Anderson Plastics Inc. Company Essay

1) Issue – The team wants to develop new ventures and wants to keep it in house. They realize that everyone has things that they are working on. They start thinking of pulling warehouse staff to assist with order fulfillment, but right away Maria says no that it is not cost efficient to outfit them with new hardware. The

Lack of overall direction with multiple CEO’s- Over time the CEO of tech depot didn’t know what to do. From so many changes to the company it causes the employees to get out for hand and we threating to quit. Francoli was going to change that introducing the OME to the different part of the company to see how it will do in the different departments and what they can change about it to make it more effective to tech depot.

In the case of Mendel Paper Company which produces four basic paper products lines at one of its plants: computer paper, napkins, place mats, and poster board. Although the plant superintendent, Marlene Herbert is pleases with increased sales he is also concerned about the costs. The superintendent is concerned with the high fixed cost of production, the increases in fixed overhead and even variable overhead. He feels that the production of place mat should be discontinued. His reason for the discontinuation is that the special printing is driving up the variable overhead to the point where the company may not find it profitable to continue with the line. After reviewing the future predictions of the

The Home Depot (Ticker: HD) is the world’s largest home-improvement retailer along with being an American Fortune 50 company. The company operates 2,259 retail building supply/home improvement “warehouse” type stores all across the United States, Canada and Mexico. The Home Depot has over 340,000 team members and is based in Atlanta, Georgia. The average store size is just over 100,000 square feet along with an additional 24,000 square feet set aside for seasonal gardening.

c. How might you adjust the assortments in your department to “pounce” on the misfortunes at Thomas & Blake? Be very specific.

Ford Motor Company is America's one of the largest car manufacturer and seller. In year 1987 it faces an external business environment change in the form of new warranty policy announcement by its major competitors General Motor, which changes the current philosophy of warranty in U.S car market. This policy change may have implications not only on Ford’s sales and market share but also on various departments within organization (such as manufacturing, quality assurance, parts and service, and extended service plans) and their dealer network. In answer, Ford executives have to respond through a best suitable course of action by carefully analyzing the current market variables.

In this case study, production and operations management (POM) issues of a mid-size company, named as Scientific Glass Inc., in a highly growing market are studied. Using the background information on past actions of the company to correct inventory management and their results, and considering the market leadership opportunity, how inventory management approach can be made better is explained by evaluating different alternatives from different aspects. In the first part, critical POM issues are mentioned, following that these problems are analyzed. In the third part, alternative options are listed and then they are evaluated. Finally, considering

Q1. For this case, involving some exploratory research, Exhibit 12a and 12b show the segmentation and descriptor variables used to collect data for the segmentation analysis. Comment on the appropriateness and comprehensiveness of these attributes. What would your team change in this questionnaire and what other segmentation and descriptor questions would you recommend to ask to respondents for a better segmentation and targeting strategy?

A. One major problem is communication between the various department and an understanding of the ins and out of each department and how each function of each department can affect another department in some way.

First, we have identified if there is really an insufficiency in the amount of selling prices set by the Sales Department, in reference to Exhibit 1 of the case. We did this through identifying the maximum amount of overhead costs that the company can incur for the three products and comparing it with the total overhead costs. See Table 1 for details.

The manufacturer of our juicer is Black & Decker who specializes in power tools, hardware, and home improvement products. Our product is a home improvement device used to make fresh citrus juice. Possible improvements that were voiced by customers was the need for a lock to secure the lid and an easier reverse mechanism when the juicer auto-reverses. Whenever customers poured juice, they would run the risk of the lid flying off. It was easy to use and to make juice. The pulp control was effective in keeping out most of the pulp. However, even when testing the juicer, ourselves, we noticed the lid slipping off. Our team decided we will redesign the product to prevent the lid from coming off easily. We took apart the juicer, labeling each part with tape and its order number. As we did this, we transferred this information into our juicer’s Bill of Materials. We were able to see many functions and subfunctions in our application as we took it apart. We made a flowchart, showing these main functions of the juicer. Our juicer, prevents pulp from seeping into the juice, holds the juice in a container, and rotates to extract as much juice as possible. To make the necessary modification, first we came up with many possible alternate ideas and narrowed them down to four. We proceeded to make a Paul & Beitz matrix, deciding on criteria and ranking each alternate design. We completed our evaluation and had an alternate design chosen. To redesign our product, we needed

3. Explain the reasons for the sales process failures that Goklaney observed in the field. What are the reasons for the current situation?

1. What actions can Peanutty’s managers take to ensure the supply of raw materials for its operations, while reducing the risk of stockouts or high production costs?

It is no doubt that the ultimate problem rising in the case is miscommunication. Communication is utmost vital for both parties – purchasers and suppliers- to interact effectively, hence, to conduct business smoothly. On the other hand, it is also a lack of competency of Avion, Inc.’s procurement managers as they were unaware of such obvious changes in volume and delivery time required for operation though they deal with the flow of material on a day-to-day basis. They could not identify the problem, but also did not even bother initiating inquiries with

KOS is a division of SPC and is currently bidding for a large system development and integration project – POPS. KOS is considering the use of Lakshmi for their outsourcing needs for the project.