...The Commercial World of Energy Storage: A Review of Operating Facilities (under construction or planned) Septimus van der Linden Principal Brulin Associates 1st Annual Conference of the Energy Storage Council March 3, 2003 Houston, TX AGENDA • INTRODUCTION • TECHNOLOGIES • PROJECTS • FUTURE DEVELOPMENTS • CONCLUSIONS Motivation for Electrical Energy Storage Price of Electricity Power Generation Energy Storage Time - Make Use of Volatile Electricity Prices - INTRODUCTION • Electricity! 3rd Largest Business in the USA $300 billion/per annum. • Demand for Electricity is seldom constant over time. • Excess generation during low demand periods - can be stored. • Stored Energy can provide Electricity during high demand. • Help reduce power system loads. • Improve Efficiency and Reliability. • Make better use of efficient Baseload generation. • Allow use of Renewable Energy technologies. TECHNOLOGIES • • • • Batteries Compressed Air Energy Storage (CAES) Flywheels Pumped Hydro Storage Two Main Categories: • Bulk Energy Storage – CAES-PHS • Distributed Energy Storage – Batteries-Flywheels-Other (capacitors) PROJECTS • OPERATING • UNDER CONSTRUCTION • PLANNED PROJECTS OPERATING • Bulk Energy Storage • PHS (Pumped Hydro) - First introduced circa 1904 in Swiss Alps. – 100,000 MW Europe, Asia & Latin America. – 21,000 MW Japan. – 18,900 MW in USA. (Installed 1970-1990) • CAES (Compressed Air Energy Storage) – Two Highly Successful...
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...The Theory of Constraints The Theory of Constraints (TOC) is a novel approach to managing operations, developed in the early 1980s by Dr. Eli Goldratt, a Ph.D. physicist from Israel. In the early 1980s, Goldratt developed a computer software package called Optimized Production Technology (OPT), for scheduling complex manufacturing systems. The package used the linear programming technique. However, customers were never told precisely how it worked. So, although copies of OPT were sold to a number of companies, the software was not exactly a thumping success, probably because managers will not use a tool they do not understand. To advertise his ideas more effectively, in 1984 Goldratt wrote The Goal, a book that translated the general logic embedded in OPT software into the fictional account of a plant manager who solves production, quality, and delivery problems.1 To further develop the concepts introduced in The Goal, Goldratt founded the Avraham Y. Goldratt Institute, an institute catering to educating managers on the principles and concepts of TOC. Many managers and consultants have since adopted these principles, modified them, and applied them to a variety of settings. The Cost World Perspective The conventional approach to managing a firm is based on the "cost world" perspective. With this perspective, cost control is a key measure that drives decision making. For instance, the cost world perspective could block a push to achieve a competitive edge...
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...* Question 1 0 out of 10 points | | | Below is an excerpt from the cash flow statement of a firm for fiscal year 2003: Cash flows from operating activities: Net income Adjustments to reconcile net income to net cash provided by operating activities: Depreciation and amortization Amortization of software Tax benefits of employee stock plans Special charges (Gains)/losses on investments Change in operating assets and liabilities: Receivables Inventories Pension assets Other assets Accounts payable Pension liabilities Other liabilities Net cash provided by operating activities Cash flows from investing activities: Payments for plant and other property Proceeds from disposition of plant and other property Investment in software Purchases of marketable securities and other investments Proceeds from disposition of marketable securities and other investments Net cash used in investing activities | Fiscal Year Ended December 31, 2003 $1,500 250 400 450 200 20 600 250 (475) 70 (50) 85 __200 _3,500 (2,000) 800 (500) (1,500) 1,200 _____ (2,000) __ | Additional information: Cash interest receipts Cash interest payments From the equity statement:Shareholders’ equity December 31, 2002 Shareholders’ equity December 31, 2003 Net payout to shareholders The firm’s tax rate is 35%. | 110 (200) 5,500 4,760 2,500 | What is the net interest payments after taxes?Answer | | | | | Selected Answer: | 4. 200 | | | | | * Question 2 0 out of 10 points | | | Selected...
