coordinator: Jeremy Cheshareck Senior media project manager: Allison Souter Cover design: JoAnne Schopler Typeface: 10.5/12 Times New Roman Compositor: MPS Limited, A Macmillan Company Printer: World Color Press Inc. Library of Congress...
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...Nike Case Study Nike was founded in January 1964 by Bill Bowerman, a track and field coach at the University of Oregon and Phil Knight, a University of Oregon student and middle-distance runner under Bowerman. To satisfy coursework requirements, Knight decided that he would make low cost running shoes in Japan and sell them in the US. He engaged the help of Bowerman who was interested in developing a lightweight running shoe. The business started as Blue Ribbon Sports (BRS). First year sales totalled $8,000. In 1972, BRS introduced a new brand of athletic footwear called Nike, named for the Greek winged goddess of victory and the company was renamed to Nike in 1978. Nike is now the world’s most competitive sports and fitness company. Its headquarters are in Beaverton, Oregon, but the company has expanded its horizons to every corner in the world. The Nike Mission Statement is: “To bring inspiration and innovation to every athlete in the world”. “If you have a body then you are an athlete” Company Information (http://www.nike.com/nikebiz/nikebiz.jhtml?page=3&item=facts) Employees: Nike employs approximately 29,000 people worldwide. In addition, approximately 650,000 workers are employed in Nike contracted factories around the globe. Revenue FY06: Nike reported net revenues of $15.0 billion, a 9 percent increase from FY05. Stock Symbol: NKE. Went public in December 1980 and is traded on the New York Stock Exchange. Facilities: Nike owns facilities in Oregon...
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...9-700-047 REV: SEPTEMBER 6, 2002 DEBORA L. SPAR Hitting the Wall: Nike and International Labor Practices Moore: Twelve year olds working in [Indonesian] factories? That’s O.K. with you? Knight: They’re not 12-year-olds working in factories... the minimum age is 14. Moore: How about 14 then? Does that bother you? Knight: No. — Phil Knight, Nike CEO, talking to Director Michael Moore in a scene from documentary film The Big One, 1997. Nike is raising the minimum age of footwear factory workers to 18… Nike has zero tolerance for underage workers. 1 — Phil Knight, 1998 In 1997, Nguyen Thi Thu Phuong died while making sneakers. As she was trimming synthetic soles in a Nike contracting factory, a co-worker’s machine broke, spraying metal parts across the factory floor and into Phuong’s heart. The 23 year-old Vietnamese woman died instantly.2 Although it may have been the most dramatic, Phuong’s death was hardly the first misfortune to hit Nike’s far-flung manufacturing empire. Indeed, in the 1980s and 1990s, the corporation had been plagued by a series of labor incidents and public relations nightmares: underage workers in Indonesian plants, allegations of coerced overtime in China, dangerous working conditions in Vietnam. For a while, the stories had been largely confined to labor circles and activist publications. By the time of Phuong’s death, however, labor conditions at Nike had hit the mainstream. Stories of reported abuse at Nike plants had been carried in publications...
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...Human Factors involved in the crash of ValuJet Flight 592 A Human Factors Case Study Submitted to the Worldwide Campus In Partial Fulfillment of the Requirements of Course SFTY 320 Human Factors in Aviation Safety Embry-Riddle Aeronautical University October 2013 Abstract On May 11, 1996, Flight 592 departed from Miami. It had pushed back from gate after a delay of 1 hour and 4 minutes due to mechanical problems. There were 105 passengers on board, mainly from Florida and Georgia, as well as a crew of two pilots and three flight attendants, bringing the total number of people on board to 110. At 2:04 pm, the DC-9 took off from runway 9L and began a normal climb. 10 minutes later the aircraft crashed into the Florida everglades with all hands on board lost. This Case Study will analyze and evaluate all contributing factors, with focus on the human factors, and propose solutions that would have kept the Liveware element from causing the accident. Intro The crash of ValuJet 592 was an accident that gripped the nation. In a decade of low priced airfare, ValuJet was a house hold name for providing economical flights. The loss of flight 592 raised nationwide concerns over the airline industry; from maintenance practices, to management pitfalls among all of the low cost air carriers. 592’s crash also rocked the entire airline industry, and ultimately caused a loss of confidence by the majority of the public in economical airlines. It was a completely avoidable...
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...sunken boats, among other gear. In many circumstances this is not the intended plan when going fishing to catch their paychecks. In fact the fishing industry pays a high price for these losses from the time they have to replace their nets to the pulling of old nets and trash out of their new nets on a regular basis. When questioned about the effects of marine debris on their fishing activities, Shetland fishermen responded that 92% had recurring problems with accumulated debris in nets, 69% had had their catch contaminated by debris and 92% had snagged their nets on debris on the seabed. Many also experienced fouled propellers and blocked intake pipes. On average, 1-2 hours per week were spent clearing debris from nets. Debris could cause a restricted catch and many boats avoided particular fishing areas altogether due to the high concentrations of debris. It has gotten to the point for many fishers that they can no longer fish certain areas known to be well stocked with money fish due to the time consuming issues with trash and fishing debris in those specific waters due to left behind gear. Ultimately their carelessness or specifically their loss of equipment into their own favorite fishing area and their not having the foresight to recognize that they need a way to retrieve their gear quickly and efficiently at that time causes them to eventually lose that area permanently due to loss of time extracting their own trash from their replacement gear. If the fishing industry...
