...1. State the administrative agency which controls the regulation. Explain why this agency and your proposed regulation interests you (briefly).Will this proposed regulation affect you or the business in which you are working? If so, how? The administrative agency which controls the regulation is Federal Emergency Management Agency (FEMA). FEMA interest me because of the process of illumination when a representative of the said agency is sent out to process information given by phone is assessed. The regulations that is used by the process of FEMA will affect one's business in case of "Mother Nature" incidents they may occur. 2. Describe the proposal/change. In any organization there are "changes" that is needed to improve any incident that will occur that one is not prepared for. Although FEMA tries to assess damages done in a timely manner, it is impossible to cover so many hurting families at one time, therefore I would perform a change in the process by allowing "hurting" families to gather together in a designated location to interview each other and find out how severe all cases are one by one especially if one stays in the same vacinty. 3. Write the public comment that you would submit to this proposal. If the proposed regulation deadline has already passed, write the comment you would have submitted. Explain briefly what you wish to accomplish with your comment. PROPOSAL President Bush declared 15 counties areas a major disaster following the...
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...1. State the administrative agency which controls the regulation. Explain why this agency and your proposed regulation is of interest to you (briefly). Will this proposed regulation affect you or the business in which you are working? How? Food and Drug Administration (FDA) - I decided to choose this proposal to satisfy my curiosity to how the FDA plays a role in examining the safety of sunscreen and the steps taken in the approval for over the counter (OTC) sales. This particular proposal will affect my decision when I purchase sunscreen (brand, dosage, cream/spray, etc.) considering certain ingredients may be unsafe and not effective in protecting from UV Rays or exposure. 2. Describe the proposal/change. The proposal/change is requesting additional information from sunscreen manufacturers to include in studies regarding sunscreens and their dosages/ingredients to be a part of the OTC review and monograph studies. These studies would serve as indicators to advise if sunscreens are being sold with the proper approval, contain the specified ingredients which have been permitted, and specify if they are effective. There are certain ingredients which are not subject to pre-approval by the FDA. However, there are some which are allowed and those that are restricted for usage as a safety precaution or environmental factors. If there are any violations, legal action may be pursued. 3. Write the public comment which you would submit to this proposal. If the proposed...
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...GM 588 Week 2 Project Proposal Purchase here http://devrycourse.com/GM%20588/gm-588-week-2-project-proposal Product Description GM 588 Week 2 Project Proposal GM 588 Week 2 Project Proposal Purchase here http://devrycourse.com/GM%20588/gm-588-week-2-project-proposal Product Description GM 588 Week 2 Project Proposal GM 588 Week 2 Project Proposal Purchase here http://devrycourse.com/GM%20588/gm-588-week-2-project-proposal Product Description GM 588 Week 2 Project Proposal GM 588 Week 2 Project Proposal Purchase here http://devrycourse.com/GM%20588/gm-588-week-2-project-proposal Product Description GM 588 Week 2 Project Proposal GM 588 Week 2 Project Proposal Purchase here http://devrycourse.com/GM%20588/gm-588-week-2-project-proposal Product Description GM 588 Week 2 Project Proposal GM 588 Week 2 Project Proposal Purchase here http://devrycourse.com/GM%20588/gm-588-week-2-project-proposal Product Description GM 588 Week 2 Project Proposal GM 588 Week 2 Project Proposal Purchase here http://devrycourse.com/GM%20588/gm-588-week-2-project-proposal Product Description GM 588 Week 2 Project Proposal GM 588 Week 2 Project Proposal Purchase here http://devrycourse.com/GM%20588/gm-588-week-2-project-proposal Product Description GM 588 Week 2 Project Proposal GM 588 Week 2 Project Proposal Purchase here http://devrycourse.com/GM%20588/gm-588-week-2-project-proposal ...
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...GM 588 All Discussion Questions ( Managing Quality ) Purchase here http://devrycourse.com/GM%20588/gm-588-all-discussion-questions-managing-quality Product Description GM 588 All 7 Weeks Discussion Questions ( Managing Quality ) GM 588 week 1 dq1 – Definition of Quality GM 588 week 1 dq2 – Quality Management in Your Organization GM 588 week 2 dq1 – Quality Philosophies GM 588 week 2 dq2 – Quality Award Processes GM 588 week 3 dq1 – The Voice of the Customer GM 588 week 3 dq2 – The Kano Model GM 588 week 4 dq1 – Quality Focus GM 588 week 4 dq2 – Alignment of Strategy and Quality Management GM 588 week 5 dq1 – Performance Metrics GM 588 week 5 dq2 – Cost of Quality and the Customer GM 588 week 6 dq1 – Differences in Organizational Processes GM 588 week 6 dq2 – Six SigmaLean Applications GM 588 week 7 dq1 – Statistical Process Control GM 588 week 7 dq2 – Capability vs. Control GM 588 All Discussion Questions ( Managing Quality ) Purchase here http://devrycourse.com/GM%20588/gm-588-all-discussion-questions-managing-quality Product Description GM 588 All 7 Weeks Discussion Questions ( Managing Quality ) GM 588 week 1 dq1 – Definition of Quality GM 588 week 1 dq2 – Quality Management in Your Organization GM 588 week 2 dq1 – Quality Philosophies GM 588 week 2 dq2 – Quality Award Processes GM 588 week 3 dq1 – The Voice of the Customer GM 588 week 3 dq2 – The Kano Model GM 588 week 4 dq1 – Quality Focus GM 588 week 4 dq2 – Alignment...
