...Designing Toshiba’s Notebook Computer Line A Study of Manufacturing Capacity 12/12/2011 MGT 393-03 Introduction We analyzed a Toshiba assembly line plan for a new subnotebook computer. The engineering section manager, Toshihiro Nakamura, wants to make changes to the line process as designed by the engineers. The basic assembly line equipment and space already exist within the Toshiba plant, so the subnotebook assembly process must conform to those preexisting constraints. Specifically, the assembly line is a straight 14.4-meter conveyor system that can accommodate 8 to 12 workers plus one supporter to aid in the assembly process. The employees work at assembling for 7.5 hours a day. The computers are assembled from inventory provided by separate employees. Because it is well managed, there is no concern about supply for the line. Production quantities for the subnotebook computer are to begin at 150 units per day and increase to 250 in a week with the ultimate goal of 300 computers per day. We used a number of analysis calculations in our decision support model to show the capacity and relative efficiency of different iterations of the assembly line. We have also shown a possible solution to the main problem of the case: As the process is designed, it is impossible to attain 300 computers in a 7.5-hour shift using only one line. The decision support model shows one option for how this can be solved with a given set of assumptions. Discussion The decision...
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...The Birth of the VCR Industry (case analysis) This case looks at the efforts of six companies to become pioneers of VCR technology over a span of twenty thirty years; the six companies being RCA, Ampex, JVC, Matsushita, Sony and Toshiba. JVC Sony and Matsushita succeed in the 1970s and were the big winners in the VCR race where the others failed. The success of these three companies was based on Learning and on Strategic Clarity and Consistency. When the Strategic Management of Technology is discussed the focus comes down in the end to innovation, that is when and how to best introduce a novel product to a market. And for those purposes the timing of market entry, product positioning and organization of production and distribution. After that a company can either be a pioneer of a technology or it can be a follower. What this case shows that neither promises that the company will be a success in the end. In the 1950s RCA, Ampex and Toshiba were all to develop a practical videotape recorder. Ampex was the first to succeed and their product took the market by storm. A few years later RCA and Toshiba also followed in suit. All three companies did not consider that the VTR could be made commercial for a mass market. They did not keep up pace. When JVC, Sony and Toshiba saw the success of the other three companies they then embarked on programs of technical development and commercial enterprise so as to develop their own competing products which they had ready when the VCR market...
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...- LEVEL 7 ------------------------------------------------- Strategic Management – SM 701 ------------------------------------------------- Lecturer – Armin Wartanian Strategic Management Report for Toshiba GROUP 9 Group members: ID # Mozammel Hossain Forhad 1405047 Jaskaranvir Singh 1404037 Moni Abraham 1412202 Moti Chambakattil preman 1406018 Ravi Teja Erukula 1405026 Issue Date: 13 January 2015 Hand in Date: 19 February 2015 Word count: Executive Summary The importance of this research is to find and evaluate SWOT analysis of Toshiba and can plan on how to improve its current market situation and how to increase the sales of current products compare to competitors. Company is still struggling for selling their Mobile and Storage device and some other products. Our research is based on their financial sector, Sales and distribution, technological sector, Marketing Department and Management department. Most of the cases they are doing well specially LCD TV and Home Appliance sector. And they have a huge opportunity to do well in health care product. Still they have some problems of after sales services. In SWOT analysis our group analyzes...
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...Functional View of Work Processes Businesses do not think in terms of product or service lines as much as business functions. For example, a company that makes shoes will have manufacturing, packing, shipping, human resources, marketing, etc. as basic functions that must occur across all types of shoes they manufacture. To have quality products or services, each of these functions must work with the other functions. If there’s a problem with how one function is accomplished, this will impact the other functions. As a result, businesses must pay attention to the quality of each function and how the different functions interact with one another in their overall impact on the business. This functional thinking is what has allowed for the growth of outsourcing—companies identify the functions that are core to the quality of their business and then outsource the other ones. Many companies have also begun to sell their expertise in their core functions, recognizing that another service they can provide is to either show other companies how to do what they do best, or to actually take over the function for the other company. Standard Setting Another key business principle in a flat world is standard-setting. For each business function and sub-function, businesses set two kinds of standards. Process standards identify how a function must be performed. Outcome standards identify the key results of the performance of a particular function. Setting standards allows companies...