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...ATSB TRANSPORT SAFETY REPORT Aviation Research and Analysis Report – AR-2008-055 An Overview of Human Factors in Aviation Maintenance Alan Hobbs Ph.D. December 2008 ATSB TRANSPORT SAFETY REPORT Aviation Research and Analysis Report AR-2008-055 Final An Overview of Human Factors in Aviation Maintenance Alan Hobbs Ph.D. - iii - Published by: Postal address: Office location: Telephone: Facsimile: E-mail: Internet: Australian Transport Safety Bureau PO Box 967, Civic Square ACT 2608 62 Northbourne Ave, Canberra City, Australian Capital Territory 1800 020 616; from overseas + 61 2 6274 6440 Accident and incident notification: 1800 011 034 (24 hours) 02 6247 3117; from overseas + 61 2 6247 3117 atsbinfo@atsb.gov.au www.atsb.gov.au © Commonwealth of Australia 2008. This work is copyright. In the interests of enhancing the value of the information contained in this publication you may copy, download, display, print, reproduce and distribute this material in unaltered form (retaining this notice). However, copyright in the material obtained from other agencies, private individuals or organisations, belongs to those agencies, individuals or organisations. Where you want to use their material you will need to contact them directly. Subject to the provisions of the Copyright Act 1968, you must not make any other use of the material in this publication unless you have the permission of the Australian Transport Safety Bureau. Please direct requests for further...
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...infrastructure is among the best in Africa, supporting both domestic and regional needs. OR Tambo International Airport serves as a hub for flights to other Southern African and International countries. South Africa also has several major ports that make it the central point for most trade in the Southern African region. Economy of South Africa Cape Town CBD Rank Currency Fiscal year Trade organizations Statistics GDP $277.4 billion (2009) (nominal; 32nd) $488.6 billion (2009) (PPP; 25th) 32nd Rand (ZAR) Calendar year WTO, G-20, SACU and others Contents 1 History 2 Sectors 2.1 Telecommunications 2.2 Agriculture 3 Trade and investment 4 Complicating factors 4.1 Human capital flight 4.2 The electrical crisis 5 Economic policy 5.1 GEAR 5.2 Inflation targeting and GDP growth 5.3 Financial policy 6 Environment 7 Social services GDP growth GDP per capita 4.6% (Q1 2010) $5,684 (2009) (nominal; 76th) $10,136 (2009) (PPP; 79th) GDP by sector agriculture (0.9%), industry (20.6%), services (78.5%) Inflation (CPI) Population below poverty line Labour force 4.6% (May 2010) 50% (2000 est.) 17.32 million economically active (2009 est.) Labour force by occupation agriculture: 9%, industry: 26%, services: 65%...
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...CHAPTER I INTRODUCTION Prefatory: The International Labour Organization (ILO) introduced the concept of the informal sector more than 25 years ago. The informal sector has been understood to mean very small-scale units producing and distributing goods and services, and consisting largely of independent, self-employed producers in urban and rural areas of developing countries, some of which also employ family labour and/or few hired workers or apprentices; which operates with very little capital or none at all; which utilize a low level of technology and skills; which therefore operates at a low level of productivity; and which generally provides very low and irregular income and highly unstable employment to those who work in it. It also includes activities that are carried out without formal approval from authorities and escape the administrative machinery responsible for enforcing legislation and similar instruments. [1] The informal sector, with its enterprising individuals and groups, can be seen as counterbalancing cure to many ill effects of globalization. [2] Firstly, the informal sector absorbs all the victims of globalization—displaced workers, forced retirees, educated unemployed and many more. While the informal sector cannot offer jobs, it can offer income opportunities. In this sense, the informal sector is itself a safety net. Secondly, the informal sector cushions the impact of globalization on the surviving formal...
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...BarCharts, Inc.® DEFINITION: The study of the nature, purpose, function and justification of rules of right conduct within the context of commerce; broadly conceived to include the transaction of goods and services at the individual, corporate, and international level of exchange. PRIMARY ETHICAL CONSTRUCTS 1.The Question of Generality: Can the rules of right conduct that apply to individuals be generalized to collective entities, such as corporations? 2. The Question of Responsibility: Can a corporation have moral responsibility? If so, how is responsibility to be diffused and distributed throughout the corporate hierarchical structure? 3. The Question of Liability: Provided that corporations can be meaningfully said to be morally responsible, must their liability necessarily be proportional to their responsibility? 4. The Question of Allegiance: Do the commonly accepted personal virtues of loyalty, commitment, and devotion have a place in the employer/ employee dichotomy? Does a corporation have an obligation to provide for a worker based purely upon that worker’s loyalty to the corporation over many years – even if the continued employment of the worker is counter-productive? ETHICAL CONCEPTS IN BUSINESS 1. Conflict of Interest: A state of affairs is said to constitute a conflict of interests – or potential thereof – in a set of circumstances where the individual has the capacity to influence decisions that promote their self-interest but...
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