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...pay, fairness! • Grievance reviews! - GM, then HQ! - Does HQ need to get involved?! • Annual dinners with GMs, monthly crew meetings, employee surveys! - Discuss any employee problems! • No layoffs! - Reduced workweek instead! - Compensation! • 1. Production Incentive plan! - Bonuses for workgroups (25-40 workers) based on anticipated vs. actual production! - 80-150% of base wage - BIG! 1 Tuesday, September 9, 2014 - Late - Lose bonus for the day, Sick - Lose bonus for the week! • 4 forgiveness days per yr! • Too harsh? Maybe not considering strong labour pool! - Supervisors and maintenance included! • No bonus paid of equipment not operating on that shift! • 2. Department Manager Plan! - Annual bonus based on ROA for the plant! • Target of 25%! • Average 82% bonus in recent years! - High?! • 3. Non-Production/Department Mgr Plan! - Accountants, engineers, clerks, etc! - Bonus based primarily on ROA for their plant! - Could be over 25% of base salary! • 4. Senior Officers Incentive Plan! - inc. Plant General Mgrs! - Based on return on shareholders’ equity! - Could be several times base salary! - 60/40 stock/cash! - Low salary - so when the company does poorly, executives are paid well below average! • Could this lead to aggressive accounting / fraud?! • Also means management gets hit hardest - so employees feel better in bad times! - Information Systems! • Operating data sent to HQ weekly - should be more often ! 2...
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...Barilla Spa (A) Report on Supply Chain Management Issues Table of Contents Executive Summary Issue Identification Root Case Analysis Alternatives and Options Recommendations Implementation Monitor and Control Exhibits Executive Summary Giorgio Maggiali, director of logistics of Barilla SpA stated the the growing burden that demand fluctuations imposed on the company's manufacturing and distribution system. The solution was proposed as Just In Time Distribution Program. Due to specific Barilla's supply chain system it is not quite simple. Barilla needs to improve their own forecasting system and need to develop a set of decision rules. They need to re-group and decide where to go with JITD. For this purpose the main issues where identified and and recommendations were made. The implementation plan is filled with immediate and short run activities. Barilla enjoys a strong brand image in Italy. It was driven by success as the highest quality pasta for every Italian family - “Where is Barilla, there is a home”. Timely distribution of quality products is a strategic mission Barilla SpA and the recommendations made can be used to reflect and strengthen this mission. Issue Identification The following are the list of issues that must be addressed: • Too many different types of distribution centres • Long inventory time • Small product variety in stores • No minimum or maximum order quantities • Long lead time • ...
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...Introduction General Motors Corporation (GM), incorporated in 1916, has two core businesses: Automotive and Other Operations and Financing and Insurance Operations. GM participates in the automotive industry through the activities of its automotive business operating segment, General Motors Automotive (GMA), which consists of four regions: GM North America (GMNA), GM Europe (GME), GM Latin America/Africa/Mid-East (GMLAAM) and GM Asia Pacific (GMAP). GMNA designs, manufactures and/or markets vehicles, primarily in North America under the following nameplates: Chevrolet, Pontiac, GMC, Oldsmobile, Buick, Cadillac, Saturn and Hummer. GME, GMLAAM and GMAP primarily meet the demands of customers outside North America with vehicles designed, manufactured and/or marketed under the following nameplates: Opel, Vauxhall, Holden, Saab, Buick, Chevrolet, GMC and Cadillac. GM's automotive regions also have equity ownership in Fiat Auto Holdings, Fuji Heavy Industries Ltd., Suzuki Motor Corporation, Isuzu Motors Ltd., Shanghai General Motors Corporation, SAIC-GM-Wuling Automobile Company Ltd. and GM Daewoo Auto & Technology Company. These investees design, manufacture and market vehicles under the following nameplates: Fiat, Lancia, Alfa Romeo, Subaru, Suzuki, Isuzu, Buick, Wuling, Daewoo and Chevrolet. GM's other operations include the design, manufacturing and marketing of locomotives. Substantially all of the Company's automotive-related products are marketed through retail dealers...