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...Toshiba CSR Audit: The Relationship between Japanese Corporate Governance and Toshiba’s Accounting Scandal Ryan Shane West Chester University MGT 313-08 Dr. Fisher March 15th, 2016 Table of Contents Introduction……………………………………………………………………………...……………………………………………………………3 CSR Analysis…………………………………..…………………….…………………………………………………………………………………4 Stakeholder Analysis………………..………….…………………………………………………………………………………………………5 Consumer Analysis…………………….…………………………………………………………………………......................5 Shareholder Analysis……………...…………………………………………………………………………………………………6 Employee Analysis…………………….……………………………………………………………………………………………...7 Executive Management Analysis……………..………………………………………………………………………………..7 Role of Government, Business & Society...…………….………………………………………………………………………………8 Role of Government……………….….……………………………………………………………………………………………..9 Role of Business………………….………………………………………………………………………………………..…………..9 Role of Society…………………….……...………………………………………………………………………………………….10 Conclusion…………………………………………………………………………………………………………………………………………….11 References……………………………………….……………………………………………………………………………………………………13 Toshiba Inc. is a Japanese multinational conglomerate that is considered one of the world’s leaders in information technology (Toshiba). In July of 2015, CEO Hisao Tanaka stepped down in light of the findings that Toshiba had been overstating its earnings for the past seven years by over $1.2 billion USD (Investopedia 2015). This scandal began in 2008 after the financial...
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...This case primarily talks about the fluctuation of the Yen and U.S. Dollar over time and its impact on the global market place. It shows us the significant impact that foreign currency markets can have an effect on well diversified organizations such as Sony. In their early years, Sony had the luxury operating in a currency that was weak against the dollar. Since the yen was so cheap, Japanese Foreign Exchange saw export levels extremely high and growing rapidly. Japanese Foreign Exchange policies favored organizations such as Sony which encouraged them to continue to expand in their export markets. First Endaka (High Yen) in 1986 became 150 yen against dollar. This led to serious problems for export companies and a potential pain for entire Japanese economy which was very dependent on international trade. Strong yen was due to strong Japanese economy, large trade surplus, and large foreign-exchange reserves in the world. However, there were cracks that began to show in the Japanese economy. Sony’s current struggles are not due to the products that they make as they are among the best the consumer electronics market can currently offer. Their struggles come from Japan’s inability to stop its currency from strengthening. The strong yen created a sharp drop in exports from Japan which also hurt Sony’s financial statements. When Sony converts from the dollar or euro to the yen, their earnings are assets are worthless. Remittance of dividends back to Japan will be worth less...
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...Question 1: In the case study Blu-ray versus HD-DVD: A standards battle in high-definition video (Schilling, 2013,pp 65-66), what factors do you think influenced whether (1) consumers, (2) retailers, and (3) movie producers supported Blu-ray versus HD-DVD? Discuss and justify your answer using the theory behind the selection of dominant designs. Intro; In the early 2000’s Toshiba and Sony, two tech giants went head to head to provide homes with the next generation of high definition video. Toshiba’s new technology was called HD-DVD and was compatible with the old technology, DVD. Sony released Blu-Ray which required a new playing system altogether. After both companies had secured major contracts in the entertainment industry there was one moment that helped Sony to become the dominant product. Time Warner, formerly in alliance with Toshiba, switched to Sony prompting other undecided companies, including Walmart and Netflix, to follow suite. After this the tech war was effectively over and Toshiba ceased production of HD-DVD’s and components. Although at the same time an alternative product for watching movies was growing; online streaming. This provided a similar experience, depending on how fast the internet was in the area, but at a cheaper cost of being digital media. Consumers; in the fight for supremacy the early adopters of the technology are very influential because they will be more likely to have researched about which product was better based on technical factors...
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...hold an exclusive right to sell an invention of “Toshiba Feet Hygiene” in Singapore, it is a must to register our invention under the Patent of Intellectual Property. A contractual arrangement makes a legally protected asset from such unauthorized copying and production of a product. As well as, licensed for trade secret, which protects the company’s’ product invention details confidential such as, product’s components. Moreover, understanding and enabling conditions of Singapore market will determine success of our marketing model. We use direct exporting as our market entry strategy because exporting is the most common way to enter foreign market and we shall sell our “Feet Hygiene” in Toshiba electronics stores. As well as gaining recognition from the presses and other business associates by exhibiting in a specific industry trade show (expo) showcasing our latest extension of product invention to be increasing in popularity. Furthermore, “Toshiba Feet Hygiene” is produced in Bangkok, Thailand due to lower labor cost. However, the production process is supervised by experienced Singaporean professional personnel under an international standard. This enhances us full control over price and the product itself, and which exports and assembles at the very best exhaustive quality in Singapore as a Greenfield operations. The main office of Toshiba Singapore PTE LTD is located on Panjang Road; Maple tree Business City and Toshiba service center is located on Toh Guan Road East...
