Analysis Of Alcoa 's Core Practices

Ike Telloni always wanted to start his own business; he completed a Commerce program at the University of Ottawa and later moved on to work for the Waterloo Ice Cream Company. Ike worked at the company as a sales representative and then a regional marketing director but after working there for ten years he wanted to find a job where he could be close to family. So he bought a business that was for sale in Elgin Beach’s main street called Hannah’s Ice Cream. This forty year business was an icon in the town, everyone loved it and reason for that was because of how Hannah (the owner) treated her employees, she made sure they were

MTC initially needed to obtain substantial investment capital due to two main factors: a research-heavy industry, and the need to create most of the markets for its products. Although the founders' goal was to become a major manufacturing company, they did estimate that the company would need $50 million in capital before it would become self-sufficient. Their initial financing model was to first recruit a superior technical team, use that to attract additional equity investment and development funding from interested corporations, and then develop manufacturing capabilities. Commercial sales began 2.5 years after inception, and MTC is nearing the break-even point in 1990.

On Wednesday, July 29th, 2015 Alcoa IH department did heat stress monitor in the potrooms at Alcoa Warrick Operations. This monitor is a part of the heat stress awareness program during the summer. Working at the potrooms exposes the workers to physical hazards, such as noise, radiant energy, and heat. Since the pots run at temperatures of about 980 ̊C, there is potential for heat stress hazard and burns from hot electrolytic bath and metal to occur. Workers in potrooms are in hot environments most of the time. Therefore, they are particularly at risk of heat stress since ventilation may not afford sufficient cooling. Workers at the potrooms are working for 12-hour shifts. During this 12 hours, workers are require to do 17 set up carbon which exposes workers to open pot heat 17 times every day. Exposed to heat for that long time will cause a potential heat stress hazard.

This past summer, I acquired an internship at Baldwin and Lyons, an insurance company in Indianapolis. Every Wednesday during my internship, a couple of employees and I would participate in a prodigious community service project, Meals on Wheels. Throughout the three months that I worked at Baldwin and Lyons, I got acquainted with some of the individuals whom we delivered to. These inspiring individuals were so grateful and appreciative that we took time out of our day to volunteer to do such a service. One elderly woman who we delivered to would sing to us as she came to the front door “good meals, good meals, good meals.” She is one woman that I will never forget. First going into this, I was elated knowing I was I getting out of the

During the summer of my freshman year in college, I worked for a small private landscaping company planting shrubs, seeding new lawns, cutting grass, and tending flower gardens. The company was located in my hometown of Seaview, N.J., which is a rural community on the coast about 80 miles from Philadelphia. The company was owned and run by Joe Brewster, a 45-year-old man who had lived in Seaview all his life. He had started the company some years ago and not only handled the paperwork (payroll, bills, estimates, and so on), but also worked along with the crew six days a week.

Aflac offered the traditional components of a typical corporate benefits package including health insurance, profit-sharing and professional development for advancement. Professional development of employees is an investment in the company’s most valuable resource, it’s employees. The employees appreciate that investment and benefits the growth and potential for advancement. Another one of Aflac’s internal strengths is its willingness to promote within. Aflac’s non-traditional approach to enhancing its benefits package was to spotlight the importance of the team’s involvement in the community through volunteering. Back in the mid-2000s this was a growing practice but not as common as it is now. Recognizing employees for volunteering (or any other outstanding action) enhance the employee’s experience in the workplace. This benefit of recognition for giving back also aligns with the company’s core values and mission of being an active member of its communities and providing an enriching and rewarding workplace. Other non-traditions included on-site child care and fitness which shows employees that Aflac cares about an agreeable balance between work and life as well as employees’ well-being.

Initiated and organized holiday fundraiser for two consecutive years at MAXIMUS Federal Services and raised $1,200 in four weeks from gifts donated by employees. As part of my assignment while employed with Kearney & Company, P.C. (Kearney), I was assigned the responsibility of acting as a member on the prime contractor’s (MAXIMUS) Social Committee. As an active member of the committee, my colleagues and I were tasked with promoting collaboration amongst the subcontractors. While hosting a variety of events successfully boosted morale throughout the office, the committee agreed that we should do more. As it was the holiday season, we decided to display a giving tree in the office which had ornaments hanging on it with different items requested by families in need currently staying at the Heartly House. Located in Frederick, Maryland, the Heartly House provides comprehensive services for victims and survivors of domestic violence. The tree was a great success. In just four short weeks, the employees from all of the subcontractors united and purchased every item on the tree. The families at the Heartly House were able to enjoy the holiday season because of the efforts of the Social Committee and the collaboration amongst the

According to Deloitte’s 2014 Global Powers of Retailing Report, it identifies the 250 largest retailers around the world based on publicly available data for fiscal 2012 encompassing companies’ fiscal years ended through to June 2013; however, here mainly focuses on the Top 10 retailers’ analysis.

Costco has grown from a single location in Seattle, Washington and is now the largest membership based retailer and currently the 6th largest overall retailer in the United States. In 2011, Costco saw a 10% increase in sales and in 2012, Costco is planning on opening 14 new store locations, three of which will be outside of the US. Costco is no longer a small local retailer but now an international company with different threats and opportunities. As the company continues to grow, it is important for Costco to understand the external threats and opportunities that will impact the company in either a positive or negative way. In order understand these forces a SLEPT analysis is used to analyze the social, legal, economical,

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.

Educating tomorrows leaders in manufacturing and engineering was a primary strategy for the Alcoa Foundation, the non-profit arm of Alcoa since its inception in 1952. With more than $470 million in assets, the group contributed to other like-minded non-profits, through partnerships across the world. As Alcoa embarked on their Smart Manufacturing journey in 2008, one of their center of excellence pillars was chartered for talent acquisition. By 2010 the two groups aligned forces and strategies to create STEM (science, technology, engineering, and math) guidelines and metrics designed to drive educational and workforce development programs within Alcoa, the Foundation and their partners (Hudson). The Alcoa Foundation and Alcoa split in 2016, forming two corporations and two foundations, Alcoa and Arconic.

Costco’s business model is to generate high-volume sales and rapid inventory turnover by offering low prices on a limited set selection of brands and a few selected privately labeled products. This model does not turn a profit on its own with the company operating slightly below its break-even cost. However, to make up for this Costco charges a membership fee and this is a simple way of padding their profit but also enabling them to provide a customer experience that emphasizes value.

The TexasAgs oil company case study gave us insights on different aspects of a negotiation that can happen in real world scenarios. It elegantly portrayed the importance of having a BATNA, setting target and restriction points, impact of the fluctuating markets on the ongoing negotiations, downside of the emotional behavior, importance of having a third party member or mediator in the negotiation. The case illustrates that the negotiations should be based assumptions as they may or may not be right. Having facts and understanding the other parties true objectives and goals are truly essential in negotiation. It is a typical example of how the current power on one side can dominate and take complete advantage of their position.

Alcoa had a very strong values-based culture. ... In 1985, Fred Fetterolf, then president, decided the company needed to document the values that all employees must live by: Integrity; Environment, Health, and Safety; Customer; Accountability; Excellence; People; and Profitability.

* unity of purpose and focus under a common corporate strategy (further supporting the firm’s strategy as it relates to acquisitions and divestitures);