Working Together with Robots at Dynamic Group

Machines and People: Working Together

A chief executive of a manufacturing company is considering replacing current employee line positions with robots. The expectation is to essentially replace a total of four employees with one robot and one employee, only. The time that it takes to finish the product by the robot is estimated to be less than one minute (rather than one minute for each of the four employees.)

One employee is needed to examine the finished product. The employee and the robot work collaboratively. The robot is easy to move and reprogram and is a safe working companion (if it hits someone it stops working without causing injury). The robot paid for itself within two months by increasing the efficiency of the process and eliminating scrap. Productivity actually decreased at first when the robot was installed because employees enjoyed watching it work.

The chief executive believes that manufacturing systems in the future will work alone through taking raw materials and transforming them into products. He believes such a system will create more (not less) jobs and allow the company's machine operators to use their knowledge to help program the robots to do the work more efficiently and effectively rather than personally perform the work. As a result, the operators can put more effort into coming up with more creative and innovative ways to make products.

This company is not alone in its efforts to have employees and robots work together. Siemens Corporation is designing a data glove that allows an employee to control and direct a robot arm. The glove captures and transforms the movements of human hands into actions performed by the robot hand, matching the strength and accuracy of robots with human decision making power. At General Motor's Lake Orion automobile manufacturing plant, a robot lifts tires and stacks them on a cart.

1. Do you think that robots will ultimately replace humans in many jobs?
2. Why or why not?
3. What skills will employees need to be trained in, to work alongside robots?

INDIVIDUAL CASE STUDY

President Store Corporate operated around 300 Starbucks coffee outlets in Taiwan under a joint venture arrangement in 2013. It also ran over 2,000 of its own City Cafe outlets across Taiwan. Both enjoyed good market share and there appeared to be little cannibalization. What could be the reason for this in the competitive coffee landscape in Taiwan?

STARBUCKS

Starbucks was founded in the U.S. in 1971 and its main product was Arabica coffee beans. In 1987, Howard Schultz took over Starbucks and introduced the roasting technologies and ambience of the Italian cafe. By May 2014, Starbucks had over 23,180 stores worldwide in 64 countries. Starbucks outlets primarily sell coffee, but also offer other hot and cold beverages, pastries, sandwiches, and snacks. Starbucks introduced low calorie coffee in 2008 and instant coffee in 2009. In 2010, Starbucks started selling beer and wine in some outlets in the U.S. In 2011, Starbucks introduced the Trenta, a 31-ounce cup of coffee. Starbucks ventured into the juice bar business in 2013.

In January 1, 1988, the President Starbucks Coffee Corporation in Taiwan was officially founded as a joint venture between Starbucks Coffee International, Uni-President Enterprise Corporation, and the President Chain Store Corporation. Many people have suggested that Starbucks, as an international brand, has basically transplanted the American coffee culture into Taiwan. The concept appears to be good quality coffee at high prices to be enjoyed in a leisurely manner with friends. Coffee on offer includes cafe latte, vanilla latte, hazelnut latte, caramel macchiato, cafe mocha, and cappuccino with a price range of NT$75 (US$2.46) to NT$155 (US$5.08). However, subtle differences can be observed. The pastry cases look similar but their contents are different and include offerings such as curry chicken cannoli. There are numerous tea options including rose fancy tea, green tea, jinxuan oolong, bi luo chun, and oriental beauty (the latter three are specialty Taiwanese teas).

By 2013, Starbucks had almost 300 outlets. Over the past three years, Starbucks in Taiwan has opened 20 to 30 new stores each year, and all stores have achieved their revenue targets and contributed to 10 percent sales growth over the last few years. A research study has concluded that Western culture adoration was an important dimension in coffee consumption for Taiwanese customers at Starbucks. Overall, Starbucks engages in experiential marketing, with the consumer associating the brand with specific smells, tastes, visual elements, and sounds.

CITY CAFE

In 1986, the President Chain Store Corporation launched Cafe Americano through its 7-Eleven chain stores. In 2004, the company began to shift from the American style Americano concept to the new 24-hour Italian City Cafe concept without closing the Americano outlets already in the 7-Eleven outlets. By 2005, there were 500 CITY CAFE outlets, 1,000 in 2007, and 2,000 in 2009. Television advertising was used to build brand awareness and image. The theme used was, “The entire city is my coffee shop;” targeted at students and workers aged between 20 and 40. The concept appears to be a local coffee brand offering low priced coffee anytime and anywhere. Coffee on offer includes latte, cappuccino, and City blend, with prices from NT$25 (US$0.82) to NT$45 (US$1.48).

