Alcan Case Analysis Essay

The company is served by an IT infrastructure comprising of an amalgamation of off the shelf software and components and locally developed applications and middleware. The hardware infrastructure is by and large robust and capable of withstanding any current operational peaks. The infrastructure employs a high level of redundancy and good recovery and password management systems, so there is little risk of high business impact in the case of IT issues. No architecture document exists and minimal change control is executed.

There is an opportunity for upgrading the technology in the IT infrastructure as a result of the extensive research and development investment that the organization is considering. AEnergy has such a unique product, that there is little in

IgG – funtions in neutralizing, opsonation, compliment activation, antibody dependent cell-mediated cytocity, neonatal immunity, and feedback inhibition of B-cells and found in the blood.

IS updates at Riordan Manufacturing are necessary to meet future goals. We would like to be your partner, helping you reach the $50 million dollar revenue target. (Riordan Manufacturing Intranet, 2005) Your current information systems state will not enable Riordan to achieve this mark, especially in the finance, accounting and inventory areas. We will demonstrate how systems upgrades at your Atlanta, Georgia and Pontiac, Michigan plants will improve information integrity and availability through your entire organization. This investment in the future will guarantee your financial success of the future.

I agree, physicians run the risk of non-payment and persuading them to adopt this payment system is challenging. Additionally, physicians are concern of complications that may occur outside the episode-based payments—how would they get paid and should they be paid separately. Finally, physicians are subject to losing patient’s if they opt out the bundled payment system to others that adopted the plan.

The ability of the systems to communicate between departments and support the manufacturing demands of the company is a huge advantage for the entire company. The new system would increase strategic processes for the different departments from planning to manufacturing to distribution to accounting by using the resources more efficiently. NIBCO would be able to identify discrepancies within their planning, purchasing, or manufacturing stages immediately. By decreasing redundant processes the firm is able eliminate waste in order to increase their profit. Another advantage for NIBCO was in establishing a timeframe in their strategic plan with a ‘go live’ date for the implementation of the IS system which meant that the company would be able to resume normal operations. A typical timeframe of installing a new IS system in a company typically occurs within a three to five year plan and NIBCO planned on having the software installed and operating within twenty-four months to limit the interruption for the

For the long-term objective, Lenox should reach out to different academic resources so that the top managers can be aware of how IT systems can bring value to their company, and holds great importance for future growth. Having the top executives understand the full benefits and functions of the IT systems will prove to be a substantial long-term solution. The overall lack of knowledge in regards to the new IT systems has resulted in the competitors surpassing Lenox. By having a more user-friendly system, the competitors were also able to catalog their products within their system before Lenox., National Life's implementation is ahead even though their rollout began months

On Wednesday, July 29th, 2015 Alcoa IH department did heat stress monitor in the potrooms as a part of the heat stress awareness program. Alcoa has heat stress awareness program every summer start the last week of May until end of September. Heat stress monitor, nursing toolbox, water car distribution, and provide fruits at a work locations are the summer activities safety department provides in Warrick Operations.

In 2016, Klaus Kleinfeld, CEO of Alcoa, spearheaded the split of Alcoa into two companies, Alcoa and Arconic. Designating a project team, whose sole focus was on the split; ensured a fair distribution of talent and kept morale up. There were to be no distractions in their efforts to communicate a clear strategy, informing down to the third layer where employees would be going in the company. Kleinfeld saw the importance for employees to have time to reflect on where they were going and to create peace of mind that they had a spot in the company. Splits are expensive, but the team was able to come in at the lower end of the benchmark. Sounds good, but now in 2017, Arconic is looking to oust Kleinfeld, due to poor financial results. Kleinfeld

I know you looked into reusing one of the older systems we installed. I need to know what became of that effort. How do you think our customers will view this situation and what do you think is the best way to proceed? Character #2: Lucas Moore - Vice President of Manufacturing We are still using outdated technology for our scheduling. The industry has passed us by in computer use for manufacturing and we are in danger of losing our reputation as a world-class manufacturer. My education and my experience with Don's new inventory system have convinced me that computer systems can significantly enhance our efficiency and improve our customer service. We cannot wait two years for a home grown system that will probably have to be upgraded before it is completed. I have had extensive discussions with EMS manufacturing specialists, read their literature, and seen the proposed systems demonstrated. I am convinced the system will do everything we will ever want to do. EMS assures me there will be no problem integrating their manufacturing system with our financial system and we can be up and running in six months. Purchasing from EMS provides many benefits including: 1. Six months to install an advanced system versus two years to develop our own basic system. 2. The upfront cost for EMS is $220,000 firm against an estimated $400,000 cost for in-house. 3. We will get a proven,

The objective of this RFI is to determine whether or not Colgate-Palmolive (C&P) should remain with SAP for their technology infrastructure, or if they should seek out other or new IT opportunities. C&P needs to determine what is important and whether or not IT supports it. We evaluate the current problem C&P is facing and the future trend of the technology. We reviewed SAP and its competitor, Oracle, to determine whether C&P should stay with their current provider and what advantages would be available to them from their current and other IT providers. C&P must have a very good handle on automation and rationalization. These two items being the two most common forms of organizational change because they are

IRC comprehends that the project’s objectives are to quickly identify manufacturing firms that require technical information services and to determine the best approach to promote AJACKS Information Services (CSU-Global, 2016). To effectively support AJACKS, IRC is aware that an understanding of the project scope must precede a technical approach. IRC’s previous projects involved work and requirements similar to all areas specified in the RFP; identifying firms’ technical information needs, conducting market surveys to assess requirements, and providing recommendations for delivering current and emerging products or services - by implementing AJACKS Information Services tools.

Being a uniquely positioned company operating as end to end solution provider for both data and power transmission business, it is having highly complicated structure and targets for its supply chain. For optical fiber we call our operations sand to broadband due to manufacturing of optical fiber cable from silicon metal. For power transmission Sterlite is the only company that operates with BOOM (Build –Own –Operate –Maintain) Model.

There is a long term vision concerning the information strategy of the IT systems utilized by integrated manufacturing at Stryker Instruments. A thorough understanding of the organization, management, personnel, and the technologies that comprise the system was required to develop the information strategy of the company. The IT system employed by

BCF’s engineering vice president (EVP) can be seen applying his evaluation of the new process technology option on three main areas of focus: how the new technology moves the BCF closer to their various strategic goals, the technical improvements to operations processes, and the estimated cost savings for operations as a result of implementing the new process technology. From his evaluation, feasibility and acceptability factors outweigh any of the vulnerabilities identified by the OVP, SVP and MVP associated with the new process technology.