Horton v. JPMorgan Chase Bank, N.A. Court of Appeals of Texas, Dallas, 2018 WL 494776 (2018).

Background and Facts: Robbie Horton, a paralegal for the law firm of Stovall & Associates, P.C., opened an individual checking account with JPMorgan Chase Bank (Chase) with a signature card. The terms of the account required Horton to notify Chase, in writing, of any unauthorized item within thirty days of when a statement showing the item was made available. A failure to provide the notice would preclude a claim based on the item. Two months later, Chase received a second signature card purportedly signed by Horton and Kimberly Stovall, an attorney at the firm, to convert the account to a joint account. Less than a year later, Stovall terminated Horton’s employment, and on the same day, Stovall withdrew all of the funds from the joint account. Almost two years after the withdrawal, Horton filed a suit in a Texas state court against Chase, alleging breach of contract. Horton asserted that she had not agreed to the withdrawal by Stovall. Chase filed a motion for summary judgement, which the court granted. Horton appealed.

Decision and Remedy: A state intermediate appellate court affirmed the lower court’s summary judgement in favor of the bank. Chase required thirty days’ written notice of any errors in its monthly account statements. Because Horton did not notify the bank in writing until long after the thirty-day deadline had passed, the summary judgement dismissing her claim was appropriate.

Questions:

a. Legal Environment: Horton claimed that she had not agreed to the conversion of the account or to the withdrawal of the funds. These contentions did not affect the court’s decision. Why not?

b. Economic: Why does the UCC “absolutely” limit the time that a customer has to report an altered check or unauthorized signature?

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o changes you have had to personally make due to the fast food
o how you feel about those changes; how you are coping
o economic impacts for you, friends, and/or family
o educational impacts for you, friends or family

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An electronics distributor sells a technology product with a very short lifecycle. The distributor orders the product from the manufacturer before observing demand and, due to the length of the supply chain, is unable to order more within the product life cycle. The manufacturer builds the product to order at a cost of $50 per unit and sells it to the distributor for $95 per unit. The distributor sells the product to its customers for $180 per unit. Demand for the product during its life cycle is expected to be normally distributed with a mean of 8,000 units and a standard deviation of 3,500. Any units left over at the end of life cannot be sold. In fact, due to hazardous materials used in the product, a fee of $5 per unit must be paid to properly dispose of any leftover units.

a. Using the single period (aka news vendor) model, what order quantity would maximize expected profit for the distributor? (Hint: think about what the price and cost would be from the distributor’s perspective.)

b. What order quantity would maximize expected profit for the supply chain (manufacturer plus distributor, i.e., the “globally optimal” order quantity)? (Hint: think about what the price and cost are for the overall supply chain.)

c. Suppose the manufacturer offers to reduce the price it charges the distributor to $55 in return for 15% of the distributor’s revenue from sales of the product. Explain why this type of revenue sharing contract is beneficial for the supply chain

18. DEFINE “PROGRESSIVE DELEGATION” EXPLAINING THE PROCESS AND ITS ADVATANGES

Read the article below and analyze it.

Which Behaviors Must Leaders Avoid

If you want to empower, engage, or motivate others, don’t just focus on increasing your positive behaviors. Pay attention to what you need to stop doing as well. Why? Because people remember the bad more than the good. To quote from a previous HBR article, How to Play to Your Strengths, “Multiple studies have shown that people pay keen attention to negative information. For example, when asked to recall important emotional events; people remember four negative memories to every positive one.” So, which behaviors do leaders most need to avoid? Drawing on thousands of 360 qualitative interviews, here are our top three:

Judgmental, non-verbal body language. No one, especially your successful colleagues, can tolerate perceived condescension. Research studies show that somewhere between 75 to 90 percent of our impact comes from our non-verbal communication, and tone is a key ingredient of this. Do you make comments to others in a way that sounds evaluative, harsh, or condescending? Often, this is not our intention but an in-the- moment reaction. Other non-verbal offenders include scowling, furrowed brows, quizzical looks (as if to say, ‘are you stupid?’), rigidity, and sarcasm. While seemingly small, each of these subtle darts creates a considerable amount of relationship damage.

