How Can Acme Home Improvement Boost Their Income Essay

According to labor requirements found in table 1.1, next year we will need to hire 4,505 store associates. Since Tanglewood promotes within, we will need 600 shift leaders, 493 department managers, 69 asst. store managers and 49 store managers. Based on our current numbers we will have to hire a significant number of new store associates. Below is the plan for our new hires. we will have to increase our base pay and offer more flexibility. We will allow associates to cross train in completing a variety of task and promote teamwork through an awards system. We will be more consistent in recognizing that the sales associate is a valuable assets to the company.l also work toward developing talent and hiring internally. For employees, such as recent college graduates, who have expressed a desire to attain managerial positions, we will allow them to enter a management trainee program. This program will follow our policies of having everyone start at the bottom, but it will allow participants to move up quickly in the

* Finally , the time zones problem . 40% of the companie’s clients are located on a different time zone so , the customer service is not available at certain time . For this , we think that the best solution is to change the employees working hours. The employee that will be in charge of Professional users and Large corporate accounts will be working from 10:00 to 9:00 , on this way , the large corporate’s accounts needs will be covered . The other 9 employees will continue with a normal schedule from 7:00 to 6:00. Also , the company needs

The key to the success of any business is the strength of its staff or work force. However, to remain economical, a company's work force must be able to increase efficiency, lower staffing costs, reduce turnover and provide long term growth for the company. In order to achieve all of these goals, a company must have and implement a successful work force planning strategy. This can be difficult as many companies fail to see where there staffing short-comings lie, and therefore can not determine the best strategy for hiring, outsourcing and shifting staff positions. Since each company's staffing needs are different, a successful staffing strategy must have a broad enough outline to be applicable to any company while also being specific enough to accurately address that company's staffing needs. In 2001, Governor David Paterson, the New York State Department of Civil Service and the New York State Governor's Office of Employee Relations published a guide for work force planning for their state agencies titled Our Work Force Matters. This guide provides eight steps for the planning processes along with several strategies and

Customers must use the internet to fill out an online form to address their complaints or service needs. These forms are processed by employees in your department. Currently the turnaround time on any given form is between four to eight hours. This creates a number of other customer complaints. Project Call Center is designed to reduce this turnaround time by 75% by creating and staffing a call center in Tampa. Building acquisition, building renovations, building fit out, IT system upgrades, and hiring and training of staff are estimated to cost $8.5 million dollars. This $8.5 million dollars can be paid evenly in any two quarters in the next year. In addition, seven new employees will need to be hired at $40,000 burdened labor costs per year to staff the call center. Management of this project could easily be done with the current in-house staff. Most of the work of this project would be outsourced and will have minimal impact on day-to-operations.

Most stores have been in existence for 10 or more years, and were indirectly managed by either Emerson or Wood when they were first established. Because of this stability, the estimate for the coming year‟s labor requirements is identical to the current year. So, for example, they currently have 1,200 individuals working as shift leader, and expect to need 1,200 individuals to work as shift leaders for the coming year as well.

Sometimes the workload would be very low. Red carpet is always closed when it rains or when business is slow. This resulted in flexible hours and easy work. Sometimes we would get less than 30 cars a day. This allowed us to have a lot of free time as long as we got done with our cleaning tasks.

Each of Janet’s approaches offers advantages and disadvantages. If cost is the principal criterion, all three plans can be improved. For example, rather than paying overtime wages to permanent employees during the busiest months, Janet could hire “temporary” workers (who will work for at most a few months but earn regular wages and

This program the most struggle in the Personnel Cost and Allocation area because two items, Benefits and Staffing Patterns and Scheduling, in this area have lowest scores and third item achieved just a middle score. These very poor results in this area can dramatically reflect on quality of program. Therefore, the program provides some benefits such as 6 paid sick/personal days per year and receives 5 or more paid vacation days during their first year of employment, the number of vacation days not increase with increasing years of employment. The program not provides vital benefits such as cover even portion of the cost for health insurance even for full-time staff and

Their solution was ATLAS, Ann Taylor Labor Allocation System which would compare sales associate’s performances in categories such as average sales per hour, units sold, and dollars per transaction. The idea was to give more hours to its better-selling sales associates and fewer hours to those poorer-performing associates. What happened was ATLAS scheduled the best associates frequently for shorter shifts during its busy periods and its poor-performing associates for short shifts just once or twice a week during the slower periods. This caused resentment between employees and animosity towards ATLAS and because of the scheduling associates began to steal sales and clients from each other. Yet employee turnover did not increase which may have been due to most of its work force being part time. It has yet to be determined how this scheduling will effect customer satisfaction.

Corporate would say that for every 1,000 dollars projected one employee could be scheduled. This conveys to me, that I can schedule 12 employees, excluding salary managers. I would be a little more proactive. I would schedule 14 employees to ensure coverage if there is any call offs or spike in sales. I would send employees home early if not needed.

For our Gemba project, we decided to analyze the order fulfillment procedure for Cup of Joe, a coffee shop located in the Lennox Town Center. In order to capture the establishment’s peak hours of business, we primarily visited during the hours of 9:00am-12:00pm. We focused our attention on orders for baked goods, coffee, and espresso drinks, as these products are the shop’s main source of revenue and reputation. On several separate mornings we were able to observe an average of 125 orders over three hours (a takt time of 1.44 minutes). In the evening, there were often less than a dozen orders every hour. Since every order is slightly different, we have described the average order and the steps in the process that are consistent in almost every situation. We have identified multiple areas for improvement, which are referenced in the sections entitled analysis and recommendations.

5.   If the company continues to use one technician when the customer base expands to 20 customers, the average time in the waiting line will increase to  6.9454 hours.  With an average travel time of 1 hour, the average total waiting time will be 6.9454 + 1 = 7.9454 hours.  The total cost will be $397.78 per hour.  This average total waiting time is too long and a second technician is definitely necessary.  Using output from The Management Scientist, two service technicians provide the following:

The case study is about Enterprise Rent a Car, which initiated its business in the year 1957 at USA. The company slowly expanded its business and now they have more than 65000 workforce presented. The company is highly depending upon their workforce and to retain them longer, they use to give them training and development with passage of time. Hence, the company also do workforce planning for fulfilling future needs of the workforce.

Wal-Mart is facing an ethical problem by implementing computerized scheduling system. Indeed, before the store managers had to arranged manually the schedule for the employees but Wal-mart begun to use Kronos system to create work schedule. Obviously, this implementation helps to increase the profit margin of the company.

For Monday shift 2, from 08:00 to 16:00, it seems more profitable when we considered with the other shifts on Monday. The upper and lower control limits are 4879 and 4865 pounds. Furthermore, for Tuesday, as same as Monday shift 2, from 08:00 to 16:00 is more suitable than other shifts for customers. We calculated the upper and lower control limits as 4942 and 4900 pounds. For the last shift, the best and more productive hours are from 16:00 to 00:00 and the upper and lower limits are found as 4977 and 4900 pounds.