...Analysis: Executive Shirt Company, Inc. Operations Management - I PGP1 Section B Group 4 Group Members AMARENDRA SAHOO PGP2011533 BHAWNA GOKANI PGP2011595 CHATARKAR ANURAG MAHADE PGP2011600 C.LALRUATSANGA 2011FPM06 RUPSA CHAKRAVARTY PGP2011837 SAARANG K. MEHTA PGP2011841 UTKARSH SINGH PGP2011923 Case Analysis: Executive Shirt Company, Inc. Summary: Mr. Dwight Collier, Gen. Manager of Executive Shirt Company (ESC) is planning to introduce customized shirts in his current production facility since they can fetch 75% more price as compared to regular shirts. Currently, ESC is manufacturing 16,000 shirts per month and they plan to manufacture 2,000 customized shirts per month without hampering the current production. The company has 5 departments, namely, Cutting: 1 Machine, 4 Workers Sewing: 48 Machines, 48 Workers Inspection: 4 workers Ironing: 4 Machines, 4 Workers Packaging: 4 workers Indirect Workers (material handlers) : 4 Workers Mr. Collier introduced a change in the manufacturing process by introducing a Laser Cutting Machine for customized shirt. He requested two of his managers, Mike and Ike to devise a production plan to maximize the profit from both the products. The highlights of their plans are Mike’s Plan: To go with one production line manufacturing both the products simultaneously (other than the cutting process) o Eight Batches of regular shirts with 5 shirts each o One batch of...
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...Marketing Plan- Your T-Shirt! Every business must start at the bottom before they become successful. One of the first ways a business must work on becoming successful is coming up with a business plan. By preparing a business plan, a company will not only have an outline as to knowing who their target audience will be and what kind of funds will be needed for the business, but it will help the business keep track of the progress they made with the building of an empire. According to the journal entitled Starting a Business from Home, it discusses why it is important to have a business plan. The article states “As most businesses start without a business plan you could be forgiven for believing that preparing one is a luxury you can live without. Time is short and it surely more important to find some customers and get selling. Beguiling though this may sound the statistics is against you. According to research carried out at Cranfield School of Management, over 70 percent of the fastest-growing and most successful businesses started out with a written business plan.” (Barrow, 2008). This business entitled Your T-Shirt! A business plan must be created in order for the business to become successful. Your T-Shirt! Is a new business venture which allows people to design a t-shirt any way they would like. The customer can design the front and back of the shirt. Your T-Shirt! Not only provides the experience of designing your own shirt, but it also allows the customers...
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...1) What business is Threadless in? - Threadless is in the custom designed, user-created shirt business. - Threadless acts as facilitators for community-run business What is their competitive strategy? - Threadless’ designs are completely user created on Threadless’ website. - Online community of artists creates potential T-shirt designs, rather than Threadless creating them. - Ideas are voted on by the online Threadless community. - Threadless staff reviews highest rated ideas; chooses winner How sustainable is it? - Strategy has been copied by other websites (Design By Humans, for example). - However, Threadless is already massively popular/has established, loyal, talented user community. - Most competitors won’t be able to offer comparable financial incentives to user community. - As such, it is likely that Threadless won’t be seriously threatened by similar, community-driven companies. 2) What motivates various members of the community to participate? - Simple customers use website to simply buy creative shirts. - Designer-conscious students use website to generate feedback from fellow artists. - People have opportunity to interact with designers on company blog. - Monetary incentives include $2,000 cash and $500 in Threadless gift cards for winning shirt designs. - Each time a design is reprinted, the winning artist receives additional $500. - Winning designers have their art distributed...