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...Available online at www.sciencedirect.com ScienceDirect Procedia - Social and Behavioral Sciences 110 (2014) 130 – 139 Contemporary Issues in Business, Management and Education 2013 New HR organizational structures in Czech and Slovak organizations Marek Striteskya* a University of Econonics, Prague, W. Churchill Sq. 4, 130 67 Prague, Czech Republic Abstract The paper deals with Human Resource Organizational Structures in Czech and Slovak organizations, reflecting new trends which are related to HR Business Partner model. HR organizational structure is the framework within a human resources department that divides the decision making functions within HR into specific groups with distinct job functions. HR Business Partner model reflects modern expectations arising from new roles of human resources managers in organizations which include its strategic consequences, change support and also its abilities of HR systems development and improvement of employee engagement. The paper in its first part describes basic principles of new roles of human resource departments in organizations based on HRBP concept and also new competencies required. In the second part the paper presents situation in these aspects in organizations from different sectors of the Czech and Slovak economy (especially secondary and tertiary sector), benefits of the HR department transformation and some conclusions drawn from the analysis of data obtained from qualitative and quantitative survey...
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...PVR OPERATING MANAGEMENT CASE GROWTH What are the various sources of revenue for the company? You can get this from the Profit & Loss Statement which points to schedules 24 and 25. This schedule is available in i. Which source is the most dominant source for the company? : Income from sales of tickets of films ii. Which source is the growing the fastest? : Income from bowling is growing @ of 44 % and Income from show rental is growing @ 28% What are the various sources of cost for the company? i. Which source is the most dominant source for the company? : Other expenses and film hire charges ii. Which source is the growing the fastest? : Employee benefit expenses is growing at 18% and cost of trading is growing at 16 % What is COGS for PVR’s movie exhibition business? In other words, what is it that the procuring as raw material, adding value to it, and re-selling? Do not write the number here, just the concept. COGS usually include lease expense of multiplex, labour cost, film distributor share , food expenses , entertainment tax Tied to COGS is inventory. Crudely, inventory is unsold “COGS”. What is the inventory for PVR’s movie exhibition business? Again, do not write the number here, just the concept. Major inventory for * Inventory of seats/floor: Seat/handling unit is not filled does not lead in revenue. * ECONOMICS Inventory of films: Film/Service which is not screened in movie will not lead in revenue. Economies of...
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...PVR OPERATING MANAGEMENT CASE GROWTH What are the various sources of revenue for the company? You can get this from the Profit & Loss Statement which points to schedules 24 and 25. This schedule is available in i. Which source is the most dominant source for the company? : Income from sales of tickets of films ii. Which source is the growing the fastest? : Income from bowling is growing @ of 44 % and Income from show rental is growing @ 28% What are the various sources of cost for the company? i. Which source is the most dominant source for the company? : Other expenses and film hire charges ii. Which source is the growing the fastest? : Employee benefit expenses is growing at 18% and cost of trading is growing at 16 % What is COGS for PVR’s movie exhibition business? In other words, what is it that the procuring as raw material, adding value to it, and re-selling? Do not write the number here, just the concept. COGS usually include lease expense of multiplex, labour cost, film distributor share , food expenses , entertainment tax Tied to COGS is inventory. Crudely, inventory is unsold “COGS”. What is the inventory for PVR’s movie exhibition business? Again, do not write the number here, just the concept. Major inventory for * Inventory of seats/floor: Seat/handling unit is not filled does not lead in revenue. * ECONOMICS Inventory of films: Film/Service which is not screened in movie will not lead in revenue. Economies of...
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...of Sony's Computer Science Laboratory (CSL). Founded in 1990, CSL was set up to emulate the famed innovation center at Xerox’s Palo Alto Research Center (PARC). CSL's first product was the Aperios operating system, later to form the base software AIBO's. When Nobuyuki Idei became president of Sony in 1995, he sought to adopt a digital agenda, reflected in the new motto he gave the company, “Digital Dream Kids,” and the prominence he gave to CSL.[8] Two AIBO Prototypes and transparent ERS-7 Famed engineer Dr. Toshitada Doi is credited as AIBO’s original progenitor: in 1994 he had started work on robots with artificial intelligence expert Masahiro Fujita within CSL. Fujita would write that the robot's behaviors will need to “be sufficiently complex or unexpected so that people keep an interest in watching or taking care of it”.[9] Fujita argued that entertainment robots might be viable as "A robot for entertainment can be effectively designed using various state-of-the-art technologies, such as speech recognition and vision, even though these technologies may not be mature enough for applications where they perform a critical function. While there exists special and difficult requirements in entertainment applications themselves, limited capabilities in the speech and vision systems may turn out to be an interesting and attractive feature for appropriately designed entertainment robots." His early monkey-like prototype "MUTANT" included behaviors that would become part of AIBOs...