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...|FINALLY GOOD NEWS FOR ALL DIABETICS | | | |A woman (65 years) was diabetic for the last 20+ years and was taking insulin twice a day. | | | |She used the enclosed homemade medicine for a fortnight and now she is absolutely free | |of diabetes and taking all her food as normal including sweets. | | | |The doctors have advised her to stop insulin and any other blood sugar controlling drugs. | |Please circulate the email below to as many people as you can and let them take the maximum benefit from it. | | | | ...
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...& TELL DELICACIES Brgy. Cambalading, Albuera, Leyte VISION: To establish a strong market presence in Region VIII and to be the top grossing delicacy business within the next five years. KISS & TELL DELICACIES Brgy. Cambalading, Albuera, Leyte MISSION: 1. Expanding Markets 2. Increasing Profits 3. Satisfying and Surprising customers SPECIFIC OBJECTIVES: 1. To establish a strong market presence in Region VIII 2. To satisfy and delight customers. 3. To earn profits and benefits-receive to the stockholders and workers. KRA’S: OBJECTIVES | KRA | 1. TO ESTABLISH A STRONG MARKET PRESENCE IN REGION VIII | 1.A PERCENTAGE OF MARKET SUCCESS.1.B NUMBER OF FOOD OUTLETS | 2. TO SATISFY AND DELIGHT CUSTOMERS | 2.A PERCENTAGE OF REPEATED CUSTOMERS2.B BUDGET FOR SURPRISES | 3. TO EARN PROFITS AND BENEFITS-RECEIVED TO THE STOCKHOLDERS AND WORKERS. | 3.A DOUBLE PROFITS3.B BIGGER BENEFITS AND WAGES3.C PERCENTAGE OF APPLICANTS | KRA | PI’s | | 2012 | 2013 | 2014 | 2015 | 2016 | 2017 | 1.A PERCENTAGE OF MARKET SUCCESS1.B NUMBER OF STORE OUTLETS | 60%1 | 70%2 | 75%4 | 80%6 | 80%8 | 90%10 | 2.A PERCENTAGE OF REPEATED CUSTOMERS2.B BUDGET FOR SURPRISES AND OCCASIONS | 50%P 1000 | 60%P2000 | 70%P3000 | 75%P5000 | 80%P5000 | 85%P8 - 9000 | 3.A DOUBLE PROFITS3.B BENEFITS AND WAGES3.C NUMBER OF APPLICANTS | 1000030%5 | 1500030%5 | 2000040%15 | 3000050%25 | 4000060%30 | 50000075%40 | Action Plan For...
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...rivals in the industry. The company will have more flexibility to control over the pricing strategies, thus might be able to increase profitability. In other words, the selling and marketing will be more efficient. - Future growth and expansion The acquisition will allow General Mills to double its size. The brand will be added more than before acquisition. The company can basically gain more shelf space in the supermarket or hypermarket in the US and international markets. Simply speaking, the expansion of the firm could be reflected by number of brands being added. - Diversification With the greater intensive competition in the food and beverages industry, GM needs to come up with whatever necessary to address the needs of the consumers that always keep changing. Acquisition will allow GM to grow...
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...Plan, and Motorcraft brand names. • The Financial Services sector: offers various automotive financing products to and through automotive dealers. It offers retail financing, which includes retail installment contracts for new and used vehicles; direct financing leases; wholesale financing products that comprise loans to dealers to finance the purchase of vehicle inventory; loans to dealers to finance working capital, purchase real estate dealership, and/or make improvements to dealership facilities; and other financing products, as well as provides insurance services. Company’s financial position PE Ratio 1 SORL SORL Auto Parts 2.80 2 GM General Motors Company 5.05 3 F Ford Motor Company 7.01 4 HMC Honda Motor 15.51 5 CVR Chicago Rivet & Machine 19.18 Dividend Yield 1 CVR Chicago Rivet & Machine 2.80% 2 HMC Honda...
