Dana Holding Corporation CEO Gary Convis gave a speech about how the company is transcending turbulence in the automotive industry. He discussed how Dana has implemented an Operational Excellence initiative using the Dana Operating System to drive process improvements across its global manufacturing operations. Some early results include reduced changeover times, increased production capacity without extra resources, and lower scrap rates. Convis emphasized that while long-term solutions like alternative-energy vehicles are important, there are also benefits to be gained from systematic process improvements and returning to fundamentals. Dana is focusing on growth by leveraging its diversification in sectors like off-highway vehicles and expanding globally.
Everything an organisation does is now the focus of Advanced Business Process Management. Variation is inherent in almost everything we do and even with change this variation does and should still exist. The change challenges companies face all link back to their process agenda - we have to update our approaches if our enterprises are going to continue thrive
The thinking, tools and techniques within Advanced BPM can be applied directly to our own organisations after less than a week of training. The terminology used can be adopted, if necessary, across an enterprise although in reality many will apply the tools and make changes without ever having to be too specific as to the techniques used. This may range from the individual improving performance from the context of the remit where they have influence, to sustained change programmes at an organisation level.
A detailed overview of the Advanced BPM Framework as the latest wave of BPM change approaches and how it aligns to the practical change framework required in 2013 and beyond. 9 tools to identify, prioritise and deliver revenue/cost/service improvement change. An implementation framework that can be easily dovetailed into existing best practice approaches to practically deliver change in a secure, structured and low risk manner
Advanced BPM shows that the way we traditionally view process is an illusion and prevents us from viewing business in a way to enable significant change. Viewing what we do from the perspective of the outcome enables us to think of performance change initiatives that would never occur to us if we only study our business in the traditional manner.
The document provides an overview of the American Community Survey (ACS), describing what it is, how data is collected and released, and key differences between the ACS and the Decennial Census. The ACS is a large, continuous demographic survey that produces annual and multi-year population estimates for small areas. Data is collected each month and products are released the year after collection. The ACS uses a different methodology than the Census, with differences in residency rules, sample weighting, and how data is allocated. It produces estimates over time periods rather than a single point in time.
The document discusses a research task assessing the importance and use of group quarters data from the American Community Survey (ACS). It provides the results of a survey of 89 respondents on their use of total population, household population, and group quarters population data from the ACS. It finds that ACS group quarters data is frequently used for allocating funds, providing data, and policy/program development and administration, especially by federal, state and local agencies. Characteristics of those living in group quarters such as age, disability status, and location are also important. The document concludes some New York state laws and 20 state and federal programs require ACS group quarters or population characteristics data for determining eligibility or allocating funds.
This document summarizes and compares different measures of inflation and cost of living in the United States. It discusses the Consumer Price Index (CPI) produced by the Bureau of Labor Statistics, the Consumer Expenditure Survey conducted by the Census Bureau, and other inflation measures like the GDP deflator. It also describes several sources that provide cost of living comparisons between geographic areas, including the ACCRA Cost of Living Index, ERI Cost of Living Analysis, and HUD Fair Market Rents. The document advises readers to consider the methodology and geographic coverage when choosing a data source for cost of living comparisons.
Everything an organisation does is now the focus of Advanced Business Process Management. Variation is inherent in almost everything we do and even with change this variation does and should still exist. The change challenges companies face all link back to their process agenda - we have to update our approaches if our enterprises are going to continue thrive
The thinking, tools and techniques within Advanced BPM can be applied directly to our own organisations after less than a week of training. The terminology used can be adopted, if necessary, across an enterprise although in reality many will apply the tools and make changes without ever having to be too specific as to the techniques used. This may range from the individual improving performance from the context of the remit where they have influence, to sustained change programmes at an organisation level.
A detailed overview of the Advanced BPM Framework as the latest wave of BPM change approaches and how it aligns to the practical change framework required in 2013 and beyond. 9 tools to identify, prioritise and deliver revenue/cost/service improvement change. An implementation framework that can be easily dovetailed into existing best practice approaches to practically deliver change in a secure, structured and low risk manner
Advanced BPM shows that the way we traditionally view process is an illusion and prevents us from viewing business in a way to enable significant change. Viewing what we do from the perspective of the outcome enables us to think of performance change initiatives that would never occur to us if we only study our business in the traditional manner.
The document provides an overview of the American Community Survey (ACS), describing what it is, how data is collected and released, and key differences between the ACS and the Decennial Census. The ACS is a large, continuous demographic survey that produces annual and multi-year population estimates for small areas. Data is collected each month and products are released the year after collection. The ACS uses a different methodology than the Census, with differences in residency rules, sample weighting, and how data is allocated. It produces estimates over time periods rather than a single point in time.
The document discusses a research task assessing the importance and use of group quarters data from the American Community Survey (ACS). It provides the results of a survey of 89 respondents on their use of total population, household population, and group quarters population data from the ACS. It finds that ACS group quarters data is frequently used for allocating funds, providing data, and policy/program development and administration, especially by federal, state and local agencies. Characteristics of those living in group quarters such as age, disability status, and location are also important. The document concludes some New York state laws and 20 state and federal programs require ACS group quarters or population characteristics data for determining eligibility or allocating funds.
This document summarizes and compares different measures of inflation and cost of living in the United States. It discusses the Consumer Price Index (CPI) produced by the Bureau of Labor Statistics, the Consumer Expenditure Survey conducted by the Census Bureau, and other inflation measures like the GDP deflator. It also describes several sources that provide cost of living comparisons between geographic areas, including the ACCRA Cost of Living Index, ERI Cost of Living Analysis, and HUD Fair Market Rents. The document advises readers to consider the methodology and geographic coverage when choosing a data source for cost of living comparisons.