Interrupting and interrogating. There’s been a lot of buzz recently around how to have “conversations that drive innovation” and how to “create safe environments for employees to bring their ideas forward.” It’s almost impossible for people to feel safe if the boss takes up most of the airtime, cuts people off, or interrogates half-baked ideas. Yes, employees have a responsibility to communicate with clarity, but if you expect every idea to be buttoned up, fully thought out, or structured before someone speaks, your colleagues will assume that you’re not willing to invest the time to be a thought partner.

Being inconsistent. Peers and staff often comment on how discouraging it is to see a colleague act in two very different ways — absolutely charming with the executive team and external clients while being disrespectful to those they work with every day. This inconsistency makes these behaviors even more memorable and egregious. Others have shared a different impact — the feeling of walking on eggshells at work, wondering who is going to show up: “smiling, charming, funny person” or “judgmental, intense, snapping person.” Over time, this drives passive aggressive responses from others in their attempt to avoid confrontation.

Ultimately, loyalty and followership are the two things we cannot demand or set as an expectation. What is perceived as fear-based motivation, belittlement, or power play can yield real short-term compliance from others. But negative behaviors ultimately diminish the legacy we leave. Consider what behaviors you might need to stop doing so that you can have a positive, lasting impact.

I starting a restaurant specifically designed for the senior citizens. It’s ambience and menu will focus on likes and dislikes of olderly people. As per our research there is no restaurant that specifically serves old aged people. Most of them gives only seniority based discounts but we will emotionally connect with them by giving them a friendly atmosphere as well. We will be providing them with both home-delivery as well as in-restaurant services. So, I need competitor analysis and key challenges and solutions and conclusions about that.

I and 5 to 6 pages of this questions.please

Consuelo​ Chua, Inc., is a disk drive manufacturer in need of an aggregate plan for July through December. The company has gathered the following data. There are 8 hours of production per day.

What will each of the two following strategies​ cost?

​a) Vary the workforce so that production approximates demand. Chua had eight workers on board in June. (Enter all responses as whole numbers​).

Fill in the table below. ​(Enter all responses as whole numbers. In the​ hire/layoff column, use positive numbers for hires-plus signs​ omitted; negative numbers for​ layoffs.)

​* No costs are incurred for unmet demand.

​**When computing​ "Personnel on​ Staff," if 0.5 or more of an employee is needed round up and hire one more​ employee; if less than​ 0.5, round down.

The total inventory cost​ = __. (Enter your response as a whole​ number.)

The total hiring cost​ =__. (Enter your response as a whole​ number.)

The total layoff cost =__. ​(Enter your response as a whole​ number.)

The total​ cost, excluding normal time labor​ costs, is​ = __. (Enter your response as a whole​ number.)

​b) Vary overtime only and use a constant workforce of eight.

Fill in the table below. ​(Enter all responses as whole​ numbers.)

The total inventory carrying cost​ = __. ​(Enter your response as a whole​ number.)

The total overtime premium cost​ =__. (Enter your response as a whole​ number.)

The total​ cost, excluding normal time labor​ costs, is​ =__. (Enter your response as a whole​ number.)

A small firm intends to increase the capacity of a bottleneck operation by adding a new machine. Two alternatives, A and B, have been identified, and the associated costs and revenues have been estimated. Annual fixed costs would be $36,000 for A and $31,000 for B; variable costs per unit would be $7 for A and $11 for B; and revenue per unit would be $17. a. Determine each alternative’s break-even point in units. (Round your answer to the nearest whole amount.) QBEP,A units QBEP,B units b. At what volume of output would the two alternatives yield the same profit (or loss)? (Round your answer to the nearest whole amount.) Profit units c. If expected annual demand is 14,000 units, which alternative would yield the higher profit (or the lower loss)? Higher profit rev: 02_06_2019_QC_CS-157424 Next Visit question mapQuestion 2 of 5 Total2 of 5

Read the case Laureani, A., Antony, J. (2009). Lean six sigma in a call center: a case study. Emerald Insight found in the Unit 3 activities checklist.