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...produces pullover knit shirts to address the business casual market for both men and women. Although your experience has been limited, an unexpected staff resignation has resulted in your working directly with the engagement's in-charge senior on inventory. This has been a learning experience for you, because you have helped perform various tests of controls which may be summarized as indicating that internal control over inventory (including the perpetual records) seems strong. It is your impression that those tests resulted in a decrease in substantive procedures, thereby allowing a particularly efficient audit. At the beginning of the audit, Jan Wheeler, the in-charge senior, told you that the management team of BizCaz has always been helpful and friendly. Throughout the audit you have found the situation to be as good as described. In fact, BizCaz allows each auditor to purchase up to three shirts at a particularly attractive price of $12 per shirt, the cost for which employees may purchase shirts. The shirts have a market value of $50, although the direct labor and material costs of each shirt are only $10. Near the conclusion of the audit, after you and the other three staff members paid the controller and told him your sizes, he walked to the warehouse, removed 12 shirts from the appropriate piles, and brought them out. That evening you gave the situation some thought. On the one hand, the company didn't lose any money on your purchase of the shirts-but on the other hand...
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...Case let 1 Mr. and Mrs. Sharma went to Woodlands Apparel to buy a shirt. Mr. Sharma did not read the price tag on the piece selected by him. At the counter, while making the payment he asked for the price. Rs. 950 was the answer. Meanwhile, Mrs. Sharma, who was still shopping came back and joined her husband. She was glad that he had selected a nice black shirt for himself. She pointed out that there was a 25% discount on that item. The counter person nodded in agreement. Mr. Sharma was thrilled to hear that “It means the price of this shirt is just Rs. 712. That’s fantastic”, said Mr. Sharma. He decided to buy one more shirt in blue color. In no time, he returned with the second shirt and asked them to be packed. When he received the cash memo for payment, he was astonished to find that he had to pay Rs. 1,900 and Rs. 1,424. Mr. Sharma could hardly reconcile himself to the fact that the counter person had quoted the discounted price which was Rs. 950. The original price printed on the price tag was Rs. 1,266. Questions 1. What should Mr. Sharma have done to avoid the misunderstanding? He should have firstly checked the price on the tag whilst selecting the shirt, even if he didn’t he should have confirmed with the cashier whether the price quoted by him was the original or the discounted one. 2. Discuss the main features involved in this case. Communication or rather miscommunication, presumption and lack of information exchanged between...
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...经理人衬衫有限公司 经理人衬衫公司（缩写为 ESC）出产几个著名商标的男士正装衬衣，以高质量和有竞 争力的价格在服装业取得了良好的声誉。 由于公司最近的销量出现了下滑， 总经理德怀特· 克 里尔决定将公司的产品线扩展至客户定制的正装衬衣市场， 他认为这是一个有很大机会的市 场。定制衬衣目前拥有较高的溢价，同等质量和相同样式的定制衬衣，比现货衬衣至少贵 75%。另外，消费者通常需要等待 6 周或更长时间来等待定制衬衣的交货。克里尔认为很多 现在购买现货衬衣的人其实很愿意购买定制衬衣， 但高昂的价格和漫长的等待把他们挡在了 门外。同时，有些由 ESC 供应的零售商也对 ESC 进入定制衬衣市场表现出热情，于是克里 尔决定启动一条生产中档价格定制衬衣的生产线，目标是在客户下订单之后的 10 个工作日 之内能够交货。克里尔希望相比标准化生产的衬衣，ESC 的定制衬衣能获得 10 美元的批发 溢价和 20 美元的零售溢价。这一计划的实现并不遥远：定制的李维斯女式牛仔裤 2 周之内 就可以交货，在零售市场仅比常规牛仔裤贵 10 美元。 ESC 的生产设施 ESC 目前的生产流程是针对大批量生产设计的，它要求衬衣种类不多且需求稳定。它出 产一些基本类型和颜色的衬衣，比如该公司超过 80%销量来自白色和蓝色的衬衣。在 ESC 密 西西比州波奎特市的工厂里，衬衣生产采用传统的按批次生产流程。 波奎特的车间被分成若干个工作区，各个工作区对应不同的裁剪和缝韧操作（见附件 1 1） 。衬衣的板型 是在电脑控制的切割机上剪切而成的，该切割机最多可以一次剪切 60 层 布料（一种或多种颜色） 。