Dean Scarborough provided an overview of Avery Dennison Corporation's performance in 2005 and outlook. Key points:
1) The company improved underlying profitability in 2005 despite weaker sales, through price increases, cost cuts, and actions to drive future margin expansion.
2) Scarborough's assessment found the company has the right portfolio and strategies to deliver long-term value, with a goal to outperform shareholders' returns.
3) Over the next 3-5 years, the company aims to make its portfolio more profitable by reallocating resources and exiting underperforming businesses, while investing in growth initiatives like RFID and expanding in emerging markets.
The document is Manpower Inc.'s 2001 annual report. It summarizes that in 2001:
- Systemwide sales decreased 5.3% to $11.8 billion due to a weaker global economy and strengthening US dollar.
- Revenues decreased 3.3% and operating profit declined 23.6% as revenue growth slowed but investments continued.
- Earnings per share decreased 27% to $1.62 primarily due to currency exchange impacts. The company remained focused on providing skilled employees and workforce solutions to customers during economic uncertainty.
The document discusses the idea behind an upcoming two-day workshop on advanced business process management techniques. It notes that while many companies have undergone restructuring and optimization efforts, most have not fully adapted to the pace of globalization and technological change. The workshop aims to teach participants how to design efficient and effective business processes that more closely align with customer needs in order to gain competitive advantages. The course outline indicates the workshop will cover process diagnostics, improvement opportunities, and aligning all processes to achieve successful customer outcomes.
The document provides an annual report for ArvinMeritor for 2004. It discusses the challenges faced that year including a fluctuating economy, rising fuel prices, and global uncertainty. It summarizes the company's financial performance with sales increasing 19% to $8 billion and operating income increasing 6% to $260 million. It outlines the new CEO's plan to rationalize assets, refocus resources on core businesses, and regenerate growth through new contracts and technology.
The document provides an annual report for ArvinMeritor for 2004. It discusses the challenges faced that year including a fluctuating economy, rising fuel prices, and global uncertainty. It summarizes the company's financial performance with sales increasing 19% to $8 billion and operating income increasing 6% to $260 million. It outlines the new CEO's plan to rationalize assets, refocus resources on core strengths, and regenerate the business to drive growth and improve returns.
Rest assured, you will never think about business in the same way again. Learn new methods which you can take back and apply immediately into your organisation.
Learn to Apply process diagnostics to existing processes, calculate causes of work
and points of failure, and identify actions that can be taken to improve them. Develop a
structured approach accessible by everyone in the organization to enable immediate
and significant performance improvements. Create a sustainable operational and
strategic method suitable for both dramatic and steady state improvements.
Rest assured, you will never think about business in the same way again. Learn new methods which you can take back and apply immediately into your organization.
This document provides an overview of Ecolab's performance and outlook. It discusses that Ecolab focuses on caring for its people, helping customers prosper, maintaining financial discipline, and developing innovative products and solutions. It summarizes that Ecolab achieved strong financial results in 2006, including 8% sales growth, 13% operating income growth, and 16% diluted EPS growth. It also outlines Ecolab's strategy of circling the customer and globe to provide superior customer service and develop new opportunities. The document expresses confidence that these strategies will continue enabling Ecolab's success in 2007.
This document summarizes an interview with Sarv Girn, Group General Manager of Enterprise Technology Services at Westpac. Girn discusses five key focus areas for technology leadership: strategy, governance, delivery, people, and partners. For strategy, Girn emphasizes the importance of alignment between business and IT strategies. For governance, Girn explains how Westpac established oversight at the board level. For delivery, Girn discusses how Westpac created a master schedule and quarterly release schedule to manage large transformation projects.
SuccessFactors has seen rapid growth (37% in 2009) through its human-centered approach and focus on customer needs over traditional software vendors' desires. Led by passionate CEO Lars Dalgaard, SuccessFactors provides cloud-based human capital management software that helps companies increase business execution. While still small compared to giants like SAP, SuccessFactors' disruptive model, growing customer base, and recurring revenue stream could make it a major threat to traditional vendors.
Working with some of the world’s leading technology innovators, Steljes has developed the Business Productivity Suite to help you change the way you work for real and lasting benefit. The Business Productivity Suite comprises of the cream of today’s productivity technology, under one roof, designed to address five focus areas that businesses tell us they need to make more efficient: meetings, video and data conferencing, workspaces and flexible working, training and marketing and communications.
The document discusses the 5 dimensions of vision based on President Kennedy's vision to put a man on the moon. The 5 dimensions are: 1) having a clear purpose or "what for", 2) establishing a shared commitment or "compact", 3) clearly defining the company or "venture", 4) outlining the plan or "program", and 5) setting a clear goal or outcome. Following these 5 dimensions can help companies unleash energy and commitment to achieve ambitious goals, just as Kennedy did in achieving the moon landing.
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
Pete Hubbard has over 30 years of experience in sales roles within the data storage industry. For the past 5 years, he has worked as a Solution Sales Specialist for Insight, where he regularly exceeds sales targets and has never received a customer complaint. Prior roles include managing key client relationships and developing sales channels for various storage software and hardware vendors. He has a proven track record of signing major deals, developing new markets, and negotiating significant price increases for products.
- The document discusses an interview conducted in 2016 with Sir John Egan, who authored the influential Egan Report on the UK construction industry in the late 1990s.
- Sir John discusses the accomplishments of the Egan Report, including a dramatic reduction in fatalities in the construction sector, which he is most proud of.
- He emphasizes the importance of establishing "hard edge target cost modeling" and grinding down production processes to achieve the most optimal costs.
