Quiz 2 Essay Example | Topics and Well Written Essays - 500 words - 1

Quiz 2 - Essay Example Bacterial reduction through this process prediction was nonetheless as a result of the exposure of rainwater to sunlight and sedimentation. The materials and methods of monitoring flood controls in water shed rely on the relative proximity of these areas to the dry lands. The relative proximity of spillways to dry lands provides a direct drainage facility. An example of this facility is the Pon Court and copperhead sites, which acted as the automated valve outlet pipes. These automated valves outlet pipes ensure a perfect flow of runoff from the bacterial infected areas, which contributes to a watershed within shorter durations. In summary, improvement of pollutant removal system has been brought online to be adopted by various towns and cities. This would ensure bacterial infections controls are adopted by a wider world’s populace. The remote view of water level and rain gauge data through the internet is an important interphase project. In addition to monitoring and controlling of this project, the remote view paved way for an inlet and outlet evaluation of bacterial concentrations in the retrofitted

Operations Management Essay Example for Free

Operations Management Essay Carefully review the assignment scenario/case study. From the limited information in the scenario/case study, along with your answers to the unit three written assignment, identify at least three direct and specific long-term and three direct and specific short term operations changes that Albatross Anchor must make to gain a clear and sustainable competitive advantage (provide detailed information to validate and support each recommended change) Long-Term Operational Changes (01) Building Renovation: Moving the equipment around to make sure that it is better organized. Moving the foundry to where the raw products and finished products are located right now will open up the receiving and shipping. Receiving and shipping now can be one big area with the possibility of adding more equipment to the area which would bring down the delay between the two anchors. If there is a way of dividing the manufacturing area so that the area can make both anchors at the same time instead of having that 36 hour window of changing the equipment. This will cut cost down on the down time and increase the profit margins. (02)Technology: Having up to date technology added to the area will help eliminate some of the equipment that technology could do. Also up to date technology in the administrative offices is important as well so that all employees on the floor and in the offices know what is going on. Having this technology will be safer and faster production. (03)Equipment: Updating the equipment if possible that would do more in less time would help with building up the profit margins. Adding more equipment so that both anchors can be made at the same time will also bring in the profit margins. Moving the equipment around to make room for new or making the foundry and other equipment to divide the manufacturing area to have the area produce both anchors. Short-Term Operational Changes (01)Budgeting: Budgeting the funds around to help upgrade the technology and equipment. And the funds to have more employees. The cost of what will cost to do all the long time and what the company will make after everything is complete. Having a budget will help with what can be done now and what we can see if we can get help or something that will have to wait until funds are available. (02) Employees: All employees new and old know the procedures and rules of the company. What the employees need to do to make it easier of a change. Train them on the new technology and equipment and what needs to be done. Having all employees knows the two types of anchors is very important especially the administrative office when they have callers that have questions and those that are shipping out the anchors. Sending out the wrong anchors to the customers can lead to loss of money and customers. Because of the items not being right they would think that Albatross Anchor is very none organized and more to a company that looks more organized. (03) Update administrative offices: Updating the offices will have the customers that come in want to do business with Albatross Anchor. Trying to have a couple of the administrative staff are knowledgeable in the anchors will help the other administrative staff with training and be the go to for all questions that they may have. Having updated technology the administrative will be able to do a lot more to help with the business and be able to know when delivers are coming and what amount is coming. This way all employees that deal with shipping and receiving will be on the same page. Question Two From the list of ten operational issues in the Unit 6 assignment instructions select four operational issues. For each of the four operational issues explain in detail that operational issue will help Albatross Anchor improve; 1) job retention, 2) employee morale, and 3) employee dedication. Operational Issue One: Cross Training Job retention: Have cross training employees will be able to work in different areas so if an area is short on employees can move someone to the area of shortage to help and keep everything going. This will also give the employees more of an opportunity and look for work if a position opens up. Employee morale: Having employees cross train over in areas will make them feel valuable to the company, which will give positive results in the work environment and in the employees. Employee dedication: Having employees cross train and having them feel valuable will help bring employees continue to work and want to work at Albatross Anchor. Operational Issue Two: Gain sharing and profit sharing Job retention: profit sharing created the employee will benefit of the financial success of Albatross Anchor. With the growth of the company and valuable employees will help with this success. With the employees knowing that they are benefiting from the profit sharing will continue to stay and work hard. Employee Morale: Employees will feel appreciated if they receive financial rewards. Being rewarded of their hard work created positive morals for the employees and the company. Employee Dedication: Employees has personal responsibility for the profit sharing in the company success, especially when all employees benefit when the company is successful. This will create employee dedication. Operational Issue Three: Ergonomics Job retention: Having hard physical labor brings short and long term damages. Ergonomics ensures that workers operate in the most safest and productive ways. Having a company pay attention to workers health will keep employees when they know the company cares about their employees. Employee morale: Working in hard manual labor rises the risk of damage to the employees. Having the employees know that they are working for a company that cares about their well-being will bring employee morale high. Employee dedication: Employees that feel the company is invested in their employees will bring dedication from their employees. Operational Issue Four: Technology and automation: Job retention: Improving the technology and automation will help bring the company safer and a better place to work for. Having this done will bring Albatross Anchor up to date with safety procedures. Employees will feel safe knowing they are working with the latest technology and automation. Employee morale: Workers will take pride in their work when there is an up to date technology and automation. Employee dedication: Employees that work in up to date technology and automation will come to work happy and will be dedicated to the company. Conclusion If the Albatross Anchor takes these long and short term improvements. The company will be a very successful company and many customers will continue to purchase anchors from them, especially if the company are producing both anchors at the same time. Having employees that want to come will also help bring in the success of the company. No one wants to come and work for a company that doesn’t care or show their appreciation in their employees and help with rewards after the company starts getting a profit after the changing of the equipment and moving things around. As long as Albatross Anchor does the changes and upgrades that need to be done and show support and appreciation to their works Albatross Anchor will be a successful company and one that many customers and possible customers will talk about.

