...Making it in America In the article Making it in America Adam Davidson takes time to interview different employees at Standard Motor Products to determine how it is treating them and how factories are changing in time. Adam is receiving a tour of the plant by manager Tony Scalzitti where he sees many factory workers in blue lab coats, hair nets, and protective eyewear. This is where Adam first runs into Madelyn Parlier. Madelyn Parlier was a 22-year-old woman working in the assembly line at the factory. Her occupation was seemed to be an unskilled job and didn’t require much education or experience. It was all about quickness and effectiveness for Madelyn and that was something she was great at. Madelyn grew up in Greenville, SC and was attending high school and planning on going to college when she got pregnant her senior year. Because of this she couldn’t go to college so like most people there she got a job working at the local Standard factory. Madelyn’s job was to run the laser-wielding machine. All she did was place the parts in the machine and press a button for them to be wielded and if correct a green light appears and she passes the part to the next line in process. With this being such an unskilled job there is always that chance of Madelyn being replaced by a robotic arm or machinery that can do this job for her and in turn create less wages for the company to pay for. Over the last 30 years employment of people in factories have gone down 1/3 because of machinery...
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...projected yearly earnings of $46 million. The company is entirely owned by Riordan Manufacturing Industries, a Fortune 1000 enterprise with revenues in excess of $1 billion. Riordan is well established locally and nation-wide, although they are based out of San Jose Riordan has a manufacturing plants in China, Georgia and Michigan. Every company no matter how well it is doing professionally as well as financially always has room to grow and better themselves. Riordan has thought of different ways to remain competitive in an ever-dynamic environment, Riordan Manufacturing must stay current with the latest technology, recent developments in the industry, and attend to the needs of its customers. After telecommunications and data networking systems require an upgrade to a better support of the company’s recent and future growth needs, long-term relationships will be required by maintaining rigorous quality controls, innovative solutions, reasonable pricing, and a responsive business attitude. (B, 2009) Riordan Manufacturing will strive to be a solution provider for their customers and not be a part of theirs customer’s challenges. Future is must be focused in maintaining and achieving reasonable profitability to assure that the human capital and financial is available for sustained growth. (B, 2009) Riordan has many similarities to the company Nike. Both companies have made changes throughout the years to stay competitive in their respective markets. Like many international...
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...manufactured goods and to maximize revenue. Furthermore, marketing department is responsible for making product demand forecasts which are used to set sales unit and sales dollar targets. Whereas, the goals of “Expense Centers”, manufacturing plant, are to meet the budget, achieve cost efficiency, achieve good product quality, and reach the quota that is assigned to each plant. In Grand Jean’s case, the “Expense Centers” would be considered as an Engineered Expense Centers because their input for the most part can be measured in monetary terms and the $ amount of input required to produce one unit of output can be determined. Some of the weaknesses of the current management planning and control system for the manufacturing plants and the marketing departments include: o The reward system is not fair. Personnel located at corporate headquarters are awarded...
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...I %te"x *$'*t r€s&u rc€ffi €xpeniencing Management Explore the four levels of learning by doing the simulation module on Ethics & Social Responsibility. Pod Nod Mini lecture reviews all the learning points in the chapter. Author lnsights Chuck talks about why it's hard to do the right thing Self Test 10 quiz questions, 6 exhibit worksheets, and Power- Points for quick review. 56 I What Would You DoP Gap, lnc. Headquarters, San Francisco, California.r When you a decent standard of living and allow workers to organize unions to improve decided to join Gap as its new CEO (Gap, lnc. runs Gap, Banana Republic, their conditions in factories." ls Gap the only company that relies and Old Navy clothing stores), your teenage daughter immediately asked, on such suppliers? No, it isn't. According to Kirk Douglass of pivot lnterna- "Doesn't Gap use sweatshops?"you stockholders, suppliers, overseas weren't surprised by her question, as the company has received intense negative news coverage regarding the tional, a manufacturing company that owns factories in the Philippines and workers, or protesters-take precedence? Furthermore, is Gap really does work with Chinese companies,,,lf you go into almost any plant in the treatment of workers in the overseas factories from which it buys its clothes. responsible for the terrible treatment of overseas workers? ln other words, nondeveloped countries of the...