CITY CAFE started a Music Conservatory in the Hankyu Department Store outlet in Taipei where aspiring local singers and performers can showcase their talents. Performers in March 2014 included Taipei Soul Brothers, featuring five musicians from three different generations, and Lin Ling, a local Taiwanese girl who has been performing since the age of five.

The success of the CITY CAFE coffee bar concept has resulted in many convenience chain stores and fast food chain stores near schools, offices, hospitals, subway stations, and train stations duplicating the idea. Examples of concepts by convenience stores include Mr. Brown Coffee of Family Mart and OK Cafe of OK Mart. McDonalds also launched the McCafe.

According to a review, the coffee scene in Taiwan can be categorized accordingly:

I.      Foreign Cafe Chain

This group is currently dominated by Starbucks. They offer mainly espresso coffee at very high prices of NT$90 (US$2.95) to NT$180 (US$5.90).

2.     Specialist Cafe

This group offers excellent coffee with a large variety of beans. They have varied origins, create their own blends, and roast their own coffee. They sell beans and offer a mix of espresso and brewed coffee. The baristas are experts and know their coffee in a passionate way. Prices of their coffee range from NT$60 (US$1.97) to NT$150 (US$4.92). Examples of such cafes are Orsir and Mojo Coffee in Taichung.

3.     Specialist Cafe Chain

This group offers excellent coffee but with a more limited range. They sell beans and offer mainly espresso, though they do have limited brewed coffee options. They have trained baristas, and the price range is NT$30 (US$0.98) to NT$70 (US$2.30). Examples of such cafes include Wilbeck in Taipei and Cama Cafe across Taiwan.

4.     Taiwanese Cafe

This group serves a variety of coffee from different regions in Taiwan. The cafes are operated by single owner and they roast in small batches. They are often in business for a long time (over 15 years) and they have a small group of loyal customers. They offer mainly brewed coffee, but they have espresso as well. The price range is from NT$70 (US$2.30) to NT$120 (US$3.93).

5.     Taiwanese Cafe Chain

This group serves a single unannounced blend of coffee with no other options. They serve mainly espresso though some may offer drip or brewed coffee. Some baristas may receive training but quality is uneven. The prices range from NT$35 (US$1.15) to NT$75 (US$2.46). Examples are 8S°C and Bakery.

6.     Convenience Store Coffee

This group offers bean to cup machine coffee. They use cheap Taiwanese roasts of unannounced origin. Prices range from NT$25 (US$0.82) to NT$60 (US$1.97). Examples of coffee entities in this group are City Cafe by 7-Eleven and Mr. Brown Coffee by Family Mart.

Three main groups have been identified:

Coffee Connoisseur

It is primarily interested in discovering new, high quality brews of coffee. He is very price insensitive and would frequent specialty cafes with baristas who are experts and know their coffee in a passionate way.

Café Hangout

The Café Hangout Coffee drinker values his coffee as an aspirational drink, to be drunk with a group of friends or to be seen consuming the beverage by others. He is relatively price insensitive, valuing the brand of the Café over the coffee type. The ambience and mood of the café is important to him. He would prefer to have food options available with his coffee as well. This group is a mix of students, who visit cafes as a place to hangout or study at, and working professionals, who value the café as an informal place to relax.

Coffee Fix

The Coffee Fix Coffee drinker values his coffee as his daily sustenance, requiring the energy boost which caffeine from the coffee provides. He may drink up to several cups a day and is not overly concerned with the quality of the coffee. He is also price sensitive as he is not after a premium product.

A survey found that the Taiwanese drink coffee in the following frequencies per day: one cup-46 percent, two cups-13 percent, and various frequencies depending on day and occasions-36 percent. The most frequently consumed coffee is: latte-48 percent, Americano-19 percent, cappuccino-17 percent, cafe mocha-4 percent, others-12 percent. Their favorite coffee venue is: Starbucks-29.1 percent and City Cafe-29.1 percent. Areas in which Starbucks must improve: prices-68.1 percent, promotional offers-15.3 percent, charity activities-9.2 percent, quality-6.9 percent, and refreshments- 6.1 percent. Areas in which City Cafe must improve: quality-29.4percent, refreshments- I4.7percent, promotional offers-14.0 percent, store ambience-13.3 percent, and peripheral merchandize-9.8 percent.