工厂现在的做法是摆好 60 层布料再一起剪切。准备工作是很费人 工的——在剪切台上小心地铺好一层布料需要大概 1.5 分钟（60 层就需要 90 分钟） 。每块 布料的可以分布 8 件衬衣的板型（见附件 2） 。因此，针对每一种板型布局，可以同时剪切 60 件同样类型相同尺寸的衬衣。布料全部铺好之后，需要平均 30 分钟来剪切并移开 8 个板 型的所有布片。 不管所剪切多少层布料， 剪切的时间是不变的。 在铺开和剪切布料的过程中， 4 名机器操作工全都在干活。 剪切之后，生产 60 件同样衬衣所需的布片被归为一批。每一批被送去缝制，在成衣被 检查、熨烫和包装之前，需经过 12 道工序（见附件 3） 。所有的缝制工序都使用类似的缝纫 机。带轮子的料箱由 4 名材料员从一道工序移至下一道工序，每个料箱里有 60 件衬衣（或 60 件衬衣的布片） 。平均而言，包括正在处理的衬衣，每个工人（不包括剪切工序）手头都 2 有 3 批衬衣。一共有 64 名直接工人（进行从剪切到包装的所有操作）每天工作 8 小时 ，每 周 5 天，每月 20 天。4 名材料员和 64 名直接工人，常规工作时间工资为每小时 6 美元（不 包括津贴） ，加班工资为每小时 9 美元，实际上加班的情况很少（见附件 4，标准尺寸衬衣 的成本结构） 。 规划定制衬衣生产线 克里尔知道引入定制衬衣生产线需要对目前的生产流程进行一些改动。 第一步， 克里尔 订购了一台新的“少层”激光切割机。这台新机器更小一些：每次只能剪切一个衬衣板型， 并且一次最多切 5 层布料。但是，它非常快：整个铺开和剪切布料的过程仅需 2.5 分钟。相 对于每次剪切 8 个板型，每次只剪切一个板型将造成更高的废料率——克里尔预计定制衬 衣的材料成本会比标准衬衣高出大约...
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...Under Armour: Working to stay on Top of Its Game The following is an in-depth analysis of the company Under Armour. It has been one of the fastest growing productions, along with one of the top runners in the athletic apparel industry. The future of Under Armour remains unclear, but hopeful. There are many questions and issues that founder Kevin Plank and his executive leadership team must consider as the company moves forward; but analysts believe that the demand for Under Armour’s apparel products remain strong. Nike, Adidas, and Columbia Sportswear are all frontrunners against Under Armour in the industry. The first section of this report will cover an overview of the trends in, economics, political/legal, social/cultural-global, technology, and demographics. Economics Under Armour Company has been growing substantially. In 2008 its gross profit was $353,041, in 2009 it was $410,125, and in 2010 it only rose higher to $530,507. Its new income from operating expenses went up as well. In 2008 it was $38,229, in 2009 it was $46,758, and in 2010 it was $68,447. In North America and Canada, Under Armours net revenue in 2008 was $692,388, in 2009 it was $808,020, and in 2010 $997,816. In foreign countries it inclines as well. In 2008 Under Armours net revenue was $32,856, in 2009 it was $48, 391, and in 2010 it was $66,111. If the company follows this trend its profits are simply going to rise. Political/Legal The political and legal environment of Under Armour is greatly...
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...are also sold in food, drug, and variety stores. Hanesbrands also sell apparel to the US military for sale to soldiers and through discount chains, including Dollar General and Family Dollar Stores. Looking to grow abroad in 2014, Hanesbrands acquired DBApparel Group of France, a maker of intimate apparel in Europe, from investment firm Sun Capital Partners. DBApparel holds the license to manufacture and sell apparel under the Wonderbra and Playtex trademarks in the European Union, as well as several other nations in Europe and South Africa ("Hanes Brands Inc.", n.d). Hanesbrands hopes to identify and capitalize on the long-term megatrends related to their top product lines over the next five to 10 years. To this end, in early 2015, the company purchased Knights Apparel to expand its sports licensed collegiate apparel business with a goal of appealing to college students as that market grows over the next years and decades. In 2012, after success with its Tagless undershirts, Hanesbrands brought its Tagless platform to its male underwear bottom products after consumers named itchy tags as their number two complaint when it comes to underwear. ("Hanes Brands Inc.", n.d). Potential Competition There is a high degree of confidence in the defensibility of Hanesbrands' competitive position, given advantages that are difficult for competitors to replicate: The firm's large owned and controlled supply chain, core product positioning in a space where...
