TemplateP 10-04Name:Section:Enter the appropriate amount or item in the shaded cells. Use the drop-down lists when available.An asterisk (*) will appear next to an incorrect entry in the outlined cells.Leave no cell blank. Ensure to enter "0" wherever applicable. Round PV factors to three decimal places.1.a.Net present value methodYearNet Cash Inflows012% Factor=Present Value0000=00000=00000=00000=00000=0Total present value0Less purchase price of machine0Net present value0b.Accounting Rate of Return=000Average Annual Net IncomeAverage Annual Cash inflows=000Average Investment CostTotal Investment=0Residual Valuec.Payback period methodTotal cash investment0Less cash flow recovery:Year000000000Unrecovered investment0Payback period is0years2.Net present value0Accounting rate of return0Payback period0years
Enter as a negative value.
Round answer to one decimal place. Ignore "%" in your response. Example "25.6"
Round answer to one decimal place.
Enter as a negative value.
Round answer to one decimal place. Ignore "%" in your response. Example "25.6"
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Solution
P 24-04_SolName:SOLUTIONSection:Enter the appropriate amount or item in the shaded cells. Use the drop-down lists when available.An asterisk (*) will appear next to an incorrect entry in the outlined cells.Leave no cell blank. Ensure to enter "0" wherever applicable. Round PV factors to three decimal places.1.a.Net present value methodYearNet Cash Inflowsx12% Factor=Present Value1$ 75,000x0.893=$ 66,975270,000x0.797=55,790365,000x0.712=46,280460,000x0.636=38,160425,000x0.636=15,900Total present value$ 223,105Less purchase price of machine250,000Net present value$ (26,895)b.Accounting Rate of Return=Average Annual Net Income/Average Investment CostAverage Annual Net IncomeAverage Annual Cash inflows=$ 11,250/$ 137,500Average Investment CostTotal Investment=8.2%Residual Valuec.Payback period methodTotal cash investment$ 250,000Less cash flow recovery:Year1$ 75,000270,000365,000440,000(250,000)Unrecovered investment0Payback period is3.7years2.Net present value$ (26,895)Accounting rate of return8.2%Payback period3.7years
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Schroeder, R. G., Goldstein, S. M., & Rungusanatham, M. J. (2013). Operations management in the supply chain: Decisions and cases (6th ed.). New York, NY: McGraw-Hill/Irwin.
If the products sell extremely well, we will
build more in season, and will be back on the
shelves in a few weeks. And we'll build even
more, and even more, and even more, in that
same season. We're not going to wait ...
Schroeder, R. G., Goldstein, S. M., & Rungusanatham, M. J. (20.docxkenjordan97598
This document summarizes a case study about Crocs, Inc., a footwear company known for its colorful plastic clog shoes. It describes how Crocs grew rapidly from 2003 to 2006 through word-of-mouth marketing and an innovative supply chain model that allowed retailers to place additional orders within a selling season. The document outlines Crocs' history and executives, financial performance, product details, and discusses questions around how the company should pursue future growth.
Case Study Crocs Revolutionizing an Industry’s Supply Chain .docxcowinhelen
Case Study Crocs: Revolutionizing an Industry’s Supply Chain Model for
Competitive Advantage
If the products sell extremely well, we will
build more in season, and will be back on the
shelves in a few weeks. And we’ll build even
more, and even more, and even more, in that
same season. We’re not going to wait with a
hot new product until next year, when hope-
fully the same trend is alive.
—Ronald Snyder, CEO of Crocs, Inc.1
On May 3, 2007, Crocs, Inc. released its results for the
first quarter of the year. The footwear company,
which had sold its first shoes in 2003, reported reve-
nues of $142 million for the quarter, more than three
times its sales for the first quarter of 2006. Net in-
come, at $0.61 per share was more than 17 percent
of sales, nearly four times higher than the previous
year.2 These results far exceeded market expecta-
tions, which had been for earnings of $0.49 per share
on $114 million of revenue.3 As part of the earnings
release, the company announced a two-for-one stock
split. Immediately after the announcement, the stock
price jumped 15 percent.
The growth and profitability of Crocs, which made
funky, brightly colored shoes using an extremely com-
fortable plastic material, had been astounding. Much
of this growth had been made possible by a highly
flexible supply chain which enabled the company to
build additional product to fulfill new orders quickly
within the selling season, allowing it to respond to un-
expectedly high demand—a capability that was previ-
ously unheard of in the footwear industry. This ability
to fulfill the needs of retailers also made the company
a very popular supplier to shoe sellers.
This success also raised questions about how
the company should grow in the future. Should it
vertically integrate or grow through product line
extension? Should it grow organically or through ac-
quisition? Would potential growth paths exploit
Crocs’ core competencies or defocus them?
CROCS, INC.
In 2002, three friends from Boulder, Colorado went
sailing in the Caribbean. One brought a pair of foam
clog shoes that he had bought from a company in
Canada. The clogs were made from a special mate-
rial that did not slip on wet boat decks, was easy
to wash, prevented odor, and was extremely com-
fortable. The three, Lyndon “Duke” Hanson, Scott
Seamans, and George Boedecker, decided to start a
business selling these Canadian shoes to sailing en-
thusiasts out of a leased warehouse in Florida, as
Hanson said, “so we could work when we went on
sailing trips there.”4 The founders wanted to name
the shoes something that captured the amphibious
nature of the product. Since “Alligator” had already
been taken, they chose to name the shoes “Crocs.”
The shoes were an immediate success, and word
of mouth expanded the customer base to a wide
range of people who spent much of their days stand-
ing, such as doctors and gardeners. In October 2003,
as the business began to grow, th.
In 2009, Crocs was in big trouble. After sales took off in the mid-2000s, it struggled to keep up with demand, reaching $847 million in revenue in 2007. When production finally caught up, it went overboard, ending up with mountains of shoes and no one to buy them just as the economic downturn hit. That made the company lose $185 million in 2008, which drew shareholder lawsuits and auditors who said Crocs might not be able to pay off its debts.
Crocs Inc. is an American shoe company founded in 2002 that designs, manufactures, and sells lightweight plastic shoes. The report provides an overview of Crocs and analyzes their strategic position using SWOT analysis, BCG matrix, Porter's five forces, and an examination of their organizational structure and strategies. Key recommendations include expanding product lines, improving distribution channels, maintaining consistent executive leadership, and reducing production costs to improve profitability.
This document discusses entrepreneurial qualities and competitive advantage. It begins by listing 17 qualities of successful entrepreneurs, such as commitment, creativity, and problem-solving skills. It then profiles entrepreneurs like Colonel Sanders, Donald Trump, and Henry Ford who overcame multiple failures. Next, it describes Phil Knight's perseverance in founding Nike after graduating business school. Finally, it outlines Porter's model of competitive advantage, discussing factors like differentiation, cost, and focus strategies. It provides examples of how Tesla and Apple leverage research, branding, and design to maintain competitive edges in their industries.
The document analyzes the global footwear industry. It discusses key factors influencing demand, including trends, demographics, and innovation. The industry saw growth of 3.5% in 2008, reaching $192.3 billion in revenues. The industry remains competitive, with companies needing to continually innovate and adapt to trends to succeed. The fragmented nature of the industry in both the US and Europe provides opportunities for companies like eBags to expand.
The document provides a situational analysis of the DC Shoe Company brand. It discusses the company's history beginning in 1991 producing t-shirts and later expanding into shoe manufacturing. In 2004, DC Shoes was acquired by Quiksilver Inc. for $87 million. The analysis examines the company, customers, market climate, competition, product, price, placement, and promotion of the DC Shoes brand. It also includes a SWOT analysis and assessment of the current brand status and proposed alterations to the brand strategy.
This document summarizes a case study about Nike and its dispute with Foot Locker over product assortment. Foot Locker wanted to reduce orders of Nike's premium shoes that sold for over $100, believing consumers wanted mid-priced shoes instead. When Nike refused to change its product mix, Foot Locker cancelled $150 million in orders. The feud escalated as Nike cut Foot Locker's allocations and gave rival FootAction exclusive access to products. Nike faced the challenge of replacing the lost Foot Locker sales while competition from brands like Reebok and Adidas intensified amid a slowing economy.
Schroeder, R. G., Goldstein, S. M., & Rungusanatham, M. J. (20.docxkenjordan97598
This document summarizes a case study about Crocs, Inc., a footwear company known for its colorful plastic clog shoes. It describes how Crocs grew rapidly from 2003 to 2006 through word-of-mouth marketing and an innovative supply chain model that allowed retailers to place additional orders within a selling season. The document outlines Crocs' history and executives, financial performance, product details, and discusses questions around how the company should pursue future growth.
Case Study Crocs Revolutionizing an Industry’s Supply Chain .docxcowinhelen
Case Study Crocs: Revolutionizing an Industry’s Supply Chain Model for
Competitive Advantage
If the products sell extremely well, we will
build more in season, and will be back on the
shelves in a few weeks. And we’ll build even
more, and even more, and even more, in that
same season. We’re not going to wait with a
hot new product until next year, when hope-
fully the same trend is alive.
—Ronald Snyder, CEO of Crocs, Inc.1
On May 3, 2007, Crocs, Inc. released its results for the
first quarter of the year. The footwear company,
which had sold its first shoes in 2003, reported reve-
nues of $142 million for the quarter, more than three
times its sales for the first quarter of 2006. Net in-
come, at $0.61 per share was more than 17 percent
of sales, nearly four times higher than the previous
year.2 These results far exceeded market expecta-
tions, which had been for earnings of $0.49 per share
on $114 million of revenue.3 As part of the earnings
release, the company announced a two-for-one stock
split. Immediately after the announcement, the stock
price jumped 15 percent.
The growth and profitability of Crocs, which made
funky, brightly colored shoes using an extremely com-
fortable plastic material, had been astounding. Much
of this growth had been made possible by a highly
flexible supply chain which enabled the company to
build additional product to fulfill new orders quickly
within the selling season, allowing it to respond to un-
expectedly high demand—a capability that was previ-
ously unheard of in the footwear industry. This ability
to fulfill the needs of retailers also made the company
a very popular supplier to shoe sellers.
This success also raised questions about how
the company should grow in the future. Should it
vertically integrate or grow through product line
extension? Should it grow organically or through ac-
quisition? Would potential growth paths exploit
Crocs’ core competencies or defocus them?
CROCS, INC.
In 2002, three friends from Boulder, Colorado went
sailing in the Caribbean. One brought a pair of foam
clog shoes that he had bought from a company in
Canada. The clogs were made from a special mate-
rial that did not slip on wet boat decks, was easy
to wash, prevented odor, and was extremely com-
fortable. The three, Lyndon “Duke” Hanson, Scott
Seamans, and George Boedecker, decided to start a
business selling these Canadian shoes to sailing en-
thusiasts out of a leased warehouse in Florida, as
Hanson said, “so we could work when we went on
sailing trips there.”4 The founders wanted to name
the shoes something that captured the amphibious
nature of the product. Since “Alligator” had already
been taken, they chose to name the shoes “Crocs.”
The shoes were an immediate success, and word
of mouth expanded the customer base to a wide
range of people who spent much of their days stand-
ing, such as doctors and gardeners. In October 2003,
as the business began to grow, th.
In 2009, Crocs was in big trouble. After sales took off in the mid-2000s, it struggled to keep up with demand, reaching $847 million in revenue in 2007. When production finally caught up, it went overboard, ending up with mountains of shoes and no one to buy them just as the economic downturn hit. That made the company lose $185 million in 2008, which drew shareholder lawsuits and auditors who said Crocs might not be able to pay off its debts.
Crocs Inc. is an American shoe company founded in 2002 that designs, manufactures, and sells lightweight plastic shoes. The report provides an overview of Crocs and analyzes their strategic position using SWOT analysis, BCG matrix, Porter's five forces, and an examination of their organizational structure and strategies. Key recommendations include expanding product lines, improving distribution channels, maintaining consistent executive leadership, and reducing production costs to improve profitability.
This document discusses entrepreneurial qualities and competitive advantage. It begins by listing 17 qualities of successful entrepreneurs, such as commitment, creativity, and problem-solving skills. It then profiles entrepreneurs like Colonel Sanders, Donald Trump, and Henry Ford who overcame multiple failures. Next, it describes Phil Knight's perseverance in founding Nike after graduating business school. Finally, it outlines Porter's model of competitive advantage, discussing factors like differentiation, cost, and focus strategies. It provides examples of how Tesla and Apple leverage research, branding, and design to maintain competitive edges in their industries.
The document analyzes the global footwear industry. It discusses key factors influencing demand, including trends, demographics, and innovation. The industry saw growth of 3.5% in 2008, reaching $192.3 billion in revenues. The industry remains competitive, with companies needing to continually innovate and adapt to trends to succeed. The fragmented nature of the industry in both the US and Europe provides opportunities for companies like eBags to expand.
The document provides a situational analysis of the DC Shoe Company brand. It discusses the company's history beginning in 1991 producing t-shirts and later expanding into shoe manufacturing. In 2004, DC Shoes was acquired by Quiksilver Inc. for $87 million. The analysis examines the company, customers, market climate, competition, product, price, placement, and promotion of the DC Shoes brand. It also includes a SWOT analysis and assessment of the current brand status and proposed alterations to the brand strategy.
This document summarizes a case study about Nike and its dispute with Foot Locker over product assortment. Foot Locker wanted to reduce orders of Nike's premium shoes that sold for over $100, believing consumers wanted mid-priced shoes instead. When Nike refused to change its product mix, Foot Locker cancelled $150 million in orders. The feud escalated as Nike cut Foot Locker's allocations and gave rival FootAction exclusive access to products. Nike faced the challenge of replacing the lost Foot Locker sales while competition from brands like Reebok and Adidas intensified amid a slowing economy.
.... 0 TABlE 1.1 Operations Decisions- A Framework O.docxmercysuttle
..--"12 Dissenting Puritan
knowledge that there are such revelations as do concur with the word but there
hath not beert any of this nature.
Dep. Gov. These disturbances that have come among the Germans have been
all grounded upon revelations, and so they that have vented them have stirred up
their hearers to take up arms against their prince and to cut the throats one of an·
other, and these have been the fruits of them, and whether the devil may inspire
the same into their hearts here I know not, for I am fully persuaded that Mrs.
Hutchinson is deluded by the devil, because the spirit of God speaks truth in all his
servants.
Gov. I am persuaded that the revelation she brings forth is delusion.
All the court but some two or three ministers cry out, we all beli~ve it-we all
believe it.
Mr. Endicot. I suppose all the world may see where the foundation of all these
troubles among us lies.
Gov. Seeing the court hath thus declared itself and hearing what hath been
laid to the charge of Mrs. Hutchinson and especially what she by the providence of
God hath declared freely without being asked, if therefore it be the mind of the
court, looking at her as the principal cause of all our trouble, that they would now
consider what is to be done to her.-
Dep. Gov. We shall be all sick with fasting.
Mr. Colburn. I dissent from censure of banishment.
Gov. The court hath already declared themselves satisfied concerning the
things you hear, and concerning the troublesomeness of her spirit and the danger
of her course amongst us, which is not to be suffered. Therefore if it be the mind
of the court that Mrs. Hutchinson for these things that appear before us is unfit for
our society, and if it be the mind of the court that she shall· be banished out of our
liberties and imprisoned till she be sent away, let them hold up their hands.
All but three [did so].
Gov. Mrs. Hutchinson, the sentence of the court you hear is that you are ban-
ished from out of our jurisdiction as being a woman not fit for our society, and are
to be imprisoned till the court shall send you away.
Mrs. H I desire to know wherefore I am banished?
Gov. Say no more, the court knows wherefore and is satisfied.
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Salem Witchcraft
The Trial of Bridget Bishop
1692
Massachusetts Bay in 1692 was an insecure and unhappy place. The colony was
experiencing disaster in King Williams War, stretching from 1689 to 1697. Ref.
ugees from the war-including some of the young women who had raised the cry
of witchcraft at Salem-streamed in from the frontiers threatened by Indians.
Bankrupting the colony, expenses of the war had forced the levy of crushing
·taxes. That Massachusetts Bay's original charter had been voided in 1684 and no
new one was provided until 1691 raised questions about who owned what land
. and who had the right to vote. Ministers complained that the old religion was be-
ing undermined by luxury and new fashions. ...
Summary Of BaconS Essay Of Death. Online assignment writing service.Yolanda Allrich
Here are some potential pros and cons of allowing ex-convicts to vote:
Pros:
- It encourages rehabilitation and reintegration by giving ex-convicts a stake in their communities. Being able to vote may help them feel like valued members of society.
- Barring ex-convicts from voting is a form of continued punishment even after a sentence is served. If they have served their time, their rights should be restored.
- Not allowing them to vote could perpetuate disenfranchisement and marginalization of certain groups like minorities who have higher incarceration rates.
Cons:
- Some crimes, like election fraud, directly relate to voting rights, so it may not be appropriate to restore
The document discusses sustainability initiatives at Mars Chocolate. It notes that Mars Chocolate employs over 13,000 people across 110 sites worldwide and is a private, family-owned company governed by a Board of Directors consisting of Mars family members. The document then outlines several of Mars Chocolate's sustainability efforts, including working with cocoa farmers to implement more sustainable agricultural practices, designing all packaging to be 100% recyclable or recoverable by 2015, and obtaining Rainforest Alliance certification for some products to support sustainable farming.
This document provides an overview and analysis of Nike, including its mission statement, product line, history with Michael Jordan, situation analysis using SWOT and Porter's Five Forces, and recommendations for entering new markets. Key points include Nike's mission to inspire all athletes, its iconic partnership with Michael Jordan that helped launch the Air Jordan brand, and a suggestion to enter the markets of Pakistan and Afghanistan due to their large populations that are interested in sports. A detailed analysis of Nike's competitors, suppliers, public perceptions, and the political, economic, social, technological and environmental factors impacting its industry is also presented.
Interbrand Breakthrough Brands Report 2021 Social Samosa
Interbrand Breakthrough Brands Report for 2021 outlines the 30 brands that are challenging their respective categories and breaking through in the US market and the key trends that are shaping the future and more.
Fight Against Corruption India Essay. Online assignment writing service.Heather White
The document provides instructions for using a writing service called HelpWriting.net. It outlines a 5-step process: 1) Create an account with an email and password. 2) Complete a 10-minute order form providing instructions, sources, and deadline. 3) Review bids from writers and choose one based on qualifications. 4) Review the completed paper and authorize payment if satisfied. 5) Request revisions to ensure satisfaction, with a refund offered for plagiarized work.
This document provides background information on Nike's sustainability efforts. It discusses:
1) Nike launched its "Considered" strategy to design more sustainable products, starting with the Air Jordan XX3 basketball shoe made with recycled materials.
2) Nike recognized it needed a strategic response to its large environmental footprint and supply chain risks. It formed the Considered Group to promote sustainable design principles.
3) The Considered Group provided tools and support to help Nike designers create high-performance products with lower environmental impacts throughout their lifecycles. This marked a shift from retrofitting products to designing sustainability into products from the start.
1Running head NIKE COMPANYPAGE 12NIKE COMPANYNIKE C.docxeugeniadean34240
1
Running head: NIKE COMPANY
PAGE
12
NIKE COMPANY
NIKE COMPANY
Student name
Institution
Contents
3NIKE Company
31. Executive summary
42. Problem statement
43. Company profile
43.1Introduction
53.2 Mission statement
53.3 Values Statement
63.4 Vision Statement
63.5 Strategic Alternative Slogan
63.6 Industry Size
63.7 Industry Profitability
73.8 Industry Cyclicality
74. Industry Entry and Exit Barriers
74.1 Entry Barriers
84.2 Exit Barriers
84.3. Current strategy
115. Code of ethics
116. Facts and figures in governance, accountability and reporting
116.1 Reporting Practices
126.2 The Value of Reporting
126.3 Stakeholder Engagement and Report Reviews
146.4 Feedback on reporting
147. Company analysis
147.1The Strengths/ Weaknesses for Nike Corporate
147.2 Board of Directors - Strength
157.3 Board of Directors - Weakness
157.4 Environmental Analysis
15Internal – Strength and weakness
167.5 Challenges and struggles of Nike Company
198. Competition
198.1 Competition vs. Nike
198.2 Footwear Industry –Revenues, Players, Market Share
208.3 Manufacturing options
218.4 Strategic Outsourcing
218.5 The Evolution of Manufacturing in Third World Countries
228.5 Nike
238.6 Reebok
248.7 Adidas
248.8 Talk
258.9 New Balance
259. Summary and conclusion
27References
NIKE Company
1. Executive summary
When an organization such as Nike, opts to be a global entity, often, it experience a huge profits in its final accounting. Sadly, other businesses such as Nike must be at a position of overcoming some difficult obstacles set before it establishes a successful business in the foreign countries (Frisch, 2009). Most of the issues associated with these vast industries include the child labor laws, low wages, and the outsourcing’s effects on the aggregate sales. Due to this reason, the most widely known organizations have already presented several cases in defense to their positions on conducting business in the foreign countries. One such good instance is Nike’s sweatshop labor case that stirs up some controversy over the ethical business practices. Even after Nike Company has made several attempts at recovering from the bad press that it had received from the sweatshops, the organization still struggles to defeat the negative feelings that have already been created in the people’s mind, especially across the United States.
