Case Quetion: You are the CEO of a 500- employee organization, which manufactures coats and jackets (winter fleece, dress wool and light rain wear for U.S.market. what organizational structure( functional,product,geographic, customer or hybrid)will you select, and why

1-Explain 4 reason

2-how will you utilize or integrate the matrix structure into you organization design?Explain.(1-point)

1. ABC Inc., a mid-sized company in Toronto, Ontario, wants to ensure that its pay systems are internally equitable, gender-neutral, and externally competitive. The CEO, who believes the organization’s compensation system can help it achieve its goals, has hired you to re-design the base pay for the jobs in the organization. The company has about seventy jobs (Marketing, Sales, Finance, HR, and other administrative jobs), some of which are predominantly male and female jobs. Currently, all base pays of the employees were established based on what the candidate asked for and the CEO’s/HR Manager’s limited understanding of the market. Using a point-method job evaluation system and guidelines of Ontario Pay Equity Legislation, discuss in detail how you would go about establishing a base pay for XYZ Inc. which is internally equitable, gender-neutral, and externally competitive.

Plz I need to answer this q asap (No references, google) and by YOUT OWN WORDS

1- How has your understanding of popular culture changed? Explain.

2- What do you feel is the major issue/debate in popular culture? Why?

3- Who do you feel is the most influential figure in popular culture? Why?

4- Which popular book, song, television show or film do you feel has impacted society the most? Why?

5- How will popular culture change in the future? Explain.  

The actual demand for the patients at Omaha Emergency Medical Clinic for the first six weeks of this       year are as follows:

Week                   Actual # of Patients

65

66

70

58

63

54

Compute a simple exponential smoothing forecast for week 7 with ?=.5.   Assume the forecast for week 1 is 65.

b)Compute MAPE.

c)What is the interpretation of your answer in part b)?

• Using the concepts of systems theory, describe the subsystems in a college or university and how these subsystems are both components of the whole and dependent on each other's subsystems.

how do you determine product offering for customer need and requirement for product and service.

Evaluate major channel alternatives for amazon prime video?(economic, adaptive, &control)

Consumers / Customers shall be satisfied products/Services depending on many factor, So many organizations try to find many ways to create value added to their customers. What are key functions of marketing channels to make them satisfaction, Please describe in details of each channel

1. Which type of organizational structure does Saudi Aramco currently have? Functional structure, divisional structure, or matrix structure? Provide evidence.
2. What organizational structure does it use to govern its foreign market operation (International Division Structure, Worldwide (3-dimensional) Matrix, Worldwide Product Division Structure, or something else)?

(Questions do not belong to a specific case, just on the organizational structure Saudi Aramco currently has.)

Question: Zingerman’s experiences a significant seasonally affect to its business, particularly during the ... Zingerman’s experiences a significant seasonally affect to its business, particularly during the end of the year holidays. Identify three of Zingerman’s costs that are affected by seasonality and explain how these three costs behave

A bank is considering two alternatives for handling a projected total number of 15,000,000 service calls in the next 5 years. (You should treat those 5 years as one time period.) If the bank sets up its own service call center in the U.S., the fixed cost is estimated to be $3,800,000, and the variable cost is calculated to be 25 cents per call. If the call service is outsourced to a foreign company, the fixed cost would be $210,000, and the unit charge would be 45 cents per call.   (a)What is the break?even number of service calls? (Rounded up if necessary) (b) Draw a diagram representing the in?house and outsourcing total costs which are functions of the number of service calls. Indicate the break?even number of service calls on the diagram.   (c) Would the bank set up its own service call center or outsource service call handlings? Explain your answer with calculations. (d)If the projected number of service calls is 19,000,000 for the next 5 years, would the bank change its decision in part (c)? Again, explain with calculations.

Assignment 02

Managing a diverse workforce is challenging task, especially in the context of effectuating change. Due to advancements of technology and rapid globalization, the world is getting smaller and workforce diversity is enriching the game.