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...Case Study: ARMOUR GARMENTS COMPANY BACKGROUND OF THE CASE The Armour Garments Corp. (AGC) was established in 1954 in the Philippines as a manufacturer of high quality undershirts. It had two popular brands, namely: “Armour” and “Marca Troca”. The company started out by copying popular styles and designs from Hongkong. The first ten years was quite profitable. The company grew from 25 workers in 1954 to about 250 workers in 1967. The company sells all of its products to wholesalers in Divisoria who distribute the product all over the country. The products are manufactured in white color only and are generally of superior quality being twice more durable than other brands in the market. Undershirts are worn as a matter of habit to avoid the direct contact of users polo shirts with the body. Product sales is seasonal. Business usually peaks twice a year: in June, with the opening of classes and in December, with the Christmas rush. In the mid 60’s more and more undershirt factories opened. The company faced serious threats in its operation since the Divisoria middlemen were not loyal to brands. All along, AGC was banking on its institutional pride and goodwill being the pioneer in the industry. While sales of the company did not decrease, it also did not substantially increase with the growth of the population. However, this did not bother management since the cash flow was good. No major investments were made during the period. It was business as usual so to speak....
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...applicable terms include: observable artifacts, espoused and enacted values, and competing values framework, each from the text for our class. The first observable artifact that comes to my mind – probably the one that comes to mind for all who work at Oglebay Park – the dark green golf shirt that all personnel outside the Golf and Lodge Department have to wear. These shirts can be seen from a mile away and have the familiar Oglebay Park logo on the right breast. These shirts get the job done in distinguishing an individual as an employee of the park. The Golden Pickle award, which the Park has recently started, can be used as another example of an observable artifact. The Golden Pickle can be interpreted for exactly what it sounds like – a little metal golden pickle pin that an employee puts on their green golf shirt. The Golden Pickle award comes from a customer services training in which all employees participate. An Oglebay Park employee receives a golden pickle for exceptional customer service. Customers or managers nominate employees to win the award. In addition to receiving a golden pickle, the company reports the employee’s name, and the reason for their nomination, in the company newsletter. The next terms include espoused values and enacted values. Organizations declare espoused values and favor those values highly. As a reader can see from the...
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...if she usually lobbed the ball over her opponents head when they are playing the net and she said no because she either hits it too low and they smash it, or she hits it too high and too far and it goes out. I helped her realize that most people feel the same way she does and now she not hesitant to go to the net. 2. Describe a time when you worked on many different projects at the same time. How did you keep track of their progress? How did the projects turn out? I did my internship at an advertising firm that specialized in making promotional products like putting a company name on pens or shirts or something of that sort. I had to multitask when I worked there because often I would be working on more than one order at a time. An order would come for 24 polo shirts with the Whole Foods logo on the chest and I would put that project into the embroidery machine and start it, periodically putting in new shirts to continue the project. While that project was in the middle of sewing I would have down time so I would be able to also find a heat transfer...