- Sir John believes collaborative working and sharing data across organizations could help reduce costs further, but that stronger leadership is often needed to overcome "silo working."
One of the most challenging issues in BPM is not the question of "If" it is the question of "How." This two-day program will focus on how to do design and implement efficient and effective business processes, to more effectively support the way our enterprises are adapting.
Gap Inc. 2005 annual report
1) Gap Inc. faced disappointing top line results in 2005 but still delivered solid earnings and focused on creating shareholder value by repurchasing $2 billion in stock and doubling the dividend.
2) Key initiatives in 2005 included launching the new Forth & Towne brand, developing new e-commerce platforms, and making progress on international expansion.
3) Looking forward, Gap Inc. aims to reconnect with customers and improve top line growth by focusing on delivering inspiring product across all brands, supported by effective marketing and store experiences.
Pactiv's continuous improvement journey since 2007 has been like a relay race with no finish line. Through lean initiatives, Pactiv has improved productivity, freed up $250 million in cash in 2010 alone, and used that cash to fund acquisitions and growth. Pactiv now focuses on cash flow and working capital rather than just productivity. Their operational excellence approach has earned them the "Perfect Engine Award" and allowed annual revenue growth of over $1.6 billion through acquisitions.
- Starwood Hotels & Resorts Worldwide faced significant challenges in 2008 as business trends deteriorated throughout the year and the economic downturn continued into 2009.
- In response, Starwood aggressively cut costs, reducing corporate overhead by 30% through restructuring initiatives and property-level costs through lean operations and normative modeling.
- Looking ahead, Starwood remains focused on managing costs without compromising long-term growth, driven by its strategic focus on growing its managed and franchised business and unlocking real estate value.
SAIC's employees are dedicated to delivering innovative solutions to support clients worldwide, particularly those on the front lines of homeland security and the war in Iraq. The document discusses several ways SAIC supports homeland security, including through emergency preparedness and response training, securing borders and transportation, and responding to nuclear, biological, and chemical threats. SAIC has extensive experience supporting government agencies and was chosen to integrate the new Department of Homeland Security's data network.
This document provides a 3-page annual report for SAIC, a technology and engineering company, for their 35th anniversary in 2004. It summarizes SAIC's history and accomplishments over 35 years, including helping analyze nuclear weapons, undertaking projects in nuclear energy and healthcare, and solving difficult problems for customers in many fields. It discusses SAIC's continued commitment to employee ownership and customer focus. The message to stockholders outlines SAIC's strategies under new CEO Ken Dahlberg to better serve customers, recommit to traditional values, and drive continued growth, including reorganizing into fewer customer-focused units and setting a goal to double the company's value in 5 years.
Dean Scarborough provided an overview of Avery Dennison Corporation's performance in 2005 and outlook. Key points:
1) The company improved underlying profitability in 2005 despite weaker sales, through price increases, cost cuts, and actions to drive future margin expansion.
2) Scarborough's assessment found the company has the right portfolio and strategies to deliver long-term value, with a goal to outperform shareholders' returns.
3) Over the next 3-5 years, the company aims to make its portfolio more profitable by reallocating resources and exiting underperforming businesses, while investing in growth initiatives like RFID and expanding in emerging markets.
The document is Manpower Inc.'s 2001 annual report. It summarizes that in 2001:
- Systemwide sales decreased 5.3% to $11.8 billion due to a weaker global economy and strengthening US dollar.
- Revenues decreased 3.3% and operating profit declined 23.6% as revenue growth slowed but investments continued.
- Earnings per share decreased 27% to $1.62 primarily due to currency exchange impacts. The company remained focused on providing skilled employees and workforce solutions to customers during economic uncertainty.
The document discusses the idea behind an upcoming two-day workshop on advanced business process management techniques. It notes that while many companies have undergone restructuring and optimization efforts, most have not fully adapted to the pace of globalization and technological change. The workshop aims to teach participants how to design efficient and effective business processes that more closely align with customer needs in order to gain competitive advantages. The course outline indicates the workshop will cover process diagnostics, improvement opportunities, and aligning all processes to achieve successful customer outcomes.
The document provides an annual report for ArvinMeritor for 2004. It discusses the challenges faced that year including a fluctuating economy, rising fuel prices, and global uncertainty. It summarizes the company's financial performance with sales increasing 19% to $8 billion and operating income increasing 6% to $260 million. It outlines the new CEO's plan to rationalize assets, refocus resources on core businesses, and regenerate growth through new contracts and technology.
The document provides an annual report for ArvinMeritor for 2004. It discusses the challenges faced that year including a fluctuating economy, rising fuel prices, and global uncertainty. It summarizes the company's financial performance with sales increasing 19% to $8 billion and operating income increasing 6% to $260 million. It outlines the new CEO's plan to rationalize assets, refocus resources on core strengths, and regenerate the business to drive growth and improve returns.
Rest assured, you will never think about business in the same way again. Learn new methods which you can take back and apply immediately into your organisation.
Learn to Apply process diagnostics to existing processes, calculate causes of work
and points of failure, and identify actions that can be taken to improve them. Develop a
structured approach accessible by everyone in the organization to enable immediate
and significant performance improvements. Create a sustainable operational and
strategic method suitable for both dramatic and steady state improvements.
Rest assured, you will never think about business in the same way again. Learn new methods which you can take back and apply immediately into your organization.