Definition Essay - Defining Freedom -- Expository Definition Essays

Definition Essay – Defining Freedom Is it possible to define freedom? To define freedom is more than a difficult task, but perhaps easier than one might imagine if not overanalyzed. Given ample time to consider the task, however, a simple, sufficient definition can present itself: freedom is the ability to choose, for any creature living life in any place in any time. There is no greater truth to the statement, and no underlying meanings; freedom is simply the ability to choose. So one might ask, "If this ability to choose applies to all creatures in all places in all times, why can freedom only be defined in the context of the specific creature whose definition of freedom is concerned?" That is simple. Freedom is something that can only be experienced to some extent; there is no such thing as absolute freedom. However, each varying life form has differing boundaries to which this freedom can conform. If such a thing as absolute freedom were to exist, then those who possessed it could do absolutely anything imaginable. One could then wonder, if there is th...

CanGo Company Analysis Essay

Issue 1: Absence of planning for the startup business. Analysis and Recommendation: The founder of the CanGo Company had given little thought to the long range plans and direction of the company beyond the basic steps required to get the business in place. The organization’s successes could be attributed to the unique niche the CEO was able to fill for consumers mixed with old fashioned luck. Yes However, relying on these attributes to carry the business indefinitely would be ill advised. The largest risk in not utilizing strategic planning is failing to anticipate for fundamental changes in customer expectations, employee morale, regulatory requirements, competitive pressures, and economic changes. The company may lose valuable lead time and momentum when trying to catch up to these changes that could be severely detrimental to the company (Olsen). The first order of business for CanGo to move the company to the next stages and build a sustainable business would be to generate a vision statement, mission statement, and a specific strategic plan that can be used as roadmaps for the company’s next two to five years of operation. These elements should be considered the most important and immediate objectives for the top management of the company. They will form the basis of all other business decisions to be made in the organization’s foreseeable future. Issue 2: Missing strategic planning for  the future of the company. Analysis and Recommendation: The failure of management to have a realistic plan is clear when analyzing the speech given to the Hudson Valley Business association. Liz fails in her ability to outline the steps she took in order to create a successful business. Instead she covered her tracks with analogies of the ideas that were used to start the business. While having a good entrepreneurial concept is a commendable start if will not maintain a profitable business in the long term. The speech highlighted the disorganization of the company’s management. There was no mention of setting goals, strategic planning, market analysis, or financial considerations, or any other type of due diligence. The lack of a comprehensive plan will also impact the health of the internal portion of the organization. The reaction of other employees to the speech was that of disbelief of just how much of their livelihood has been left to chance. Employees clearly have a lack of confidence in the leadership of the company. This becomes even more apparent at the staff meeting that shortly followed this speech that announced the changes in the company’s direction to move toward online gaming. What is the recommendation? A comprehensive plan? Issue 3: Deficiency exists in research for decision making. A formal structure to company decisions is nonexistent and there is a failure to utilize team strategic planning. Analysis and Recommendation: The company was looking to start a new venture in the new and fast growing market of online gaming. The key employees of the company did not seem to be very interested or enthusiastic about the idea of online gaming. They proposed other ideas that were quickly shut down or were completely ignored. When starting any new product or service in a company there is a need for designated teams who can do the research to find out if the product or service will work well in the designated market. Along with the research team the company needed to involve their financial department to see where the company stood financially and risk analysts to analyze the risks associated with the new product or services. It is clear that CanGo did not have any type of formal strategic plan for moving forward. All the members  of the planning team needed to be on the same page. Andrew, the company’s Director of Marketing, just seemed to be thinking about having fun. â€Å"I know this is a hard concept, but we’re talking about fun. You know fun? Remember when you were young?