Nibco Case Summary

Seven veteran employees remain in the IT department, each specializing in a subsystem of the infrastructure. Informational silos exist, two additional employees were added to expand the operation. A team was charged to fully evaluate and understand the inner workings of the current infrastructure, particularly undocumented business logic implemented

In fact, the other approach can be doing a pilot implementation at a factory or distribution centers, or only implement for only a few popular units. But this way can cost more time, efforts and cannot test the capability of the whole system. Also, with the investment in consultancy and purchasing the leading solutions from top ERP vendors, the NIBCO aim to get the new system run for all the business unit, and the real time running can also test the performance of the new system, also save cost and time for implementation. Running all at the same time can also help the testing of integration and cooperation among factories and distribution centers.

Question Presented is to provide an advice to the client (Sam) on inclusion of the most favorable provisions of corporate documents provision under the following facts:

The case that Richard N. Current describes in “The Dartmouth College Case,” is the four year prolonged Trustees of Dartmouth v. Woodward dispute between a private college and the state legislature of New Hampshire. In 1769, King George III of England “granted a charter to Dartmouth College” which “spelled out the purpose of the school, set up the structure to govern it, and gave land to the college” (“Key Supreme Court Cases”). The private college was established and funded by “a self-perpetuating board of trustees” without government interference (“Dartmouth College Case”). However, the legislature of New Hampshire became involved when certain people, among other reasons, wished to “revise the charter…[and change] the school from private to public” (“Key Supreme Court

The cost of hearings quoted for Mr. Neely is 3800.00 dollars which is over the 2500.00 cap VR is allowed to authorize for hearing aids unless that are approved by the Hearing Aid Coordinator. All reports was faxed to Denee Smith (VR Hearing Aid Coordinator) for approval. Counselor received reports from Ms. Smith approving to purchasing the hearing aids at the cost of 3800.00 dollars with recommendation from the hearing aid

Dr. Orrego in Endo completed a consult on a patient (MRN 901142698) with pituitary macroadenoma, the patient has a benign tumor in her optic and sinus area, and she was referred to KP neurosurgery for further evaluation. The only doctor that performs this surgery at KP (Dr. Colapinto, neurosurgeon) reviewed the MRI and because of the size of the tumor referred her to University for surgery with Dr. Lilihei. The referral has been denied because she is not a plan participant.

The company has decided to use different applications instead of using a single ERP system, which in turns would make their operations smoother. They have chosen to do this in order to be cost efficient and to focus on the specific need so each department uses a different application. That is connected by middleware that they don’t fully understand on how to operate, and are afraid that if they attempt to change it, it would crash all of their system. This in turn makes their operational capabilities not the strongest as it relates to their business model. On the other hand, some of the challenges that they face is that they will not be able to complete all orders or be able to implement improvements due to the increase volume of request that need to be processed during this time. Some of the IT related issues are those that are associated with the different applications that are being used. If an applications crashes then it would hold them up significantly in completing all orders and having them be delivered on time. Primarily the lack of staffing and the lack of IS improvements puts them at a disadvantage against their competitors who more than likely have significant more sophisticated IS infrastructure.

and only one is needed for the dry berries. This leaves two available to process wet berries, which at the rate of 1,050 bbls./hr. only need one as well.

With the current financial crises being as widespread as it was I would suggest that the FOMC use all of its available monetary policy tools in reaction to the major downturn.

You had an interesting point comparing academic freedom with slippery slope. The TTU case is an example of contradiction between the academic freedom professors should have and the administration goals which are under constant pressure to increase the graduation rates and create a positive school image. By changing grades the dean was “saving” the school and his own work, not the failing students, because there we no grade appeals involved. The dean could have gone some other route, when students filed the appeals and the special committee would have been created in which students and the instructor appear, but that didn't happen in this case. The dean just chose the worst more unethical way of changing the grades without informing the colleagues.

To achieve financial strategic objectives the New Century tried to maintain a standard on their sales item. New Century had few sales segmentation, which include warehouse loans, whole loan sales, securitization structured sales and financing and lower of cost or market (LCM) loans held for sale. New Century Financial Corporation borrowed short term credit from lander institute to cover shortage of liquidity. To keep the relationship with lenders they need to maintain the debt and liquidity ratio and to be subject to margin calls.

Changing the IT infrastructure however would prove problematic. Cisco had a policy of centralized IT yet the company had several legacy systems that had become siloed, and lack of integration to them was slowing down sourcing, supply chain integration to manufacturing and also drastically slowing down revenue recognition as exemplified with the many problems with general ledger and other core transaction processing applications. Making matters worse, Cisco has deliberately created system workarounds to circumvent their legacy systems that had been causing the slow-down in core manufacturing and accounting system.

The most prevalent factor in the failure of new IT system in general and CRM systems, which customer service is based on, is lack of adoption by the employees that need these systems to do their jobs (Harison, Boonstra, 2009)

The balance of power between the power users in business units one the one hand and the IT staff is shifting quickly. In addition to the pace of learning occurring in business units, there are economic factors that are working in favor of the software experts emerging from business units. The power users now have the responsibility to make core technologies quickly deliver business results. And it isn't just at the managerial level; many of these experts emerging in business units are being motivated by the business unit directors and vice presidents to master enterprise software fast. Directors and VPs want to be able to quickly align these systems and their powerful features to strategies and initiatives without waiting for IT.

On looking through the resistance to Cisco’s growth Solvik (Cisco’s CIO) really wanted to put something new in place. Going with new ERP system was still in a confused state for Cisco. Slovik’s denial for an ERP system was clearly seen. Instead of that he was very much interested for individual application for all the functional area and thought of given them to decide on this. Cisco's tradition of standardization was always kept in mind and hence Emphasis was given to the use of common architecture and databases. From the case given it was clearly seen that functional areas were responsible for the budgetary decision on IT expenditures while the IT organization directly reports to Solvik. The IT won’t do anything unless they ask for something new. Also Solvik was concerned about the complexity of mega ERP implementation projects. All this were the concerns raised at the early stage and yes was very much required for the company to land up with a safe decision.