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...An economic revival is here according to an article in The Atlantic titled “America’s Coming Manufacturing Revolution”. In the author’s own words, “The combination of lower energy prices, innovative information technologies, and advances in robotics and materials science are powering a manufacturing revolution that will reinvigorate the U.S. economy,” (Naím, Apr. 21, 2014). Bold words considering the recent financial crisis and drama in the geopolitical arena, but is there enough evidence to back his claims of this so called “manufacturing revolution”? Several news outlets are reporting gains in manufacturing operations such as increases in labor and use of factory space. Using this information, I hope to describe the elements used to determine manufacturing output and their overall effect on the manufacturing sector from the viewpoint of an accountant. In cost accounting for manufacturing companies, direct labor, direct materials, and manufacturing overhead are typically on the top of the spreadsheet and correlate with the amount of goods being produced. In regards to labor, the ADP research institute reported an additional 28,000 workers hired by US manufacturers in March of this year. (Woellert, Apr. 2, 2014) Although the ratio of direct laborers to indirect laborers is not stated, variable costs in US manufacturing certainly have risen, which is almost always associated with a rise in activity levels. Unfortunately, the ADP’s assessment did not include information...
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...HCF Background of HCF * established in 1974 * started as a family-owned business, grew into a public listed company * contract manufacturing * high quality clothes for European and American fashion houses * under clients’ own labels * owns 3 factories – Butterworth, Jitra and Chiangmai; Penang factory was shutdown during financial crisis in 1998, but not sold Issues/Problems Falling margins and profits, increase in current liabilities (not healthy signs) * 2008 revenue decreased by 7.7% (RM10mil) but COGS increased by 6.5% * 2008 operating profit decreased by 73% * Trade payables increased by 92% and overdraft increased by 86% resulting in overall increase of current liabilities by 45% The need to lower manufacturing costs – move production to China * Opening own factory in China * involves high investments – RM15mil * takes at least 18 months to be up and running * HCF does not have sufficient funds, bank overdrafts * need alternative source of funds – more investments from owners, bank loans, issuance of shares * Joint venture with reputable manufacturer in China * lower investment cost – RM2.4mil for 70/30 profit share, HCF 30% * takes 6 months to startup * higher risk – high chances of JV failures * risk of currency fluctuations * need close monitoring to uphold quality and reputation Existing factories – Butterworth, Jitra and Chiangmai * to shutdown and sell-off one or all...
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...measures to constantly track progress and monitor the qualities will maintain high standards and reach the goal of zero defects. Riordan’s post project review process the eight quality management principles. 1)Customer Focus 2)Leadership 3)Involvement of people 4)Process approach 5)System approach to management 6)Continual improvement 7)Factual approach 8)Mutually beneficial supplier relationships Following the environmental standards help control the environmental impact on the communities surrounding the manufacturing plants Securing raw materials locally helps Energy efficient facilities Reduce, Reuse, Recycle, Replenish, Restore are the guiding principles to living up to the ISO 1400 standards D= Production moves material to manufacture and on to assembly and out to distribution material stockpiling and delivery are put off at the point of manufacture, not all parts are available for assembly at the same time as manufacture of raw material. Distribution has multiple steps of loading, trucking, unloading, and repacking for sea travel. M= Time from arrival of an order to time of delivery is lengthy due to assembly and distribution issues. Time at each point in the system is hindered by bottlenecks in supply of raw material, availability...
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...1 THE MUSHROOM FACTORY The following case is an in-depth look at the events in the Accessories D e p a r t m e n t of the Esco Company, a Midwest manufacturer, during a period of rapid change. Source: This case was prepared by Alex G. Dompkowski, Otto A. Gearhart, Jr., and Roberta P. Marquette, under the supervision of Theodore T. Herbert. The case is not intended to reflect either effective or ineffective administrative or technical practices, but was prepared as a basis for class discussion. Overview The Accessories Department of the Esco Company produces specialty industrial items which complement the company ' s high volume standard products. The department was originally structured on a product basis, with Accessories having complete control and responsibility over its products from their inception through production, including customer service and customer relations. During 1972 this arrangement was changed and two groups were forme d--pr oduct engineering, and manufacturing engineering. T h e product engineering group maintained responsibility for product inception, production of prototypes, and production start-up. They also handled customer service and relations. T h e manufacturing group handled the products during the production stage. To complicate problems further, in 1973 the company purchased three small manufacturing plants and began phasing the manufacturing process out of the home plant. T h e manufacturing group had responsibility for transferring...