† (Prentice Hall, 2002) while Ethel, the Director of Accounting, was concerned more about the financial aspects of online gaming, how it’s going to impact the organization, and where it is going to take the company. Elizabeth, the CEO and company founder, needs to have another meeting with the key members of all the departments and pay attention to her staff’s concerns pertaining to the online gaming venture before moving any further with the online gaming plans. Issue 4: Lack of direction and good communication practices Analysis and Recommendation: The Director of Operations assigned Nick, a senior staff member, the task of developing an implementation plan. There was a brief description of the different tasks involved with this project. The conversation was purely one sided. Without the necessary feedback the result was a loss of clarification. In order to create the type of motivation and momentum for such an implementation plan a simple project diagram or network could have been used. â€Å"The project network is the tool used for planning, scheduling, and monitoring project progress. The network is developed from the information collected for the Work Breakdown Structure and is a graphic flow chart of the project job plan† (Larson & Gray, 2010). In order to get the online gaming implementation plan going there needed to be an organizational hierarchy. A Gantt chart, project network diagram, or just a simple prioritized to-do list would have helped Nick to give his task a good start. Good. Instead he had to depend on his co-workers for guidance. This took them away from their own work and created inefficiencies. In project work there is no time to lose on assumptions. The only way that a project will succeed is with good practices of communication and organization. The CanGo implementation team had to play catch-up when they should have been breaking down the tasks into a Work Breakdown Structure format which could have been shared by all team members involved. Issue 5: Deficiencies exist in communication and  organizational/prioritization skills. Analysis and Recommendation: When assigned to launch a new gaming project on behalf of the company, Nick didn’t exercise any structured plan of action. Neither had he requested for any supervisor help when it was required for project implementation. Nick should have visualized a proper project plan for introducing a new online gaming system on behalf of the company. Nick and his team members were able to initiate the project implementation based on management approval. By using a Gantt chart, Nick should have prioritized his team work assignment according to project goals. By using proper project planning Nick would have performed better and allowed him to address all identified issues such as hardware, software, recommendations, price comparisons, and testing. Nick did not ask the right questions during project implementing nor during the assignment of the project to him. When projects were allocated to him, his statements were obscure and incomplete. He should have informed management if he knew about his personal shortfalls in the first place. During the project implementation, he should have gathered more knowledge and direction from supervision to successfully implement the assigned project. Issue 6: Absence of clear direction and prioritization from management. Analysis and Recommendation: Employees were presented with the news that sales were about to be increased by five hundred percent. The â€Å"coach† discussed different tasks that needed to be completed due to the increase in sales. He gave priority to order fulfillment. The significance of other tasks was debatable because the coach did not necessarily put the rest into any kind of order. The Coach gave a timeframe of October and I am assuming that he expected the team to decide in what order the tasks were to be completed. I like most that he opened up the floor to discussion to decide if there were any other tasks that were needed to be completed that he may have left out. This was a good way to include his subordinates in the planning process but again there was not any indication on priority for any suggestions that were given. I feel that too much leeway was given to the team. The coach should have used a Gantt chart to explain the tasks at hand, what needed to be completed, and given specific deadlines. References: Larson, E., & Gray, C. (2010). Project management, the managerial process. (5th ed., p. 158). Olsen, E. (n.d.). Risks of having no strategic plan. Retrieved from http://www.dummies.com/ how-to/content/risks-of-having-no-strategic-plan.html Prentice Hall (Publisher) (2002). Mastering management: Planning. Retrieved from http://www.devryu.net/re/DotNextLaunch.asp? courseid=8122292&userid=8123623&sessionid=02bf3430d3&tabid=3hOXWa4X+vEY bMogOOfyF/Y92qckiqw5bkr3INJJiCQ=&sessionFirstAuthStore=true&macid=MKq5/ WI0XIZJfxogF9ZSb8WSMMXJQO4uX3qPSN9LnLH61T9jATzfp X4V+WdAFCff8okk3HfeqPJT1u4URUXCDuBTt6q2Rv8h3nkOlI/ bowSZIVwVacF6cGBZ6dIyKpp8ojt9strwWUQ2rz0UTljeefD9/ maBRs+49nMB+RDjmwSFQ1vJvleOgIJwFo/e8j+aJWL8/SUmKonAXixcZgSL6w== Prentice Hall (Publisher) (2002). Mastering strategy: Concepts of strategic management. Retrieved from http://www.devryu.net/re/DotNextLaunch.asp?courseid=8122292& userid=8123623&sessionid=02bf3430d3&tabid=3hOXWa4X+vEYbMogOOfyF/ Y92qckiqw5bkr3INJJiCQ=&sessionFirstAuthStore=true&macid=MKq5/ WI0XIZJfxogF9ZSb8WSMMXJQO4uX3qPSN9LnLH61T9jATzfp X4V+WdAFCff8okk3HfeqPJT1u4URUXCDuBTt6q2Rv8h3nkOlI/ bowSZIVwVacF6cGBZ6dIyKpp8ojt9strwWUQ2rz0UTljeefD9/ maBRs+49nMB+RDjmwSFQ1vJvleOgIJwFo/e8j+aJWL8/SUmKonAXixcZgSL6w==