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...Operations Committee. Procedure I was asked to make a local research in our company SK Products (in future part of a large multi-national company T-4 Telecoms) about the dress code policy. As any decision should be discussed with the staff of the company, 4 questions were put to the current staff : 1. Would you be in favour of our branch introducing a uniform for staff? 2. Would you be in favour of our branch introducing a dress code for staff? 3. If a uniform was introduced, would you consider leaving the company? 4. If a dress code was introduced, would you consider leaving the company? I have spoken to the Head of Human Resources of T-4 Telecoms, who said to me that the dress code should be – white blouse or shirt with dark blue trousers or skirts. The T-4 Telecoms banned some types of footwear, particularly trainers. It was told that they don’t supply the outfits, but there is an extra clothes allowance in the staff’s salaries and wages. Findings The interviews with staff indicate that: * 4% of the staff might leave the company if a dress code was introduced, but 89% answered that they would not leave the company because of the dress code. * Staff do not accept the idea of uniform, because they claim it will not help to show the individuality of person. * Some of the staff members are supporting the idea of dress code, as it will show the positive image of the company * Another benefit of dress code is that it will be easer for staff to find...
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...Nathan Uffens EST 1 Task 2 1.Company X has a high code of ethics. These standards are what we expect our employees to follow: a.Dress Code: All employees must wear uniforms that consist of black dress slacks, Polo Shirt (Choice of 3 Colors), black shoes (No logos, or additional colors visible). Company to provide slacks and polo shirts. Visible body piercings are not allowed, except for earrings. Hair must be clean and well kept. Hair Coloring must de natural hues. Visible tattoos must be covered by clothing or by other means. b.Attendance: All employees are to work their scheduled shifts. If you are going be absent or late for work, you must notify your supervisor at least two hours before the start of your scheduled shift. c.Mobile Devices: Personal electronics such as cell phones, tablets, laptops may not be used while at work, unless required for work purposes. Mobile devices may be used during breaks and before and after shifts just not in public areas. d.Internet: All company computers that have internet access are to be used for official company business only. Employees may not use the internet for personal use, i.e. social media. 2.Company X has an extensive training program to make sure that its employees understand what is required of them during their employment. These trainings happen on frequent bases. Three specific Components for an ethics training program. a.Frequency of Trainings: The Training of ethics...
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...information pertaining to each question raised by Mr. Laughton. • Employees should be allowed to wear dark wash jeans on dress down days provided they do not have rips or holes. Shirts should cover midriffs and shoulders and represent employees with an element of class. • Restricting body art and piercings would help give the employees a polished look and would allow for employees to make a professional first impression on clients. • Supervisors need to inform employees when their clothing is inappropriate. This can prevent the same employees from having similar problems in the future. Supervisors might find it helpful to have a specific set of guidelines to refer employees to. • With detailed guidelines it would be possible for employees to have casual dress days. Employees need to remember they are representing the company. • One advantage of a dress up policy is that employees are likely to look acceptable even if they bend the rules. A dress up policy would also increase the reputation of the company because it will appear more professional. A dress-down policy simply confuses employees about what is considered appropriate. Casual dress policy can may simply cause more problems within the organization. I think you will find it most appropriate and in the best interest of the company to consider a more professional dress-up policy. All the Best, Name Schilling & Voigt, LLP 4500 Water Street Bridgeport, CT 06699 Phone:...
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...Flores, Jireh Micah H. 29 April 2016 Linayao, Jacklyn Care A. FRM 171 H-1L Magno, Mary Angela Sariga, Deborah Keren A. Case Study: Armour Garments Company I. Time Context The Time context of the case was during the year of 1975 when the Armour Garments Company (AGC) is facing stiff competition and financial difficulties. The officers of the company considered liquidation of their business and see if they’ll still be able to continue managing the business. II. Point of View The case will be analyzed from the point of view of the owners of AGC. III. Problem/s identified A. Production * Sewing machines could not be utilized to manufacture other type of garments and because of this the company cannot venture other commodities such as jeans and polo shirts. B. Competition * Other undershirt factories started to open (threat of new entrants *Porter’s five forces) * Its serious threat was the operations in the Divisoria middlemen * The disloyalty of the Middlemen when it comes to lower cost ad longer credit terms in products. * Its sales did not increase nor decrease because of the growth population. The management ignore this and became relax because they still earn the profit. * There was no investment in the company. C. “Blossom” Brand * In 1971, the demand for undershirts went low due to the change of fashion trends. * More factories rise and were more willing to negotiate...
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