This document provides an overview of Ecolab's performance and outlook. It discusses that Ecolab focuses on caring for its people, helping customers prosper, maintaining financial discipline, and developing innovative products and solutions. It summarizes that Ecolab achieved strong financial results in 2006, including 8% sales growth, 13% operating income growth, and 16% diluted EPS growth. It also outlines Ecolab's strategy of circling the customer and globe to provide superior customer service and develop new opportunities. The document expresses confidence that these strategies will continue enabling Ecolab's success in 2007.
This document summarizes an interview with Sarv Girn, Group General Manager of Enterprise Technology Services at Westpac. Girn discusses five key focus areas for technology leadership: strategy, governance, delivery, people, and partners. For strategy, Girn emphasizes the importance of alignment between business and IT strategies. For governance, Girn explains how Westpac established oversight at the board level. For delivery, Girn discusses how Westpac created a master schedule and quarterly release schedule to manage large transformation projects.
SuccessFactors has seen rapid growth (37% in 2009) through its human-centered approach and focus on customer needs over traditional software vendors' desires. Led by passionate CEO Lars Dalgaard, SuccessFactors provides cloud-based human capital management software that helps companies increase business execution. While still small compared to giants like SAP, SuccessFactors' disruptive model, growing customer base, and recurring revenue stream could make it a major threat to traditional vendors.
Working with some of the world’s leading technology innovators, Steljes has developed the Business Productivity Suite to help you change the way you work for real and lasting benefit. The Business Productivity Suite comprises of the cream of today’s productivity technology, under one roof, designed to address five focus areas that businesses tell us they need to make more efficient: meetings, video and data conferencing, workspaces and flexible working, training and marketing and communications.
The document discusses the 5 dimensions of vision based on President Kennedy's vision to put a man on the moon. The 5 dimensions are: 1) having a clear purpose or "what for", 2) establishing a shared commitment or "compact", 3) clearly defining the company or "venture", 4) outlining the plan or "program", and 5) setting a clear goal or outcome. Following these 5 dimensions can help companies unleash energy and commitment to achieve ambitious goals, just as Kennedy did in achieving the moon landing.
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
Pete Hubbard has over 30 years of experience in sales roles within the data storage industry. For the past 5 years, he has worked as a Solution Sales Specialist for Insight, where he regularly exceeds sales targets and has never received a customer complaint. Prior roles include managing key client relationships and developing sales channels for various storage software and hardware vendors. He has a proven track record of signing major deals, developing new markets, and negotiating significant price increases for products.
- The document discusses an interview conducted in 2016 with Sir John Egan, who authored the influential Egan Report on the UK construction industry in the late 1990s.
- Sir John discusses the accomplishments of the Egan Report, including a dramatic reduction in fatalities in the construction sector, which he is most proud of.
- He emphasizes the importance of establishing "hard edge target cost modeling" and grinding down production processes to achieve the most optimal costs.
- Sir John believes collaborative working and sharing data across organizations could help reduce costs further, but that stronger leadership is often needed to overcome "silo working."
One of the most challenging issues in BPM is not the question of "If" it is the question of "How." This two-day program will focus on how to do design and implement efficient and effective business processes, to more effectively support the way our enterprises are adapting.
Gap Inc. 2005 annual report
1) Gap Inc. faced disappointing top line results in 2005 but still delivered solid earnings and focused on creating shareholder value by repurchasing $2 billion in stock and doubling the dividend.
2) Key initiatives in 2005 included launching the new Forth & Towne brand, developing new e-commerce platforms, and making progress on international expansion.
3) Looking forward, Gap Inc. aims to reconnect with customers and improve top line growth by focusing on delivering inspiring product across all brands, supported by effective marketing and store experiences.
Pactiv's continuous improvement journey since 2007 has been like a relay race with no finish line. Through lean initiatives, Pactiv has improved productivity, freed up $250 million in cash in 2010 alone, and used that cash to fund acquisitions and growth. Pactiv now focuses on cash flow and working capital rather than just productivity. Their operational excellence approach has earned them the "Perfect Engine Award" and allowed annual revenue growth of over $1.6 billion through acquisitions.
- Starwood Hotels & Resorts Worldwide faced significant challenges in 2008 as business trends deteriorated throughout the year and the economic downturn continued into 2009.
- In response, Starwood aggressively cut costs, reducing corporate overhead by 30% through restructuring initiatives and property-level costs through lean operations and normative modeling.
- Looking ahead, Starwood remains focused on managing costs without compromising long-term growth, driven by its strategic focus on growing its managed and franchised business and unlocking real estate value.
SAIC's employees are dedicated to delivering innovative solutions to support clients worldwide, particularly those on the front lines of homeland security and the war in Iraq. The document discusses several ways SAIC supports homeland security, including through emergency preparedness and response training, securing borders and transportation, and responding to nuclear, biological, and chemical threats. SAIC has extensive experience supporting government agencies and was chosen to integrate the new Department of Homeland Security's data network.
This document provides a 3-page annual report for SAIC, a technology and engineering company, for their 35th anniversary in 2004. It summarizes SAIC's history and accomplishments over 35 years, including helping analyze nuclear weapons, undertaking projects in nuclear energy and healthcare, and solving difficult problems for customers in many fields. It discusses SAIC's continued commitment to employee ownership and customer focus. The message to stockholders outlines SAIC's strategies under new CEO Ken Dahlberg to better serve customers, recommit to traditional values, and drive continued growth, including reorganizing into fewer customer-focused units and setting a goal to double the company's value in 5 years.
SAIC delivered strong financial and technical performance in fiscal year 2005. Revenues increased 23% to $7.2 billion and operating income rose 24%. SAIC won many new contracts and saw record contract awards and backlog. Going forward, SAIC aims to capture larger systems integration contracts while maintaining an entrepreneurial culture and pursuing new opportunities in areas like digital oilfield technology. SAIC also seeks to strengthen workforce diversity and development.