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...world to show just how fragile global supply can be. With almost 9% of the world’s economic output coming from Japan, these events have had a direct impact on many companies that rely on Japan for manufacturing parts, and have caused countless disruptions across the global supply chain. For example, it has been reported that Apple was facing tight supplies on the lithium-ion batteries used in its iPods. The bottleneck was traced to Kureha, a relatively obscure Japanese chemicals manufacturer which had to shut down its factory near Iwaki following the disaster. Although the company’s factory had remained intact, it was the damage to the ports that was creating the blockage in the supply chain. How does a company that outsources its production deal with unexpected events ranging from Japan’s catastrophic earthquake and tsunami to unprecedented floods in Australia or an Icelandic volcano? Until recently, many corporations entrusted their supply chain operations to middle level management. The chief purchasing officer, if he/she existed, usually reported to the CFO, CIO or COO. CEOs had relatively little exposure and experience in dealing directly with supply chains. Often, the purchasing officers paid more attention to cost and product quality than to the risk factors in sourcing. The earthquake in Japan is changing all of that since many global supply chains have been disrupted to varying degrees. The global supply chain is the natural outgrowth of a rational attempt to remain...
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...Walkthrough Major Study and Learning Features The following section highlights the key features developed to provide you with the best overall text available. We hope these features give you maximum support to learn, understand, and apply operations concepts. C STRAEPYTANDR 2 H AT G E SUSTA Chapter Opener INABILITY Learning Obj LO1 LO2 LO3 LO4 LO5 LO6 ectives Understand the parameters of a sustainable opera Understand the tions and supply competitive dim chain strategy. ensions of opera Identify order tions and supply winners and or chain strategy. der qualifiers. See how strategy is implemented through operatio Introduce the co ns and supply ch ncepts of risk as ain activities. sessment and mi Show how prod tigation. uctivity is me asured and ho supply chain pr w it relates to ocesses. operations and Chapter Outlin e 25 Mi ssi on St at em en ts wi th As pir at ion s be yo nd Ma 26 A Su sta ina kin g a Pr of it ble Op er at ion s an d Su pp ly Ch ain St rat eg y 28 W ha t Is Op er at ion s an d Su pp ly Ch ain Competitive Dim St rat eg y? ensions The Notion of Trade-Offs Order Winners and Order Qualifi ers: The Marketing–O perations Link Operations and Sustainability defi ned Triple bottom line defined supply chain str ategy defined Operations eff ectiveness defi ned Straddling defi ned Order winner defi ned Order qualifier defined e Ris k As so cia system maps defi ned te d wi th Op er at ion s an d Framework Su pp ly Ch ain St rat eg ies 37 Pr od uc tiv ity Supply chain risk...
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...STRATEGIC MANAGEMENT BPMN6023 INDIVIDUAL TERM PAPER “DELL INC. : CHANGING THE BUSINESS MODEL (MINI CASE)” PREPARED BY : MOHD NOOR SHARIFFUDDIN AL-MUHARRAM BIN MAT SHUIB @ SHARIF MATRIX NO : 814812 MASTER OF BUSINESS ADMINISTRATION UNIVERSITI UTARA MALAYSIA TABLE OF CONTENTS Description | Page | 1 | Executive Summary................................................................................................. | 3 | 2 | Company Background.............................................................................................. | 3 | 3 | Industry Background................................................................................................ | 4-5 | 4 | Internal Environmental Analysis.............................................................................. | 5 | 5 | External Environmental Analysis............................................................................. | 5-6 | 6 | SWOT Analysis......................................................................................................... | 6-7 | 7 | Strategic Recommendation..................................................................................... | 8 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | 1. Executive Summary The modern business environment is characterized by intense competition and this trend...