Additionally, this company faced various challenges from the word go. With the increase in technology, the organization is facing a very high competition caused by its reluctance to use of modern advertisement platforms as well as sticking to traditional marketing approaches (Frisch, 2009). The issue has resulted in reduced total sales as well as reportedly small profits. Thus, this paper seeks to present help Nick Co. Improves the already tarnished image in legal and ethical issues, as well as competitively survives in the market. 2. Problem statement
When Nike’s company op.
An American multinational corporation, Nike, Inc. is one of the most leading brands which designs, develops and sells footwear, apparel, accessories, equipment and other services worldwide.
For more details:- https://myassignmenthelp.com/case-study/nike-swot-pest-analysis-case-study.html
Crocs, Inc. is a leading manufacturer of footwear with a unique Croslite material. It has over 300 million pairs of shoes sold in over 90 countries. While it faces competition, its brand recognition and performance in new markets are strengths. Opportunities include new consumer trends and stable cash flow for investments. Threats include changing consumer behavior and currency fluctuations across its many markets.
This document provides an overview of Nike's retail strategy for its company-owned stores. It discusses Nike's portfolio of brands, describes the steps in its value chain from planning to reuse, and outlines its marketing mix including products, pricing, placement, and promotion strategies. The document also covers Nike's market segmentation targeting athletes, its use of celebrity endorsements, and its pricing strategy of focusing on brand loyalty over low costs.
Nike Inc. is evaluated in the document, which includes copies of their financial statements from the current year. Various financial metrics and ratios are calculated and analyzed to assess Nike's financial stability and performance, such as operating income, net income, earnings per share, sales growth, tax rate, dividend payout ratio, net profit margin, return on shareholder's equity, current ratio, and quick ratio. Overall, the document provides an in-depth evaluation of Nike's financial position through an analysis of their financial statements and key metrics.
Team Erie UTA has prepared a strategic plan for Crocs Inc. to address declining sales and forces requiring strategic changes. An internal and external analysis was conducted using tools like IFE, EFE, Porter's Five Forces, BCG matrix and QSPM. The analyses revealed weaknesses in product development and distribution channels. The recommended strategy is product development combined with market development to attract new segments and increase the target market by entering new markets. Financial ratio analysis showed where Crocs stands relative to competitors. Three-year projected income statements under optimistic, pessimistic and realistic scenarios were developed based on the strategic assumptions.
This document contains the rules and questions for a business quiz. It states there will be 25+1 questions worth 1 point each except for the zeroeth question. Tiebreaker questions are numbers 20-25. The quizmaster's decision is final. The zeroeth question asks to name Bill Gates or Warren Buffett. The document then lists multiple choice questions on various business topics to be answered by participants.
Nike is an American multinational corporation that designs, develops, markets and sells footwear, apparel, and equipment. Founded in 1964 in Oregon, Nike has become a leader in the athletic shoe and apparel industry through innovative product design and effective marketing strategies. Nike focuses on sustainability and social responsibility through initiatives that aim to improve working conditions, reduce environmental impact, and empower workers.
Rossignol, Final project (Quality Management)Aliaksey Narko
Rossignol is a major producer of alpine skis and snowboards. It has a long history dating back to 1907 and produces around 850,000 pairs of skis per year. Maintaining high quality across its large-scale production is a key challenge. The document discusses quality management techniques Rossignol uses like the house of quality, Deming cycle, and business process reengineering to centralize IT systems. It also provides suggestions like increasing quality control and adopting techniques like Six Sigma and Kaizen to further improve quality.
The following report examines three key players in the U.S. athletic footwear market: Nike, adidas Group and VF Corporation. By analyzing the industry in terms of size and understanding meta trends, this report evaluates and projects how the future of the industry will grow.
The changes required in the IT project plan for Telecomm Ltd would.docxmattinsonjanel
The changes required in the IT project plan for Telecomm Ltd would entail specific variation in the platforms used in the initial implementation plan. Initially, the three projects that were planned for implementation included; the installation of business intelligence platform, the implementation of Statistical Analysis System software technology, and the creation of an effectively network infrastructure. In this case, the changes would include an addition of an ERP software to ensure the performance of the workforce within the Telecomms Ltd employees.
ERP is an effectively coordinated information technology system that would ensure the company’s performance is enhanced. To understand how the implementation of a coordinated IT system offers a competitive advantage of a firm, it is essential to acknowledge three core reasons for the failure of information technology related projects as commonly cited by IT managers. In this case, IT managers cite the three reasons as; poor planning or management, change in business objectives and goals during the implementation process of a project, and lack of proper management support completion (Houston, 2011). Also, in the majority of completed projects, technology is usually deployed in a vacuum; hence users resist it. The implementation of coordinated information technology systems, such as ERP would provide an ultimate solution to the three reasons for failure, and thus would give Telecomms Ltd a competitive advantage in the already competitive market. Since the implementation of systems like ERP directly provides solution to common problems that act as drawbacks regarding the competitiveness of firm, it is, therefore, evident that its use place Telecomms Ltd above its rival companies in the market share (Wallace & Kremzar, 2001).
The use ERP, which is a reliable coordinated IT system entails three distinctive implementation strategies that a firm can choose depending on its specific needs. The changes in the projects would be as follows: The three implementation strategies are independently capable of providing a relatively competitive advantage for many companies. These strategies are: big bang, phased rollout, and parallel adoption. In the big bang implementation strategy, happens in a single instance, whereby all the users are moved to a new system on a designated (Wallace & Kremzar, 2001). The phased rollout implementation on the other hand usually involves a changeover in several phases, and it is executed in an extended period. In this case, the users move onto the new system in a series of steps (Houston, 2011). Lastly, the parallel adoption implementation strategy allows both legacy and the new ERP system to run at the same time. It is also essential to note that users in this strategy get to learn the new system while still working on the old system (Wallace & Kremzar, 2001). The three strategies effectively change the information system of Telecomms Ltd tremendously such that it positiv ...
The Catholic University of America Metropolitan School of .docxmattinsonjanel
The Catholic University of America
Metropolitan School of Professional Studies
Course Syllabus
THE CATHOLIC UNIVERSITY OF AMERICA
Metropolitan School of Professional Studies
MBU 514 and MBU 315 Leadership Foundations
Fall 2015
Credits: 3
Classroom: Online
Dates: August 31, 2015 to December 14, 2015
Instructor:
Dr. Jacquie Hamp
Email: [email protected]
Twitter: @drjacquie
Telephone: 202 215 8117 cell
Office Hours: By Appointment
Dr. Jacquie Hamp is an educator, coach and consultant with particular expertise in leadership development, organizational development and human resources development strategy. From 2006 to 2015 she held the position as the Senior Director of Leadership Development for Goodwill Industries International in Rockville, Maryland. Dr. Hamp was responsible for the design and execution of leadership development programs and activities for all levels of the 4 billion dollar social enterprise network of Goodwill Industries across 165 independent local agencies. Jacquie is also a part time Associate Professor at George Washington University teaching at the graduate level and she is an adjunct professor at Catholic University of America, teaching leadership theory in the Masters Program.
Jacquie has a Master of Science degree in Human Resources Development Administration from Barry University. She holds a Doctor of Education degree in Human and Organizational Learning from the Graduate School of Education and Human Development at George Washington University. Jacquie has received a certificate in Executive Coaching from Georgetown University, a certificate in the Practice of Teaching Leadership from Harvard University and holds the national certification of Senior Professional in Human Resources (SPHR).
Jacquie has been invited to speak at conferences in the United States and the United Kingdom on the topic of how women learn through transformative experiences and techniques for effective leadership development in the social enterprise sector. She is a member of the Society of Human Resource Management (SHRM) and the International Leadership Association (ILA). In 2011 Dr. Hamp was awarded the Strategic Alignment Award by the Human Resources Leadership Association of Washington DC for her work in the redesign of the Goodwill Industries International leadership programs in order to meet the strategic goals of the organization.
Course Description: Surveys, compares, and contrasts contemporary theories of leadership, providing students the opportunity to assess their own leadership competencies and how they fit in with models of leadership. Students also discuss current literature, media coverage, and case studies on leadership issues.
Instructional Methods This course is based on the following adult learning concepts:
1. Learning is done by the learners, who are encouraged to achieve the overall course objectives through individual learning styles that meet their personal learning needs. ...
The Case of Frank and Judy. During the past few years Frank an.docxmattinsonjanel
The Case of Frank and Judy.
During the past few years Frank and Judy have experienced many conflicts in their marriage. Although they have made attempts to resolve their problems by themselves, they have finally decided to seek the help of a professional marriage counselor. Even though they have been thinking about divorce with increasing frequency, they still have some hope that they can achieve a satisfactory marriage.
Three couples counselors, each holding a different set of values pertaining to marriage and the family, describe their approach to working with Frank and Judy. As you read these responses, think about the degree to which each represents what you might say and do if you were counseling this couple.
· Counselor A. This counselor believes it is not her place to bring her values pertaining to the family into the sessions. She is fully aware of her biases regarding marriage and divorce, but she does not impose them or expose them in all cases. Her primary interest is to help Frank and Judy discover what is best for them as individuals 459460and as a couple. She sees it as unethical to push her clients toward a definite course of action, and she lets them know that her job is to help them be honest with themselves.
·
· What are your reactions to this counselor's approach?
· ▪ What values of yours could interfere with your work with Frank and Judy?
Counselor B. This counselor has been married three times herself. Although she believes in marriage, she is quick to maintain that far too many couples stay in their marriages and suffer unnecessarily. She explores with Judy and Frank the conflicts that they bring to the sessions. The counselor's interventions are leading them in the direction of divorce as the desired course of action, especially after they express this as an option. She suggests a trial separation and states her willingness to counsel them individually, with some joint sessions. When Frank brings up his guilt and reluctance to divorce because of the welfare of the children, the counselor confronts him with the harm that is being done to them by a destructive marriage. She tells him that it is too much of a burden to put on the children to keep the family together.
· ▪ What, if any, ethical issues do you see in this case? Is this counselor exposing or imposing her values?
· ▪ Do you think this person should be a marriage counselor, given her bias?
· ▪ What interventions made by the counselor do you agree with? What are your areas of disagreement?
Counselor C. At the first session this counselor states his belief in the preservation of marriage and the family. He believes that many couples give up too soon in the face of difficulty. He says that most couples have unrealistically high expectations of what constitutes a “happy marriage.” The counselor lets it be known that his experience continues to teach him that divorce rarely solves any problems but instead creates new problems that are often worse. The counsel ...
The Case of MikeChapter 5 • Common Theoretical Counseling Perspe.docxmattinsonjanel
The Case of Mike
Chapter 5 • Common Theoretical Counseling Perspectives 135
Mike is a 20-year-old male who has just recently been released from jail. Mike is technically on probation for car theft, though he has been involved in crime to a much greater extent. Mike has been identified as a cocaine user and has been suspected, though not convicted, for dealing cocaine. Mike has been tested for drugs by his probation department and was found positive for cocaine. The county has mandated that Mike receive drug counseling but the drug counselor has referred Mike to your office because the drug counselor suspects that Mike has issues beyond simple drug addiction. In fact, the drug counselor’s notes suggest that Mike has Narcissistic personality disorder. Mike seems to have little regard for the feelings of others. Coupled with this is his complete sensitivity to the comments of others. In fact, his prior fiancé has broken off her relationship with him due to what she calls his “constant need for admiration and attention. He is completely self-centered.” After talking with Mike, you quickly find that he has no close friends. As he talks about people who have been close to him, he discounts them for one imperfection or another. These imperfections are all considered severe enough to warrant dismissing the person entirely. Mike makes a point of noting how many have betrayed their loyalty to him or have otherwise failed to give him the credit that he deserves. When asked about getting caught in the auto theft, he remarks that “well my dumb partner got me out of a hot situation by driving me out in a stolen get-a-way car.” (Word on the street has it that Mike was involved in a sour drug deal and was unlikely to have made it out alive if not for his partner.) Mike adds, “you know, I plan everything out perfectly, but you just cannot rely on anybody . . . if you want it done right, do it yourself.” Mike recently has been involved with another woman (unknown to his prior fiancé) who has become pregnant. When she told Mike he said “tough, you can go get an abortionor something, it isn’t like we were in love or something.” Then he laughed at her and toldher to go find some other guy who would shack up with her. Incidentally, Mike is a very attractive man and he likes to point that out on occasion. “Yeah, I was going to be a male model in L. A.,but my agent did not know what he was doing . . . could never get things settled out right . . . so I had to fire him.” Mike is very popular with women and has had a constant string of failed relationships due to what he calls “their inability to keep things exciting.” As Mike puts it “hey, I am too smart for this stuff. These people around me, they don’t deserve the good dummies. But me, well I know how to run things and get over on people. And I am not about to let these dummies get in my way. I got it all figured out . . . see?”
Effective Small Business Management: An Entrepreneurial Approach 9th Edition, 2009 IS ...
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..--"12 Dissenting Puritan
knowledge that there are such revelations as do concur with the word but there
hath not beert any of this nature.
Dep. Gov. These disturbances that have come among the Germans have been
all grounded upon revelations, and so they that have vented them have stirred up
their hearers to take up arms against their prince and to cut the throats one of an·
other, and these have been the fruits of them, and whether the devil may inspire
the same into their hearts here I know not, for I am fully persuaded that Mrs.
Hutchinson is deluded by the devil, because the spirit of God speaks truth in all his
servants.
Gov. I am persuaded that the revelation she brings forth is delusion.
All the court but some two or three ministers cry out, we all beli~ve it-we all
believe it.
Mr. Endicot. I suppose all the world may see where the foundation of all these
troubles among us lies.
Gov. Seeing the court hath thus declared itself and hearing what hath been
laid to the charge of Mrs. Hutchinson and especially what she by the providence of
God hath declared freely without being asked, if therefore it be the mind of the
court, looking at her as the principal cause of all our trouble, that they would now
consider what is to be done to her.-
Dep. Gov. We shall be all sick with fasting.
Mr. Colburn. I dissent from censure of banishment.
Gov. The court hath already declared themselves satisfied concerning the
things you hear, and concerning the troublesomeness of her spirit and the danger
of her course amongst us, which is not to be suffered. Therefore if it be the mind
of the court that Mrs. Hutchinson for these things that appear before us is unfit for
our society, and if it be the mind of the court that she shall· be banished out of our
liberties and imprisoned till she be sent away, let them hold up their hands.
All but three [did so].
Gov. Mrs. Hutchinson, the sentence of the court you hear is that you are ban-
ished from out of our jurisdiction as being a woman not fit for our society, and are
to be imprisoned till the court shall send you away.
Mrs. H I desire to know wherefore I am banished?
Gov. Say no more, the court knows wherefore and is satisfied.
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Salem Witchcraft
The Trial of Bridget Bishop
1692
Massachusetts Bay in 1692 was an insecure and unhappy place. The colony was
experiencing disaster in King Williams War, stretching from 1689 to 1697. Ref.
ugees from the war-including some of the young women who had raised the cry
of witchcraft at Salem-streamed in from the frontiers threatened by Indians.
Bankrupting the colony, expenses of the war had forced the levy of crushing
·taxes. That Massachusetts Bay's original charter had been voided in 1684 and no
new one was provided until 1691 raised questions about who owned what land
. and who had the right to vote. Ministers complained that the old religion was be-
ing undermined by luxury and new fashions. ...
Summary Of BaconS Essay Of Death. Online assignment writing service.Yolanda Allrich
Here are some potential pros and cons of allowing ex-convicts to vote:
Pros:
- It encourages rehabilitation and reintegration by giving ex-convicts a stake in their communities. Being able to vote may help them feel like valued members of society.
- Barring ex-convicts from voting is a form of continued punishment even after a sentence is served. If they have served their time, their rights should be restored.
- Not allowing them to vote could perpetuate disenfranchisement and marginalization of certain groups like minorities who have higher incarceration rates.
Cons:
- Some crimes, like election fraud, directly relate to voting rights, so it may not be appropriate to restore
The document discusses sustainability initiatives at Mars Chocolate. It notes that Mars Chocolate employs over 13,000 people across 110 sites worldwide and is a private, family-owned company governed by a Board of Directors consisting of Mars family members. The document then outlines several of Mars Chocolate's sustainability efforts, including working with cocoa farmers to implement more sustainable agricultural practices, designing all packaging to be 100% recyclable or recoverable by 2015, and obtaining Rainforest Alliance certification for some products to support sustainable farming.
This document provides an overview and analysis of Nike, including its mission statement, product line, history with Michael Jordan, situation analysis using SWOT and Porter's Five Forces, and recommendations for entering new markets. Key points include Nike's mission to inspire all athletes, its iconic partnership with Michael Jordan that helped launch the Air Jordan brand, and a suggestion to enter the markets of Pakistan and Afghanistan due to their large populations that are interested in sports. A detailed analysis of Nike's competitors, suppliers, public perceptions, and the political, economic, social, technological and environmental factors impacting its industry is also presented.
Interbrand Breakthrough Brands Report 2021 Social Samosa
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This document provides background information on Nike's sustainability efforts. It discusses:
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2) Nike recognized it needed a strategic response to its large environmental footprint and supply chain risks. It formed the Considered Group to promote sustainable design principles.
3) The Considered Group provided tools and support to help Nike designers create high-performance products with lower environmental impacts throughout their lifecycles. This marked a shift from retrofitting products to designing sustainability into products from the start.
1Running head NIKE COMPANYPAGE 12NIKE COMPANYNIKE C.docxeugeniadean34240
1
Running head: NIKE COMPANY
PAGE
12
NIKE COMPANY
NIKE COMPANY
Student name
Institution
Contents
3NIKE Company
31. Executive summary
42. Problem statement
43. Company profile
43.1Introduction
53.2 Mission statement
53.3 Values Statement
63.4 Vision Statement
63.5 Strategic Alternative Slogan
63.6 Industry Size
63.7 Industry Profitability
73.8 Industry Cyclicality
74. Industry Entry and Exit Barriers
74.1 Entry Barriers
84.2 Exit Barriers
84.3. Current strategy
115. Code of ethics
116. Facts and figures in governance, accountability and reporting
116.1 Reporting Practices
126.2 The Value of Reporting
126.3 Stakeholder Engagement and Report Reviews
146.4 Feedback on reporting
147. Company analysis
147.1The Strengths/ Weaknesses for Nike Corporate
147.2 Board of Directors - Strength
157.3 Board of Directors - Weakness
157.4 Environmental Analysis
15Internal – Strength and weakness
167.5 Challenges and struggles of Nike Company
198. Competition
198.1 Competition vs. Nike
198.2 Footwear Industry –Revenues, Players, Market Share
208.3 Manufacturing options
218.4 Strategic Outsourcing
218.5 The Evolution of Manufacturing in Third World Countries
228.5 Nike
238.6 Reebok
248.7 Adidas
248.8 Talk
258.9 New Balance
259. Summary and conclusion
27References
NIKE Company
1. Executive summary
When an organization such as Nike, opts to be a global entity, often, it experience a huge profits in its final accounting. Sadly, other businesses such as Nike must be at a position of overcoming some difficult obstacles set before it establishes a successful business in the foreign countries (Frisch, 2009). Most of the issues associated with these vast industries include the child labor laws, low wages, and the outsourcing’s effects on the aggregate sales. Due to this reason, the most widely known organizations have already presented several cases in defense to their positions on conducting business in the foreign countries. One such good instance is Nike’s sweatshop labor case that stirs up some controversy over the ethical business practices. Even after Nike Company has made several attempts at recovering from the bad press that it had received from the sweatshops, the organization still struggles to defeat the negative feelings that have already been created in the people’s mind, especially across the United States.
Additionally, this company faced various challenges from the word go. With the increase in technology, the organization is facing a very high competition caused by its reluctance to use of modern advertisement platforms as well as sticking to traditional marketing approaches (Frisch, 2009). The issue has resulted in reduced total sales as well as reportedly small profits. Thus, this paper seeks to present help Nick Co. Improves the already tarnished image in legal and ethical issues, as well as competitively survives in the market. 2. Problem statement
When Nike’s company op.