The document is SAIC's annual report for fiscal year 2006. It summarizes SAIC's financial performance for the year, highlighting increased revenues of $7.8 billion, net income of $927 million, and diluted earnings per share of $5.15. It also outlines SAIC's strategic business areas of homeland security, intelligence solutions, defense transformation, logistics and transportation, systems engineering and integration, and research and development. The report discusses SAIC's response to hurricanes Katrina and Rita and its commitment to customers, employees, and shareholders.
SAIC provides technical solutions and operational support to government agencies and commercial customers in key areas such as homeland security, intelligence, defense, logistics, and IT. In fiscal year 2007, SAIC achieved revenue growth of 7% and operating income growth of 19% while making strategic acquisitions to expand capabilities. SAIC is committed to executing strategies to accelerate organic growth, expand operating margins, and make additional strategic acquisitions.
1) SAIC achieved strong financial results in FY2008, with revenues of $8.94 billion, up 11% from FY2007, and operating income of $666 million, up 16% from the previous year.
2) SAIC completed strategic acquisitions to expand in energy, infrastructure, and environment areas and appointed a new COO, Larry Prior, to lead organizational transition efforts.
3) Project Alignment is a major multi-year initiative to improve performance by integrating HR, finance, IT and other functions into a shared services model across the company.
The document provides an overview of Terex Corporation for a May 2008 investor conference. It discusses Terex's purpose, mission, and vision. It summarizes Terex's sales, operating profit, and geographic diversity for 2007. It also outlines goals to achieve $12 billion in sales and 12% operating margin by 2010. Finally, it discusses opportunities to improve margins through pricing actions, supply management, productivity initiatives, and The Terex Way values.
The document provides an overview of Terex Corporation and its business segments for an investor conference. It summarizes that Terex has a diversified portfolio across industries and geographies that provides balance through economic cycles. It also outlines opportunities to improve margins through pricing actions, supply management initiatives, and productivity improvements. The goal is to achieve $12 billion in sales and a 12% operating margin by 2010.
The document provides an overview of Terex Corporation for a Merrill Lynch conference. It discusses Terex's purpose, mission, and vision. It also summarizes Terex's diversified business segments and product lines, with aerial work platforms, construction equipment, cranes, material processing and mining equipment being the largest segments. The document outlines Terex's goals for 2010 of achieving $12 billion in sales and 12% operating margins.
The document provides an overview of Terex Corporation from its Basics Industrials Conference presentation on May 8, 2008. It discusses Terex's purpose, mission, and vision. It highlights Terex's strong and diversified revenue base, with income from operations increasing 36% in 2007 and 28% in Q1 2008. It outlines Terex's goals for 2010 of $12 billion in sales and 12% operating margin. The document also provides an overview of each of Terex's business segments.
Terex Corporation provides forward-looking statements and non-GAAP measures in their presentation. Their purpose is to improve people's lives around the world through their construction equipment. Their mission is to delight customers with high-quality products and services that exceed expectations. Their vision is to be the most customer-responsive, profitable, and desirable place for employees to work in the industry. Terex has a strong and diversified revenue base globally, with income and sales growing significantly in recent years. They are the 3rd largest construction equipment manufacturer in the world, with over 75% of sales where they have a strong market presence.
The annual shareholder meeting presentation covered the following key points in 3 sentences:
Terex aims to achieve $12 billion in sales and 12% operating margin by 2010 through executing on supply chain management, pricing discipline, and lean initiatives to improve margins. The company has a diverse portfolio of products and geographic presence to balance performance across economic cycles. Opportunities for margin improvement include coordinating supply efforts, optimizing manufacturing footprint, and pricing actions to offset rising costs.
1) The annual shareholder meeting presentation discusses Terex Corporation's financial goals for 2010, including achieving $12 billion in sales with a 12% operating margin and 15% working capital to sales ratio.
2) It provides an overview of Terex's business segments and their market positions, with approximately 75% of sales generated in markets where Terex has a leading position.
3) The presentation highlights Terex's sales and backlog figures by business segment for the last twelve months through March 2008, with aerial work platforms sales up 9% and cranes sales up 26% compared to the prior year.
This document contains the presentation from Tim Ford, President of Terex Aerial Work Platforms, at the JPMorgan Basics & Industrials Conference on June 4, 2008. Ford discusses the strong sales growth and global expansion of Terex AWP over the past decade. He outlines the secular growth drivers of the aerial work platform industry and Terex AWP's strategy to further strengthen and globalize its business, maximize revenue and profit from its large installed base, and extend its product offerings beyond aerials. Ford also highlights opportunities to apply lean principles more broadly across the value chain through partnerships with customers and suppliers.
Terex Corporation provides forward-looking statements and non-GAAP measures in their presentation. Their purpose is to improve people's lives around the world through their construction equipment. Their mission is to delight customers with high-quality products and services that exceed expectations. Their vision is to be the most customer-responsive, profitable, and desirable place for employees to work in the industry. Terex has a strong and diversified revenue base globally, with income and sales growing substantially in recent years. They are the third largest construction equipment manufacturer in the world, with over 75% of sales where they have a strong market presence.
This document contains the presentation from Tim Ford, President of Terex Aerial Work Platforms, at the JPMorgan Basics & Industrials Conference on June 4, 2008. Ford discusses the strong sales growth and global expansion of Terex AWP over the past decade. He outlines the secular growth drivers for the aerial work platform industry and Terex AWP's strategies to further strengthen and globalize its business, maximize revenue and profit from its large installed base, and extend its product offerings beyond aerials. Ford also highlights opportunities to apply lean principles more broadly across the value chain and customer relationships.