Describe the tools used in each one of the DMAIC phases in this project. Create a table with that information. What tools you think may have been redundant? What other tools you may have used to complement each of the DMAIC phases? Include costs, DPMO, sigma levels, and process capabilities if available. Write your conclusions.

Case study The case study focuses on a large corporation in the service sector operating in the vehicle leasing and renting industry: it sells its services to both the general retail public and other businesses in 145 countries and has 22,000 employees and 8,000 locations. Its European call centre was receiving an average of 10,000 calls a month from customers who had an issue with either the level of service received or the billing/invoicing process. The company puts a lot of emphasis on its level of customer service, an integral part of its mission, vision and values, as a differentiator from the competition; its strategic position was that of a quality service, intended to attract those customers who wanted to pay a bit more for a better service, in contrast with its low-cost competitors. Consequently, quality of customer service was a critical component of the company’s strategy: the number of calls received and the more frequent issues reported by customers were continuously analysed and employees’ variable compensation linked to it. The number of contacts received from customers amounted to about 2 per cent of the total transactions (five million a year). The specific objective of the inbound call centre was to deal as quickly and efficiently as possible with those customers. Problem statement A consistent number of the calls of the 1,200,000 received annually at the inbound call centre couldn’t be solved at the first attempt, leading to customer dissatisfaction and unnecessary repetition of work in the Centre. The objective of the project was to increase the first-call resolution ratio. Lean six sigma in a call centre 761 Define phase A cross-functional project team was created, led by a black belt, with the objective of using the define, measure, analyse, improve, and control (DMAIC) six sigma breakthrough methodology in order to increase the first-call resolution ratio. The team scoped down the project, identifying which specific areas of the call centre and services they were going to focus on; a high-level process map or suppliers, inputs, process, outputs, customers (SIPOC) (Pyzdek, 2003) was created, followed by a more detailed process map (see Figures 1 and 2). The team also investigated the seven kinds of waste accordingly to lean principles. These are: (1) overproduction; (2) inventory; (3) motion; (4) waiting; (5) transportation; (6) over-processing; and (7) defects. Of these seven wastes, four were identified as belonging to the current state of the process: . Motion: unnecessary movement from the call centre operators, who needed to leave their workstation to perform some routine tasks, e.g. sending/receiving a fax, printing a document; . Waiting: sometimes an operator could not answer a customer’s query immediately because they were waiting for an answer from another department or a supervisor; . Over-processing: some of the queries from customer could not be addressed on the phone and needed to be dealt with off line by another operator, so creating unnecessary re-work and reducing customer satisfaction; . Defects: a query was not always completely solved the first time, forcing customers to call back and so creating unnecessary work and lowering customer satisfaction. Figure 1. SIPOC (high level process map) IJPPM 59,8 762 Figure 2. Detailed process map Lean six sigma in a call centre 763 To complete the define phase, the operational definition of first-time call resolution was developed and agreed with the major stakeholders: a call was deemed not resolved if, at the end of it, the case was still open in the customer relationship management system, or was escalated or transferred to another department. Measure phase In this phase the project team established the key metrics for the process and calculated the baseline performances of the process at the start of the project. The defects per million opportunities (DPMO) value of the process was calculated (Pyzdek, 2003), using random sampling techniques (see Table I): establishing this is a key component of the Measure Phase, as it becomes the benchmarking performance measures against which the project will be evaluated. It is important to note at this stage that, whatever the measurement system agreed upon, it must be kept consistent at the end of the project, so the pre- and post-project performances of the process can be compared. Analyse phase The team went into the details of the data, slicing them across different dimensions, and noted, using a Pareto chart (see Figure 3), which two types of queries accounted for about 70 per cent of the unresolved first-time calls. Hypothesis tests showed no relationship between the number of unresolved first-time calls and the call centre operators: in other words, there was no statistically significant difference in the number of unresolved first-time calls between more experienced and less experienced operators. As a result, the focus was put on eliminating the root causes for categories “A” and “B” of the queries. Improve phase While collecting and analysing the data, the project team had the chance to “walk the process”, i.e. observe the process in action: this allowed them to identify two so called “quick win” actions (actions that can be easily implemented without roadblocks or concerns). Two improvement ideas were also generated in a brainstorming session. All those actions were first