Why is the President’s group able to dominate the coffee market in Taiwan with the Starbucks and City Café concept rather than cannibalise itself with two brands in the same market?

A wheel alignment shop wants to improve his service by purchasing a new wheel alignment system. He is faced with three outcomes related to the demand on wheel alignment service, and three alternative decisions on alignment system purchase. The table below displays the estimated daily payoffs resulting from all combinations of decisions with outcomes.

Alternative Decisions Outcomes (demand)
O1: High O2: Moderate O3: low
A1: high performance alignment system AED 10,000 AED 5,000 AED -10,000
A2: ordinary alignment system AED 5,000 AED 3,000 AED -5,000
A3: no purchase AED 3,000 AED 2,000 AED 0
Probabilities 0.2 0.5 0.3

1. If the decision is taken under uncertainty, find the best decision using the Maximax criterion. (3.5 Marks)
2. Now with the given outcomes’ probabilities, what is the best decision according to the EMV criterion? (3.5 Marks)
3. Use the EVPI to decide if the shop manager should buy perfect information for AED 2500 or not.

You are the Production Department manager at Kibby and Strand, and last month there were complaints from customers that the quality of the products shipped to them was lacking. Some shirts were labeled with incorrect sizes and girl’s shorts had weak stitching that did not meet specifications. The Operations Manager tasks you to prepare a plan for conducting a Root Cause Analysis (RCA) to identify the causes of these quality issues. In addition, he recently read the article 3 Ways to Manage Garment Quality Control and prepare a paper detailing how the quality inspections in the article can be implemented within Kibby and Strand.

The student is to create the RCA plan and paper based on knowledge learned in the scenario, and post it in the discussion. Note: it is not possible to actually conduct the RCA and document findings because the data is not provided in the scenario.

The RCA plan and paper should be prepared in a single Microsoft™ Word document, and then attached to the unit discussion thread. There is no minimum or maximum in terms of the word count; however, the response should explicitly address all required components of this discussion assignment. The document should be prepared consistent with the APA writing style (6^th edition) and reflect higher level cognitive processing (analysis, synthesis and or evaluation).  

Applicant Testing at the RCMP

Applicants to the Royal Canadian Mounted Police must pass a written examination, an interview, and a physical ability test before being accepted for basic training at the RCMP’s training center in Regina.  As a federally regulated agency, the RCPM falls under the jurisdiction of the Employment Equity Act. Designed to further the employment of women, visible minorities, and other designated groups.  The RCMP has had difficulty meeting recruiting targets of 20% women, 4.5% Aboriginal people, and 8.3% visible minorities that were set in compliance with the objectives of the Act.  A review of testing data showed that Aboriginal peoples and visible minorities scored slightly lower than other groups ion the written tests and that 40-50% of women applicants fail the physical ability test, a rate considerably higher than that for men.

In response to concerns over failing to meet its recruiting objectives, the RCMP undertook a revision of the examination, which assesses cognitive ability.  The new test retains, “academic’ items related to composition and computation, but it also has new items in the form of scenarios that are directed at problem solving.  The new questions are more job directed and operational in nature.  The test items were rewritten to minimize the impact of different regional language styles to ensure that the questions are fair and equitable for all applicants.

With respect to the physical ability test, women had particular difficulty with the upper body strength requirements.  To deal with this problem, the RCMP instituted a six-week training pretraining in fitness program to help women prepare for the fitness test.  It also revised the evaluation procedure.  The following document provides information on the new physical ability requirement and provides information on how to prepare for the test.

Questions:

1. Did the RCMP do the right thing in revising its written examination and fitness test? Did the RCMP reduce the rigour of its entrance requirements?
2. It appears that the RCMP is trying to incorporate a “practical intelligence” component into its examinations. Is this appropriate? What type of “job knowledge” should be assessed of applicants?
3. If physical ability is a job requirement for police officers, is it appropriate to have different standards for male and female applicants to the RCMP? Argue your point.
4. Is the existing test fair and equitable for all candidates? Will the new procedures discriminate against white males?

where do you get most of your news, and how do you analyze what you hear, view, or reason media outlets. In what ways can you az a citizen, get involved in governmental process? How do you apply critical thinking when you are involved in these activities?