Terex is a leading manufacturer of construction and mining equipment with strong market positions. It aims to grow sales to $12 billion by 2010 through executing on initiatives to improve supply chain management, pricing discipline, and productivity. Terex has a diversified business across products and geographies to balance performance through different economic cycles.
Terex is a leading manufacturer of construction and mining equipment with sales of $9.1 billion in 2007. It aims to grow sales to $12 billion by 2010 through organic growth and acquisitions while improving operating margins to 12% and reducing working capital to sales ratio to 15%. Terex has a diversified business across products and geographies that provides balance throughout the economic cycle.
Terex is the 3rd largest manufacturer of construction equipment in the world based on last twelve months of available Construction Equipment Sales. Terex has a strong and diversified revenue base with almost 70% of 2007 sales generated outside of the USA. Approximately 75% of 2007 sales were generated in markets where Terex has a larger market presence than competitors and/or a significant market share.
Sales and backlog for Terex's business segments through March 31, 2008:
- Aerial Work Platform sales increased 9% with backlog up 4% from the previous period.
- Crane segment sales rose 26% and backlog grew 70% over the same period.
- Material Processing & Mining sales were flat while backlog declined slightly.
Overall, Terex is experiencing growth across most segments though some backlogs decreased slightly from the prior period.
University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
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Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting, 8th Canadian Edition by Libby, Hodge, Verified Chapters 1 - 13, Complete Newest Version Solution Manual For Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Ebook Download Stuvia Solution Manual For Financial Accounting 8th Canadian Edition Pdf Solution Manual For Financial Accounting 8th Canadian Edition Pdf Download Stuvia Financial Accounting 8th Canadian Edition Pdf Chapters Download Stuvia Financial Accounting 8th Canadian Edition Ebook Download Stuvia Financial Accounting 8th Canadian Edition Pdf Financial Accounting 8th Canadian Edition Pdf Download Stuvia
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
The Universal Account Number (UAN) by EPFO centralizes multiple PF accounts, simplifying management for Indian employees. It streamlines PF transfers, withdrawals, and KYC updates, providing transparency and reducing employer dependency. Despite challenges like digital literacy and internet access, UAN is vital for financial empowerment and efficient provident fund management in today's digital age.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
South Dakota State University degree offer diploma Transcriptynfqplhm
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Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
2. Elemental Economics - Mineral demand.pdfNeal Brewster
After this second you should be able to: Explain the main determinants of demand for any mineral product, and their relative importance; recognise and explain how demand for any product is likely to change with economic activity; recognise and explain the roles of technology and relative prices in influencing demand; be able to explain the differences between the rates of growth of demand for different products.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
Ending stagnation: How to boost prosperity across Scotland
dana holdings MBS_081308
1. “Transcending Turbulence”
Gary L. Convis
Chief Executive Officer
Dana Holding Corporation
The Management Briefing Seminars
August 13, 2008 – Traverse City, Michigan
“I believe that both the scope and impact
of that which is within our control is far greater
than most observers, and perhaps
many of us here today, appreciate.”
Good morning. It’s a pleasure to be back in beautiful Yes, much of what is occurring in our industry today
Traverse City and to take part in this 43rd edition of is beyond our direct control. Some past errors in
The Management Briefing Seminars. strategy and execution are very difficult – and costly –
to fix. And current challenges like the skyrocketing
At the risk of stating the obvious, our theme today – prices for petroleum, steel (which Dana uses at the
Transcending Turbulence – couldn’t be timelier, or rate of about 1.5 million tons annually), and other
more crucial to our future. commodities; intense global competition; and the
ailing broader economy in the U.S. are all the result of
Turbulence, by definition, is a state of agitation or larger forces.
irregularity – the departure from a smooth flow. As a
lifelong student of manufacturing process, where the This graphic [refers to slide] provides a pretty stark
objective is consistent flow and repeatability, you illustration of the downturn in the North American
could say that “turbulence” has been an enduring foe light vehicle markets. However, I firmly believe that
of mine over the years. both the scope and impact of that which is within our
control is far greater than most observers, and perhaps
Speaking more figuratively, “transcending turbulence” many of us here today, appreciate.
has today become a virtual rallying cry across our
industry. This is particularly true here in North When we talk of solutions to our industry’s problems,
America, where conditions – both macro and micro – the conversation inevitably turns to the bold, game-
are as about as difficult as I have witnessed at any changing remedies. Alternative-energy vehicles
point during my 40-plus years in this industry. powered by hydrogen, electricity, or bio-fuels, are the
most frequently cited examples. And while it’s
At the same time, I want to be clear in also saying that essential that we continue to advance toward these
I don’t believe our collective future is nearly as bleak long-term solutions, I’m here to tell you that there are
as some would have us think. also “game-changing” benefits to be derived from the
comparatively mundane, “un-sexy” pursuit of
systematic process improvement across our
operations.
2. As is so often the case in times of turmoil and Because this is precisely the effort I am currently
turbulence, it’s a recommitment to the basics – a immersed in, I’d like to provide you a few specific
return to the very essence of our purpose – that examples of how we are doing this at Dana.
unlocks the potential of our future.
First and foremost, we are aggressively working to
As David [Cole] noted, I spent more than 20 years at “jump-start” our operations. Within days of joining
Toyota, where the benefits derived from the legendary the Dana team, I launched an initiative we have
Toyota Production System are inarguable. But these termed “Operational Excellence.” At its core,
benefits are only realized because the entire Operational Excellence is about better aligning our
organization – from team members to senior managers company’s resources and support infrastructure to
– understand, appreciate, and practice the ensure that our manufacturing operations are capable
fundamentals of TPS on a daily basis, and drive of being best-in-industry performers.
success through a strong culture committed to
continuous improvements, big and small. To facilitate this, we are implementing the Dana
Operating System, which focuses on improvement in
Of course, I have brought this philosophy with me to every Dana plant and process.