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...development costs, leading to higher contribution and fewer losses in year 1 and in year 2. * It is also worth investing in the out of box experience by Demiurge, since it would give the user a feel for the capabilities of the newly introduced technology of thought controlled interactivity, thereby shrinking the learning curve of new users and facilitating adoption. * Winning preference with game developers: with high margin incentives and no royalty fees, the PC gaming market is in itself attractive to game developers. With Microsoft windows OS. being a widely accepted system, it simplifies design and programming, facilitating game developers to develop blockbuster games around this technology and encourage sales of EPOC. * Launching in the p.c. market would build popularity, traction and word of mouth for EPOC, thereby addressing the barriers of console makers: it provides proof of concept to Microsoft, and clarity on the games developed breaks the chicken and egg cycle which had delayed decision making by Sony. * Therefore, by year 4 of its presence in the PC gaming market, Emotiv can then explore possible associations with console maker brands...
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...Strategic Management: Concepts and Cases, 13th Edition 14. Krispy Kreme Doughnuts, Inc. Case © The McGraw−Hill Companies, 2002 case 14 Krispy Kreme Doughnuts, Inc. Arthur A. Thompson The University of Alabama “We think we’re the Stradivarius of doughnuts.” —Scott Livengood, President and CEO, Krispy Kreme Doughnuts, Inc. With 181 Krispy Kreme stores in 28 states, Krispy Kreme Doughnuts in 2001 was rapidly building something of a cult following for its light, warm, melt-in-your-mouth doughnuts. Sales were on an impressive climb, exceeding 3.5 million doughnuts a day. The company’s business model called for 20 percent annual revenue growth, midsingle-digit comparable store sales growth, and 25 percent annual growth in earnings per share. But a number of securities analysts doubted whether Krispy Kreme’s strategy and growth potential merited a stock price nearly 70 times projected 2002 earnings per share of $0.69 and 85 times actual 2001 earnings of $0.55 per share. The company’s stock, which was trading in the $46–$50 range and had been as high as $54, had been a favorite of short sellers for several months—the 2.5 million shorted shares in May 2001 represented nearly 10 percent of the company’s outstanding shares. According to one analyst, “It [the stock] has had a good run, but the numbers just don’t work”; another analyst commented, “The odds are against this stock for long-term success.” A third said, “Single-product concepts only have so many years...
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...inns; sells furnishings, equipment, and supplies to hotels, motels, and inns; and operates a computerized reservation system for the hotel industry. After two major takeover attempts in the early 1990s, Hilton Hotels decided that it had to change by becoming a more aggressive business operation. The result was the decision to move heavily into gambling. This change of strategic direction represented a significant shift in Hilton’s business focus and marketing objectives. Already the owner of four casinos in Nevada, the Los Angeles hotelier began pushing projects in New Orleans, Chicago, Egypt, Turkey, Uruguay, and Australia. While gaming accounted for about 34 percent of Hilton’s overall sales in the early 1990s, its four casinos contributed nearly two–thirds of Hilton’s operating earnings. Nevertheless, Hilton’s new emphasis on gambling carried a large element of risk. Competition for the gaming dollar is intense, and the degree of investment needed to be successful is high. Hilton has had to put more than $6 million into renovating the Las Vegas Hilton to keep up with such rivals as the Mirage and the Excalibur, and it has also renovated the Flamingo Hilton to keep pace with other new places. To lure high rollers away from other casinos, the Las Vegas Hilton has had to be more generous about extending credit, resulting in bad gaming debts and reductions in operating income from gaming. HILTON 1994 PERFORMANCE The year 1994 was transitional for Hilton Hotels because, in a sharp...
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...CHAPTER 22 MANAGEMENT CONTROL SYSTEMS, TRANSFER PRICING, AND MULTINATIONAL CONSIDERATIONS 22-1 A management control system is a means of gathering and using information to aid and coordinate the planning and control decisions throughout the organization and to guide the behavior of its managers and employees. The goal of the system is to improve the collective decisions within an organization. 22-2 To be effective, management control systems should be (a) closely aligned to an organization's strategies and goals, (b) designed to fit the organization's structure and the decision-making responsibility of individual managers, and (c) able to motivate managers and employees to put in effort to attain selected goals desired by top management. 22-3 Motivation combines goal congruence and effort. Motivation is the desire to attain a selected goal specified by top management (the goal-congruence aspect) combined with the resulting pursuit of that goal (the effort aspect). 22-4 The chapter cites five benefits of decentralization: 1. Creates greater responsiveness to local needs 2. Leads to gains from faster decision making 3. Increases motivation of subunit managers 4. Aids management development and learning 5. Sharpens the focus of subunit managers The chapter cites four costs of decentralization: 1. Leads to suboptimal decision making 2. Results in duplication of activities 3. Focuses managers’ attention on the subunit rather than the company as a whole ...
