Prepare the five Whys and determine the root cause of the problem
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Prepare the five Whys and determine the root cause of the problem
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
- Zulily Case Study Quesiton 1-15 At the April 2015 stock price of $14.59, the market values Zulily at $1.86B. This is a big drop from February 2014 high of $68.39 a share price. Describe Zulily's principle assets. Does a $1.86B valuation sem appropriate, given your description of the company's assetts? Please justify your answer.CASE STUDYFrom Holiday Inns to the InterContinental Hotels GroupThe history of the Holiday Inn motel chain is one of the great success stories in United States business. Its founder, Kemmons Wilson, while vacationing in the early-1950s, found the motels he stayed in to be small, expensive, and of unpredictable quality. This discovery, along with an unprecedented amount of highway travel due to the new, integrated interstate highway program, triggered a realization: there was an unmet customer need—a gap in the market for quality accommodations. Holiday Inn was founded to meet that need. From the beginning, Holiday Inn set the standard for offering motel features such as air-conditioning and icemakers while keeping room rates reasonable. These amenities enhanced the motels’ popularity, and motel franchising, which was Wilson’s own invention, made rapid expansion possible. By 1960, Holiday Inn hotels could be found in virtually every major city and on every major highway. Before the…1. Read the following case study and answer the questions: London Elevator Repair London Elevator Repair (LER) provides a maintenance and repair service for a variety of elevator systems. Its customers include department stores and other business organizations throughout the London. The elevator systems include conventional lifts, paternosters, and escalators. Customers can take out a maintenance contract with LER, for which they pay on an annual basis. One maintenance contract can cover several elevators (for example, all of the escalators in a department store). Due to their nature, some elevators are covered by an individual contract (for example, a paternoster would have its own contract rather than be included in a contract for the maintenance of conventional lifts). Hence each customer can have more than one maintenance contract. The hourly rate to be charged for engineers’ time is agreed as part of the contract negotiations. In addition to the work carried out under…
- Q.1: Below given is a case study. Read it with full understanding and answer the questions given at the end. CASE STUDY In December 1986, Mr. Bhatti, Manager of NCR Corporation, Karachi was facing the following decisions. In order to gain a greater share of the personal computer market, Mr. Bhatti wondered whether he should use TV advertising, which was highly expensive, but totally ignored by his competitors in Pakistan. Company Background NCR Corporation, head office, Dayton Ohio, USA, was a multinational computer manufacturing company. Products include mainframe, mini computers, ATM and Personal Computers. The company had more than 1,200 branches in 120 countries of the world. Three branches were in Pakistan: Islamabad, Lahore, and Karachi. Personal Computers (PCs) were introduced by the company in 1985. The market for PCs was much wider than that for Mainframe and Mini computers. NCR was the second largest computer selling company in Pakistan. Mr. Bhatti was looking forward to…CASE STUDY "It is the time for Gegar Ltd. to Improve" This year is a year full of surprises. Gegar Ltd. has reached its highest sales with an increase of 20% compared to last year. The owner started to make a few changes to align with future needs in terms of manpower requirements and improvement in the current practices. Bob Alan, the owner uses zero-based forecasting approach for manpower planning. Last three months, Bob Alan identified that there was a need to hire one more staff at purchasing unit. 2 weeks after that, when Bob Alan was in the office, he happened to entertain two customers who came to buy cars. During their conversation, Bob Alan had mentioned the job vacancy, and one of them was interested and submitted his Curriculum Vitae (CV) to him. The candidate, John, is now in his third month as Purchasing Assistant Manager here. Previously he was the Assistant Manager at Sekoplas, a manufacturing company. On his first day at Gegar Ltd., Human Resource (HR) officer had…Case Study The CEO of a fictional pharmaceutical marketing company in India has positioned the company as the ethical alternative to its competitors, going as far as to change the company's tagline from "Health for everyone" to "Health with integrity." The company has a public ethical policy and has been transparent with its operations. So, when he learns that the firm's star salesperson who earned millions of dollars for the company, falsified the numbers on a recent report, the CEO must decide whether to fire him. Sales have been very difficult with the Covid 19 pandemic and people afraid to venture out in public and spend money. The salesman had created a sales matrix that had allowed sales to remain at peak levels during the difficult times however sales were starting to increase as Covid19 restrictions were gradually increased. The company had gone public and applauded the salesman for his effort and was announcing him as Vice President for Sales and Marketing. Answer all…
- Case Study: Tropical Leisure Limited Tropical Leisure Limited has been making high quality Caribbean leisure wears for over twenty-five years, in old rented premises located in the heart of the Barbadian capital of Bridgetown. The company has a flexible labour force of about twenty employees and three directors, only one of whom, namely Mr. Grant, the managing director, is fully active in the business. The company specializes in leisure and swim wear garments. Their current range consists of tee shirts, shorts, skirts and bath suits in rich vibrant Caribbean colours and styles for men, women and children. The company capacity is 400-500 garments per week, depending on style and continuity of the production run, but additional floor space and machines could be brought in quickly to raise production levels to a maximum of 1000 garments weekly if required. Trade sources estimated that the Barbadian market was valued at US$ 1.5 billion in 2010 but since then inflation and recession has…Given all the data and information identified, what type of analysis did you complete (i.e., quantitative/financial models used, etc.)? The case study focuses on Mr. Hans Overmayer, the marketing vice president of Motofabrikverk S.A.'s Industrial Controls Division in Zurich, Switzerland, in 1983. The company was losing money in the numerical control market because of a drop in global demand for machine tools induced by the recession and fierce competition. Background information on the company, its products, research and manufacturing, and the numerical control industry is provided in the case study. Based on the information provided, Moto appears to be a company that specializes in the production and selling of numerical controls (NCs), which are computerized devices that steer machine tools. The company entered the NC sector in 1962 and by 1983 was the third-largest commercial provider of NCs in Europe. However, Moto's Industrial Controls Division (ICD), which oversees the NC…Balanced scorecard Delta Air Lines,Inc.(DAL) provides passenger services throughout the United States and the world. Fifteen Delta metrics and recent initiatives are as follows 1.Using a mobile phone app that allowspassengers to monitor their place in standby and first class upgrade lists 2.Improving the efficiency of aircraft maintenance 3.Increasing the number of check-in kiosks at major airports 4.Replacing less fuel-efficient aircraft with newe1; more efficient airnraft 5.Reducing turnover of key employees 6.Reducing the number of cancelled flights 7.Investing in oil refinery thai produces jet fuel 8.Offering cash incentive awards to employees 9.Awarding stock options to key employees that can be used over time 10.Increasing passenger revenue per available seat mile 11.Increasing the percentage of on-time arrivals 12.Reducing the number of passenger complaints 13- Reducing the number oflost passenger bags 14.Reducing the number of safety violations 15.Increasing the passenger…