Dana, and I’ll talk about some of our efforts – and
early results – in a few moments. Specifically, the standard set of values, processes,
tools, and metrics in the Dana Operating System will
Dana, as you may know, has been something of a help the people in our plants pursue the goals of
standard-bearer for turbulence in the automotive perfect safety and quality, lowest cost (including
industry over the past decade. The company has minimal waste and variation), and 100-percent on-
experienced several major restructurings, a hostile time delivery.
takeover attempt, the death of a sitting chairman,
financial restatements, major divestitures, and Chapter The Operational Excellence initiative is already well
11 reorganization … and that’s just what’s occurred underway in North America with a strong team
during the last five years! assembled, multiple pilots in progress, and continued
movement toward eventual roll-out across our global
The good news in this litany of challenges is that Dana manufacturing organization.
has emerged (quite literally) as a fundamentally
changed – and improved company. The early results, less than six months into the
program, have been both tangible and extremely
We have a great new Board, a strong investor in positive.
Centerbridge Partners, positive union relationships, a
solid financial position, and an experienced new At our Lima, Ohio, driveshaft products operation
management team that is collectively focused on we have:
• Reduced changeover times in certain areas of
returning Dana to the leadership position it enjoyed
not so long ago. the plant from eight hours to less than two.
• Improved our capacity to deliver driveshaft
There are those who would have you believe that the
timing of our emergence is akin to one setting out with service kits, which are a very important
a realtor’s license these days – not exactly the best offering, by 80 percent with no substantial
conditions for immediate success. capital investment. In May, we produced
60,000 kits; in July, we produced 108,000.
And while we would surely prefer to begin this new
• And we’ve accomplished this without losing
chapter in Dana’s 104-year history amid a stronger
U.S. marketplace, the fact is that emergence in itself sight of our primary pursuit at the facility –
was a substantial positive accomplishment for the producing high-quality, heavy-duty driveshafts
Dana team. Despite the broader environment, I for many of the leading Class 5-8 truck
believe that there is actually a silver lining within manufacturers. In fact, we recently eclipsed
these extreme challenges. our record day in producing driveshafts from
the facility and have full confidence that this
To fully exploit this silver lining, we must begin by kind of performance will be consistently
taking a firm grasp of that which is within our control. achieved.
www.dana.com 2
3. At our Auburn Hills, Michigan, driveshaft plant, At our Longview, Texas, and Hopkinsville, Kentucky,
through strong problem solving and teamwork with structural products stamping facilities, we are now
engineering and manufacturing, we have reduced focusing not on how much we can produce in a given
scrap to one tenth of the level incurred there just a few period, but rather on how much we should produce,
months ago (from nearly 4% of sales in January, to a and how best to achieve this goal. To support this
little more than 1% today). new thinking, we’ve adopted pattern production,
which seeks smaller lot sizes and more frequent die
At our Lugoff, South Carolina, Off-Highway heavy changes, thus reducing total costs by avoiding excess
axle facility, we’ve doubled the number of axles storage racks, fork trucks, and space.
rolling off our Hercules line from eight weeks ago,
with no increase in manpower or investment. This adoption of the Dana Standard KPIs is central to
our overall effort to jump-start Dana’s operations.
In our Ft. Wayne, Indiana, light axle manufacturing
plant, and our Dry Ridge, Kentucky, light axle You might be surprised to hear that over the course of
assembly plant, we have identified and begun my career, I’ve rarely witnessed an issue with workers
implementing standard work improvements that we diligently pursuing their production goals.
expect will save us $2 million to $3 million annually.
Again, this is largely the result of good standardized At the same time, I’ve consistently observed that
work and waste elimination. workers are far more committed and do a far better job
when they understand how they can have a positive
While we have made good initial progress with our impact on the outcome. To achieve this level of
pilot operations, the challenge that we face in the engagement, we need to establish KPIs that are
coming months is embedding the cultural change of appropriate and visible on the production floor. The
the Dana Operating System in all of our North answer, in many cases, is as simple as providing a KPI
American plants, and then rolling out the Dana “scoreboard” that illustrates and motivates progress.
Operating System worldwide.
This slide [refers to slide] further illustrates a number
While the DOS roll out has largely been confined to of the tangible improvements we achieved during the
North America thus far, we have been working to second quarter – again just a few months into the
embed a root cause/corrective action and continuous Operational Excellence program.
improvement culture in all of our facilities worldwide
through the deployment of standard Key Performance We also need to ensure that new team members are
Indicators, or “KPIs.” equipped to understand – and perform – their role
before they begin working for us. To facilitate this,
Today, we are tracking the same six metrics with 17 we’re establishing Certified Training Centers in our
subcomponent KPIs in all 113 of our facilities plants to ensure that these individuals are uniformly
worldwide, a first for this organization. trained and certified, which results in a more stable
environment and improved safety, quality, and
Additionally, we have established meeting standards efficiency.
and visualization standards, which will be fully
implemented worldwide by the end of this quarter, to Is any of this revolutionary? Of course not. But as I
help our plants identify root causes and many of the noted earlier, it’s the execution of the seemingly
daily challenges that inhibit our performance and to mundane basics that so often fuels improved
develop corrective actions to help the plants performance.