Individual behaviour at workplace is influenced by many variables. Assuming you are serving as a senior consultant to a multinational company in a downsizing project (make the organization smaller by shedding staff) describe your suggestions with sufficient examples.

Tesco
Tesco is the UK’s largest food retailer, with a sales turnover of more than 67.5 billion. While it has
some 638 stores in central Europe, and some 636 in the Far East, most are in the United Kingdom
and Northern Ireland, where it has nearly 1,800. This number has increased rapidly as Tesco entered
the convenience store market with deals such as the Tesco Express alliance with Esso to run grocery
shops at petrol stations. The product range held by the stores has grown rapidly in recent years, and
currently stands at 65,000 stock-keeping units (skus) depending on the size of the store as Tesco
broadens its presence in the ‘non-food’ market for electrical goods, stationery, clothing and the like.
This massive range is supported by 3,000 suppliers, who are expected to provide service levels
(correct time and quantities) of at least 98.5 per cent by delivering to Tesco within half-hour time
‘windows’. Volumes are equally impressive. In a year, some 2.5 billion cases of product are shipped
from suppliers to the stores.
Tesco states that its core purpose is ‘to create value for customers to earn their life- time loyalty’. Wide
product range and high on-shelf availability across that range are key enablers of that core purpose.
So how do you maintain high availability of so many skus in so many stores? This question goes to
the heart of logistics management for such a vast organisation. Logistics is about material flow, and
about information flow. Let us look at how Tesco deals with each of these in turn.
Tesco operates Composite distribution centres (called regional distribution centres, RDCs), which can
handle many products at several temperature ranges. The opportunity is to provide a cost-effective
daily delivery service to all stores. Typically, a composite distribution centre can handle over 60 million
cases per year on a 15-acre site. The warehouse building comprises 25,000 square metres divided
into three temperature zones. Each distribution centre (DC) serves a group of between 100 and 140
retail stores. Delivery vehicles for composite depots can use insulated trailers divided into chambers
by means of movable bulkheads so they can operate at different temperatures. Deliveries are made
at agreed, scheduled times. Ambient goods such as cans and clothing are delivered through a
separate grocery distribution network which relies on a stocked environment where orders are picked
by store. This operation is complemented by a strategically located trunking station which operates a
pick to zero operation for fast-moving grocery on merchandise units that can be placed directly on the
shop floor.
So much for the method of transporting goods from supplier through to the stores, but how much
should be sent to each store? With such a huge product range today, it is impossible for the individual
store to reorder across the whole range (store-based ordering). Instead, sales of each product lineare tracked continuously through the till by means of electronic point of sale (EPOS) systems. As a
customer’s purchases are scanned through the bar code reader at the till, the sale is automatically
recorded for each sku. Cumulative sales are updated every four hours on Tesco Information Exchange
(TIE). This is a system based on Internet Protocol that allows Tesco and its suppliers to communicate
trading information. The aim of improved communication is to reduce response times from
manufacturer to stores and to ensure product availability on the shelf. Among other things, TIE aims
to improve processes for introducing new products and promotions, and to monitor service levels.
Based on the cumulative sales, Tesco places orders with its suppliers by means of electronic data
interchange (EDI). As volumes and product ranges increased during the 1990s, food retailers such as
Tesco aimed to destock their distribution centres by ordering only what was needed to meet
tomorrow’s forecast sales. For fast-moving products such as types of cheese and washing powders,
the aim is day 1 for day 2: that is, to order today what is needed for tomorrow. For fast-moving
products, the aim is to pick to zero in the distribution centre: no stock is left after store orders have
been fulfilled and deliveries to stores are made as soon as the product is picked, which increases the
stock availability for the customer. The flow of the product into the distribution centre is broken into
four waves and specific products are delivered in different cycles through the day. This means that
the same space in the distribution centre can be used several times over.