An American multinational corporation, Nike, Inc. is one of the most leading brands which designs, develops and sells footwear, apparel, accessories, equipment and other services worldwide.
For more details:- https://myassignmenthelp.com/case-study/nike-swot-pest-analysis-case-study.html
Crocs, Inc. is a leading manufacturer of footwear with a unique Croslite material. It has over 300 million pairs of shoes sold in over 90 countries. While it faces competition, its brand recognition and performance in new markets are strengths. Opportunities include new consumer trends and stable cash flow for investments. Threats include changing consumer behavior and currency fluctuations across its many markets.
This document provides an overview of Nike's retail strategy for its company-owned stores. It discusses Nike's portfolio of brands, describes the steps in its value chain from planning to reuse, and outlines its marketing mix including products, pricing, placement, and promotion strategies. The document also covers Nike's market segmentation targeting athletes, its use of celebrity endorsements, and its pricing strategy of focusing on brand loyalty over low costs.
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Team Erie UTA has prepared a strategic plan for Crocs Inc. to address declining sales and forces requiring strategic changes. An internal and external analysis was conducted using tools like IFE, EFE, Porter's Five Forces, BCG matrix and QSPM. The analyses revealed weaknesses in product development and distribution channels. The recommended strategy is product development combined with market development to attract new segments and increase the target market by entering new markets. Financial ratio analysis showed where Crocs stands relative to competitors. Three-year projected income statements under optimistic, pessimistic and realistic scenarios were developed based on the strategic assumptions.
This document contains the rules and questions for a business quiz. It states there will be 25+1 questions worth 1 point each except for the zeroeth question. Tiebreaker questions are numbers 20-25. The quizmaster's decision is final. The zeroeth question asks to name Bill Gates or Warren Buffett. The document then lists multiple choice questions on various business topics to be answered by participants.
Nike is an American multinational corporation that designs, develops, markets and sells footwear, apparel, and equipment. Founded in 1964 in Oregon, Nike has become a leader in the athletic shoe and apparel industry through innovative product design and effective marketing strategies. Nike focuses on sustainability and social responsibility through initiatives that aim to improve working conditions, reduce environmental impact, and empower workers.
Rossignol, Final project (Quality Management)Aliaksey Narko
Rossignol is a major producer of alpine skis and snowboards. It has a long history dating back to 1907 and produces around 850,000 pairs of skis per year. Maintaining high quality across its large-scale production is a key challenge. The document discusses quality management techniques Rossignol uses like the house of quality, Deming cycle, and business process reengineering to centralize IT systems. It also provides suggestions like increasing quality control and adopting techniques like Six Sigma and Kaizen to further improve quality.
The following report examines three key players in the U.S. athletic footwear market: Nike, adidas Group and VF Corporation. By analyzing the industry in terms of size and understanding meta trends, this report evaluates and projects how the future of the industry will grow.
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The changes required in the IT project plan for Telecomm Ltd would.docxmattinsonjanel
The changes required in the IT project plan for Telecomm Ltd would entail specific variation in the platforms used in the initial implementation plan. Initially, the three projects that were planned for implementation included; the installation of business intelligence platform, the implementation of Statistical Analysis System software technology, and the creation of an effectively network infrastructure. In this case, the changes would include an addition of an ERP software to ensure the performance of the workforce within the Telecomms Ltd employees.
ERP is an effectively coordinated information technology system that would ensure the company’s performance is enhanced. To understand how the implementation of a coordinated IT system offers a competitive advantage of a firm, it is essential to acknowledge three core reasons for the failure of information technology related projects as commonly cited by IT managers. In this case, IT managers cite the three reasons as; poor planning or management, change in business objectives and goals during the implementation process of a project, and lack of proper management support completion (Houston, 2011). Also, in the majority of completed projects, technology is usually deployed in a vacuum; hence users resist it. The implementation of coordinated information technology systems, such as ERP would provide an ultimate solution to the three reasons for failure, and thus would give Telecomms Ltd a competitive advantage in the already competitive market. Since the implementation of systems like ERP directly provides solution to common problems that act as drawbacks regarding the competitiveness of firm, it is, therefore, evident that its use place Telecomms Ltd above its rival companies in the market share (Wallace & Kremzar, 2001).
The use ERP, which is a reliable coordinated IT system entails three distinctive implementation strategies that a firm can choose depending on its specific needs. The changes in the projects would be as follows: The three implementation strategies are independently capable of providing a relatively competitive advantage for many companies. These strategies are: big bang, phased rollout, and parallel adoption. In the big bang implementation strategy, happens in a single instance, whereby all the users are moved to a new system on a designated (Wallace & Kremzar, 2001). The phased rollout implementation on the other hand usually involves a changeover in several phases, and it is executed in an extended period. In this case, the users move onto the new system in a series of steps (Houston, 2011). Lastly, the parallel adoption implementation strategy allows both legacy and the new ERP system to run at the same time. It is also essential to note that users in this strategy get to learn the new system while still working on the old system (Wallace & Kremzar, 2001). The three strategies effectively change the information system of Telecomms Ltd tremendously such that it positiv ...
The Catholic University of America Metropolitan School of .docxmattinsonjanel
The Catholic University of America
Metropolitan School of Professional Studies
Course Syllabus
THE CATHOLIC UNIVERSITY OF AMERICA
Metropolitan School of Professional Studies
MBU 514 and MBU 315 Leadership Foundations
Fall 2015
Credits: 3
Classroom: Online
Dates: August 31, 2015 to December 14, 2015
Instructor:
Dr. Jacquie Hamp
Email: [email protected]
Twitter: @drjacquie
Telephone: 202 215 8117 cell
Office Hours: By Appointment
Dr. Jacquie Hamp is an educator, coach and consultant with particular expertise in leadership development, organizational development and human resources development strategy. From 2006 to 2015 she held the position as the Senior Director of Leadership Development for Goodwill Industries International in Rockville, Maryland. Dr. Hamp was responsible for the design and execution of leadership development programs and activities for all levels of the 4 billion dollar social enterprise network of Goodwill Industries across 165 independent local agencies. Jacquie is also a part time Associate Professor at George Washington University teaching at the graduate level and she is an adjunct professor at Catholic University of America, teaching leadership theory in the Masters Program.
Jacquie has a Master of Science degree in Human Resources Development Administration from Barry University. She holds a Doctor of Education degree in Human and Organizational Learning from the Graduate School of Education and Human Development at George Washington University. Jacquie has received a certificate in Executive Coaching from Georgetown University, a certificate in the Practice of Teaching Leadership from Harvard University and holds the national certification of Senior Professional in Human Resources (SPHR).
Jacquie has been invited to speak at conferences in the United States and the United Kingdom on the topic of how women learn through transformative experiences and techniques for effective leadership development in the social enterprise sector. She is a member of the Society of Human Resource Management (SHRM) and the International Leadership Association (ILA). In 2011 Dr. Hamp was awarded the Strategic Alignment Award by the Human Resources Leadership Association of Washington DC for her work in the redesign of the Goodwill Industries International leadership programs in order to meet the strategic goals of the organization.
Course Description: Surveys, compares, and contrasts contemporary theories of leadership, providing students the opportunity to assess their own leadership competencies and how they fit in with models of leadership. Students also discuss current literature, media coverage, and case studies on leadership issues.
Instructional Methods This course is based on the following adult learning concepts:
1. Learning is done by the learners, who are encouraged to achieve the overall course objectives through individual learning styles that meet their personal learning needs. ...
The Case of Frank and Judy. During the past few years Frank an.docxmattinsonjanel
The Case of Frank and Judy.
During the past few years Frank and Judy have experienced many conflicts in their marriage. Although they have made attempts to resolve their problems by themselves, they have finally decided to seek the help of a professional marriage counselor. Even though they have been thinking about divorce with increasing frequency, they still have some hope that they can achieve a satisfactory marriage.
Three couples counselors, each holding a different set of values pertaining to marriage and the family, describe their approach to working with Frank and Judy. As you read these responses, think about the degree to which each represents what you might say and do if you were counseling this couple.
· Counselor A. This counselor believes it is not her place to bring her values pertaining to the family into the sessions. She is fully aware of her biases regarding marriage and divorce, but she does not impose them or expose them in all cases. Her primary interest is to help Frank and Judy discover what is best for them as individuals 459460and as a couple. She sees it as unethical to push her clients toward a definite course of action, and she lets them know that her job is to help them be honest with themselves.
·
· What are your reactions to this counselor's approach?
· ▪ What values of yours could interfere with your work with Frank and Judy?
Counselor B. This counselor has been married three times herself. Although she believes in marriage, she is quick to maintain that far too many couples stay in their marriages and suffer unnecessarily. She explores with Judy and Frank the conflicts that they bring to the sessions. The counselor's interventions are leading them in the direction of divorce as the desired course of action, especially after they express this as an option. She suggests a trial separation and states her willingness to counsel them individually, with some joint sessions. When Frank brings up his guilt and reluctance to divorce because of the welfare of the children, the counselor confronts him with the harm that is being done to them by a destructive marriage. She tells him that it is too much of a burden to put on the children to keep the family together.
· ▪ What, if any, ethical issues do you see in this case? Is this counselor exposing or imposing her values?
· ▪ Do you think this person should be a marriage counselor, given her bias?
· ▪ What interventions made by the counselor do you agree with? What are your areas of disagreement?
Counselor C. At the first session this counselor states his belief in the preservation of marriage and the family. He believes that many couples give up too soon in the face of difficulty. He says that most couples have unrealistically high expectations of what constitutes a “happy marriage.” The counselor lets it be known that his experience continues to teach him that divorce rarely solves any problems but instead creates new problems that are often worse. The counsel ...
The Case of MikeChapter 5 • Common Theoretical Counseling Perspe.docxmattinsonjanel
The Case of Mike
Chapter 5 • Common Theoretical Counseling Perspectives 135
Mike is a 20-year-old male who has just recently been released from jail. Mike is technically on probation for car theft, though he has been involved in crime to a much greater extent. Mike has been identified as a cocaine user and has been suspected, though not convicted, for dealing cocaine. Mike has been tested for drugs by his probation department and was found positive for cocaine. The county has mandated that Mike receive drug counseling but the drug counselor has referred Mike to your office because the drug counselor suspects that Mike has issues beyond simple drug addiction. In fact, the drug counselor’s notes suggest that Mike has Narcissistic personality disorder. Mike seems to have little regard for the feelings of others. Coupled with this is his complete sensitivity to the comments of others. In fact, his prior fiancé has broken off her relationship with him due to what she calls his “constant need for admiration and attention. He is completely self-centered.” After talking with Mike, you quickly find that he has no close friends. As he talks about people who have been close to him, he discounts them for one imperfection or another. These imperfections are all considered severe enough to warrant dismissing the person entirely. Mike makes a point of noting how many have betrayed their loyalty to him or have otherwise failed to give him the credit that he deserves. When asked about getting caught in the auto theft, he remarks that “well my dumb partner got me out of a hot situation by driving me out in a stolen get-a-way car.” (Word on the street has it that Mike was involved in a sour drug deal and was unlikely to have made it out alive if not for his partner.) Mike adds, “you know, I plan everything out perfectly, but you just cannot rely on anybody . . . if you want it done right, do it yourself.” Mike recently has been involved with another woman (unknown to his prior fiancé) who has become pregnant. When she told Mike he said “tough, you can go get an abortionor something, it isn’t like we were in love or something.” Then he laughed at her and toldher to go find some other guy who would shack up with her. Incidentally, Mike is a very attractive man and he likes to point that out on occasion. “Yeah, I was going to be a male model in L. A.,but my agent did not know what he was doing . . . could never get things settled out right . . . so I had to fire him.” Mike is very popular with women and has had a constant string of failed relationships due to what he calls “their inability to keep things exciting.” As Mike puts it “hey, I am too smart for this stuff. These people around me, they don’t deserve the good dummies. But me, well I know how to run things and get over on people. And I am not about to let these dummies get in my way. I got it all figured out . . . see?”
Effective Small Business Management: An Entrepreneurial Approach 9th Edition, 2009 IS ...
THE CHRONICLE OF HIGHER EDUCATIONNovember 8, 2002 -- vol. 49, .docxmattinsonjanel
THE CHRONICLE OF HIGHER EDUCATION
November 8, 2002 -- vol. 49, no. 11, p. B7
The Dangerous Myth of Grade Inflation
By Alfie Kohn
Grade inflation got started ... in the late '60s and early '70s.... The grades that faculty members now give ... deserve to be a scandal.
--Professor Harvey Mansfield, Harvard University, 2001
Grades A and B are sometimes given too readily -- Grade A for work of no very high merit, and Grade B for work not far above mediocrity. ... One of the chief obstacles to raising the standards of the degree is the readiness with which insincere students gain passable grades by sham work.
--Report of the Committee on Raising the Standard, Harvard University, 1894
Complaints about grade inflation have been around for a very long time. Every so often a fresh flurry of publicity pushes the issue to the foreground again, the latest example being a series of articles in The Boston Globe last year that disclosed -- in a tone normally reserved for the discovery of entrenched corruption in state government -- that a lot of students at Harvard were receiving A's and being graduated with honors.
The fact that people were offering the same complaints more than a century ago puts the latest bout of harrumphing in perspective, not unlike those quotations about the disgraceful values of the younger generation that turn out to be hundreds of years old. The long history of indignation also pretty well derails any attempts to place the blame for higher grades on a residue of bleeding-heart liberal professors hired in the '60s. (Unless, of course, there was a similar countercultural phenomenon in the 1860s.)
Yet on campuses across America today, academe's usual requirements for supporting data and reasoned analysis have been suspended for some reason where this issue is concerned. It is largely accepted on faith that grade inflation -- an upward shift in students' grade-point averages without a similar rise in achievement -- exists, and that it is a bad thing. Meanwhile, the truly substantive issues surrounding grades and motivation have been obscured or ignored.
The fact is that it is hard to substantiate even the simple claim that grades have been rising. Depending on the time period we're talking about, that claim may well be false. In their book When Hope and Fear Collide (Jossey-Bass, 1998), Arthur Levine and Jeanette Cureton tell us that more undergraduates in 1993 reported receiving A's (and fewer reported receiving grades of C or below) compared with their counterparts in 1969 and 1976 surveys. Unfortunately, self-reports are notoriously unreliable, and the numbers become even more dubious when only a self-selected, and possibly unrepresentative, segment bothers to return the questionnaires. (One out of three failed to do so in 1993; no information is offered about the return rates in the earlier surveys.)
To get a more accurate picture of whether grades have changed over the years, one needs to look at official student tran ...
The chart is a guide rather than an absolute – feel free to modify.docxmattinsonjanel
The chart is a guide rather than an absolute – feel free to modify or adjust it as need to fit the specific ideas that you are developing.
Area: SALES
Specific Change Plans for Functional Areas
Capability Being Addressed
This can be pulled from the strategic proposal recommended in Part 2B
How do the recommended changes (details provided below) help improve the capability?
This is a logic "double check". Be sure you can show how the changes recommended below improve the capability and help address the product and market focus and add to accomplishment of the value proposition
Details of Specific Changes:
Proposed Changes in Resources
Proposed Changes to Management
Preferences
Proposed Changes to Organizational
Processes
Detailed Change Plans
(Lay out here the specifics of all recommended changes for this area. Modify the layout as necessary to account for the changes being recommended)
Proposed Change
Timing
Costs
On going impact on budget
On going impact on revenue
Wiki
Template
Part-‐2:
Gaps,
Issues
and
New
Strategy
BUSI
4940
–
Business
Policy
1
THE ENVIRONMENT/INDUSTRY
1. Drivers of change
Key drivers of change begin with the availability of substitute products. Many
other
companies can easily provide a substitute and the firm will have to find a way to
stand
out among them. Next would be the ability to differentiate yourself among other
firms
that pose a threat in the industry. Last, the political sector. The the federal, state,
and local governments could all shape the way healthcare is everywhere.
2. Key survival factors
Key survival factors would include making the firm stand out above the rest in the
industry and creating a name for itself. Second would be making sure there is a
broad
network of providers available for the customers. Giving the customer options
will
make the customer happy. Providing excellent customer service is key to any
firm in
the industry.
3. Product/Market and Value Proposition possibilities
Maintaining the use of heavy discounts will keep Careington in the competitive
market. They also concentrate on constantly innovating technology to make
sure that
they have the latest devices to offer their customers. To have high value proposition, Careington
will need to show their costumers that they can believe in them and trust them to
do the right thing. Showing the customers that they can always be on top of the
latest
technology and new age products will help build trust with the customers.
STRATEGY OF THE FIRM
1. Goals
Striving to promote the health and well being of their clients by continuing to
provide
low cost health care solutions. A lot of this concentration is on clients that cannot
afford health care very easily or that a ...
The Challenge of Choosing FoodFor this forum, please read http.docxmattinsonjanel
The Challenge of Choosing Food:
For this forum, please read: https://www.washingtonpost.com/lifestyle/food/no-food-is-healthy-not-even-kale/2016/01/15/4a5c2d24-ba52-11e5-829c-26ffb874a18d_story.html?postshare=3401453180639248&tid=ss_fb-bottom
The article is from the Washington Post, January 17, 2016, by Michael Ruhlmanentitled: "No Food is Healthy, Not even Kale."
Based on your reading in the textbook share the following information with your classmates:
(1) To what degree to you agree with article, "No Food is Healthy, Not even Kale." Do semantics count? Should we focus on foods that are described as nourishing (nutrient-dense) instead of foods described as healthy because the word "healthy" is a "bankrupt" word? Explain and refer to information from the article.
(2) Based on the article and the textbook reading (review pages 9-30), how challenging is it for you to choose nutritious foods that promote health? What factors drive your food choices? Explain to your classmates.
(3) What do you think is the biggest concern we face health-wise in the US today?
(4) What are some obstacles as to why we may not be eating as well as we would like to?
Please complete all questions, if you have any question let me knowv
Test file, (Do not modify it)
// $> javac -cp .:junit-cs211.jar ProperQueueTests.java #compile
// $> java -cp .:junit-cs211.jar ProperQueueTests #run tests
//
// On windows replace : with ; (colon with semicolon)
// $> javac -cp .;junit-cs211.jar ProperQueueTests.java #compile
// $> java -cp .;junit-cs211.jar ProperQueueTests #run tests
import org.junit.*;
import static org.junit.Assert.*;
import java.util.*;
public class ProperQueueTests {
public static void main(String args[]){
org.junit.runner.JUnitCore.main("ProperQueueTests");
}
/*
building queues:
- build small empty queue. (2)
- build larger empty queue. (11)
- build length-zero queue. (0)
*/
@Test(timeout=1000) public void ProperQueue_makeQueue_1(){
String expected = "";
ProperQueue q = new ProperQueue(2);
String actual = q.toString();
assertEquals(2, q.getCapacity());
assertEquals(expected, actual);
}
@Test(timeout=1000) public void ProperQueue_makeQueue_2(){
String expected = "";
ProperQueue q = new ProperQueue(11);
String actual = q.toString();
assertEquals(11, q.getCapacity());
assertEquals(expected, actual);
}
@Test(timeout=1000) public void Queue_makeQueue_3(){
String expected = "";
ProperQueue q = new ProperQueue(0);
String actual = q.toString();
assertEquals(0, q.getCapacity());
assertEquals(expected, actual);
}
/*
add/offer tests.
- add a single value to a short queue.
- fill up a small queue.
- over-add to a queue and witness it struggle.
- add many but don't finish filling a queue.
- make size-zero queue, adds fail, check it's still empty.
*/
@Test(timeout=1000) public void ProperQueue_add_1(){
String expecte ...
The Civil Rights Movement
Dr. James Patterson
Black Civil Rights Movement
Basic denial of civil rights (review)
Segregation in society
Inferior schools
Job discrimination
Political disenfranchisement
Over ½ lived below poverty level
Unemployment double national ave.
Ghettoes: gangs, drugs, substandard housing, crime
Early Victories
WWII egalitarianism and backlash against German racism
Jackie Robinson integrated professional baseball—1947
Desegregation of the armed forces ordered by president Truman—1948
Marian Anderson performed at the New York Metropolitan Opera House—1955
Increased interest in civil rights a result of Cold War propaganda
Brown v. Board of Education
1954 – Topeka, Kansas
Linda Brown: filed suit to attend a neighborhood school
“Separate educational institutions are inherently unequal.”
Overturned Plessy v. Ferguson
Court says: integrate "with all deliberate speed.”
What did this mean?
Linda Brown and Family
Circumvention of Brown v. Board of Education Ruling
White supremacist parents feared racial mixing and attempted to block black enrollment.