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...forecasts which are used to decide the production levels of each plant. Whereas, the manufacturing plant have the goal to just meet the budget figure and fulfill the quota allocated to each plant. Since they are considered as an expense center and there is no immediate monetary reward to compensate for increase in responsibilities or requirements, they are not concerned to achieve higher efficiency and thus, want to exceed the targets. 2.Evaluate the current management planning and control system for the manufacturing plants and the marketing departments. What are the strengths and weaknesses? Ans. By 1989, the company was one of the world’s largest cloth manufacturer. Following are the Strengths: a)The company has been profitable for a long time. b)The company has 25 manufacturing units of its own and 20 independent contractors producing efficiently and reliably for them. c)They have developed a learning curve to develop the production’s standard hour. d)1-to-5 scale reward system can motivate employees work harder. e)Use budgeting to set the quota,...
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...Term Paper “Making the Most of Foreign Factories” Jeremy Rochford California State University San Marcos Abstract The article “Making the Most of Foreign Factories”, written by Kasra Ferdows discusses how companies can and should obtain the full potential of their factories abroad. She begins by stating that there are two approaches to manufacturing and a factory’s importance to the company is based on the approach the manager of the factory takes. She also exclaims how she thinks the gap between companies that treat their foreign factories as a source of competitive advantage and those that do not is widening. Next, Ferdows discusses the three current realities of global business. She follows by illustrating the six categories that foreign factories fall into and the strategic matrix, which is used to help manager’s move factories along the matrix. Then she describes the managerial approaches used to upgrade the strategic roles of factories. She exclaims how choosing the right type of manager at each kind of factory is extremely important to the growth of that factory. She ends her article by describing the obstacles and temptations that stand in the way of a factories proper growth. Ferdows begins her article by arguing that companies take two approaches when handling their foreign factories. The company either views manufacturing as a competitive advantage or they do not. She begins by stating that most companies do not utilize the full potential of their factories...
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...Varnish. Thinners. Paints. Tin. Flexible Packaging. We are Treasure Island Industrial Corporation (TIIC) and we are here to stay. A Cebu-based manufacturing conglomerate founded in the 1950’s, Treasure Island is an established manufacturing company providing construction chemicals and paints. Globally competitive and trusted in the way we do business, Treasure Island exists with this goal in mind: To provide customers with exceptional service and quality products that have the best value for money. Commercial buildings and homes proudly stand stamped with the quality only Treasure Island can bring. From 30 sq. meter studios to breathtaking skyscrapers, Treasure Island has long been a passionately committed partner in this dynamic construction industry and has become a household name in construction needs across the country. Fulfilling the demands of this ever-growing industry, Treasure Island went into the production of quality house and automotive paints aptly named Island Paints. Thinking and acting one step ahead of the competition, we are also the recognized partner of international label, Transocean Marine Paints, distributing specially-formulated paints for ocean-faring ships and other marine craft. Treasure Island ventured into manufacturing another growing market need: styrofoam boxes. Hence, together with an industrial partner, Treasure Island created Styropack Industrial Corp, a subsidiary existing solely for manufacturing styrofoam products. Thus, Styropack Industrial...
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...An Interview with Rosalie DaRosa President of Northeast Knitting Inc. By: Elizabeth DaRosa Why did you decide to take over the company? I had a lot of confidence in myself and my overall knowledge of how to manage a manufacturing plant. I knew a considerable amount about the machines, the employees, the customers, and the suppliers. I saw it as the opportunity to build a future for myself and my children. Since this is a family-owned business, do your children want to carry on with the business? Yes I have 3 sons and they have all joined me at the plant, they have all earned bachelor degrees in Business and they are helping to grow the business considerably. They have the goal to not only continue the business but expand it as much as possible, with the hopes of passing it on to the next generation as well. Why is the business in this Pawtucket location? The company was born here, the plant was here for many years before I began working here the layout was established and it was a great location for our employees because many of them walk to work and this location is close to the center of town making it accessible to many. Pawtucket is the birthplace of manufacturing in RI; and NEK is a great example of that, we are one of the few manufacturing plants that are still around. What difficulties were encountered in starting or managing the business? Personally, I’ve invested and still continue to invest long hours here; this takes away from my family time. But company-wise...