pre-tested through a pilot group, in a sub-section of the overall call centre: further data were collected from the pilot group to quantify the effects of the improvement actions. The sigma value for the new process, after the improvements were implemented, was recalculated in the pilot group (see Table II). Based on the sample size results on the pilot group, the improvement actions reduced the percentage of unresolved first-time calls from 11.82 per cent to 8.45 per cent. This was deemed satisfactory and the improvement actions were rolled out to the whole call centre. Total number of calls received 91,134 Unresolved queries after first call 10,769 Unresolved as percentage of total calls 11.82 DPMO 118,167 Table I. DPMO value calculations at the start of the project IJPPM 59,8 764 Control phase As part of the control phase, the project team documented the improvement actions implemented in a control plan, which was then handed over to the process owner to ensure sustainability of the process going forward. A p-chart was used to monitor and sustain the gains (see Figure 4). The team also calculated the financial impact of the project. Calculating this in a call centre can be tricky, due to the confusion normally existing between so called “hard savings” and “soft savings”: the first are those financial values identifiable in the profit and loss account and balance sheet of the organisation (e.g. payroll costs, telecommunication costs, hardware, software), whereas the latter are not listed in the balance sheet (e.g. productivity increase, customer satisfaction). The 3 per cent decrease in unresolved queries after first contact resulted in 36,000 fewer calls to the call centre on an annual basis (36,000 ¼ 3 per cent of 1,200,000, as this was the number of calls expected to be handled annually). This freed a certain amount of resources, in terms of both staff and telecommunication equipment, whose value was estimated at about $200,000 per annum. Total number of calls received 27,385 Unresolved queries after first call 2,315 Unresolved as percentage of total calls 8.45 DPMO 84,535 Table II. DPMO value calculations after improvement actions are implemented Figure 3. Pareto chart of unresolved first-time calls by type of query Lean six sigma in a call centre 765 Managerial implications and key lessons learned The main managerial implications from the project were in terms of management’s approach to lean six sigma and communication. The success of this particular project made senior management aware of the opportunities the application of lean six sigma created in the call centre environment. Better utilisation of resources, reduced operational costs and improved customer service are vital factors for the long-term sustainability of a call centre: plans for further lean six sigma projects were prepared. In terms of communication, the most relevant aspect was related to employees’ informal communication: the member of the cross-functional project team, working along with the black belt, were exposed to some of the lean six sigma tools and could see their impact on the understanding of the process. Some of them went proceeded to apply for six sigma green belt training, fostering a culture of continuous improvement in the organisation and getting more staff involved in the lean six sigma program. The key lessons to be learned from this case study are related to the first phase (define) and the last phase (control) of project: . The fact that no stakeholder analysis was performed in the define phase may not have caused major problems in this particular project, where the call centre was physically in one unique location, but given the spread of operations across the world, the importance of conducting a proper stakeholder analysis at the outset of the project must be emphasised. . In the control phase, the completed control plan was handed over to the process owner to ensure sustainability of the process, going forward. However, it may be necessary for the black belt, after a certain time, to revisit the process, to ensure improvement actions are still in place, and the process had not reverted to its pre-project status. Figure 4. P control chart IJPPM 59,8 766 Conclusion Call centres are increasingly important for many businesses and are consistently struggling with the pressure of delivering a better service at a lower cost. This paper tried to address the issue of whether lean six sigma can be useful in a call centre environment: by means of a case study, it was found that lean six sigma can improve the operation of a call centre, through an increase in first-call resolution (that reduces failure created by failing to answer the query in the first place), a reduction in call centre operators’ turnover (leveraging on training and experience) and streamlining the underlying processes by eliminating unnecessary operations. The case study illustrated within this paper has used a certain number of the tools available in the lean six sigma toolbox, while omitting some other important tools (e.g. stakeholder analysis and measurement system analysis): however, despite this, it managed to improve the first-call resolution, and hence the customer service levels, of its operation. Given the large scale of many call centre operations, even a relatively small improvement in the sigma value of the process can dramatically reduce the defect rate, increase customer satisfaction and deliver financial benefits to the bottom-line. By focusing on eliminating waste, identifying the truly value adding activities and using the DMAIC tools for problem solving, it is possible to achieve significant improvements in costs and the levels of customer service provided.