Ignored the integration issue
Token integration
Segregation through standardized placement tests
Segregation through private schools
Stalling through legal action
By 1964, 10 years after the Brown case, only 1% of black children attended truly integrated schools.
Little Rock High School
1957 courts order integration in Little Rock
9 black students enrolled.
Governor called out militia to block it.
Mobs replaced militia after recall.
Eisenhower ordered federal troops to protect the students.
Daily harassment
Courageous black students persevered.
Montgomery Bus Boycott
1955--Rosa Parks arrested for not giving up seat to white man
Boycott of bus system led by Martin Luther King, Jr.:
Walking, church busses, car pools, bicycles
Bus lines caught in the middle
Rosa Parks being Booked
Supreme Court ruled bus companies must integrate.
Inspired other protests:
Sit-ins, wade-ins, kneel-ins
Woolworth’s lunch counter
Montgomery Bus Boycott
Martin Luther King, Jr.
Martin Luther King, Jr.
Non-Violent
Influenced by Ghandi
“The blood may flow, but it must be our blood, not that of the white man.”
“Lord, we ain’t what we oughta be. We ain’t what we wanna be. We ain’t what we gonna be. But thank God, we ain’t what we was.”
Freedom Riders
Activists traveled from city to city to ignite the protest.
Bull Conner:
in Montgomery
Dogs
Whips
Water hoses
Cattle prods
Television
Public backlash
Civil Rights March (AL. 1965)
1963 - Washington, D.C. "I have a Dream“—200,000 Attended
Civil Rights Legislation
1964 - Civil Rights Act
1964 - 24th Amendment
Abolished Poll Tax
1965 Voting Rights Act
Affirmative action
Int ...
The Churchill CentreReturn to Full GraphicsThe Churchi.docxmattinsonjanel
The Churchill Centre
Return to Full Graphics
The Churchill Centre | Calendar | Churchill Facts | Speeches & Quotations | Publications and Resources |
News | Join The Centre! | Churchill Stores | Contact Us | Links | Search
Their Finest Hour
Sir Winston Churchill > Speeches & Quotations > Speeches
June 18, 1940
House of Commons
I spoke the other day of the colossal military disaster which occurred when the French High Command
failed to withdraw the northern Armies from Belgium at the moment when they knew that the French front
was decisively broken at Sedan and on the Meuse. This delay entailed the loss of fifteen or sixteen French
divisions and threw out of action for the critical period the whole of the British Expeditionary Force. Our
Army and 120,000 French troops were indeed rescued by the British Navy from Dunkirk but only with the
loss of their cannon, vehicles and modern equipment. This loss inevitably took some weeks to repair, and in
the first two of those weeks the battle in France has been lost. When we consider the heroic resistance
made by the French Army against heavy odds in this battle, the enormous losses inflicted upon the enemy
and the evident exhaustion of the enemy, it may well be the thought that these 25 divisions of the
best-trained and best-equipped troops might have turned the scale. However, General Weygand had to fight
without them. Only three British divisions or their equivalent were able to stand in the line with their French
comrades. They have suffered severely, but they have fought well. We sent every man we could to France
as fast as we could re-equip and transport their formations.
I am not reciting these facts for the purpose of recrimination. That I judge to be utterly futile and even
harmful. We cannot afford it. I recite them in order to explain why it was we did not have, as we could have
had, between twelve and fourteen British divisions fighting in the line in this great battle instead of only
three. Now I put all this aside. I put it on the shelf, from which the historians, when they have time, will
select their documents to tell their stories. We have to think of the future and not of the past. This also
applies in a small way to our own affairs at home. There are many who would hold an inquest in the House
of Commons on the conduct of the Governments-and of Parliaments, for they are in it, too-during the years
which led up to this catastrophe. They seek to indict those who were responsible for the guidance of our
affairs. This also would be a foolish and pernicious process. There are too many in it. Let each man search
his conscience and search his speeches. I frequently search mine.
Of this I am quite sure, that if we open a quarrel between the past and the present, we shall find that we
have lost the future. Therefore, I cannot accept the drawing of any distinctions between Members of the
present Government. It was formed at a moment of crisis in order to unite a ...
The Categorical Imperative (selections taken from The Foundati.docxmattinsonjanel
The Categorical Imperative (selections taken from The Foundations of the Metaphysics of
Morals)
Preface
As my concern here is with moral philosophy, I limit the question suggested to this:
Whether it is not of the utmost necessity to construct a pure thing which is only empirical and
which belongs to anthropology? for that such a philosophy must be possible is evident from the
common idea of duty and of the moral laws. Everyone must admit that if a law is to have moral
force, i.e., to be the basis of an obligation, it must carry with it absolute necessity; that, for
example, the precept, "Thou shalt not lie," is not valid for men alone, as if other rational beings
had no need to observe it; and so with all the other moral laws properly so called; that, therefore,
the basis of obligation must not be sought in the nature of man, or in the circumstances in the
world in which he is placed, but a priori simply in the conception of pure reason; and although
any other precept which is founded on principles of mere experience may be in certain respects
universal, yet in as far as it rests even in the least degree on an empirical basis, perhaps only as to
a motive, such a precept, while it may be a practical rule, can never be called a moral law…
What is the “Good Will?”
NOTHING can possibly be conceived in the world, or even out of it, which can be called
good, without qualification, except a good will. Intelligence, wit, judgement, and the other
talents of the mind, however they may be named, or courage, resolution, perseverance, as
qualities of temperament, are undoubtedly good and desirable in many respects; but these gifts of
nature may also become extremely bad and mischievous if the will which is to make use of them,
and which, therefore, constitutes what is called character, is not good. It is the same with the
gifts of fortune. Power, riches, honour, even health, and the general well-being and contentment
with one's condition which is called happiness, inspire pride, and often presumption, if there is
not a good will to correct the influence of these on the mind, and with this also to rectify the
whole principle of acting and adapt it to its end. The sight of a being who is not adorned with a
single feature of a pure and good will, enjoying unbroken prosperity, can never give pleasure to
an impartial rational spectator. Thus a good will appears to constitute the indispensable condition
even of being worthy of happiness.
There are even some qualities which are of service to this good will itself and may
facilitate its action, yet which have no intrinsic unconditional value, but always presuppose a
good will, and this qualifies the esteem that we justly have for them and does not permit us to
regard them as absolutely good. Moderation in the affections and passions, self-control, and calm
deliberation are not only good in many respects, but even seem to constitute part of th ...
The cave represents how we are trained to think, fell or act accor.docxmattinsonjanel
The cave represents how we are trained to think, fell or act according to society, following our own way and not the way intended for us. The shadows are merely a reflection of what they perceived to be reality instead of an illusion. The prisoners are trapped in society, each one of us who choose to stay trapped in our own way. The man that escapes is the person who no longer is a slave to society and can see the difference between reality and illusion. The day light can be compared to God’s will. When you don’t follow the plan that has been laid out for you by God, than you are trapped and you will only see illusions or reflections of reality. Escaping and choosing to go into “the light,” or following the will of God, only then can you be set free from your prison.
When looking at a piece of art, a painting, for example, at first glance the painting can appear to be something other what it is intended to be (reality). This reminds me of those pictures that everyone sees on social media, the picture that has circles all over it. When you look at the picture it appears that the circles are moving, but in reality the circles do not move at all. So art can more or less be perceived as more of an illusion.
An example of the picture can be seen here http://www.dailyhaha.com/_pics/movie_circles_illusion.jpg
Accepting illusion as reality happens a lot more times than we probably think. Anything that we see on T.V., Social Media, internet, or even dating, can all be perceived as an illusion at some point. Take dating for example; how a person acts on a date is most likely not how they would act to someone they have known for a while (illusion). Not all people pretend to be something different but in many cases they do. Recognizing what you failed to see after the initial first date and thereafter is how you would know what you first seen was just simply an illusion and therefore not reality, unless of course in reality they are simply a fake person I suppose. Following this pattern makes you realize most people do not appear to be who they are. A good “first impression” doesn’t necessarily mean much when thinking about illusions vs reality, because that’s all the “first impression” is in fact more or less an illusion.
People live in shadows because they fail to recognize reality and choose to continue to believe in illusions. With the growth of Social media, more and more people are falling victim to what things appear to be and will stay in the dark (cave). We as a society are imprisoned by what we see and read through news channels and social media. We will believe anything that comes across CNN or any news station (not fox news though) and let them make up our mind for us. People comment on any shooting victims and assume the cop was in the wrong and is racist, in reality that is not always the case.
It’s interesting to think in terms of appearance vs reality when viewing not only art, but the world. Not taking things for what they appear to ...
The Case Superior Foods Corporation Faces a ChallengeOn his way.docxmattinsonjanel
The Case: Superior Foods Corporation Faces a Challenge
On his way to the plant office, Jason Starnes passed by the production line where hundreds of gloved, uniformed workers were packing sausages and processed meats for shipment to grocery stores around the world.
Jason's company, Superior Foods Corporation, based in Wichita, Kansas, employed 30,000 people in eight countries and had beef and pork processing plants in Arkansas, California, Milwaukee, and Nebraska City. Since a landmark United States–Japan trade agreement signed in 1988, markets had opened up for major exports of American beef, now representing 10 percent of U.S. production. Products called “variety meats”—including intestines, hearts, brains, and tongues—were very much in demand for export to international markets.
Jason was in Nebraska City to talk with the plant manager, Ben Schroeder, about the U.S. outbreak of bovine spongiform encephalopathy (mad cow disease) and its impact on the plant. On December 23, 2011, the U.S. Department of Agriculture had announced that bovine spongiform encephalopathy had been discovered in a Holstein cow in Washington State. The global reaction was swift: Seven countries imposed either total or partial bans on the importation of U.S. beef, and thousands of people were chatting about it on blogs and social networking sites. Superior had moved quickly to intercept a container load of frozen Asian-bound beef from its shipping port in Los Angeles, and all other shipments were on hold.
After walking into Ben's office, Jason sat down across from him and said, “Ben, your plant has been a top producer of variety meats for Superior, and we have appreciated all your hard work out here. Unfortunately, it looks like we need to limit production for a while—at least three months, or until the bans get relaxed. I know Senator Nelson is working hard to get the bans lifted. In the meantime, we need to shut down production and lay off about 25 percent of your workers. I know it is going to be difficult, and I'm hoping we can work out a way to communicate this to your employees.”
...
The Case You can choose to discuss relativism in view of one .docxmattinsonjanel
The Case:
You can choose to discuss relativism in view of one of the following two cases:
The Case:
· Start by giving a brief explanation of relativism (200 words).
· what is the difference between ethical & cultural relativism. Then discuss, in view of relativism, how we can reconcile the apparent conflict between the need for enforcement of human rights standards with the need for protection of cultural diversity. (400 words).
...
The Case Study of Jim, Week Six The body or text (i.e., not rest.docxmattinsonjanel
The Case Study of Jim, Week Six
The body or text (i.e., not restating the question in your answer, not including your references or your signature) of your initial response should be at least 300 words of text to be considered substantive. You will see a red U for initial responses that are not at least 300 words. Note: your initial response to this required discussion will not count toward participation
The Case Study of Jim, Week 6
Title of Activity: In class discussion of the case study of Jim, Week Six
Objective: Review the concepts of the case study in Ch.13 of Personality and then relate Jim’s case to the theorists discussed during the week. In addition, summarize the entire case study.
1. Read “The Case of Jim” in Ch. 13 of Personality.
2. Discuss the case. This week, discussion should focus on social-cognitive theory.
3. Provide a summary of the entire case.
THE CASE OF JIM Twenty years ago Jim was assessed from various theoretical points of view: psychoanalytic, phenomenological, personal construct, and trait.
At the time, social-cognitive theory was just beginning to evolve, and thus he was not considered from this standpoint. Later, however, it was possible to gather at least some data from this theoretical standpoint as well. Although comparisons with earlier data may be problematic because of the time lapse, we can gain at least some insight into Jim’s personality from this theoretical point of view. We do so by considering
Jim’s goals, reinforcers he experiences, and his self-efficacy beliefs.
Jim was asked about his goals for the immediate future and for the long-range future. He felt that his immediate and long-term goals were pretty much the same: (1) getting to know his son and being a good parent, (2) becoming more accepting and less critical of his wife and others, and (3) feeling good about his professional work as a consultant.
Generally he feels that there is a good chance of achieving these goals but is guarded in that estimate, with some uncertainty about just how much he will be able to “get out of myself” and thereby be more able to give to his wife and child.
Jim also was asked about positive and aversive reinforcers, things that were important to him that he found rewarding or unpleasant.
Concerning positive reinforcers, Jim reported that money was “a biggie.”
In addition he emphasized time with loved ones, the glamour of going to an opening night, and generally going to the theater or movies.
He had a difficult time thinking of aversive reinforcers. He described writing as a struggle and then noted, “I’m having trouble with this.”
Jim also discussed another social-cognitive variable: his competencies or skills (both intellectual and social). He reported that he considered himself to be very bright and functioning at a very high intellectual level. He felt that he writes well from the standpoint of a clear, organized presentation, but he had not written anything that is innovative or creative. Ji ...
The Case of Missing Boots Made in ItalyYou can lead a shipper to.docxmattinsonjanel
The Case of Missing Boots Made in Italy
You can lead a shipper to the water, but if the horse does not want to drink…
Vocabulary:
Shipper: In commercial trade, the person who gives goods to a shipping company to be transported to a foreign destination; in export transactions, it is usually the exporter. Do not confuse the shipper with the shipping company or carrier.
Consignee: The person who is ultimately receiving the goods, generally the buyer or importer. Sometimes these people will designate a “notify party” to be notified when the goods arrive in the port of entry, so that customs clearance can be arranged and the goods picked up for further domestic transport.
Carrier: A company that transports goods (sometimes referred to as a “shipping company” or a “freight company”).
Forwarder (or “freight forwarder”): A forwarder is like a travel agent for cargo – forwarders organize the transport of your goods from departure to destination, and charge a fee for their services. There are many different kinds of forwarders. There are firms that act as both forwarders and carriers. Sometimes forwarders will have relationships with a whole string of carriers and other forwarders, so that the shipper only deals with the forwarder but in the end the goods are actually carrier by a series of independent transport companies.
NVOCC: Non-vessel operating common carrier. A “common carrier” in the legal terminology refers to a carrier who has accepted the additional legal burdens imposed on a company that regularly carries goods for a fee (as opposed to someone with a truck who might agree to help you out just this once because you’re in trouble).
Container: Large standard-sized metal boxes for transporting merchandise; you see them on the back of trucks, or stacked up outside of ports like Lego toys, or on top of large ocean-going container ships. The capacity of container vessels is measured in TEU (twenty-foot equivalent units; containers generally measure 20 or 40 feet long; large vessels can now carry in excess of 4,000 TEU). There are different kinds of containers for different purposes. For example, refrigerated containers (for transporting meat or fruit, for example) are called “reefers,” so be careful where you use this term.
Consolidator: When large companies ship a lot of goods, they are usually able to fill entire containers. However, shippers who ship smaller amounts (like the shipper in the example below), often have their goods “stuffed” (the industry term) along with other goods into the same container; hence, they are “consolidated.” Some firms specialize in consolidating various shipments from different shippers, these are “consolidators.” A load which requires consolidation is a “LCL” or less-than-full-container load, as opposed to a “FCL” – full-container-load.
Marine Insurance: This is a common term for cargo insurance for international shipments, even in cases where much of the transport is NOT by sea; “marine insurance ...
The Cardiovascular SystemNSCI281 Version 51University of .docxmattinsonjanel
The Cardiovascular System
NSCI/281 Version 5
1
University of Phoenix Material
The Cardiovascular System
Exercise 9.6: Cardiovascular System—Thorax, Arteries, Anterior View
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Exercise 9.7a: Imaging—Aortic Arch
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Exercise 9.8: Cardiovascular System—Thorax, Veins, Anterior View
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Animation: Pulmonary and Systemic Circulation
After viewing the animation, answer these questions:
1. Name the two divisions of the cardiovascular system.
2. What are the destinations of these two circuits?
3. In the systemic circulation, where does gas exchange occur?
4. In the pulmonary circulation, where does gas exchange occur?
5. Name the blood vessels that carry oxygen-rich blood to the heart. How many are there? Where do they terminate?
Exercise 9.9: Imaging—Thorax
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In Review
1. What is the name for the fibrous sac that encloses the heart?
2. Name the lymphatic organ that is large in children but atrophies during adolescence.
3. Name the bilobed endocrine gland located lateral to the trachea and larynx.
4. How do large arteries supply blood to body structures?
5. Name the large vessel that conveys oxygen-poor blood from the right ventricle of the heart.
6. Name the two branches of the blood vessel mentioned in question 5 that convey oxygen-poor blood to the lungs.
7. Name the blunt tip of the left ventricle.
8. What is the carotid sheath? What structures are found within it?
9. What is the serous pericardium?
10. Name the structure that ...
The Cardiovascular SystemNSCI281 Version 55University of .docxmattinsonjanel
The Cardiovascular System
NSCI/281 Version 5
5
University of Phoenix Material
The Cardiovascular System
Exercise 9.6: Cardiovascular System—Thorax, Arteries, Anterior View
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Exercise 9.7a: Imaging—Aortic Arch
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Exercise 9.7b: Imaging—Aortic Arch
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Exercise 9.8: Cardiovascular System—Thorax, Veins, Anterior View
Layer 2 (pp. 474-475)
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Animation: Pulmonary and Systemic Circulation
After viewing the animation, answer these questions:
1. Name the two divisions of the cardiovascular system.
2. What are the destinations of these two circuits?
3. In the systemic circulation, where does gas exchange occur?
4. In the pulmonary circulation, where does gas exchange occur?
5. Name the blood vessels that carry oxygen-rich blood to the heart. How many are there? Where do they terminate?
Exercise 9.9: Imaging—Thorax
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In Review
1. What is the name for the fibrous sac that encloses the heart?
2. Name the lymphatic organ that is large in children but atrophies during adolescence.
3. Name the bilobed endocrine gland located lateral to the trachea and larynx.
4. How do large arteries supply blood to body structures?
5. Name the large vessel that conveys oxygen-poor blood from the right ventricle of the heart.
6. Name the two branches of the blood vessel mentioned in question 5 that convey oxygen-poor blood to the lungs.
7. Name the blunt tip of the left ventricle.
8. What is the carotid sheath? What structures are found within it?
9. What is the serous pericardium?
10. Name the structure that ...
The British Airways Swipe Card Debacle case study;On Friday, Jul.docxmattinsonjanel
The British Airways Swipe Card Debacle case study;
On Friday, July 18, 2003, British Airways staff in Terminals 1 and 4 at London’s busy Heathrow Airport held a 24 hour wildcat strike. The strike was not officially sanctioned by the trade unions but was spontaneous action by over 250 check in staff who walked out at 4 pm. The wildcat strike occurred at the start of a peak holiday season weekend which led to chaotic scenes at Heathrow. Some 60 departure flights were grounded and over 10,000 passengers left stranded. The situation was heralded as the worst industrial situation BA had faced since 1997 when a strike was called by its cabin crew. BA response was to cancel its services from both terminals, apologize for the disruption and ask those who were due to fly not to go to the airport as they would be unable to service them. BA also set up a tent outside Heathrow to provide refreshments and police were called in to manage the crow. BA was criticized by many American visitors who were trying to fly back to the US for not providing them with sufficient information about what was going on. Staff returned to work on Saturday evening but the effects of the strike flowed on through the weekend. By Monday morning July 21, BA reported that Heathrow was still extremely busy. There is still a large backlog of more than 1000 passengers from services cancelled over the weekend. We are doing everything we can to get these passengers away in the next couple of days. As a result of the strike BA lost around 40 million and its reputation was severely dented. The strike also came at a time when BA was still recovering from other environmental jolts such as 9/11 the Iraqi war, SARS, and inroads on its markets from budget airlines. Afterwards BA revealed that it lost over 100,000 customers a result of the dispute.
BA staff were protesting the introduction of a system for electronic clocking in that would record when they started and finished work for the day. Staff were concerned that the system would enable managers to manipulate their working patterns and shift hours. The clocking in system was one small part of a broader restructuring program in BA, titled the Future Size and Shape recovery program. Over the previous two years this had led to approximately 13,000 or almost one in four jobs, being cut within the airline. As The Economist noted, the side effects of these cuts were emerging with delayed departures resulting from a shortage of ground staff at Gatwick and a high rate of sickness causing the airline to hire in aircraft and crew to fill gaps. Rising absenteeism is a sure sign of stress in an organization that is contracting. For BA management introduction of the swipe card system was a way of modernizing BA and improving the efficient use of staff and resources. As one BA official was quoted as saying We needed to simplify things and bring in the best system to manage people. For staff it was seen as a prelude to a radical shakeup in working ...