Working Together with Robots at Dynamic Group

Do you think that robots will ultimately replace humans in many jobs?
Why or why not?
What skills will employees need to be trained in, to work alongside robots?

Think about industry‐disrupting companies such as Uber (disrupting the taxi industry) and Airbnb (disrupting the hotel industry). Research them if you don’t know much about them. What are the legal and ethical issues facing them? In what ways are they being responsible, irresponsible? How would you evaluate their corporate social responsibility?

Gary is walking down the sidewalk in Glendale when he suddenly trips and falls, twisting his right ankle in the process. He gets up and sees that a tree root has cracked and pushed up the sidewalk about ¾ of an inch, which he believes caused him to trip. He goes home, takes aspirin and wraps his ankles in ice and a bandage. A few days later, he feels fine.

a. If Gary wanted to sue over this, who would he sue? Under what theory of liability?

b. What would be the defendant’s best argument?

c. Would it be worthwhile for Gary to file a lawsuit? Why?

d. What evidence would help Gary win his case? How would he go about finding it?

e. What kind of evidence could the defendant use (assuming it existed) to defend itself against Gary’s claim?

NOTE: This question is from LAW 001 Business Law I

Assignment #1 40 Marks Length 2-3 pages Objectives:

• To demonstrate an understanding of the external issues relative to your company
• To make recommendations to mitigate negative circumstances related to the external environment.
• To make recommendations to capitalize on opportunities as related to the external environment.

  Instructions  1. Identify the external issues your organization is facing and how each of the variables identified are impacting your particular business environment.

• Political changes.
• Social changes.
• Economic changes.
• Legislative changes.
• Technological changes within your country.

2. Design and discuss three strategies that you as the Human Resources manager can take to either capitalize on an opportunity presented through the external variables and/or minimize the negative impact of external variables on the organization.  Provide rationale for each strategy.  

Paulson is in charge of a project at the local community center. The center needs to remodel one of the rooms in time for the start of a new program. Delays in the project mean that the center must rent other space at a nearby church at additional cost (and Paulson gets a roasting).
Time and cost data for your project are contained in Table below. Paulson’s interest is in minimizing the cost of the project to the community center.

TABLE
DATA FOR THE COMMUNITY CENTER PROJECT
Activity
Normal Time (days)
Normal Cost($)
Crash Time (days)
Crash Cost ($)
Immediate Predecessor(s)
START
0
0
0
0
-
A
10
50
8
150
START
B
4
40
2
200
START
C
7
70
6
160
B
D
2
20
1
50
A, C
E
3
30
3
30
A, C
F
8
80
5
290
B
G
5
50
4
180
D
H
6
60
3
180
E, F
FINISH
0
0
0
0
G, H

a. Using the normal times for each activity, what is the earliest date Paulson can complete the project?

b. Suppose the variable overhead costs are $50 per day for your project. Also, suppose that the center must pay $40 per day for a temporary room on day 15 or beyond. Find the minimum-cost project schedule (best chance that Paulson is not hauled by Church authorities). What is the minimum cost? (3+7 = 10 Marks)

OM in the News: Looking Back–and Forward–on Productivity

SEPTEMBER 29, 2014

tags: Frederick Taylor, Productivity, time and motion studies

by Barry Render

Frederick Taylor revolutionized manufacturing at the turn of the 20th century with a simple insight. Most manufacturing work was a sequence of physical motions. You would load coal onto a shovel, carry it to a furnace, throw it into the furnace, walk back to the coal pile and repeat. In a time and motion study, he quantified each step and how long it took. Then he analyzed how to improve the whole process. He noted, for example, that a typical worker could lift 21 pounds for maximum efficiency. Workers varied in size and strength, but on average this weight balanced the number of shovel lifts per minute against the volume per lift. In those early days, workers used the same shovel for all materials, regardless of the density of the stuff being lifted, so less weight was being lifted for the less dense materials. Taylor’s elegant and simple solution — bigger scoops for shovels used to haul the less dense materials — illustrates how careful analysis of a specific work process can increase productivity.