Source: Harrison,A & Van Hoek,R. (2014). Logistics Management & Strategy Competing through
the Supply Chain. Fifth Edition. Prentice Hall International Edition

Question 1
Describe the key logistics processes and supply chain functions used to create value for Tesco’s
global supply chain.

Question 2
Differentiate between Tesco’s logistics and marketing channels and the important role in managing
their vast product range and customer base.

Explain how the various behavioral and team management techniques, methodology and task structure will be utilized most effectively to meet the requirements and objectives of the project. State which development path was chosen to complete the project and the reason for the selection. Identify the “character” of the project (standard, pathfinder, demonstration, etc.). The project is a company for a music festival.

With reference to case study #8 from (total quality management and operational excellence text with cases 4ed) book

Case Name: Operational Excellence Driven by Process Maturity Reviews: A Case Study of the ABB Corporation

Case study 8 Building quality and operational excellence across ABB

COMPANY BACKGROUND AND HISTORY

ABB is a global leader in power and automation technologies. Based in Zurich, Switzerland, the company employs 150,000 people and operates in approximately 100 countries. The firm's shares are traded on the stock exchanges of Zurich, Stockholm and New York.

ABB is the world's largest builder of electricity grids and is active in many sectors, its core busi­nesses being in power and automation technolo­gies. The company has one corporate division and five production divisions.

POWER PRODUCTS

Power Products are the key components for the transmission and distribution of electricity. The division incorporates ABB's manufacturing net­work for transformers, switchgear, circuit breakers, cables, and associated high voltage and medium voltage equipment such as digital protective relays. It also offers maintenance services. The division is subdivided into three business units - High Voltage Products, Medium Voltage Products and Transformers.

POWER SYSTEMS

Power Systems offers turnkey systems and service for power transmission and distribution grids, and for power plants. Electrical substations and substation automation systems are key areas. Additional highlights include flexible AC trans­mission systems (FACTS), high-voltage direct current (HVDC) systems and network management systems. In power generation, Power Systems offers the instrumentation, control and electrification of power plants. The division is subdivided into four business units - Grid Systems, Substations, Network Management and Power Generation.

DISCRETE AUTOMATION AND MOTION

Discrete Automation and Motion provides products and services for industrial production. It includes electric motors, generators, drives, pro­grammable logic controllers (PLCs), analytical, power electronics and industrial robots. ABB has installed over 200,000 robots. In 2006, ABB's global robotics Manufacturing headquarters moved to Shanghai, China. Also, wind generator and solar power inverter products belong to this division.

LOW VOLTAGE PRODUCTS

The Low Voltage Products division manufactures low-voltage circuit breakers, switches, control products, wiring accessories, enclosures and cable systems to protect people, installations and electronic equipment from electrical overload. The division also makes KNX systems that integrate and automate a building's electrical installa­tions, ventilation systems, and security and data communication networks. Low Voltage Products also incorporates a Low Voltage Systems unit manufacturing low voltage switchgear and motor control centres. Customers include a wide range of industry and utility operations, plus commercial and residential buildings.

PROCESS AUTOMATION

The main focus of this ABB business is to provide customers with systems for control, plant opti­mization and industry-specific automation applications. The industries served include oil and gas, power, chemicals and pharmaceuticals, pulp and paper, metals and minerals, marine and turbocharging.

CORPORATE AND OTHER

The Corporate and Other department of ABB deals with the overall management and functioning of the company as well as asset management and investment. It supports MNCs.

The company in its current form was created in 1988, but its history spans over 120 years. ABB's success has been driven particularly by a strong focus on research and development. The company maintains seven corporate research centres around the world and has continued to invest in R&D through all market conditions. The result has been a long track record of innovation. Many of the technologies that underlie our modern society, from high-voltage DC power transmission to a revolutionary approach to ship propulsion, were developed or commercialized by ABB. Today, ABB stands as the largest supplier of industrial motors and drives, the largest provider of generators to the wind industry, and the largest supplier of power grids worldwide.