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...Introduction to Business Management BUSM 4151 Individual Assignment 2 * Executive Summary The aim of this report is to * Contents Executive Summary ii 1. Introduction 1 2. Aim 2 3. Issues 3 4. Conclusions 4 5. Recommendations 5 References i 1. Introduction Global vehicle sales in the start of 2013 have been soaring and have been at an all-time high since 2010 (Gomes 2013). This is greatly supported by the 30% increase in car sales in Asia (Gomes 2013). Colourful Corporation being a car manufacturing company would want to align our company vision of efficiency and profitability with the future prospects of expanding in Asia. Colourful Corporation has been approached by the Ford car manufacturing company to invest $200 million in one of its existing manufacturing plants in Asia as part of a consortium. This gives Colourful Corporation to further explore the prospects of the Foreign Direct Investment opportunity in Asia. * 1. Aim The aim of this report is to determine the vision, strategy and managerial issues in regards to a foreign direct investment (FDI) in Ford car manufacturing plant in Asia. This is Using theoretical framework and available resources, a research into the vision, strategy and managerial issues was conducted. In addition, research into how another Issues Foreign Direct Investment (FDI) Foreign direct investment (FDI) in Asia for Colourful Corporation in this case looks at the investment of existing...
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...– QUANTITATIVE METHODS FOR BUSINESS Assignment [15 marks] Due November 21, 2013 Questions 9.32 – formulate, solve the formulated question and prepare a report on the results. 9.48 - formulate, solve the formulated question and prepare a report on the results. Case study 1 Mexicana Wire Works Page 306-307 Case study 2 Custom Vans, Inc. Custom Vans, Inc., specializes in converting standard vans into campers. Depending on the amount of work and customizing to be done, the customizing could cost less than $1,000 to more than $5,000. In less than four years, Tony Rizzo was able to expand his small operation in Gary, Indiana, to other major outlets in Chicago, Milwaukee, Minneapolis, and Detroit. Innovation was the major factor in Tony’s success in converting a small van shop into one of the largest and most profitable custom van operations in the Midwest. Tony seemed to have a special ability to design and develop unique features and devices that were always in high demand by van owners. An example was Shower-Rific, which was developed by Tony only six months after Custom Vans, Inc., was started. These small showers were completely self-contained, and they could be placed in almost any type of van and in a number of different locations within a van. Shower-Rific was made of fiberglass and contained towel racks, built-in soap and shampoo holders, and a unique plastic door. Each Shower-Rific took 2 gallons of fiberglass and 3 hours of labor to manufacture. Most...
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...1. Discuss AB Electrolux’s ability to develop global initiatives to reduce costs and increase the speed and precision of product development? AB Electrolux has developed their global initiatives to the point where they manufacture at low costs and they increase the speed and precision of product development. This is due to one key feature, location. Their manufacturing plants are located in places where the costs of goods sold is reduced and especially the production of appliances. This is because there are several regions and countries of the world that allow this. They have plants in Poland, Hungary, Mexico, China and Thailand. This has opened up a global market and to save money, those plants deliver to their neighboring countries. 2. How can AB Electrolux compete with local Chinese consumer manufacturers? This becomes a difficult task to accomplish because AB Electrolux has a hard time selling their products in China. This is due to the low priced competition that AB has to deal with in China. What AB should do is accommodate to China’s needs. Perhaps build another manufacturing plant in China that makes products with lesser quality perhaps but with low prices. Like that they can sell both low price and high price products. This might get results even though it might be pricey at first. 3. How can they maintain their premium brand with premium prices? This can conflict with my previous solution. But it is key that this technique stays unique to China because...
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