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...begins with the resource acquisition industry sector like silica extraction for computer chips. The end users for this silica are the silica refiners which is the next industry sector. After refining the silica, the silicon is used by computer part manufacturers to turn it into chips and computer parts which is the third industry sector. Next sector is the computer manufacturers like Apple and Dell. After this the value chain has service companies for the computers as well as the retail network to sell the computers as the next industry sector. Betz in this case study reviews Samsung Electronics, an electronics company which created laptop components but moved through the value chain to become a leading laptop manufacturer (Betz, 2011). Figure 1: Industrial value chain (Betz, 2011) Betz describes the evolution of laptop computers from without disk drive earlier model to the heavy IBM and Toshiba models in 1986. Toshiba redesigned the laptop to lighter version and became successful by 1990. With the advance of laptop adoption, operating system company Microsoft and chip manufacturer Intel grew alongside. Samsung became a major global parts supplier for laptops by 2001 (Betz, 2011). In 2001 Samsung proceeded to cross the chasm from being a parts supplier to a computer manufacturer when it sent its laptop, which was thinner and lighter than the market leader Sony Vaio, to Michael Dell. This laptop was sold by Dell in U.S. under the Dell label and helped Samsung move up the...
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...Industrial and Corporate Change, Volume 19, Number 1, pp. 81–116 doi:10.1093/icc/dtp032 Advance Access published June 22, 2009 Who profits from innovation in global value chains?: a study of the iPod and notebook PCs Jason Dedrick, Kenneth L. Kraemer and Greg Linden This article analyzes the distribution of financial value from innovation in the global supply chains of iPods and notebook computers. We find that Apple has captured a great deal of value from the innovation embodied in the iPod, while notebook makers capture a more modest share of the value from PC innovation. In order to understand these differences, we employ concepts from theories of innovation and industrial organization, finding significant roles for industry evolution, complementary assets, appropriability, system integration, and bargaining power. Downloaded from icc.oxfordjournals.org at University of Dhaka on June 19, 2011 1. Introduction The power of innovation to reward pioneers with exceptional profits is well known. Yet, as recognized in various strains of the business strategy literature, the value generated from the innovation is generally shared by the innovator with some combination of component suppliers, intellectual property owners, providers of complementary products and services, competitors, and consumers. This is all the more true as firms focus on a set of core activities and rely on a network of allies and suppliers to help them create and produce innovative products. In such...
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...Ethical Code and CSR activities: DEFINITION of 'Code of Ethics' A code of ethics document may outline the mission and values of the business or organization, how professionals are supposed to approach problems, the ethical principles based on the organization's core values and the standards to which the professional will be held. A guide of principles designed to help professionals conduct business honestly and with integrity. A code of ethics document may outline the mission and values of the business or organization, how professionals are supposed to approach problems, the ethical principles based on the organization's core values and the standards to which the professional will be held. Corporate social responsibility Corporate social responsibility (CSR, also called corporate conscience, corporate citizenship or responsible business) is a form of corporate self-regulation integrated into a business model. “By Mallen Baker” One of the most frequently asked questions at this site - and probably for all those individuals and organizations dealing with CSR issues is the obvious - just what does 'Corporate Social Responsibility' mean anyway? Is it a stalking horse for an anti-corporate agenda? Something which, like original sin, you can never escape? Or what? Different organizations have framed different definitions - although there is considerable common ground between them. My own definition is that CSR is about how companies manage the business processes to produce...
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...CASE ANALYSIS ON OPERATIONS STRATEGY AT GALANZ 1. Rank the importance of Galanz’s operations objective of cost, quality, flexibility, delivery, service and innovations. How has the importance changed over years? Ans: The operation objectives are based on its competitive advantage, customers’ needs, business environment and opportunity. Galanz’s most important objective was cost as it only had abundant supply of land and labor. Since it used cost leadership, it helped to lead the market by eliminating its competitors during the early stages of business. It helped not only to capture Chinese domestic market but also helped to attract foreign market as well. Galanz expanded their business in overseas market through OEM so they prioritized delivery as they had to provide various equipments and components efficiently. They also focused on quality because in order to capture foreign market and develop a long term relation with foreign companies, quality was very important. As they expanded their business through OEM, OBM and ODM, it further facilitated them to operate with more ease in the market. They didn’t have to rely on other companies for various designs and components. A micro oven’s major component was magnetron so they had to rely on it through its suppliers. The suppliers decided to reduce the supply of magnetron which prompted Galanz to initiate a major investment in magnetron R&D in 1997. Then they transformed into ODM which was very successful. They focused...
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