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...and suppliers might fare under Chapter 11 After weeks of listening to analysts and pundits beat the drum about the possibility of a General Motors Corp. bankruptcy, Chairman and Chief Executive G. Richard Wagoner Jr. decided he had heard enough. On Nov. 16 he declared in an internal memo to his 325,000 employees that bankruptcy is "unnecessary." There is no plan to file for Chapter 11 protection, Wagoner said flatly, calling such an action "contrary to the interests of our employees, stock- and bondholders, dealers, and our suppliers and customers." In other words, Wagoner was calling bankruptcy unthinkable. And for a long time, that's exactly the way it seemed. GM has $34 billion in cash and could free up roughly $15 billion more selling various businesses. That alone should be enough to keep the company running for a few years. What's more, its cash-burn rate of $2 billion a quarter will slow down as a recent restructuring, which will eliminate nine factories and 30,000 workers over three years, takes hold. But despite Wagoner's protestations, investors are clearly starting to ponder the unthinkable. The price of GM's credit-default swaps, which are insurance in case the carmaker can't pay back its loans, have soared in the past month. They now cost a premium of 12 percentage points of the value of the debt that they insure, four times what they cost in January. Few people believe that Washington would help bail out GM, as it did with Chrysler. Investors, suppliers, and...
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...1 Abstract Using the information from the internet and published books, a general understanding about stock market and trading strategies was obtained. The knowledge and trading strategies were applied in the market in a stock market simulation to get real-time trading experience. Experiences learned from using trading methods in this simulation will help me to become a better investor in the future. 2 Acknowledgement First, I want to thank my parents who gave me the opportunity to study at Worcester Polytechnic Institute in USA. Second, I would like to thank my advisor, Dalin Tang, who gave me advices, and help me during this whole project time. Thirdly, I want to thank Worcester Polytechnic Institute for giving me opportunity to do this project, which made me to learn more things from outside of classes by myself. Finally, I would like to thank all the people who gave me some help when I needed it. 3 Table of contents Abstract ........................................................................................................................... 2 Acknowledgement ........................................................................................................ 3 Chapter I Introduction ........................................................................................... 8 1.1 The objective of this project............................................................................... 8 1.2 Basics of the stock...
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...Abstract This paper explores the mistakes made in the past by The Big Three: General Motors (GM), Ford, and Chrysler and presents the risk factors that could potentially undermine GM again. GM made an enormous mistake when they ignored their customers’ demands for fuel efficient vehicles. GM primarily focused on the production and distribution of sport utility vehicles (SUV) because they could make a larger profit off of such a vehicle. With the downfall of the economy, customers were not looking to purchase a large vehicle that would be additionally costly in terms of fuel so they turned to such foreign competitors as Toyota. When all was said and done, GM incurred a financial loss of $69.6 billion. (Wikipedia) Learning from its mistakes, this paper will explore how the biggest risk facing GM is a repeat in history: bankruptcy as a result of foreign competition. GM must address the demands of a changing economy by a very focused, responsive, and resilient approach. Risk Register for GM Risk Source Severity (1-3) + Likelihood (1-3) + Controllability(1-3) = Risk Level 1. Loss of employees 3 1 2 6 2. Loss of site 3 2 2 7 3. Loss of power 2 3 3 8 4. Loss of computing 2 2 2 6 5. Transportation disruptions 2 2 2 6 6. Loss of records 2 1 2 5 7. Inability to deliver supplies 2 1 2 5 8. Foreign Competition 3 3 3 9 1 represents the lowest risk and 3 represents the highest risk (1...
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...profit per unit shortage B(r) : expected shortage L: lead time μ: average demand per week σ: standard deviation of demand μL: average demand in lead time σ: standard deviation of in lead time We will optimize order policy for number of bushels. Hence we have converted weekly demand of popcorn into its corresponding weekly demand of number of bushels of corn as a raw material. * Observe histogram from excel attachment which clearly predict that demand of number of bushels of corn per week follows normal distribution with μ = 73.5 and σ = 13.8835 * Hence μL = μ * L = 73.5*3 = 220.5 And, σL = σ*L = 13.8835*3 = 24.0469 * H = $4*12/12 = $4 * L = 3 weeks * D = μ*52 = 73.5*52 = 3822 bushels per annum * Co = $(950 + 0.55Q) i) C = 6.20 + 9% of 6.20 = 6.20 + 0.558 = $6.758 if Q ≤ 100 ii) If order is greater than 100 then 6% discount would be there. 6.20 – 6% of 6.20 = 6.20 – 0.375 = $5.828 C = 5.828 + 9% of 5.828 = 5.828 + 0.5245 = $6.3525 a) Q = 2DCOH = 2*3822*(950+0.55Q)4 Solving this equation for Q we get, Q = 1971.7706 We have two interval for Q. (0, 100] and (100, ∞) Since Q > 100 it falls under second interval and we get discount of 6% on each bushel. Shortage cost per bag of popcorn = $0.16 Let find the shortage cost for shortage per bushel of corn, 1 bag of popcorn weights 200gm contributes 160 gm of corn. 1 bushel contributes 25401.5 gm of corn. Hence, shortage cost per bushel of corn be ps...
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