Springville Herald Case

The first data we analyzed was which errors occurred most frequently. The above Pareto chart serves to separate the â€Å"vital few† errors from the â€Å"trivial many†. The first 7 types of errors (from left to right) account for 78% of the total service errors. Concentration on eliminating those types of errors is a good first step in minimizing customer service errors and boosting revenue. If you can eliminate less than half of the error types you can eliminate more than 2/3 of the total errors. Next we looked for correlations between the data above and which errors were most costly. We again chose Pareto charts to express the relationships between the types of errors and how much they cost the company. The use of Pareto to express the total cost of each error type is valuable to identify which error types are costing the most cumulatively and also offers some correlations. Again we see the first 7 error types (from left to right) make up a large majority of the money spent correcting errors. 79% in fact. We find that 5 error types: Typesetting, Wrong position, Ran in Error, Wrong ad, and Wrong date occur in the â€Å"vital few† data of both frequency and total cost of errors. Further concentration on these 5 error types will not only go a long way in eliminating the frequency of errors, but will also eliminate a large portion of the total cost associated with service errors. Another important finding in this data is that while copy errors occur most frequently (17% of total errors) they are relatively inexpensive to fix (only 6% of the total cost of errors). So eliminating copy errors will go a long way in improving customer service, but will not have the same impact on the cost of fixing service errors. Examining the cost data further we can see which errors are the most expensive to fix on a per error basis. While Pareto was not necessary to express cost per error (cumulative % is not important in this case), it is the easiest type of chart to read with this much data and serves to show (from left to right) which errors are the most expensive to fix per occurrence. These findings reveal that Ran in Errors are the second most expensive type of error per occurrence. That combined with the fact that we already know Ran in Errors account for the highest total cost of errors (20. %) and are the 4th most frequently occurring (9%) tells us that concentrating most heavily on eliminating Ran in Errors would be the most efficient way to simultaneously improve customer service and cut costs. So let’s took a closer look at Ran in Errors. As you can see, Policy Ran in Errors are the most frequently occurring (53% of total) and by far the most expensive (82% of total). Eliminating these e rrors as quickly as possible would be the most efficient way to achieve the goal of improving customer service and cutting costs. Some information that would be useful to examine would be how the errors interact with each other. Do some errors cause others? Even if no error directly causes another it would be useful to know if eliminating errors that occur at the beginning of the publishing time line would prevent others from occurring due to the nature of publishing them. Also, observe the histogram below. As you can see the number of help desk calls per day is concentrated between 40 and 70 per day. It would be useful to know what errors these calls are in regard to. With the average calls per day known, the Herald can also streamline their customer service department to be able to handle this volume efficiently.