The Case Abstract Accuracy International (AI) is a s.docxmattinsonjanel
The Case
Abstract
Accuracy International (AI) is a specialist British firearms manufacturer based in Portsmouth,
Hampshire, England and best known for producing the Accuracy International Arctic Warfare
series of precision sniper rifles. The company was established in 1978 by British Olympic shooting
gold medallist Malcolm Cooper, MBE (1947–2001), Sarah Cooper, Martin Kay, and the designers
of the weapons, Dave Walls and Dave Craig. All were highly skilled international or national target
shooters. Accuracy International's high-accuracy sniper rifles are in use with many military units
and police departments around the world. Accuracy International went into liquidation in 2005, and
was bought by a British consortium including the original design team of Dave Walls and Dave
Craig.
Earlier this year, AI's computer network was hit by a data stealing malware which cost thousands of
pounds to recover from. Also last year there have been a couple of incidents of industrial
espionage, involving staff who were later sacked and prosecuted.
As part of an ongoing covert investigation, the head of Security at AI (DG) has hired you to
conduct a forensic investigation on an image of a USB device. The USB device, it is a non-
company issued device, allegedly belonging to an employee Christian Macleod, a consultant and
technical manager at AI for more than six years.
Case details
Christian’s manager, David Bolton, is the regional manager and head of R&D and has been
working at AI for the last three years. David initiated this fact finding covert investigation which is
conducted with the support of the head of Security at AI.
The USB device in question allegedly was removed from Christian's workstation at AI while he
was out of the office for lunch, the device was imaged and then it was plugged in back into
Christian's workstation. You have been provided with a copy of that image (the original copy is at
the moment secure in a secure locker at the security department).
You have been told by DG that Dave was alarmed by some of the work practices of Christian and
that prompted him to start this investigation by contacting the Head of Security at AI. According to
Dave, Christian would bring in devices such as his iPod and his iPhone and he would often plug
these into his workstation. There is no policy against personal music devices and there is no
BYOD policy but there is a strict policy against copying corporate data is any personal device. The
company's policy states that such data is not to be stored unencrypted, on unauthorised, non
company approved devices. According to DG, Dave has reasons to believe that an earlier malware
infection incident at AI had its origins in one of Christian's personal devices.
Supporting information
1. You need to be aware that Dave and Christian do not get along as they had a few verbal exchanges
in the last year. Christian has filled in a ...
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
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The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
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Schroeder, R. G., Goldstein, S. M., & Rungusanatham, M. J.
(2013). Operations management in the supply chain: Decisions
and cases (6th ed.). New York, NY: McGraw-Hill/Irwin.
If the products sell extremely well, we will
build more in season, and will be back on the
shelves in a few weeks. And we'll build even
more, and even more, and even more, in that
same season. We're not going to wait with a
hot new product until next year, when hope-
fully the same trend is alive.
-Ronald Snyder, CEO of Crocs, lnc. 1
On May 3, 2007, Crocs, Inc. released its results for the
first quarter of the year. The footwear company,
which had sold its first shoes in 2003, reported reve-
nues of $142 million for the quarter, more than three
times its sales for the first quarter of 2006. Net in-
come, at $0.61 per share was more than 17 percent
4. of sales, nearly four times higher than the previous
year. 2 These results far exceeded market expecta-
tions, which had been for earnings of $0.49 per share
on $114 million of revenue. 3 As part of the earnings
release, the company announced a two-for-one stock
split. Immediately after the announcement, the stock
price jumped 15 percent.
The growth and profitability of Crocs, which made
funky, brightly colored shoes using an extremely com-
fortable plastic material, had been astounding. Much
of this growth had been made possible by a highly
flexible supply chain which enabled the company to
build additional product to fulfill new orders quickly
within the selling season, allowing it to respond to un-
expectedly high demand-a capability that was previ-
ously unheard of in the footwear industry. This ability
to fulfill the needs of retailers also made the company
a very popular supplier to shoe sellers.
This success also raised questions about how
the company should grow in the future. Should it
vertically integrate or grow through product line
1 Quotations are from interviews w ith the authors, unless oth-
5. erwise specified.
2 Press Release, "Crocs, Inc. Reports Fiscal 2007 First Quarter
Financial Results," May 3, 2007. Online at http://www.crocs.
com/consumer/press_details/688244 (accessed May 4, 2007).
3 Rick Munarriz, "Ugly Shoes, Pretty Profits," The Motley
Fool,
May 4, 2007. Online at http://www.fool.com/investing/high-
g rowth/2007 /05/04/ug ly-shoes-pretty-profits.aspx (accessed
May 7, 2007).
extension? Should it grow organically or through ac-
quisition? Would potential growth paths exploit
Crocs' core competencies or defocus them?
CROCS, INC.
In 2002, three friends from Boulder, Colorado went
sailing in the Caribbean. One brought a pair of foam
clog shoes that he had bought from a company in
Canada. The clogs were made from a special mate-
rial that did not slip on wet boat decks, was easy
to wash, prevented odor, and was extremely com-
fortable. The three, Lyndon "Duke" Hanson, Scott
Seamans, and George Boedecker, decided to start a
business selling these Canadian shoes to sailing en-
thusiasts out of a leased warehouse in Florida, as
6. Hanson said, "so we could work when we went on
sailing trips there." 4 The founders wanted to name
the shoes something that captured the amphibious
nature ofthe product. Since "Alligator" ha.d already
been taken, they chose to name the shoes "Crocs."
The shoes were an immediate success, and word
of mouth expanded the customer base to a wide
range of people who spent much of their days stand-
ing, such as doctors and gardeners. In October 2003,
as the business began to grow, they contacted Ronald
Snyder, a college friend, to become a consultant for
the company. Snyder had been an executive with
Flextronics, a leading electronics contract manufac-
turer, heading up the company's design division. He
had extensive experience in manufacturing opera-
tions, mergers and acquisitions, and sales and mar-
keting. When he first started consulting with Crocs,
Snyder said, "I thought I would work a few hours a
day. I thought it would be restful." 5 But seeing the
rapid growth of the company based on word-of-
mouth marketing, Snyder joined Crocs in June 2004
as its president, becoming CEO in January 2005.
When Snyder joined the company it was head-
8. Crocs: Revolutionizing an Industry's Supply Chain Model for
Competitive Advantage 493
Finproject, which was renamed "Foam Designs ."
Crocs now owned the formula for the proprietary
resin "croslite™" that gave the shoes their unique
properties of extreme comfort and odor resistance.
The company now also controlled manufacturing.
EXHIBIT 1 Crocs executives and directors.
Snyder encouraged the company to think big. He
brought in a number of key executives from Flex-
tronics, and built infrastructure in preparation for
growth. (See Exhibit 1 for Crocs executives and direc-
tors.) He also launched the product worldwide.
Executive Background
Ronald Snyder, President, CEO, Director
Peter Case, SVP, Finance, CFO, Treasure
John McCarvel, SVP, Global Operations
9. Michael Margol is, VP, Sales and Marketing .
Director
Raymond Croghan
Ronald Frasch
Michael Marks
Marie Holman-Rao
Richard Sharp, Chairman
Thomas Smach
Ronald Snyder
With Cross since June 2004 (consultant since October
2003). Senior executive with Flextronics. Founder of
The Di i Group, w hich was acqu ired by Flextronics.
With Crocs since April 2006. Previously EVP, CFO, and
treasurer of publicity held sports apparel and
10. accessor ies company.
With Crocs since January 2005 (consultant beginning in
2004). Previously an executive w ith Flextronics and
The Dii Group.
With Crocs since January 2005. Led Crocs sales group
as a consultant beginning in October 2003. Previously,
founder and executive with an apparel and
merchandising compan y.
Background
Board member since August 2004. Prior to retirement
in 1999, ran a healthcare information technology
consulting firm. Also on the board of several privately-
held compan ies.
Board member since 2006. Vice Chairman of Saks Fifth
Avenue. Background in global retailing.
Board member since August 2004. Member of Kohlberg
Kravis Roberts & Co., a private equity firm, as a member
of the firm since January 1, 2006 . Chairman of
Flectronics. Previously, he was wi th Flextronics from
11. 1991-2005, serving as CEO and chairman. Also a
director of SanDisk Corporation and Schlumberger Limited.
Board member since 2006. Background in the apparel
business, including Limited Brands, Inc., Gap, Inc.,
Banana Republic, and Ann Taylor.
Board cha irman since April 2005. With Circuit City from
1982 to 2002, serving as president, CEO, and chairman.
Also a board member of Flextron ics (formerly chair).
And of Carmax, Inc., the nation's largest specialty
retailer of used cars and light trucks.
Boa rd member since Apri l 2005. With Flextronics since
2000, as CFO, and SVP of finance. Previously SVP, CFO
and treasure of The Dii Group, Inc., which was acquired
by Flextronics. Also serves on the board of ADVA AG
Optical Networking.
President of Crocs. See background above under
Executives.
Sources: Crocs w ebsite, "Board and Management Profiles,"
http://www.crocs.com/ company/ ln
vestor_Relations/Board_Management.jsp
12. (April 23, 2007}, Crocs Proxy, October 2006.
494 Part Six Case Studies
Snyder explained the rationale behind launching
worldwide at an early point in the company's life:
The plan was, we're going to launch the world in
order to get a brand out that would be a sustain-
able brand with th is funky looking, strange
product. Other, larger shoe companies, or even
larger apparel companies, could have knocked us
off, and could have gone into Europe before we
got there if they had infrastructure in Europe.
So, being Flextronics guys, and understanding
that the world is flat, and you can get every-
where fairly quickly, we said, "we need to launch
the world pretty much at once." We delayed a
bit in South America, but now we're there fairly
strong, too. But we needed to launch every-
where in order to have us be the brand that had
sustainability. That's what we've been able to
13. pull off at this point. We were in every country
you can think of before anybody else had any
real capability to ship product in other countries
besides the U.S. Certainly, there are knock-offs in
all those other places, but they are just known as
knock-offs. They are not known as originals,
which is what we were hoping to achieve.
Crocs started its sales efforts on a grass-roots basis
in the U.S. The company participated in many trade
shows in every industry that could benefit from the
product, such as garden shows, boat shows, and pool
supply shows . As stores began carrying the shoes,
Crocs personnel worked closely with the stores. Snyder
observed, "If you just put up a rack of funny-looking
shoes, I don't think they would have done anything.
But we got in there with some of our own people, or
our reps, and stood around and got people excited."
Crocs also went to a wide range of events, such as con-
certs, festivals, and sports tournaments, to talk to cus-
tomers about the shoes. The company took a similar
approach in other countries, but the momentum gen-
erated in the U.S. helped foreign adoption.
The company initially used representatives and
14. distributors in the U.S., but brought this function in-
house in order to control costs. In other countries,
Crocs had its own sales staff wherever possible, but
as of mid-2007 had some 3rd party distributors in
some locations.
In addition to a popular product and a global
strategy, Crocs developed a supply chain that pro-
vided a competitive advantage. Traditional industry
practice was for retail distributors to place bulk or-
ders for each season's inventory many months in ad-
vance, with little ability to adjust to changes during
the selling season. The Crocs model did not impose
these limitations on retailers-the company could
fill new orders within the season, quickly manufac-
turing and shipping new product to retail stores.
The traditional practice, and the Crocs supply chain
will be described in detail below.
From 2003 through 2006 the company had
phenomenal growth. Revenue in 2003 had been
$1.2 million . By 2006, it was $355 million, with a net
income· of $64 million (18 percent of revemk). Crocs
went public in February 2006, with an initial market
15. capitalization of over $1 billion. After the Q1 2007
earnings release, the market cap passed $2.7 billion.
Sales outside of North America grew from 5 percent
of total revenue in 2005 to 25 percent in 2006. In its
Q1 2007 earnings release, the company said that it
expected 2007 revenue to be between $670 and
$680 million. (The company had historically reported
results that comfortably exceeded expectations. 6 )
(See Exhibits 2 and 3 for company financial informa-
tion .) Crocs' financial performance was far superior
in many respects to others in the footwear industry
(Exhibit 4).
The Crocs Shoe
The original Crocs shoe was a clog design. Visually,
its two most distinctive features were large ventila-
tion holes and bold colors. The key to the shoe, how-
ever, was the croslit~ material. This proprietary
closed-cell foam material molded to the shape of
the wearer's foot, providing an exceptionally com-
fortable shoe. It was extremely light, did not skid,
was odor resistant, and did not mark surfaces. It
could also be washed with water. Croslite could be
produced in any color, and the company chose bold
colors (described by some as "crayon" colors) which
16. further enhanced the distinctive, funky look. Crocs
shoes generally sold for about $30-which was not
marked down, as retailers found they did not need
to unload excess inventory through clearance sales
at the end of a selling season.
As Crocs grew, it added additional shoe designs.
The two original models, Beach and Cayman, ac-
counted for about 62 percent of footwear sales in
2006.7 These two models also formed the basis of
some of the other Crocs models. By April 2007, the
company had a wide range of shoes and other prod-
ucts . Its website showed 31 basic footwear models,
ranging from sandals to children's rain boots to
shoes designed for professionals, such as nurses,
who had to stand all day. Some of its shoes were
made under a license agreement with Disney, and
incorporated Disney characters. In addition, Crocs
offered four models of shoes (CrocsRX) that were
6 Munarriz, loc. cit.
7 Crocs Form 1 OK for 2006, pp. 15-16.
17. Crocs: Revolutionizing an Industry's Supply Chain Model for
Competitive Advantage 495
EXHIBIT 2 Crocs' financial performance through 2006.
All amounts in $ millions, except as noted.
2006 2005 2004 2003 2002
Revenue 354.7 108.6 13 .5 1.2 0.0
Cost of goods sold 154.2 47.8 7.2 0.9 0.0
Gross profit 200.6 60.8 6.4 0.3 0.0
Gross profit margin 56.5% 56.0% 47 0% 23.3% 33.3%
SG&A expense 97.2 30.6 7.2 1.4 0.5
Depreciation &
amortization 8 .1 3.3 0.7 0.1 0.0
Operating income 95.3 26.9 (1 6) (1 .2) (0.4)
Operating margin 26.9% 24.8%
Net income after taxes 64.4 17.0 (1 .5) (1.2) (0.4)
Net profit margin 18.2% 15.6%
Geographic distribution
of revenue(% of total)
18. North America 265.5 (75%) 102.8 (95%) 135 (100%)
Asia 54.4 (15%) 4.7 (4%)
Europe 30.3 (9%) 1.0 (1%)
All Other 4.6 (1%) 0.1
Shoes as percent of
total revenue 96% 94% 81%
Selected Balance Sheet Items
(Calendar year end, all values in $ millions)
2006 2005 2004 2003
Cash 71.2 37.8 6.9 0.5
Net receivables 69.3 20.0 3.3 0.2
Inventories 86.2 28.5 2.4 0.4
Net fixed assets 34.8 14.8 3.7 0.3
Accounts payable 71.2 37.8 6.9 0.5
Short-term debt 0.5 8.5 1.0
Long-term debt 0.1 3.2 1.4
Sources: Hoovers. Product and geographic distribution of
revenue from Crocs Form 1 OK for 2006, pp. F-27, 28.
EXHIBIT 3 Financial results, Q1 2007.
19. The following results were released May 3, 2007, for the
quarter ended March 31, 2007 (dollar values in
millions, except as otherwise stated):
Q1 2007 Q1 2006 % Change
Revenues 142.0 44.8 317%
Gross profit 84.4 23.7 356%
Gross profit(% of sales) 59.4% 52.9%
SG&A expenses 47.3 137 345%
Net income, after tax 24.9 6.4 389%
Net income(% of sales) 17.5% 14.3%
Net income per share, diluted $0.61 $0.17 359%
Source: Crocs Press Release, May 3, 2007, loc. cit.
496 Part Six Case Studies
EXHIBIT 4 Industry comparisons.
Comparisons of Crocs with companies selected as "best of
group" and industry median.
20. Deckers Industry
Median Crocs Outdoor Nike Timberland
Annual sales ($ million) 355 304 14,9 55 1,568
Market capita lization ($ million) 2,102 897 10,06 5 1,306
Profitability
Gross profit margin 56.5% 46.4%
Pre-tax profit margin 27.2% 17.8%
Net profit margi n 18.2% 10.4%
Return on equity 56.7% 16.1%
Return on assets 34.1% 13.7%
Return on invested capital 51.1% 15. 9%
Operations
Inve ntory turnover 3.5 5.0
Receivables turn over 8.0 6.0
Valuation
Price/Sales ratio 5.9 3.0
Price/Earnings ratio 30.4 28.3
Price/C ash fl ow ratio 170.3 18.5
Growth
23. 5.6
6.6
0.8
20.1
10.6
7.5%
53.2%
50 .0%
Source: Hoovers Online Competitive Landscape (April 27,
2007). Crocs growth numbers are for cale ndar years 2005 and
2006. Crocs in ventory turns
from Crocs.
designed to meet the special needs of those with
medical problems that affected the feet, such as dia-
betes. The company offered 17 models of collegiate
models that were made in school colors, with the
school logos . Universities such as USC, UCLA, Notre
Dame, Cal, and Ohio State participated in the pro-
gram. (By the start of the 2007/8 academic year,
Crocs expected to include many other institutions in
its catalog of university logo shoes.) Crocs sponsored
24. the AVO beach volleyball tour, and offered two
models with the AVP logo .8 (See Exhibit 5 for photos
of selected Crocs products.)
While shoes comprised 96 percent of company
revenues in 2006. 9 Crocs also branched out into
other accessory products, such as caps, shirts, shorts,
hats, socks, and backpacks. It had products such as
kneepads and kneelers that utilized croslite to pro-
vide functionality. It also sold decorative inserts that
could be put into the shoe ventilation holes, origi-
nally made by a family-owned company (Jibbitz)
that Crocs purchased in December 2006.
8 Product links from Crocs home page: http://www.crocs.com/
home .jsp (Accessed April 24, 2007) .
9 Crocs Form 10K for 2006, p. F-27 .
Crocs made other acquisitions in 2006 and earl y
2007 in the sports protection equipment and ap-
parel market, and in action footwear. These acquisi -
tions further broadened the company's product line,
and introduced products that incorporated conven-
tional materials such as leather. (See Exhibit 6 for a
list of Crocs acquisitions.)
25. Producing a Crocs Shoe
The ra w materials for the croslite in Crocs shoes are
relatively inexpensive chemicals purchased in pellet
form from suppliers such as Dow Chemical. These
chemicals are then combined in a process called
"compounding," in w hich they are converted into a
slurry, mixed, and then reformed into new pellets .
As part of the compounding process, color dyes are
added. The compounded pellets are then ready to
be molded into croslite products.
Croslite components for Crocs products are made
by injection molding. This requires an injection
molding machine, and molds for each style and size.
After the parts are molded, they must be assembled.
This might involve gluing croslite parts together, or
stitching, in the case of components made of leather,
canvas, or other materials which had been added to
Crocs : Revolutionizing an Industr y's Supply C hain Model for
Compe ti tive Advantage 497
26. - BIT 5 Selected Crocs products.
~ ~ ~
beach cayman disney beach
Beach was the company's most Beach and Cayman were the first
two Disney beach was a version of
po pular model. Beach and Cayman Crocs products, and formed
the basis the Beach model produced
ac counted for 62 percent of 2006 for some other shoe models.
under license from Disney.
shoe sales.
~ ~TM ~ 1-professional jibbitz
kneepads
Professional was intended for Jibbitz were used to customize
Crocs Crocs produced items such as
people such as nurses who spent shoes by filling the ventilation
kneepads that took advantage
all day working on their feet. holes in the shoes. of the
properties of croslite.
~
28. December 2006
$13.5 mill ion
Ocean Minded, LLC
January 2007
Notes
$1 .75 mill ion plus potential earn -out
of up to $3.75 million.
1. The aggregate purchase price for Fury and EXO ltalia was
$9.6 million .
2. Purcha se prices include acquisition-related costs.
Description
Original man ufacturer of Crocs products and owner
of crosl ite intellectual property.
Manufacturer of hockey and lacrosse products.
Crocs developing protection gear based on croslite ,
w hich offers low w eight, ene rgy absorption,
and mi crob ial resistance.
29. Designer of ethylene vinyl acetate (EVA) products,
primarily for the f ootw ear industry.
Family ow ned company specializing in colorful
snap-on products designed as accessories for Crocs
footw ear.
Designer and manufacturer of high quality leather and
EVA ba sed sanda ls for the beach, adventure, and
action sports markets. Uses recycled and recyclable
material s w henever poss ible. Products target young
men and w omen w ho w ant high qua lity fashion
sandals w ith an emphasi s on style and comfort.