continuously improve. This accomplishment, when
Another “basic” development at Dana is the recent
coupled with a regular operating review cadence, will
formation of an Engineering Council to implement
provide transparency into the key issues at a plant and
and spread best practices throughout our driveline
help us help our plant management teams develop
product operations and across our automotive,
defined action plans, schedules, resources, and
commercial vehicle, and off-highway groups. The
leadership to improve the past performance of all
council’s scope includes advancing and extending our
KPIs.
work in technological development; advanced
Today, we track and review these KPIs daily at the engineering; testing and standards; gated
plant level, weekly, bi-weekly at the regional level, management; VA/VE; parts communization; and
and monthly at the executive level. complexity reduction. In short, we’re working to
improve and replicate our best work throughout our
company.
www.dana.com 3
4. Again, nothing revolutionary; just good old fashioned But while current conditions may necessitate some
common sense applied in a very focused manner. difficult actions, none of us believes in reducing our
way to prosperity. Rather, it’s about refining our
Yet another “common sense” tactic during a downturn direction and executing with increasing discipline and
is to take advantage of the situation to tackle issues precision.
that can’t be addressed when you’re running at full
capacity. In fact, while we are necessarily cutting in some areas,
we are also growing in others. Growth is not
One of the proudest moments during my leadership of something you hear too much about in the auto
Toyota’s Georgetown, Kentucky, facility, was a long- industry these days. But even amid our challenges,
term improvement we accomplished during what there are considerable opportunities to fully leverage
many would have viewed as a moment of crisis. Back our prospects for profitable growth.
in the early part of this decade, the Georgetown
facility was faced with the move of one of our chief At Dana, we are pursuing growth on several fronts.
programs, the Sienna minivan, to the new Princeton,
Indiana, plant because the new model was going to be The first is through taking advantage of our market
too large to fit in the TMMK plant. The cadence of diversification. While many people primarily
this move left the Georgetown plant with a six-month associate Dana with the automotive market, the fact is
gap in production and uncertainty about our future. that North American light-duty sales actually
comprise only about a third of our overall sales.
Instead of merely riding out the storm, we embraced
the situation as an opportunity to create a new future And nearly 40 percent of our annual sales are derived
for the facility, and to more substantially form the from our operations devoted to the off-highway and
vision of what we called “The Plant of Choice.” commercial vehicle sectors.
We seized on this opportunity to deploy resources to The off-highway business has been particularly
redesign two of our paint spray booths to achieve beneficial to Dana in recent years. Marked by the
increased automation, paint transfer efficiency, speed, diversity of both its customers and its geographic
volume, and profitability while reducing costs base, this business has been growing by about 20
dramatically by shutting down a third spray booth and percent annually for several years due largely to
oven. We also embarked on an aggressive training construction in emerging markets, as well as our
effort to “level-up” the capabilities of our workforce. ability to supply the makers of agricultural, mining,
and forestry equipment.
The direct result of this effort, which I’ve obviously
oversimplified for the purposes of this discussion, was Our industry extends far beyond North America and
the eventual award an all-new crossover vehicle added into countries and regions that are experiencing strong
to the TMMK Camry, Camry Hybrid, and Avalon growth.
vehicles built there, which significantly enhanced the
plant’s long-term future. Dana’s footprint currently encompasses more than 100
operations in 26 countries and we’re expanding our
Again, I’d like to emphasize the important role of footholds in China, India, the Mercosur region and
company leadership facing turbulent times. This elsewhere. And we are actively looking to
could only have been achieved by looking beyond the strategically expand to support the emerging needs in
near-term storms, and charting a path that would result Russia, which may soon eclipse Germany as the
in a much stronger and more competitive business leading European automotive market.
model as the waters calmed.
We’re also diversifying the company’s sales by
In turbulent times, there is obviously an enhanced customer. Our goal is to increase sales with all of our
focus on controlling costs through aggressive customers, while at the same time diversifying our
management of the supply chain, process efficiency, revenue base. Today, the Detroit “Big 3” comprise
and yes, unfortunately, reducing our workforce in approximately a third of our sales. Toyota is our third
some cases. As you may know, we recently largest customer, and we’ve more than doubled our
announced plans to reduce our North American sales with Japanese-based equipment manufacturers
workforce, both salaried and hourly, by about 17 over the past decade, surpassing the $1 billion
percent largely in response to what we feel are threshold for the first time last year.
structural changes taking place here in the U.S.
www.dana.com 4
5. We’ve also experienced continued growth with non- When Dana emerged from Chapter 11 reorganization
back on January 31st, we coined the theme, “Our New
automotive customers like PACCAR, Navistar, and
John Deere, all of which are among our Top 10 Beginning.” While the company had accomplished
customers in terms of sales. much in its reorganization, our new beginning was
just that – a beginning.
The pursuit of profitable growth is largely a tactical
effort. But beneath the tactics lies a strategic approach I would suggest that our collective efforts to transcend
to transcending turbulence. the turbulence of today’s automotive industry will also
represent a new beginning.
At Dana, we’ve determined that our future will be
aligned around our deep capabilities in driveline And I firmly believe that while we face some
products – principally axles and driveshafts – applied considerable headwinds and a great deal of work, we
across our three key markets: automotive, commercial also possess the ability to successfully weather today’s
vehicle, and off-highway. turbulence and shape a new beginning that is worthy
of this great industry.
To support this focus, we are realigning our North
American light vehicle businesses and leveraging Thank you.
growth opportunities – particularly in the stronger
markets and regions I just mentioned.
Those of us who have been around a while understand
that the turbulent state of today’s automotive industry
is unquestionably serious. But we also benefit from
the perspective gained from overcoming past
challenges. And as a result, we understand that this
moment is a snapshot in time.
www.dana.com 5