Today, his time and motion studies seem antiquated. Phone calls and memos have replaced shovels and picks for many workers. “Yet despite its association with early factories, a modern version of the spirit of Taylorism is sorely needed,” writes Harvard’s Prof. Sendhil Mullainathan in the New York Times (Sept. 28, 2014). “It’s time to identify and optimize the specific psychologies that constitute the mental alchemy of productivity,” he says.

In one Stanford experiment, some workers were randomly assigned to work at home, others worked in group call centers. The work habits of both groups were carefully monitored electronically, and the workers knew it. Those working at home were 13% more productive than those in call centers. With modern technology, we now have so many ways to quantify, track and motivate productivity, and are just beginning to scratch the surface of doing so.

Discussion questions:

1. Why is productivity such an important issue in OM?

2. Describe how time studies are conducted

3. How would explain the results of the Stanford experiment mentioned in the final paragraph of the article?

Choose a company and analyze its CSR report. In doing so, think about what seem to be its reasons for being socially responsible. Is it pragmatic, ethical, strategic, or some combination? Can you identify its key stakeholders?

Ohio, along with many other states as well as other countries, has issued Stay-at-Home orders. Colleges have closed campus and many may have moved back to home communities. Answer the following questions:

1) Should first responders (i.e.: Police Officers and/or Fire Fighters) get “hazard pay” during the Pandemic. If so, how much and how do you propose to finance the extra cost? If not, why not? If your community does not have a police or fire department, what impact do you think the Pandemic will have on current government operations and services of your community?

2) What impact is the COVID-19 Pandemic likely to have on the financial results of the community for 2020 and 2021?

NOTE: This assignment is about contract between COMPANY and CLIENTS - NOT employees!! The terms and conditions listed towards the bottom in bold are just EXAMPLES, not to be used!

BMGT 380 Learning Activity Week 4

Background: Contracts are essential for business, and will be an integral part of GC operations, so the owners now want to focus on contract law. Each of the owners has experience with contracts in their own businesses, and appreciate the probable risks and liabilities associated with contracts. They also know that to avoid possible disputes with employees and clients, contracts should be comprehensive, clear, and specific. The GC owners know that there are various types of contract agreements relevant to their business. GC will have individual contracts with employees, independent contractors, and other agents who will represent the company. Also, GC will engage in sales contracts with other businesses, consumers, and clients.  

To reduce disputes and risks and liabilities associated with contracts, the owners want all contracts to be written, with specific, complete, and clear terms. Contracts must define the rights and responsibilities of the parties. Also, since employees and/or independent contractors will be performing cleaning services on clients’ properties, these contracts should require bonding for all employees.

You, Winnie, and Ralph presented draft contracts for GC employees, including different contracts for cleaners, office managers, marketing specialists, sales representatives, and IT employees.

The GC owners reviewed the drafts and have some questions about the contracts.

Background Facts You Need to Know: At Winnie’s and Ralph’s request, it is your responsibility to research and provide answers to the GC owners’ questions. As an example, Winnie, Ralph, the GC owners, and you have determined that GC's contract with its cleaner- employees will include the following terms and conditions:

• specific duties to be performed by cleaner-employee
• salary for cleaner-employee
• work hours
• terms of payment for overtime or holiday work, if any
• sick leave
• vacation leave
• training requirements for cleaner-employee
• length of contract
• bonding for cleaner-employee
• periodic performance evaluation and how it will be conducted
• termination of the contract, i.e., a notice of termination, etc.

Instructions

This is an application-oriented Learning Activity. You will not find verbatim answers anywhere. Engage in critical thinking and review all this week's assigned readings in Overview. You may also need to review previously assigned materials in weeks 2 and 3.

Report You Need to Prepare: To begin developing a contract between GC and its cleaning clients, prepare a report that addresses the following (note that this is for a contract with GC's clients and not GC's employees).

REPORT

TO:              Winnie James, Ralph Anders

FROM:        

DATE:        April 7^th, 2020

RE:     Terms of Green Clean Contracts with Clients

1. Identify five (5) contract terms and conditions - other than price - that should be included in the GC contract with its cleaning clients.

Contract Terms and Conditions

1.

2.

3.

4.

5.

2. Analyze and briefly discuss why each term is important to include in a GC-client cleaning contract.