Source : Crocs Form 10K for the year ending December
31,2006, pp. F-11, F-1 2, F-30.
498 Part Six Case Studies
the Crocs product line in late 2006 and early 2007.
The finished products are then tagged and placed in
boxes containing 24 pairs of shoes for distribution to
retailers. Standard industry practice -was for each
30. pack of 24 to contain only one style and color. Crocs,
however, would custom configure 24-packs to meet
the needs of its smaller customers.
CROCS REVO LUTIONIZES THE FOOTWEAR
SU PPLY CHAIN
The footwear industry was oriented around two
seasons-spring and fall. The standard practice was
fo r footwear companies preparing for the upcoming
fall season to take their products to shows around
the world in January. Buyers would book orders for
fall delivery following these shows ("pre-books").
The fall orders that were received at the begin-
ning of the year would be planned for delivery in
August, September, October, and November. These
scheduled shipments would drive the production
plan . The manufacturers would add some excess to
the build, typ ically about 20 percent of the pre-
booked orders, to take advantage of potential ad-
ditional orders . A very aggressive compan y might
add 50 percent to the build, but all the product
would be manufactured before the season began .
Most shoes were produced in Asia (primarily China
and Vietnam), with some manufactu red in South
31. America.
This production and supply model had obvious
limitations. Retailers had to estimate what their cus-
tomers would want well in advance of the selling
season. If they underestimated, they w ould have
empty shelves and forego potential sales. If they
overestimated , they would be stuck w ith unsold
stock at the end of the season and be f orced to have
clearance sales in order to get rid of this excess stock
at discounted prices . Making this even more difficult
was the consideration that fashion was subject to
trends that were difficult to predict-history was of
only limited value, particula r ly w ith new product s
that incorporated novel design elements that might
either become wildly popular or fall flat.
The Cro cs Supply Chain
Crocs looked at the supply chain from a ve ry differ-
ent perspective than traditional shoe companies.
Coming f rom their electronics contract manufactur-
ing backgrounds, Snyde r and ot her key Crocs execu-
tives were accustomed to producing what the
customer needed, when it was needed, and respond-
ing rapidly to changes in demand. They decided to
32. develop a model focused on customer needs-when
a custome r needed more product, they would get it.
Snyder described the new model as follows, "If th e
products sell extremely well, we will build more in
season, and will be back on the shelves in a fe w
weeks. And we'll build even more, and even more,
and even more, in that same season . We're not go-
ing to w ait with a hot new product until next year,
when hopeful ly the same trend is alive."
· Under the Crocs model, retailers would not
need to take a big risk in January by placing large
orders for their fall season-they could place
smaller pre-booked orders, and order more whe n
they saw how w ell the products sold . Traditiona lly,
customers had to guess which pr oducts would be
hot, and could not get mo re of a product that was
in higher demand than they had guessed (and take
the risk of end-of-season sales to unload excess in -
ventory at reduced prices) . Crocs wanted customers
to be able to get more of a product during the sea-
son in order to take advantage of unexpectedly
high demand. To do that, Crocs would have to be
able to make the products during the season, and
ship them to customers quickly. One analyst re-
33. marked, "They've surprised everybody. Their re-
plenishment system is unheard-of in the retail
footwear space." 10
The positive• relationship that Crocs developed
with its retailers resulted in additional benefits. As
Crocs became important to big retailers, they ap-
proached Crocs to suggest increasing the Crocs pres-
ence . Snyder described one large retailer who said:
"Bring us new products, bring us apparel, accesso-
ries, T shirts, socks, hats, Jibbitz, and we'll give you a
whole area that will be dedicated to the current
Crocs offerings and any new stuff you come out
w ith." Snyde r observed, "Once you have retail space,
it's pretty valuable."
Developi ng the Crocs Supply Chain
Phase One: Taking over Production As mentioned
earlier, one of Snyder's first moves was buying the
manufacturer of Crocs shoes (Foam Designs) in
June 2004 so that it could own the propr ietary
croslite resin and control manufactu r ing. At that
point, Crocs purchased the raw material pellets
from a variety of companies in Europe and the
34. United States, and shipped them to a third-party
compounding company in Italy. The Italian com-
pany had been the parent of Foam Designs, and
had previously done the compounding, so continu-
ing to use them for this function avoided supply
chain interruptions.
10 Jim Duffy of Thomas W eisel Partners, quoted in Anderson,
loc. cit.
Crocs: Revo lutionizing an Industry's Supply Chain Model for
Competitive Advantage 499
-e co mpounded, colorized pellets were then
back to Foam Designs in Canada, where shoes
_ =mo lded and assembled. The finished products
= : h en shipped to a third-party distribution
--::>any in Denver that warehoused the shoes, and
- -~ged and shipped them to customers.
-;.:e Tw o: Global Production Using Contract
35. .:- 'acturers Crocs started production in China in
2005, using a large contract manufacturer. The
materials were still being sent to Italy for com-
=- di ng, but the compounded pellets were now
=-=~a both Canada and China. The shoes that were
.::::e in China were shipped to the Denver ware-
=~e f or packaging orders and distribution .
o cs began to enter the Asian and European
-=r ets in the spring of 2005. As described earlier,
'€ co mpany's strategy was to launch worldwide, so
- ::rou ght on manufacturing capacity to support this
=:::> oach. It added capacity through contract manu -
:~urers in Florida, Mexico, and Italy (due to the lo-
...::. presence of the compounding company).
oming from the contract manufacturing business,
::-. d er and his team expected that the benefits of
=-- r act manufacturing they had experienced in the
· ronics industry would also be present in this new
= iness . Electronics contract manufacturers in all
36. --rts of the world were highly responsive to customer
:::=mands, and quick to increase or stop production as
_ ui red. They soon found that this was not the case
· f ootwear manufacturing. Snyder explained:
W e realized very quickly that third party [manu-
f acturers] with our new model weren't going to
w ork [outside of Asia]. Third parties in Asia are
absolutely great. They are very flexible. They can
b e both flexible and high volume . They move
very quickly. They [contract manufacturers] take
ri sks with us, where they buy equipment. They
invest in helping us grow the business. No [third
party manufacturers in] other countries were
w illing to even entertain that. We'd have to give
t hem long term forecasts, long term contracts,
w e'd have to sign away the next few kids . Noth-
ing was good about using contractors in any
other part of the world, to be honest ....
[Third party manufacturers outside of Asia]
w ould want to know what we're shipping four
months from now, not next week. We were tell-
ing them, "no, we actually need you to change
37. to morrow, and start shipping different stuff
next week, if that's what's required, since that's
o ur model." [And they said,] "Oh no, no, we
can't do that!"
Phase Three: Bringing the Global Supply Chain In-House
When Snyder realized that contractor manufacturers
outside of Asia would not be able to adopt the com-
pany's supply chain model, he developed company-
owned manufacturing operations in Mexico, and
Italy. Crocs set up a manufacturing operation in Brazil
that was scheduled to open by the end of June 2007.
It w as also exploring potential manufacturing sites
in India, and expected to start production there by
the end of the year.
Crocs had used a contract manufacturer in Romania
to serve European customers, and considered sev-
eral options to replace the contractor, including:
buying the contractor, setting up a new facility in
Romania, or looking elsewhere. They were ap-
proached by a company in Bosnia that made shoes
for Nike, and seemed to understand the Crocs
model. The two companies agreed to an arrange-
ment whereby Crocs owned the molding equipment
38. and molds, using the contract company's personnel
for labor. If this approach did not meet Crocs' re-
quirements for flexibility and rapid response to de-
mand, it would move to an entirely company-owned
manufacturing facility.
The Chinese contract manufacturer, who could
meet Crocs' needs for flexibility and responsiveness,
was maintained. (In 2006, 55 percent of Crocs' unit
volume was produced in China 11 ) Crocs also kept the
Florida contract manufacturer, who was only making
one high volume product, and could ship with a
Made in USA label, and continued to manufacture in
Canada.
While manufacturing in each geographic region
added both capacity and the ability to respond to
local customers, having the compounding done in
Italy led to supply chain inefficiencies. Compounded
material had to be sent from Italy to each produc-
tion site, in the correct amounts and colors. This re-
sulted not only in inefficient shipping of materials
around the world, but also reduced manufacturing
fle xibility in each location, since they could only pro-
cess the colors that they had in stock. The raw mate-
39. rials were inexpensive, so centralizing compounding
did not result in significant savings through inven-
tory consolidation .
In 2006, Crocs took control of the compounding
activity, creating state-of-the-art compounding fa-
cilities in Canada, China, and Mexico. Crocs could
now ship raw materials to each of these plants . The
plants could compound material as need for
production, delaying the colorizing decision until a
11 Crees Form 1 OK for 2006, p. 8.
500 Part Six Case Studies
specific color product was needed. Snyder described
the results:
We can get an order now, and we don't even
have to make the compound and colorize it yet,
and we can ship it in two weeks. So now the
model is starting to really take shape, where we
don't have to take risks on even color compound
40. at this point. Now we have that in place, which
makes a huge difference.
Moving compounding in-house also provided IP pro-
tection for the croslite compound.
Crocs also changed its warehousing model. The
company had used a contract warehousing and dis-
tribution firm in Colorado to handle all its ship-
ments. All production came to the contractor's
Colorado warehouse in bulk, where every shoe was
removed and labeled, then warehoused. Customer
orders were then filled from this central warehouse.
This arrangement was inefficient, since bulk orders
from large customers could have been shipped
directly from the factory to the customers if ware-
housing and distribution had been located near
each factory.
To address these problems, the company added
warehousing operations to each factory, including
labeling and other value added activities such as in-
stalling hand tags and putting products into bags or
boxes. For customers that ordered large quantities,
such as Nordstrom, Dillard's, or Dick's Sporting
41. Goods, the orders could be shipped directly from the
Chinese warehouse. The Chinese warehouse was
owned by one of the Crocs suppliers, but run by
Crocs' personnel and Crocs' systems. Other w are-
houses were owned by Crocs, or being transitioned
to Crocs ownership (as in the case of Japan). The in-
tent was for Crocs to control order fulfillment activi-
ties in Asia.
Crocs had a similar experience with warehousing
contractors as it had with contract manufacturers.
The company had tried using a number of third
party warehousers, in the U.S. and elsewhere. Crocs
found that these companies did a good job for a
short time, but soon lost interest . As Snyder noted,
"We don't lose interest in our own stuff," leading to
the decision to have the company take control of
warehousing.
Additional Considerations and Benefits of the Crocs
Supply Chain Model
Small vs. Large Retail Customers Crocs' early sales
were to small retailers. These stores were willing to
take more risk than the large chains, and work with
a new, rapidly growing supplier-particularly one
42. that provided a high level of support and rapi d sr ;-
ment of product. Small stores were willing to we~
with Crocs through problems such as stockouts a-:.
shipment delays-large retailers generally im pose:.
financial penalties for such problems. Crocs sa w.:.-=
small retailers as important to building the bra -:.
and providing a brand presence, even after th e r=-
jority of sales went to large retailers .
After Crocs' initial success in small stores, large ~=-
tailers approached the company. Since the lar;;:=
retailers had seen the market acceptance of ~=
Crocs shoes, Crocs was in a much stronger neg otic--
ing position than it would have been earlier in -'""'
development-it could negotiate favorable te r.-.-
which did not include the financial penalties
would previously have been required. By mid-2
about 75 percent of revenue came from large reta -
ers, split approximately evenly between shoe st ore
department stores, and sporting goods stores . 'f-.:;
rest of the revenue came from a large number ::-
small shops representing many different seg me-c~
such as gift shops, bicycle retailers, specialty fo od-=-
tailers, health and beauty stores, surf shops, and ... -
43. osks. These small shops ad :ounted for a much l a r~~
percentage of orders (although at much lower do1 :.-
levels) than the large retailers, requiring a differe-
approach to distribution.
To meet the needs of small customers, prod~=-
would be shipped to the company-owned w a ·=.-
house in Colorado, where the orders were con~;;:-
ured and shipped. Snyder explained the comp a
approach to fulfilling orders for these custom ers-
follows :
We had to be able to service that customer baSE
[small retailers], because it was a pretty big
chunk of our business. Those guys could neve r
take stuff direct from the factory. So, we fe lt ".E
st ill needed to ha ve a warehouse for quick shi
ments for the big guys and refills for the sm all
independents that don't have the warehous in"'
capabilities that the larger guys would have . A::.
almost none of them have distribution cente rs
of course-we ship direct to their shops. So, WE
still need the Denver operation which ships
about half of our product now.
44. While these stores might send orders to Crocs-
fax for small quantities to be delivered direct ly:::
their stores, the large retailers had an entirely di
ent fulfillment model. These companies had trE
own distribution centers, and sent orders electro~-
cally. Their orders were packed and shipped frc-::
the Crocs factories to the customers' distrib utT::-
Crocs: Revolutionizing an Industry's Supply Chain Model for
Competitive Advantage 501
=--:er. The customer would then ship it to the ap-
- ri ate retail store .
: == ing with Explosive Gro wth The Cr ocs suppl y
::.·n w as able to support the company's explos ive
~ _ ·lth, enabling the company to ride t he w ave of
__ o mer enthusiasm for its products. For instance,
er described a new flip-flop sandal that w as
-~ d uced in 2006 . This w as Crocs ' first product in
- .s segment, and the company did not know how
45. ::. y w ould be purchased. Since it w as unique and
=-:: emely comfortable, they decided to make
:.= ,000 pairs-far more than they had pre-booked
: ers for, and perhaps as many as any model selling
at category in the world.
:a rly in the selling season, there were ind ications
-- ::. t he new flip-flop w as going to be even more
:: ou lar than they expected, so Crocs made sure that
-~ad excess injection molding machine capacity and
- Id s available . It continued to get orders, and
::~ il d more product to meet the new orders . By the
:=c-d of the season in September, they had shipped
-ear ly 2.5 million pairs-more than 10 times what
--ey w ould have shipped if they had operated under
- -e tr adi t ional model of making all of a season's
_ d uct ion prio r to the season based on pre-booked
:· ers.
he primary requirements for adding capacity
er e having enough injection molding machines,
::. d having enough molds for the desired product.
46. -·ocs purchased molding machines from t w o pri-
~a ry suppliers, who could init (ally de liver new ma -
- ines in about three months . However, as the
:~ppl iers observed Crocs' rap id growth, they man-
::.;ed to have new machines available soone r-by
ori l 2007, the company could generally get them
· hin si x weeks . Molds generally started to arrive in
ut si x weeks, but it would be about th ree months
:;efore Crocs would have a full set of all sizes .
Cro cs would move equipment from one location
an other to bette r meet its production needs.
ol d ing machines were not t ransferred often , but
en they we r e, the company tried to have ma -
- in es from just one vendor at each site. Molds,
- w ever, were frequently transferred betw een pro-
:. ct io n locations. If they needed fast response to
- eet a growing demand in the U.S., they might
-ove p roduction to Mexico, which was closer to
: e cust omers Y Fo r products with lots of pre-
47. oo ked orders, a relatively dependable forecast,
= I a sty le failed in the mar ketp lace (which had not yet
-appene d as of April 2007), molds co uld be rew orked to
-a e d iffe rent styles.
and high volume, production might be shifted to
China.
As part of a licensing agreement with Disney,
Crocs introduced a shoe with a Mickey Mouse head
replacing a Crocs hole . The product was very popu-
lar, and the company decided it needed production
flexibility, so it moved molds to Mexico to meet U.S.
demand. However, product destined for Asian cus-
t omers was made in China, and product going to
European customers was made in Europe .
In order to be able to respond immediately to in-
creases in demand, Crocs kept total manufacturing
capacity at about 1 million pairs per month beyond
the actual production plan . This capacity could be
turned on at a moment's notice. The company also
planned its infrastructure (both systems and people)
slightly ahead of demand, so that it could respond
48. quick ly. In marketing, it spent according to what it
could afford-when sales went up, it increased mar-
keting spending. Consequently, it had ad campaigns
ready to go within a week if the business took off
enough to support added spend ing .
Shifting Production to Reduce Duty Payments The
footwear industry was subject to considerable du-
ties. For instance, the U.S. imposed duties on all of
Crocs shoes coming from China, with tariffs ranging
from 3 to 37 .5 percent depending on the materials in
the shoe. Shoes that were entirely molded had a low
tariff, while those which used leather or other mate-
rials would have a high tariff. 13 On the other hand,
under the North American Free Trade Agreement,
Crocs paid no duty for products made in Mexico and
shipped to the U.S. There were trade agreements
between many countr ies that allowed duty-free
shipments-for instance, there was no duty on Mex-
ican shoes sold in Europe.
The duty situation was considered from the early
stages of new product development. The operations
people would tell the designers what duty costs
w ould be incurred based on the materials in the new
49. product . They would also look at the processes
needed to make the new product. This would be in-
cluded in the product strategy. If a Ch inese-produced
product had a high tariff, they would consider
13 The tariff classification w as extremel y difficult to
determine.
Crees submitted model s to the customs, authorities for a ruling
.
If they bel ieved that a product w as put into a category w ith
too
high a ta riff, t hey w ould appeal. To get a sense of the compli-
cate d nature of the tariff classifications, see: United States In-
ternational Trade Commission, " Harm oni zed Ta ri ff Schedule
of
th e United States (2007)(Rev. 1) Section XII, Chapter 64,"
http://hotdocs.us it c. gov/docs/tata/hts/bychapter/0701 c64.pdf
(M ay 7, 2007).
502 Part Six Case Studies
production in a low-tariff location. However, if the
product required production processes that were
50. not yet available in the low-tariff country, those pro-
cesses might be developed as part of the new prod-
uct plan. Crocs might also make a high-tariff shoe in
China at the start, with a plan to reduce costs later
by moving the production.
The Canadian manufacturing operation was re-
tained in part because of duty considerations. For
instance, Canada and Israel had a duty-free relation-
ship. Crocs shoes were extremely popular in Israel,
having sold 1.2 million pairs in the country in 2006 .
(The Canadian operation was also very helpful in
selling within Canada, as the Made in Canada label
provided an important marketing advantage .)
New, More Complicated Products In 2007, Crocs was
expanding its product lines beyond croslite molded
shoes. In part due to its February 2007 acquisition of
Ocean Minded, it was starting to make shoes with
uppers made of leather and other conventional
footwear materials, with croslite used for the shoe
soles. This introduced additional complication into
the production process. Leather and other materials
were also more expensive than croslite.
51. Even with a more complicated production pro-
cess, Crocs intended to apply the same fast-response
model it had brought from Flextronics and had opti-
mized for molded shoes. Snyder commented:
Now, it does become more complex-people could
throw darts at this thing by saying "but they only
make injection molded shoes, so they have an ad-
vantage over other shoe manufacturers out there."
Yes, we certainly did. But now we've got the same
model going for more standard shoes, where it
might have a croslite bottom, and it would have
more standard uppers-it might have canvas,
leather, suede, whatever. But we still are using the
same model, where if something is popular, hot in
the season, we are going to be able to make more.
It may not be as much in the first year, as the extra
2 million we did of the sandal, but even the sandal
was a difficult process. It wasn't just molding. It
had gluing and everything involved.
But the model is still there. We are not going to
say "no" to a demand of a very popular new prod-
uct. That's going to be our model going forw ard,
and we still have a lot of room to get better in our
52. flexible manufacturing sites. We are continuing to
do things in Mexico and Canada and in Europe to
make those even more flexible to be able to get
stuff to the market faster than the 2, 4, 6 weeks,
whatever it would take now depending on theca-
pacity or the demand at a given factory.
Introducing New Products In its first few yea rs
sales, Crocs observed that all products sold eq ua
well in each market around the world. This provide-~
an attractive opportunity. A new shoe model co u1::
be tested in the spring/summer season in the soif'J"~
ern hemisphere, and the results could be used to i:--
dicate how it might be accepted in the U.S . ar:::
Europe. If the product was a huge hit, productio~
could be planned accordingly for the northern herr:
sphere launch. On the other hand, if the pro du
sold slowly, those not bought in the southern herr.·
sphere could be sold in the northern hemisphe re
its spring/summer season.
Snyder elaborated:
Now we're in a situation where we can bring o~ .•
new products that might have more complexity
53. in the supply chain-more leather and more
other types of materials, grommets, sewing ma-
chines, whatever is required . We can now la un
those into half of the countries, still be agg res-
sive with our build, still build much more tha n
the pre-books, thinking that a given product is
going to be hot. Suppose we launch a produ ct ir
North America first. We've got other seasons
coming along in other parts of the world, an d
we've got another 10-15,000 stores we can
launch this particular new product into very
quickly. So, we don't take a huge risk by do ing
that. We don't take a huge risk by ordering extrc:
raw materials, and even building up extra sh oe
stock as we launch a new product. If it sells o ut
in the U.S., we build more, and if all that sells
out in the US, that's OK-we'll launch in Europe
or Asia the next year.
