The Orthopedic Motor Market: Minnesota Micromotors, Inc. and Brushless Motor Technology

The initial task was aimed to test whether the motor could life a range of valued weights between 20 grams and 100 grams. Whilst testing the motors capacity to hold certain weights, an input and an output formula were used to calculate the efficiency of the motor. This was relative to the Voltage, Current, time, gravity, height (string off the ground) and the mass of the weights. Fortunately each of the three sets of four given weights was successfully lifted by the motor across a variation of times. This data also changed the readings on the voltmeters and ammeters. The results that were calculated along with the efficiencies were both successful and astounding to come across especially as the graphs trend above goes up and down, rather than in a single direction.

| Jonathan Archer and Zefrem Cochrane are employees of the Rugged Trucks Company, a light truck division of Gigantic Motors Corporation.

Company * Avon manufactured a number of electrical products * Sold products to both end users and OEMs * $6M in sales annually of the AVDC drives, lost sales to EAS drives Collaborators * Distributors and OEMs ­ Avon could establish many more relationships once they can compete in more than just the AVDC drives, and can address the more price sensitive side of the market Customers * Three types of adjustable speed drives: MAS, EAS and AVDC, with different applications and price levels *

One assumption that should be clearly analyzed is that the collection period is of 30 days net. Not always customers have the ability and willingness to pay off their debts in 30 days, some may take more time, and some could incur in bad debt.

Pyxis Corporation based in San Diego, CA, first manufactured and introduced the MedStation System (Pyxis Machine) around 1989-90

In today’s time of demand and supply of healthcare needs, organizations must discover or improve services that can meet the needs of patients’ whole at the same time generating revenue as well as achieving high standards for quality of care. One way organizations have done this is by investing in robotic systems to carry out a range of surgeries. In the following presentation I will discuss the topics of: Investing in the MAKO RIO Robotic System, The Utilization of the RIO Robotic System, Stakeholders

Why did Hampton repurchase a substantial fraction of its outstanding common stock? What is the impact of this repurchase on Hampton's financial performance? Critically assess Hampton's dividend policy. Do you agree with Mr. Cowin's proposal to pay a substantial dividend in December?

We are not recommending that Ohmeda discontinue relationships with all dealers. We recommend that Ohmeda should keep some dealers to operate in the low technology suction market. This is a $24M market and we have a 60% market share. This $14.3M in sales represents 15% of our 1985 medical equipment sales. We project this to grow 3.27% per year. This market appears to be a cash cow segment where having dealer intensity is important. Over the past few years, a competing company focused on price has made some in-roads in this market and Ohmeda fears that terminating the dealers will harm this segment. Given that this is a price sensitive, low technology market we think the dealer network will be able to help fend off the competitor. History has proven this to be the case.

Because your customers depend so much on their cars to lead a successful life, you owe it to them to use only the finest tools while on the job. You

Prosthetic limbs have been around for centuries, but what is one thing they all have in common? They have all been a nuisance. In recent years technology of the modern day Prosthesis has ventured to new heights, but they have not perfected an artificial limb yet. With the amount of people in need of prosthetic limbs, the demand for a perfect prosthesis is tremendous. The perfect prosthesis shouldn’t feel or even look like an artificial limb. Prosthetics should go unnoticed throughout the rest of the amputee’s life.

In the 1990’s Black and Decker had a great position in the market for their products to appeal to the Professional Industrial segment and the Consumer segment but when it came to the Professional Tradesmen segment they were lacking. Their 9% market share vs. Makita’s 50% market share in the tradesmen segment was incomparable. Makita clearly had a better product in the eyes of the Professional Tradesmen. In the Professional Segment most of the people who buy the products are people who need these tools to make a living such as carpenters, electricians, plumbers, roofers, and general remodelers. Black and

However, they still required the operator to position the material manually. Automatic machines were designed for use by high-volume producers. ML believed that the increased speed would offset the higher costs for the machines. Two of the automatic machines were pneumatically powered. The primary difference between them was that one machine positioned only one part of the fastener while the other machine positioned both parts of the fastener which increased its speed. The third automatic machine was electrically powered which made it significantly faster than the other two automatic machines, and it could attach multiple fasteners to the same garment.

Black and Decker (B&D) was founded in 1910 by Duncan Black and Alonzo Decker. By 1917, B&D had world’s first patent in portable power drills. Since then, B&D has been the world’s largest producer of power tools and power tools accessories. The power tools market in 1990 in the US mainly comprised of three segments-Professional Industrial Tools (PI), Professional-Tradesmen (PT) Tools and Consumer tools. B&D was a market leader in America power tools industry worth $1.5 Billion, with a share of 30%. It was number one in PI and consumer segments with a share of 20% and 45% respectively. However, its share in the fastest growing market segment of Professional-Tradesmen Tools was only

In most cases, computer controlled machinery affixes components onto the casing using advanced adhesives. However, because of incompatibility issues between materials, the batteries and electric motors have to be bolted on to the casing by hand, using power tools. Operatives work on the line, each making an average of 12 bolts onto the casing, ie, 1 person bolts the battery and then someone further down the line bolts the electric motor. The inspection section for the back casing of the body is the most active, the rejection rate for loose components at this point is approximately 1.2 %. A further 0.5% are rejected at final inspection, causing expensive rework situations. There is a staff turnover of 25% per annum amongst such operatives in the back casing sub assembly section.

Blades, Inc. is a United States based roller blade company. They are looking to grow via direct foreign investment, and are particularly interested in expanding into Thailand. Blades, Inc. has an existing agreement with Entertainment Products, a Thai retailer, that will last for another two years. The agreement states that Blade will sell 180,000 pairs of roller blades annually to Entertainment Products at a fixed price. The price is denominated in Thai baht, and is substantially discounted from the U.S. price. Thailand’s economy has been one of the fastest growing world economies, which allows for expansive industry growth potential. However, recent events have increased economic uncertainty, and it is difficult to predict future conditions. The Thai baht, which was originally pegged to the U.S. dollar, is now a free-floating currency, and it had depreciated substantially. Inflation levels have also been very high recently.