Identify the factors for a successful incentive plan.

Then explain how you would have your company (current employer) implement such a plan.

You are an assistant Human Resource Manager at Company X. You have had this job for two years, and you love it. You have a great opportunity to become the manager within the year as your immediate boss is nearing retirement. One day, the president of the company comes by your desk to ask you for “a favour”. He has just hired a “rock star” CEO and wants you to enroll her in the company benefits program right away and waive the required 6 months probationary period. He really wants to make a good impression with her and roll out the red carpet. The policy is that all employees must wait 6 months before enrolling in any company benefits program. You are well aware of the policy because when you were first hired, you needed new glasses and had to wait 6 months for coverage even though you had asked for a waiver. What do you do? Explain your decision using the four ethical decision-making criteria discussed in class and in your textbook.

Question: In about 150 words, analyze how Social, Economic, Political and Technological factors might affect the food industry. Define each factor with example in context.

Food Industry

There’s no denying that the food industry is one of the strongest in the world after all, everyone needs to eat! Indeed, there are some interesting dynamics at play in this space which make it unclear just how profitable food businesses will continue to be.

Governments across the world have expansive regulatory frameworks for every aspect of the food industry. This includes the cleanliness of commercial kitchens, the standards for storing and transporting produce, and even the requirements for laborers in the food business. Without a doubt, this makes the food industry one of the most tightly regulated industries of all. On the plus side, this ensures that consumers aren’t exposed to poor quality nutrition, but the complexities of regulation certainly take away from the margins of the food business.

We’re seeing various types of automation more and more in the food industry. Perhaps the best example is the use of self-checkout screens at fast food venues such as McDonalds, but it’s not the only one! Just recently, social media platforms went crazy as viral footage of a hotel’s robot cooking up omelets began to spread. As we find more ways to use technology including robots in

Define Alternate dispute resolution procedure and explain how having such a procedure can be valuable to a company

The Attaran Corporation manufactures two electrical​ products: portable air conditioners and portable heaters. The assembly process for each is similar in that both require a certain amount of wiring and drilling. Each air conditioner takes 3 hours of wiring and 2 hours of drilling. Each heater must go through 2 hours of wiring and 1 hour of drilling. During the next production​ period, 240 hours of wiring time are available and up to 130 hours of drilling time may be used. Each air conditioner sold yields a profit of ​$20. Each heater assembled may be sold for a ​$19 profit. The aim of the objective function for Attaran Corporation should be to Maximize the objective value.

The optimum solution​ is:

Number of air conditioners to be produced​ = ___ ​(round your response to two decimal​ places).

Number of heaters to be produced​ =_____ ​(round your response to two decimal​ places).

Optimal solution value​ = _____ ​(round your response to two decimal​ places).

What changes in business software platforms have you experienced, and what was the driving force behind the change? What important trends in business hardware are occurring? What relationship do you see happening between hardware changes and software? In your experience, which seems to drive the other and why? How important do you perceive databases and data mining to business? How could a small business take advantage of the technology? In your opinion, should software dictate business processes or should the business process dictate the software structure? Why? What are the risks?