Supply Chain Planning As of mid-2007, Crocs was us-
ing a home-grown database system for plan nin"'
that had evolved over time. However, it was in t he
process of bringing up a commercial enterpris e re-
source planning system. They had launched th e in-
ventory module, which allowed them a global vie
54. of inventory, and provided information for the plar·-
n ing system. The new planning system was be in
brought online.
Crocs had planning people in the U.S., Asia , an
Europe. Each country had to generate its own re-
quirements plan, but there was also a global plan-
ning activity for each model type. The glo ba
planning personnel worked with the local staff o
the requirements for each market.
Product planning w as based on pre-books to~
each model, as well as information on what reta ile
w ere picking up the model. Crocs analyzed the ex-
pected sales of each model, but built the act ua
Crocs : Revolutionizing an Industr y's Supply C hain Model for
Competitive Advantage 503
product after it could see the demand hit to avoid
ending up with unsold inventory.
While Crocs did not build inventory in excess of
55. expected orders, the company did acquire excess ca-
pacity (sometimes as much as 2 to 3 times the ex-
pected capacity) in the form of molds and molding
machines so that it could quickly ramp capacity in
case a product took off.
MOVING INTO THE FUTURE
Crocs had been enormously successful from its first
sales in 2003 through the first quarter of 2007 . It had
developed a supply chain that was revolutionary in
the industry, and had been a critical factor in this suc-
cess. It had products that were very popular in the
marketplace. It had positive relationships with its re-
tail customers. How could it best build on its success?
Discussion Questions
1. What are Croc's core competencies?
2. How do they exploit these competencies in the
future? Consider the following alternatives:
a. Further vertical integration into materials
b. Growth by acquisition
56. c. Growth by product extension
3. To what degree do the alternatives in question 2
fit the company's co re competencies, and to what
degree do they defocus the company away from
its core competencies?
4. How should Crocs plan its production and inven-
tory? How do the company's gross margins affect
this decision?
134
Lean Thinking and
Lean Systems
Chapter outline
7.1 Evolution of lean
7.2 Lean tenets
57. 7.3 Stabilizing the master schedule
7.4 Controlling flow with the kanban system
7.5 Reducing setup time and lot sizes
7.6 Changing layout and maintaining equipment
7.7 Cross-training, rewarding, and engaging workers
7.8 Guaranteeing quality
7.9 Changing relationships with suppliers
7.10 Implementation of lean
7.11 Key points and terms
Jefferson Pilot Financial, a full-service life insurance firm,
learned what so many
other firms had learned before it: using the concepts of lean
thinking and lean sys-
tems for processing life insurance applications improved
performance. Jefferson's
58. goals for its application processing process were twofold. First,
it wanted to re-
duce throughput time, from receiving an application to issuing a
policy, which
was averaging between one to two months. Second, it wanted to
reduce its 10 per-
cent error rate because each error meant that rework and
reprocessing were
needed. Using the basic lean tenets presented in this chapter,
Jefferson was able to
achieve a 70 percent reduction in throughput time and a 40
percent reduction in
errors. 1
Lean thinking and lean systems have been applied in a wide
variety of indus-
tries and settings. They are used to improve operations
processes in manufactur-
ing and services. Lean ideas are also used to improve processes
outside of
operations, including software application development and
maintenance, annual
budgeting, and even for collecting on delinquent accounts!
What is lean and how
do firms use lean ideas to improve their business?
59. 1 Swan k (2003)
Chapter 7 Lean Thinking and Lean Systems 135
In this chapter we introduce the lean concepts, principles, and
techniques that a
host of organizations have adopted for performance
improvement. These concepts,
principles, and techniques can be deployed to reform not only
manufacturing sys-
tems but also administrative systems, service systems, and
entire supply chains. We
begin by looking at the evolution of lean before presenting lean
thinking as a set of
five tenets. We then characterize the lean system-particularly
the lean production
system-that is created when companies pursue lean. We
conclude by highlighting
implementation issues to consider when a company is deploying
lean.
7.1 EVOLUTION OF LEAN
60. "Tri-State:
~onverting to
JIT," Vol. V
After World War II the U.S. system of mass production was the
envy of the world.
Mass production-the production of standardized discrete
products in high vol-
ume by means of repetitive manufacturing technologies-was the
norm. Materi-
als were produced in large batches, and machines were made to
run faster to
reduce costs. In some cases this resulted in sacrificing quality
in the name of effi-
ciency and creating narrow jobs that led to worker
dissatisfaction, but still the
world bought products manufactured in the United States.
In the 1960s a Japanese miracle started at the Toyota
manufacturing company.
After visiting U.S. manufacturing companies, Toyota
determined that it could not
copy their system of mass production. Not only was demand for
61. Toyota automo-
biles low at that time, there was a severe lack of resources.
Because of the lack of
resources, Toyota developed a strong aversion to waste. Scrap
and rework were
deemed wasteful, and so was inventory that tied up storage
space and valuable
resources. Toyota realized that it needed to produce automobiles
in much smaller
batches, with much lower inventory, using simple but high-
quality processes and
involving workers as much as possible. This realization became
the foundation for
what is known today as the Toyota Production System (TPS)
and Just-In-Time
(JIT) manufacturing. This production system is now known and
used around
the world. See the Operations Leader Box titled "TPS at the
Toyota Plant in
Georgetown, Kentucky, USA."
JIT manufacturing came to the United States in 1981 at the
Kawasaki motorcy-
cle plant in Nebraska, which used some of the TPS ideas.
However, instead of
62. transforming the entire system, JIT manufacturing focused
primarily on inventory
reduction but ignored other aspects of Toyota's complete
system. As a result, many
U.S. companies that attempted to copy and implement the
Toyota Production Sys-
tem achieved only partial improvement.
In 1990 Womack, Jones, and Roos studied JIT automobile
manufacturing in
Japan, the United States, and Europe and popularized the term
lean production
in their famous book The Machine That Changed the World:
The Story of Lean
Production. 2 Lean production was defined as systematically
eliminating waste
in all production processes by providing exactly what the
customer needs and
no more. They reported that the best plants using lean
production had a big
edge in automobile assembly performance anywhere in the
world. Labor pro-
ductivity in the best plants exceeded that in the worst plants in
all three regions
by a factor of 2 to 1, defects were reduced by half, and
63. inventory was reduced
2 The phrase "lean production" was coined in the late 1980s by
John Krafcik, who was worki ng w ith
Jam es P. Womack and colleagues on the International Motor
Vehicle Program at the Massachusetts
Institute of Techn ology (http://www.a utofieldgu
ide.com/articles/01 0502.html ).
136 Part Two Process Design
Operations Leader TPS at the Toyota Plant in Georgetown,
Kentucky, USA
®
TOYOTA
Toyota Motor Manufacturing
Kentucky, Inc. (TMMK), is
Toyota's flagship manufactur-
ing facility in the United States,
currently producing 500,000 ve-
hicles annually. Established in
64. 1986, TMMK occupies 1300 acres in Georgetown,
Kentucky, is over 7.5 million square feet in size, and
employs approximately 7000 employees to build the
Camry, the Avalon, and the Venza.
At TMMK, employees have been trained not only
in required job skills but also in problem-solving and
continuous improvement methods. Job tasks have
been standardized to minimize waste and assure qual-
ity. Employees can stop and are strongly encouraged
to stop the production line when a quality problem is
detected. Employees are, moreover, actively involved
in suggesting ways to improve their work and work
environments, with an astounding 100,000 sugges-
tions on average per year.
Toyota has done more than transfer the Toyota Pro-
duction System to TMMK. Realizing that the perfor-
mance of TMMK depends on its suppliers, it has worked
aggressively to help its 350 U.S.-based suppliers to imple-
ment the Toyota Production System. TMMK created the
Toyota Supplier Support Center in Erlanger, Kentucky,
to provide consulting services to suppliers. Suppliers, in
65. fact, deliver to TMMK frequently, allowing TMMK to
hold inside its facility, on average, enough inventory to
last for just four hqurs of production.
Source: http://www.toyotageorgetown.com/; A. Harris,
"Automotive Special Report-Made in the USA-Uprooting
the Toyota Production System and Transplanting It to
Kentucky in the United States Has Proved to be a Great
Success for Toyota," Manufacturing Engineer 86, no. 1
(2007), pp. 14-19.
from two weeks, worth to only enough to maintain production
for two hours.
The best U.S.-owned plants, indeed, had labor productivity
(vehicle assembly
hours) and quality comparable to the best Japanese -owned
plants in the United
States, while European plants lagged behind. This showed that
the best U.S.
plants could adopt the TPS and compete with Japanese plants,
but average U.S.
Lean thinking is applied in a wide variety of industries,
including hospital emergency rooms to speed patient
treatment.
66. plants were still far behind, particularly behind
plants located in Japan.
Today, the concepts, principles, and techniques
underlying lean production are often referred to as
lean thinking and are being deployed across a
broad spectrum of global firms. In the United
States, 3M, Bendix, Black & Decker, Briggs &
Stratton, Deere & Company, Delta Airlines, Eaton,
Ford, General Electric, Hewlett-Packard, Honeywell,
IBM, United Health Care, Wells Fargo, and Wipro
are just a few examples of well-known firms
pursuing lean thinking. In virtually all instances,
benefits such as increased inventory turnover (50
to 100 times per year), superior quality, and sub-
stantial costs savings (15 to 20 percent) have been
reported.
Chapter 7 Lean Thinking and Lean Systems 137
7.2 LEAN TENETS
67. Lean thinking, as the name signals, is a way of thinking about
processes at work
(and even processes at home). This way of thinking is built
around five tenets that
subsume specific concepts, principles, and techniques. The five
tenets aim to
deliver value to customers efficiently.
The first tenet in lean thinking is to specify precisely what
about a product or service
creates value from the customer's perspective. Recall from
Chapter 1 that value is
defined by the customer and provided in the p roduct or service
the customer needs
at a place, time, and price the customer is willing to pay. Value
is not what the firm
says but what the customer says. Value is often a solution to a
problem a customer is
facing that the customer is willing to pay for. Value, as such, is
dynamic in nature
and changes over time. Firms should design and deliver product
and service
features that customers value and stop doing activities that are
not valued by cus-
tomers (unless required for other reasons, for example, legal).
68. This may mean re-
moving unvalued product features or eliminating waiting times
in service systems.
Waste, in lean thinking, is anything that does not contribute
value to the product
or service being produced and delivered to the customer; rather
than adding value,
waste adds costs . The Japanese term for waste is muda. In
many manufacturing,
administrative, and service processes only 5 to 10 percent of
total throughput time
adds value for the customer. Firms want to eliminate obvious
waste, but many
forms of waste are hidden. For example, the v alue-added time
to produce a product
may be only three hours, but it takes a week to complete it. The
muda or non-value-
adding time might include waiting for machines or labor to
become available, deal-
ing with backlogs, searching for materials, or correcting
processing errors.
Table 7.1 defines the seven forms of waste originally identified
by Taiichi Ohno,
69. Toyota's former chief engineer, who is considered the father of
the Toyota Produc-
tion System. Womack and Jones in their book on lean thinking
introduced an
eighth form of waste: underutilization of workers. This stems
from not recognizing,
developing, and utilizing the mental, creative, and physical
abilities of employees.
Contributing to this waste are factors such as poor hiring and
training practices,
high employee turnover, and an organization culture that does
not respect people.
The second teriet in lean thinking is to identify, study, and
improve the value stream
of the process for each product or service. The value stream
identifies all the processing
steps and tasks undertaken to complete a product or deliver a
service from
• Overproduction: Producing more than the demand of
customers, resulting in unnecessary inven-
tory, handling, paperwork, and warehouse space.
• Waiting time: Operators and machines waiting for parts or
70. work to arrive from supp li ers or other
operations; customers waiting in line.
• Unnecessary transportation: Double or triple movement of
materials due to poor layouts, lack of
coordination, and poor workplace organization.
• Excess processing: Poor design or inadequate maintenance of
processes, req uiring additional
labor or machine time. ·
• Too much inventory: Excess inventory due to larg e lot sizes,
obsolete items, poor forecasts, or
improper production planning.
• Unnecessary motion: Wasted movements of people or extra
walking to get materials.
• Defects: Use of material, labor, and capacity for production of
defects, sorting out bad parts, or
warranty costs with customers.
138 Part Two Process Design
71. FIGURE 7.1 Health care value stream map.
Source: Adapted from Sylvia Bush ell, Joyce Mobley, and
Becky Shelest, "Discovering Lean Thinking at Progressive H
ealth Care," Journal of Quality &
Participation 25, no. 2 (Summer 2002), pp. 161- 191.
Xo
Patient In
15 minutes
Wait
40 minutes
Check-in
Doctor Visit
Information Flow ·
Xo
Patient Out
72. 20 minutes 45 minutes 120 minutes Wait Time
Visit Prep Visit Doctor
11 minutes 40 minutes Processing
Time
Pharmacy, 1160 minutes u Total
Blood Test Throughp u t
Time
beginning to end. A typical value stream thus can include both
value-added and
non-value -added processing steps and tasks. The goal in
studying the value
stream is to eliminate the non-value-adding processing steps
and tasks.
One technique supporting this tenet is value stream mapping,
which creates a
visual representation of the value stream of a process, much like
process flowcharting
(discussed in Chapter 6). Value stream mapping requires direct
observation of work
73. and the flow of work within a process so that opportunities for
improvement can be
identified. The Japanese refer to such direct observation of
work as gemba. There-
sulting value stream map shows the beginning and ending points
of the process, the
steps and tasks between those points, and relevant performance
information abou
the process. Figure 7.1 is a simplified value stream map
showing how patients flm ,-
through a multispecialty clinic. Improvements to the process
come from studying the
value stream map and then asking and answering the question,
"Is this step or task
necessary in creating value to the customer?" Processing steps
and tasks that are n ot
necessary or are non-value-adding, such as the numerous
waiting times in the figure,
should then be reduced or removed to improve performance and
ultimately enhance
value in the product or service provided to the customer.
The third tenet in lean thinking is to ensure that flow within a
process is simple,
smooth, and error-free, thereby avoiding waste . To appreciate
74. this tenet, look at Fig-
ure 7.2, where production is viewed as a stream and the water
level as the inventory
of raw materials, work-in-progress, and finished goods. At the
bottom of the stream
are rocks, which represent problems related to quality,
suppliers, delivery, machine
breakdowns, and so forth. The traditional approach is to hold
inventory high
enough to cover up the rocks (problems) and thus keep the
stream flowing. Lean
- RE 7.2 Simple, smooth, and nonwasteful flow: A stream
analogy.
Original situation
¥en tory covers problems)
Water level lowered
(problems are exposed)
Chapter 7 Lean Thinking and Lean Sys tems 139
75. Water flows smoothly
(once problems are solved)
thinking calls for the opposite: lowering the water (inventory)
level to expose the
rocks (problems) . When the rocks have been pulverized (i.e.,
the problems have
been solved), the water is lowered again to expose more rocks.
This sequence is iter-
ated until all rocks are turned into pebbles and the stream
(production system) flows
smoothly and simply at the desired output rate while only
needing a low level of
inventory at any given time. Inventory in this analogy is a form
of waste that hides
problems that contribute to other forms of waste besides
inventory.
The idea of simple, smooth, and error-free flow means that
production flows are
simple and direct, and do not change from one production run or
one customer to
another. Such predictable flows ensure that the exact
appropriate resources, includ-
ing labor and equipment, can be devoted to each production
76. step. It also means that
workers should.understand the connection of their own work to
work performed
upstream (before them in the production process) as well as
work that follows their
own. These direct and unambiguous links in the process provide
complete certainty
about exactly who has performed what work within the process.
The goal is to avoid
repeating the same activities more than once, for example,
retightening a bolt, rein-
specting paperwork, or reasking the customer for the same
information.
There are many techniques that are used to help smooth the
production flow.
These techniques are covered later in the chapter.
The goal of ensuring simple, smooth, error-free flow can be
extended up the sup-
ply chain to include suppliers. In lean manufacturing, both
workers and suppliers
are charged with the responsibility of producing quality parts
just in time to support
the next production process. In a production plant, workers are
77. required to stop the
production process by pulling a cord that triggers a call for
help.3 In addition to hav-
ing greater responsibility for production in a lean system,
workers and suppliers are
also charged with developing ideas for improving the
production process. Through
quality teams, suggestion systems, and other forms of
participation by workers and
suppliers, the process of production is improved. The idea is
that the workers who
are performing the work know the most about the work and,
therefore, are in the
best position to improve the way the work is completed. Thus,
lean thinking encour-
ages the use of the capabilities of workers and suppliers to a
great extent.
The fourth tenet in lean thinking is to produce only what is
pulled by the customer.
Complying with this tenet requires replacing the push system
typical in traditional
3 This specific responsibility is known as Jidoka in Japanese (or
Autonomation ). The cord that triggers a
visual ca ll for help is ca lled an andon cord .
78. 140 Part Two Process Design
mass production with the pull system of lean production. A push
system aims to
produce goods or ensure delivery of services well in advance of
demand, often ac-
cording to a schedule or plan created from potentially
inaccurate forecasts. Large
batches of materials are pushed from one process or machine to
the next regardless
of whether the inventory is needed. This allows machines and
processes to be u ti-
lized at full capacity, and inventory is considered a valuable
asset. A pull system, on
the contrary, waits for the process customer to signal a need for
a good or service
before producing it to fulfill that need. The signal from the
customer is then sent vi-
sually up the various stages of production-and even the supply
chain-to signal
what and when production and delivery are needed. No
upstream process is autho-
79. rized to produce a good or service until a downstream customer
asks for it, thu
minimizing inventory throughout the production system. An
example of a push
system is the "hub and spoke" system used by many of the
major airlines. Flying
point to point by some airlines is a pull system based on what
the customer wants.
No customer wants to connect through a hub to get to their
destination.
The fifth tenet in lean thinking is to strive for pe1jection.
Striving for perfection
requires continuous improvement of all processes as well as
radical redesign when
necessary. When continuous improvement is undertaken, more
value is provided
by the firm in its search for ultimate perfection for the
customer. The definition of
perfection used here is an affordable good or service, delivered
rapidly and on
time, that meets the needs of the customer. When customer
needs change, the def-
inition of value changes and so does the definition of what
constitutes perfection .
80. There is therefore no end to the improvements that can b e
sought and made.
In lean thinking, the process changes necessary in seeking
perfection must b e
made using scientific methods, including designing experiments
and testing h y-
potheses. Employees are discouraged from changing a process
based on intuition
alone. Rather, lean thinking promotes decision making based on
scientifically de-
rived evidence.
One simple and relatively powerful technique for improving a
production pro-
cess is the 5 Whys technique. This problem-solving technique
systematically ex-
plores the cause-and-effect relationships that underlie an
observed problem (e.g., a
defect in a product or lateness in delivery) . By asking why at
least five times, this
technique is used to deliver insights into the root cause of an
observed problem so
that proper corrective action can be taken to prevent the root
cause from re-creating
81. the observed problem. Here is an example: The truck will not
start. Why? The bat-
tery is dead. Why? The alternator is not functioning. Why? The
alternator belt is
broken. Why? The alternator b elt was well beyond its useful
life and not replaced.
Why? The truck was not maintained according to the
recommended service sched-
ule. Why? Replacement parts are not available because the truck
is old. Asking why
helps move toward potential solutions: Find a source for
replacement parts or pur-
chase a different truck that is maintainable.4
Another well-known technique supporting lean thinking is SS.
This is a tech-
nique for organizing a workspace (e.g., production shop floor,
office space, hospital
station, tool shop) to improve employee morale, environmental
safety, and process
efficiency. The name of this technique comes from five
Japanese terms, all of which
when transliterated and translated begin with the letters. These
terms are defined in
Table 7.2. Underlying the SS technique is the belief that when a
82. workspace is well
organized, time will not be wasted looking for "things" (e.g., a
tool or paperwork);
misplaced items also will be readily noticed. By having
employees decide which
4 Adapted from w ikipedia. org (201 2).
Chapter? LeanThinkingandLeanS ys tems 141
Operations Leader ss +Safety= 6S! , ·
The U.S. Environmenta l Protection Agency provides
training materials to businesses for safe storage of
hazardous chemicals in work environments, calling
t he program 65, which stands for 55 + Safety. The
training uses standard 55 methods on removing un-
used chemicals that are lingering in storage areas,
d ecentralizing chemicals by moving them to where
th ey are used in work processes, and organ izing and
labeling storage areas so that the chemicals are easy
t o find and their absence is easily noticed.