THE BUSINESS CHALLENGE

To enhance ABB's ability to delight customers with the products and services they provide, a global Operational Excellence (OPEX) program was launched. In summary, the aims of this were to provide:

• A common methodology for transforming improvement ideas into business reality
• Training on tools and techniques to build improvement competencies
• Coaching of improvement projects to turn real business issues into real business results.

The fundamental idea was that OPEX would equip ABB employees with the skills and ability to generate process improvements to ensure On- Time, On-Cost and On-Quality delivery. It was felt that this approach would also create a culture of ‘Continuous Improvement' within ABB through widespread use of its established ‘4Q' improve­ment system; hence the ABB OPEX:

• provides a common approach to problem solving based on the ABB 4Q Methodology
• has a common structure to facilitate participation by all employees regardless of location and function
• provides training materials, instruction and coaching to assure a quick start and transition to local ownership.
• is the programme promoted by the OPEX and Quality networks which creates value in operations.

ABB OPEX provides the training and tools cascade for employees to quickly resolve problems and implement improvements in their workplace (Figure C8.2 ).

The 4Q Program supports the ABB Quality Policy and aims to grow continual improvement competencies and culture on a global scale. These competencies help to eliminate waste, reduce variation and enable people to work in a safe and

efficient manner. They support the primary busi­ness objectives of:

• Delivering to the customer products and services that meet their expectations of quality, cost and delivery date
• Sustainable profitable growth
• Long-term marketplace competitiveness.

Through training, coaching and practical 4Q projects the program engages employees in the drive for process improvement. ABB business leaders select urgent improvement areas in their organizations; they then select individuals from their organizations to be trained in the 4Q methods and become 4Q Project Leaders; those Project Leaders then lead 4Q project teams (Figure C8.3).

Figure C8.4 is an overlay on C8.3 to show the benefits of this approach at the various stages and levels in the programme.

ABB 4Q METHODOLOGY

4Q is the standard ABB improvement methodol­ogy (Figure C8.5) and is applicable to all types of improvement projects. It is a systematic, four step method that ensures processes are mapped and understood, performance data is gathered, real root causes are determined and improvements are built into the local processes to sustain long-lasting results.

ASSESSMENT AND SELECTION OF 4Q PROGRAM TRAINERS AND COACHES

The training for 4Q is deployed by internal change agents that deliver both 'Basic' and 'Advanced' level workshops globally across ABB. These trainers require the necessary skills and capability to deliver effective training in the improvement methodology and then coach improvement projects that deliver benefits to the business. They also require the enthusiasm and energy to help drive the program, establishing credibility and momentum. Designed, built and deployed into the programme is a complete candidate assessment process that:

• Assesses and validates the suitability of poten­tial trainers and coaches against a specific criteria of key competences

• Identifies the individual's learning needs to be addressed and provides guidance on their development requirements, as a program trainer and coach.

DEVELOPING INTERNAL TRAINERS AND COACHES

For the initial rollout, approximately 20 trainers were identified to run courses across all four regions of the business. An external consultancy designed and conducted a comprehensive ‘Train the Trainer' program that rapidly equipped the trainers with the capability to run training courses and coach improvement projects.

The training included:

• Technical knowledge of quality and perfor­mance improvement tools and techniques
• Coaching skills for improvement projects to ensure they delivered real business results
• Workshop delivery and group coordination skills in different cultures
• Presentation and inter-personal skills training.

Figure C8.6 gives an overview of the ABB 4Q certification and trainer/coaches pathway

QUALITY AND CONTINUOUS

IMPROVEMENT TRAINING MATERIAL

The ‘Advanced' level workshops provide training for experienced improvement practitioners who have the capability to lead medium/large-scale improvement projects on cross functional value chains. A level of expertise was, therefore, required to structure and develop this training material. The consultancy led the development of this ‘Advanced' training material, combining best practice lean and six sigma principles. The training modules included: value stream mapping, measurement system analysis, statistical methods, project management, cost benefit analysis and change management.