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...Wireless Engineer March 2012 - Present • Prepare pre installation documentation such as equipment lists, location maps, and floor plans in preparation for site surveys and installation. • Assist in team with physical and RF site surveys for wired and wireless networks. • Use radio frequency (RF) measurement tools to measure signal coverage of access points and wireless sensors. • Document final installation information such as equipment location, network settings, and complete systems acceptance document. • Work with client to resolve any issues with implementations. • Cabling installation and termination Insight Global Fiber Optic Splicer/Tech July 2011 – Nov 2011 • Part of a four man team which identifies, labels, and maps out fiber optic, copper, and coaxial cabling. • Draw up reports for drafters/designers for future development. • Splice/ repair fiber optic and copper cabling using LC/SC/ST connections. Copper termination on wall jacks, 110 and 66 Blocks ranging from 25 – 200 pair cables. Installed and maintained LIUs in sever racks. • Experience with epoxy, hotmelt, and Unicam connections. Able to make manual and fusion splices. Intelligent Decisions Installation Tech April 2011 – July 2011 • Installed workstations composed of Wyse/HP workstations, CISCO phones, Belkin KVMs • Maintained warehouse and built kit according to work orders US Army Signal Corps ...
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...time and dedication to make this product. Thank you to her delicious cream o chocolate and marshmallow chocolate. We are here because she let us brought her product. Finally, we would like thank our professors Mrs.Emelita Bunyi and Mr. Raphael Iuri Gervasio, to their guide and suggestion to this project. We are glad that we had professors like them. TABLE OF CONTENTS I. | Business Profile | II. | Mision and Vision | III. | Introduction | IV. | Executive Summary | V. | Company Description | VI. | Target Market | VII. | Competitors | VIII. | Competitors' Analysis | IX. | Marketing Plans and Strategies | X. | Products | XII. | Operations | XIII. | Financials | | A. | Acounting Policies | | B. | Accounting System | | C. | Articles of the Partnership | | D. | Daily Cash Position Report | | E. | Daily Sales Report | | F. | Daily Inventory Report | | G. | Books of Account, Working Papers and Financial Statements | | | G.1. | Chart of Accounts | | | G.2. | General Journal | | | G.3. | General Ledger | | |...
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...Global Information System Strategy Activity A Journal For the purpose of resolution of the issue and for discussion of the beneficial steps with regard to the Human Resource Management, the following steps and procedures, which is detailed out hereunder have been carried out. The same has been undertaken with an idea and an overall objective to ensure that there is effective utilization of resources, and on an overall basis, there is generation of value for the organisation. An organisation is composed of several factors with each constituting and providing necessary help and support to the other functions. In light of the same it becomes necessary that the management action plans are conducted in an orderly manner. It is true that the human resource department constitutes an important function in the organisation, and it is very much essential that there is an adequate system of management of the human resource department of the concern. The human resource is one such department which forms the life and blood of the organisation and any activity in support or in contravention to the same shall lead to the overall development of the organisation. At the present level and considering the overall system of activity of the management, there is a proposal of providing the concerned personnel with additional benefit in respect of some key management issues and key areas. A need has been identified to introduce a wearable tag for the employees. In this respect the following...
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...response and information infrastructure aids in this success. And finally, and analysis will be completed on how the company’s unique replenishment strategy satisfies customers. Supply Chain Strategy Ferdows, Lewis, and Machuca, (2004). In an industry where the trend is to outsource, Zara bucks the system. Instead Zara keeps almost half its production in house. Zara designs and manages its rapid-fire supply chain by reinforcing three principles: 1. Close the communication loop 2. Stick to a rhythm across the entire chain 3. Leverage your capital assets to increase supply chain flexibility Zara customers can always find new products on the shelves, but they are in limited supply. Zara designers create approximately 40,000 new designs each year. From these new designs 10,000 are selected for production. Out of these 10,000 selected items, Zara’s rapid-fire supply chain beats the other high fashion houses to the market almost every time, by delivering approximately 300,000 new stock-keeping units (SKU’s) every year. Closing the Communication Loop Ferdows, Lewis, and Machuca, (2004). “This “fast fashion” system depends on a constant...
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