83. The photos show an examp le from one manufac-
t u ring p lant where, before 55 activities w ere con -
ducted, chemica ls were disorganized and difficult to
locat e. Following 55, the storage cabinet contains
o n ly chemica ls that are needed nearby, in quantities
th at last only a few days, and labeled shelves can be
easily restocked as needed . "A helpful ru le of
thumb is that an yone should be ab le to find any
item in 30 seconds or less ."
The sixth 5 for safety is integrated with standard
55 methods. To promote safe use and storage of
chemicals, 65 training helps businesses develop ap-
propriate visual warnings in areas near chemica ls,
locate spill kits nearby for cleanup , and clear and
clean the space around storage cabinets to avoid
t ripping hazards.
Lean concepts like 55, as seen in this example, can
be customized to the pa rticular needs of an organi-
zation or situation. Safety is integrated here w ith 55,
a logical connection when hazardous chemica ls are
being used.
Source: Adapted from www. epa .gov, 2012 .
84. items should be kept where as well as how they sh ould be
stored, SS can instill in
employees a sense of ownership, help standardize work, assure
a safe work envi-
ronment, and keep processes from becoming overly complex.
See the Operations
Leader b ox titled "SS + Safety = 6S!"
As you can see, the five tenets of lean thinking have many
techniques and con-
cepts associated with them. In the following sections, we dive
into more d etail on
several of the most commonly u sed techniques .
Term Translation
Seiri To sort
Seiton To straighten or set in
order
Seiso To shine, sweep, or
clean
85. Seiketsu To standardize
Shitsuke To sustain
Meaning
Decide what things should be kept and w hat things
should be discarded so that on ly the essential things
remain.
Arrange essential things in a manner that sup ports an efficient
flow of work.
Assure cleanl iness by returning things to thei r storage
locations and removing things that do not belong.
Standardize work and adopt seiri-seiton-seiso t hrougho ut
so that all employees know w hat their responsibilities are.
Mainta in seiri-seiton-seiso-seikutsu as a hab it of work
and a way to operate.
.. - - -
86. 142 Part Two Process Design
7.3 STABILIZING THE MASTER SCHEDULE
One of the ways that firms can move toward achieving the lean
tenet of simp-=-
smooth, and error-free flow is to level the amount of work that
is performed ea.-
day. For a service, this might mean scheduling a certain number
of customers ea-
day or using methods such as advertising or pricing to even out
the numb er
customers who want the service each day. This practice is
referred to as stab iliz-
ing the master schedule. Although this terminology is generally
not used in
vices, the concept still applies, as we will see. The process of
production plannic;
for manufacturing starts with a long-range production plan,
which then is bro~
down into annual, monthly, and daily plans. As part of this
production planninc
sales are considered, profit planning is done, and capacity is
planned. This p lan-
ning process starts with an aggregate production plan and then
87. breaks it dm~
into the daily production volume needed to meet the planned
demand.
Master scheduling for products is done to achieve a uniform
load, the assign-
ment of approximately equal amounts of work to each machine
or worker. Th
production horizon must be set at least one week in advance and
possibly one o:
two months in advance, depending on lead times for production,
purchasing
and capacity changes. Assume for the purpose of discussion that
a one-mon tl;
rolling schedule is used in which one month of production is
scheduled ir..
advance . Also assume that the schedule, calls for 10,000 units
of product A
5000 units of product B, and 5000 units of product C. If there
are 20 days of pro-
duction in the month, the daily schedule will call for V20 of
each model produceci
in each day: 500A, 250B, and 250C. Furthermore, the individual
units will be
mixed as they go down the production line. The sequence will
88. be I AABC t
AABC/AABC /. Note how two units of A are produced for every
unit of Band C.
Then the sequence is repeated continually. Automobile
assembly processes are
often sequenced in this manner when multiple models are
produced on the same
line, ensuring that production of each model is completed at
approximately th e
same rate that it is purchased.
Matching supply to demand is illustrated by the concept of takt
time. Takt is the
German word for the baton that an orchestra director uses to
regulate the speed of
the music. In lean production systems takt time is the time
between successive
units of production; this represents the speed of output. For
example, a takt time
of 2 minutes means that one unit is produced every 2 minutes,
or 30 units are pro-
duced in an hour (60/ 2) . In lean production systems the takt
time of production
should be set equal to the average demand rate of the market to
match production
89. with demand and thus minimize inventories.
To establish the beat of the market, takt time can be computed
by dividing the time
available for production (being sure to subtract for
nonproductive time such as holi-
days and lunch breaks) by the demand over the same period. For
example, if market
demand is 1000 units of a product per day and there are 7 hours
of production time
available in the day (or 420 minutes), the takt time is then (420
+ 1000) = 0.42 minute
per unit. So, given the available production time, production of
one unit will have to
be completed every 0.42 minute (about 25 seconds) to meet
market demand. Produc-
ing at rates less than the takt time will result in shortages in
meeting the demand, and
producing at rates greater than takt time will result in building
up inventory. The
idea of takt time is to produce at a constant rate that equals
average demand.
Once the monthly master schedule has been set, this information
must be trans-
90. mitted to all work centers and suppliers. They will then plan
their capacity in
Chapter 7 Lean Th inking and Lean Systems 143
terms of numbers of workers needed, overtime, subcontracting,
and possibly new
equipment. Enough lead time must be given so they can obtain
the resources they
need to complete the scheduled work on time.
The lean production system does not allow overproduction once
the daily
quota has been set, since production is scheduled just in time to
meet demand.
For example, if the daily quota is met in six hours, production is
stopped and
workers do maintenance or have quality-team meetings.
Similarly, if production
falls behind, it is usually made up by overtime the same day.
This is facilitated by
shift scheduling, which allows some time between shifts. For
example, a two-
91. shift operation might be scheduled from 7 a.m. to 3 p.m. and
from 5 p.m. to 1 a.m.
Maintenance and overtime occur between shifts. The objective
of the lean pro-
duction system is to produce the right quantity each day-no
more and no less .
Master scheduling thus closely resembles average customer
demand on a daily
basis . This minimizes finished-goods inventory since the
production output is
closely matched to demand. This type of master schedule also
helps reduce work-
in-process and raw-materials inv entories, since stabilizing the
master schedule
provides nearly constant demands on all work centers and
outside suppliers.
Contrast this with traditional mass-production processes in
which lot sizes are
large, and are not matched to market demand, resulting in large
inventories of
finished goods, work in process, and raw materials.
A stable master schedule and uniform load are desirable for
gaining the most
benefit from a lean system. But they are not strictly required
92. elements of lean sys-
tems. For example, Minneapolis Heart Institute (MHI) designed
a patient treat-
ment protocol based on lean thinking. 5 Heart attack patients at
rural hospitals
throughout Minnesota are rapidly transported via air or ground
ambulance to a
Minneapolis hospital for specialized treatment that is not
available in rural areas.
Since heart attacks occur randomly, demand for this service
cannot be stabilized or
use a takt time in the same manner that these concepts are
applied in manufactur-
ing. But eliminating non-value-adding activities and creating
simple and rapid
flow through the treatment process have enabled MHI to reduce
average treat-
ment times to 95 minutes from 3 to 4 hours prior to lean
thinking. And mortality
rates for these p atients are about half of the national average.
We can see from this
example that not every lean technique must necessarily be used
in every situation.
Lean is a flexible system and its techniques can be applied as
needed.
93. CONTROLLING FLOW WITH THE KANBAN SYSTEM
Kanb an is the method of production authorization and materials
movement in the
lean production system that supports the tenet of producing only
what is pulled by
the customer. Kanban in the Japanese language means a marker
(card, sign, plaque, or
other device) used to control the timing and sequencing of work
through a sequential
process. The kanban system is a simple and visual "parts
withdrawal system" involv-
ing cards and containers to pull parts from one work center to
the next just in time. In
services, a kanban system might be used to pull many types of
work such as paper-
work, or even the customer! Since kanbans are mostly
associated with manufacturing,
we'll discuss how they are used to pull inventory through a
production system.
The purpose of the kanban system is to signal the need for more
parts and en-
sure that those parts are produced just in time to support
94. subsequent work centers.
5 Shah et al. (2 008).
144 Part Two Process Des ign
_.,_
....
--
'~
" " .
---
KANBAN SQUARE AT HONEYWELL. The kanban
square marked by the dashed rectangle signals the need
for the production of a cabinet. Only one cabinet is placed
on this square at a time. When the square is emptied by
subsequent production, another cabinet is produced.
Parts are kept in small containers, and only a J~ _
cific number of those containers are provid--
95. When all the containers are filled, production
stopped, and no more parts are produced until ::-
subsequent (receiving) work center provides c:
empty container. Thus, work-in-process invento:-
is limited to available containers, and parts a:_
provided only as needed.
The final assembly schedule is used to p
parts from one work center to the next just in tilr.:e
to support production needs, which are align--
with market demand. Only the final assembly line
receives a schedule from the dispatching office
and this schedule is nearly the same from day -
day. All other machine operators and suppliers ~
ceive production orders (kanban cards) from th.._
subsequent (receiving) work centers. If productior
stops for a time in the receiving work centers, th
supplying work centers also stop soon beca
their parts containers become full since they n
longer receive kanban orders for more materieL
The kanban system can be extended to supplie~
so that the suppliers also respond only to demam.d generated by
the factory.
To see how the kanban system works as a physical control
96. system, assume tha:
eight containers are used between work centers A and B (A
supplies B) and tha:
each container holds exactly 20 parts. The maximum inventory
that can exist be-
tween these two work centers is 160 units (8 X 20) since
production at work center
A will stop when all the containers are filled .
In the normal course of a day, the eight containers might be
distributed as
shown in Figure 7.3. Three containers filled with parts are
located at work center
FIGURE 7.3 Kanban system.
roduction _ ~ 11
Production card
anban post ~ -
Input
area
98. "F"eaturing Gortrac,"
Vol. X
Chapter 7 Lean Th inking and Lean Systems 145
A in the output area. One container is currently being filled by
the machine at
work center A. One full container is being moved from A to B,
two full containers
are sitting in the input area of work center B, and one container
is being used at B.
These eight containers are needed since w ork center A also p ro
duces parts for
other work centers, machines at A may break down, and move
times from A to B
are not always exactly predictable.
Some companies control the movement of containers b y u sing
two types
of kanban cards : production cards and withdrawal (move) cards
. These cards
are used to authorize production and to identify the parts in any
container.
Kanban cards may be made of paper, metal, or plastic, and they
99. generally con-
tain the information shown in Figure 7.4 . Kanban cards take the
place of the
shop paperwork used in traditional mass production. Instead of
using cards,
production can also be controlled by kanban squares that v
isually signal the
need for work (to fill the kanban squa re) , or by visual control
of the empty
containers .
Most importantly, the kanban system is visual in nature . All
parts are neatly
placed in containers of a fixed size. As empty containers
accumulate, it is clear
that the producing work center is falling behind . When all the
containers are
filled, production is stopped. The production lot size is exactly
equal to one con-
tainer of parts . All of these are visual indicators of the work
that should be done
or stopped .
The number of containers needed to operate a work center is a
function of the
100. demand rate, container size, and the lead time for a container.
This is illustrated by
the follow ing formula :6
DT
n =-
C
where n = total number of containers
D =demand rate of the using work center
C = container size, in number of p arts, usually less than 10
percent of daily
d emand
T = time for a container to complete an entire circuit: filled ,
wait, moved,
u sed, and returned to be filled again (also called lead time)
RE 7.4 Kanban cards.
~wmber __ W_ 2_6_2 __________ __
_·arn e WHE EL
101. Cap acity Box Type Issue No.
- B 4 of 8 -
Withdrawal Kanban
Preceding Process
STAMPING
A12
Subsequent Process
RUBBER T I RE
B6
Par t Number Y16032
Part Name WH EE L RIM
Stock Location at
Wh ich to Store:
1 879-2
102. Container Capacity: 2 0
Production Kanban
Process
STAMPI NG
A1 2
6 Safety stock can be added to the numerator of th e formula to
account for uncertainty in demand or the time.
146 Part Two Process Design
Suppose demand at the receiving work center B is 2 parts per m
in ute .::-
standard container holds 25 parts. Also assume that it takes 100
minutes oi:::
time for a container to make a complete circuit from work
center A to work -
ter Band back to A again, including all setup, run, move, and
wait time. The r
103. ber of containers needed in this case is eight:
2(100) = 8
n = 25
The maximum inventory is equal to the container size times the
number of
tainers (200 units = 8 X 25), since the most we can have is all
containers filleci:
Maximum inventory = nC = DT
Inventory can be decreased by reducing the size of the
containers or the ntc"
ber of containers used. This is done by reducing the lead time,
the time requireG.-
circulate a container. When any of these times have been
reduced, managemc:-
can remove kanban cards from the system and remove a
corresponding numb er
containers. It is the responsibility of managers and workers in a
lean system-
reduce inventory by means of a constant cycle of improvement.
Reducing lea-
time by reducing the fill, wait, move, use, or return times is the
104. key.
A complete kanban system can link all work centers in a
production fa cili._
It can, moreov er, link the production facility to its suppliers, as
show n ::.::-
Figure 7.5. With such a kanban system, all material is pulled
through t::...
FIGURE 7.5 Linking work centers and suppliers w ith a kanban
system.
Source: Rober t W. Hall, Driving the Productivity Machine:
Production Planning and Control in Japan (Falls Church, VA:
American Production and Inventory
Control Society, 1981) .
Input
area
' •• ..
',·· ...•
Supplier
1
106. Input
area
Final
assembly
line
.. ~
· ·~
- - + Withdrawal kanban ---··~ Production kanban • • • • • • • .
Physical materials flow
··•
Chapter 7 Lean T hinking and Lean Systems 147
production system by the final assembly schedule, based on a
highly visible
shop-floor and supplier control system.
107. REDUCING SETUP TIME AND LOT SIZES
Additional techniques for applying lean thinking to remove non-
value-adding
activities include reducing setup time and lot or batch sizes.
Setup time is the
nonproductive time when machines are being adjusted before
beginning work
on a new batch of parts . In a service setting, it might include
readying a cus-
tomer for service, for example, guiding a customer from the
waiting room to an
exam chair, and adjusting the chair position for a dental exam.
Red ucing setup
tim e is important in lean production systems because it
increases available capac-
ity, increases flexibility to meet schedule changes, and reduces
inventory. As setup
time approaches zero, the idea1 lot size of one unit can be
reached.
Manufacturing managers have typically concentrated on
reducing run times
per unit and more or less ignored setup times. When long runs
108. of thousands of
units are anticipated, run times naturally are more important
than setup times.
A better solution is to concentrate on reducing both setup times
and run times.
This requires additional attention by engineers, managers, and
workers to the
setup process .
Since setup time has received so little attention, phenomenal
reductions are
possible. For example, at General Motors the time required to
change a die in a
large punch press was reduced from 6 hours to 18 minutes. This
allowed dramatic
reductions in inv entory at this work center from $1 million to
$100,000, a reduc-
tion in lead times, and greater utilization of capacity.
Single setup s are being sought in many companies. This refers
to a setup time
that is completed in single digit minutes. One-tou ch se tu p s
are also being
pursued; this refers to a setup of less than one minute. These
low setup times can
109. be achieved by designing a two-step setup process. First,
external and internal
setups are separated. The term internal setup refers to actions
that require the
machine to be stopped, whereas an external setup can be done
while the
machine is operating. The external setup is analogous to the on-
deck batter in
baseball; the player is warmed up and ready to move into
position as soon as the
prior batter is finished. After internal and external setups are
separated, as much
of the setup as possible is converted from internal
to external. This is done, for example, by using
two sets of dies, one inside the machine and one
outside; having quick change adjustments; and
employing cleverly designed tools and fixtures .
Once the machine is stopped, it can be quickly
readied for a new product since internal setup has
been minimized . Much improvement in setup
time can be accomplished once people realize its
importance in reducing waste (waiting time).
In some companies, the workers even practice
110. setups to reduce the time. For example, hospital
personnel practice moving patients from the emer-
gency room to surgery so they can resolve (before
make quick changeovers of race cars. a real patient arrives)
problems such as slow or
148 Part Two Process Design
unavailable elevators that might cause a delay. A good example
of quick char-~~
over comes from the racetrack. Race cars are quickly fueled,
tires are changed, c:::
the windshield is washed in short pit stops, the racing
equivalent of a setup ,- _
highly coordinated and trained pit crews using specialized tools
and equipmez:
Southwest Airlines is renowned for its quick turnaround (setup)
times w i
planes, utilizing the techniques discussed here. Much of its
success has been -
tributed to its ability to keep planes productive in the air while
minimizing ·
111. spent on the ground.
Reduced setup times are particularly useful when multiple
product models=
produced using the same work centers. Earlier in the chapter,
we discussed b
models should be sequenced during production to match their
market demc:::
rate. Such sequencing may presume that setups between models
are small or r.e
zero. When setup time cannot be reduced, it may not be possible
or economica:.
achieve perfectly mixed production at final assembly. In such
cases, small~
should be scheduled while continuing efforts to further reduce
the lot size. :--
goal of single-unit production, a lot size of one, should not be
abandoned sinG:>
may help to further reduce total system costs.
7.6 CHANGING LAYOUT AND MAINTAINING EQUIPMENT
Installation of a lean production system has a natural effect on
layout and e~-
ment. The manufacturing or service facility evolves toward a
112. more streamlir.
flow because lot sizes are reduced, inventory is held close to
where it is used, c:::
problems are resolved with standardized solutions so that the
problems d o ::-
arise again in the future. Moreover, since inventory is typically
kept low-onl:
few hours or days of supply- work spaces can be much smaller
because of :_
reduced storage space needed. One comparison of
manufacturing plants shm·-~
that only one-third of the space was needed in lean plants,
compared with n.
lean plants.
The effect of lean thinking on layout in a manufacturing plant is
shovvr..
Figure 7.6. In part a of the figure, a non-lean layout is shown in
which suppG:!
deliver to stockrooms and parts are returned to the stockrooms
after cer:c.
stages of production are completed. In part b, a lean production
system has bee:::-
implemented, and all stockrooms have been eliminated. In this
case, all sto6
113. kept on the shop floor as part of the lean system. Part c of the
figure shows ._;...
the lean layout has evolved to a group technology (GT), or
cellular manufa
ing, layout. In this case, the work centers have been redesigned
so that parts c.:
flow smoothly from one work center to the next. Most of the
inventory buffe:-
which are next to each machine, have been eliminated as the
parts flow from
station to the next. It is a natural consequence of lean thinking
to evolve tm•;c:::
cellular manufacturing and feeder-line types of layouts. Effort
is still made to __
duce lot sizes to a single unit.
With a lean production system, preventative maintenance of
equipmen:
extremely important. Since inventories have been cut to
minimal levels as work
strictly adhere to the daily plan for production, it is critical to
avoid unplam:
equipment failures. A lean system requires the right amount of
capacity, the ri~
amount of inventory, the right number of workers, and
114. everything operating
planned-each and every day. Workers take responsibility for
most of their o·
equipment and workspace maintenance, and this gives them
more control o · ·-
FIGURE 7.6 Improving layout with lean and group technology.
Final
Work Centers Assembly
(a) Initial layout before lean
Line 1
Line2
(c) Lean layout with GT
Chapter 7 Lean Thinking and Lean Systems 149
(b) Lean layout
115. Final
Assembly
Final
Assembly
their work and work environment. Maintenance time is provided
between shifts
for routine and preventive maintenance actions so that it does
not disrupt the
regular daily work schedule.
CROSS-TRAINING, REWARDING, AND ENGAGING
WORKERS
One of the critical elements needed to make a lean production
system successful is
multifunction workers, who have a much broader set of skills
than their counter-
parts in traditional environments. Cross-training of workers is
therefore a critical
human resources responsibility. In most cases, each worker
must be able to oper-
ate several machines in a manufacturing setting or perform a
variety of tasks in a
116. service setting. In manufacturing, since parts are not produced
unless they are
needed, the worker must be able to shut down one work center
and move on to
another work center where parts are needed. The worker also
must be able to set
up machines, do routine maintenance, and inspect the parts. The
main benefit of
cross-trained workers is that they provide flexibility to the
production system.
150 Part Two Process Design
~~
Nurses who can be moved to different hospital units and
production workers who
can be shifted to a different production area help to place labor
resources just
where they are needed at any given time. This reduces the need
to have excess la-
bor in specific work areas just in case capacity is needed on
short notice.