KEY ELEMENTS OF THE OPERATIONAL EXCELLENCE PROGRAMME

The critical success factors of programme are shown in Figures C8.7 and C8.8, which includes the 'A.R.O.W.' structured approach to technical coaching.

A - ASSESS

At the start of each coaching session, determine where the manager is in the improvement process using the coaching review checklist to assess progress - you are looking for supporting evidence.

Then ask the question: ‘What would you like from this session?'

R - REALITY

What is happening at the moment?

How do you know that this is accurate?

When does this happen?

How often does this happen? Be specific/precise where possible

What effect does this have?

How have you verified, or would you verify this?

Who else is involved?

What is their perception of the situation?

What have you tried so far?

O - OPTIONS

What are the relevant constraints and can they be removed?

What else could you do - options?

Think of approach/actions you have seen in similar situations

Who might be able to help?

Would you like suggestions from me?

What are the benefits and down sides of each option?

What factors will you use to evaluate the options?

W - WHAT

What are your next steps?

When?

What might get in the way?

How will you overcome?

What support do you need?

How and when will you get that support?

Do you need another coaching session?

Manager to record actions and agreements

REWARD AND RECOGNITION - THE CEO EXCELLENCE AWARDS

ABB employees make an invaluable contribu­tion to the company's success everyday so a CEO Excellence Award was launched to recognize outstanding achievements accomplished through the talent, passion, and drive of employees and teams around the world. The award acknowledges people and teams that have made significant contributions to operational excellence in ABB and recognized improvements to the business, in terms of customer satisfaction, on-time delivery and cost opportunities.

At the outset it was recognized that award schemes already existed across ABB so the CEO Excellence Award was designed to complement rather than replace existing schemes, providing a harmonized approach to acknowledging contribu­tions to operational excellence across ABB.

The award framework is shown in Figure C8.9.

BENEFITS DERIVED FROM THE PROGRAMME

In very large complex organizations such as ABB, success in improvement programmes like the

OPEX are more likely to be qualitative than quantitative, as the latter are specifically related to the particular industry sectors, geographical and even political situations. The whole OPEX approach was designed and developed to meet the future scale requirements of the ABB and is now fully documented and deployed across the organization.

The standardized trainer/coach assessment process has become embedded within the pro­gramme infrastructure as a sustainable approach to qualifying internal trainers and coaches in the divisions, regions and local business units, ensuring a standardized global approach whilst meeting local needs. This has accelerated development of the initial wave of trainers required to meet the language, cultural and geographical demands of the ABB global organization. Qualified trainers and coaches provided the early momentum required to establish the program credibility and are distrib­uted across the entire organizational footprint, supporting all divisions and regions in ABB.

Nearly 6,000 were trained by this method fairly quickly, including 350 trainer/coaches thereof 190 are active trainer/coaches with total savings from 4Q projects ramping up very quickly to over $500m. Objectives such as having at least one qualified ABB 4Q Basic Trainer/Coach under every ABB roof helped accelerate progress.

The 'Advanced' workshop material, including Lean and Six Sigma techniques, provided a sound basis on which to develop expert quality improve­ment practitioners within ABB and formed a necessary platform to deliver advanced projects with improvements in on-time, on-cost and on- quality delivery.

ACKNOWLEDGEMENT

The author is grateful for the help and information provided by Bill Black, Senior Vice President, ABB and Dr Robert Oakland in the preparation of this case study.

DISCUSSION QUESTIONS (Which i Need to be answered)

1. Consider the complexity of the ABB business and provide a rationale for the development of the approach described in this case study; identify and describe an alternative approach that could have been considered by the senior quality and operational excellence group.
2. Explain the role coaching played in the success of the ABB improvement programme and suggest additional methods and tools that might have led to even greater success.
3. Evaluate the CEO Excellence Award used by ABB and explain how this could be used in another organization of your choice to develop capability and sustainable improvement