4 Tips to Ace Your Letters of Recommendation

Wait, there’s a part of your college applications where you don’t actually have to do anything? Not quite, but plenty of students hold off every year until it’s too late. Letters of recommendation might be the least stressful part of the entire college admissions process. So why is it one of the hardest aspects? Here are 4 tips to get the LOR process right: Don’t wait! Here’s one tip that, while it sounds obvious, most students ignore. Though it’s a good idea to take your time and really pick the right people to write your recommendations, it isn’t a good idea to wait. Not only do you risk asking too late in the process, your teacher also might not be taking requests or writing recommendations anymore. Remember: teachers are doing this to help you. It’s not their job, nor are they required to do so. Some teachers prefer to write over the summer, while others prefer to wait until the school year. Try to ask up until the first weeks of your senior year, but don’t wait longer than that. Since they probably have a list of other students to write for, give them time so they don’t feel rushed. Understand the details.Simply put, you need to do your own research before you even bother asking for letters of recommendation. Know the schools that you’re applying to and their requirements. Not all schools require letters of recommendation, while some need one or two. Giving your teachers enough time to write out and put thought into your recommendation is good, so give your teachers the application deadlines and pre-addressed/stamped envelopes so they know when and where to send them. Know who you’re asking.Not all teachers are the same, and not all teachers know you and your strengths. Keep in mind that colleges are looking for a current profile of you, so your favorite middle school teacher shouldn’t be your top choice. A teacher from your favorite subject, an advisor or counselor, or a coach is always a good pick, as they can discuss your enthusiasm and your best qualities. However, not all teachers will say yes, and that’s okay. Make sure your recommender is happy and willing to write your letter. If not, it’ll show. Give your recommenders reason as to why you’re asking them, and you’ll likely give them a better understanding of who you are. Follow up and thank you.Your teachers, advisors, and coaches have a lot going on. It’s easy to forget and lose track of time, so don’t forget to politely follow up and see if they need anything from you. After all, they’re doing you a huge favor in the first place, so be as helpful as you can. Once they do send your letter in,say thank you! Give them a gift, write them a card, and show your appreciation. They’re doing the hard work when it comes to letters of recommendation, so make sure they know you’re thankful.

Free Essays on I Heard The Owl Call My Name

The quote in question 1 reflects Mark’s status in the tribe well. As the quote states Mark eventually became part of the village and the villages became his family. This however was not an easy accomplishment, for most of Mark’s early period among the villages the villagers were cautious of him and kept their distance from him. This was until one afternoon when returning to the village Mark and Jim stopped the boat to see a run of salmon swimming upriver to spawn in the clear water. Mark then recited a few lines of prayer about the salmon which the Indians spoke about with great respect to Jim. The salmon in Indian myth is referred to as the swimmer. The salmon prayer is symbolic of the continuous cycle of life and death. After being in the village for a period Mark begins to realise time has lost its defining contours. When Mark first arrived in the village the future loomed huge, then the present had consumed him, however toward the end Mark states â€Å"...like the raven or bald eagle flying high over the village, must see part of the river that had passed the village that had not yet reached the village one and the same.†(p 123). Mark has learnt enough of the meaning of life to be ready to die, he has done this by living in the village where sadness, richness and the tragic poignancy of life’s inevitability were accepted and not hidden behind a smoke screen like the way typical westernised humans deal with lives tragedies. In the novel the indians are not portrayed as emotional people. They do not let let their actions become blinded by emotion. The indians in this novel are logical and rational. This is aparent after the death of the weesa-bedà ³, the only people showing emotions were professional mourners who wailed in shifts for three days and three nights (p 15). It is apparent after Marks Death that his impact on the village was as much physical as it was emotional. This is proven when Keetah walks in o... Free Essays on I Heard The Owl Call My Name Free Essays on I Heard The Owl Call My Name The quote in question 1 reflects Mark’s status in the tribe well. As the quote states Mark eventually became part of the village and the villages became his family. This however was not an easy accomplishment, for most of Mark’s early period among the villages the villagers were cautious of him and kept their distance from him. This was until one afternoon when returning to the village Mark and Jim stopped the boat to see a run of salmon swimming upriver to spawn in the clear water. Mark then recited a few lines of prayer about the salmon which the Indians spoke about with great respect to Jim. The salmon in Indian myth is referred to as the swimmer. The salmon prayer is symbolic of the continuous cycle of life and death. After being in the village for a period Mark begins to realise time has lost its defining contours. When Mark first arrived in the village the future loomed huge, then the present had consumed him, however toward the end Mark states â€Å"...like the raven or bald eagle flying high over the village, must see part of the river that had passed the village that had not yet reached the village one and the same.†(p 123). Mark has learnt enough of the meaning of life to be ready to die, he has done this by living in the village where sadness, richness and the tragic poignancy of life’s inevitability were accepted and not hidden behind a smoke screen like the way typical westernised humans deal with lives tragedies. In the novel the indians are not portrayed as emotional people. They do not let let their actions become blinded by emotion. The indians in this novel are logical and rational. This is aparent after the death of the weesa-bedà ³, the only people showing emotions were professional mourners who wailed in shifts for three days and three nights (p 15). It is apparent after Marks Death that his impact on the village was as much physical as it was emotional. This is proven when Keetah walks in o...

Management And Leadership Development Essay Example | Topics and Well Written Essays - 3250 words

Management And Leadership Development - Essay Example Motivation is a crucial concern in modern organisation because it influences other fundamental issues such as the performance, creativity and problem solving (Salaman, Storey & Billsberry, 2005). Drive theory is an understanding of needs and motivation created by unfulfilled needs. Maslow’s Hierarchy of Needs is a motivational theory that suggests that the needs and motivation of people differ according to their needs. McClelland theory also classified needs into the need for achievement, affiliation and power. The company conducts opinion surveys to find how their staff feels about their job (Houldsworth & Jirasinghe 2006). Job satisfaction is measured using questionnaires or interviews administered to the staff in the organization. In BAT, leaders have maximized the opportunity to satisfy the needs of the workers. Managers share the concerns of researchers in order to create satisfaction of the employees in their daily tasks. Therefore, employee satisfaction in BAT is high t hereby contributing to the low employee turnover and the exceptional reputation of the organization. For this reason, lack of job satisfaction results in employees looking for jobs in other companies where there the salaries are better (Dychtwald & Morison 2006). BAT attempts to reduce staff turnover by offering their employees chances to develop and grow their careers by training. Employees are offered challenging and interesting position where they consider they are best apt to work in thus, employees are motivated. Transactional theories can also be applied to focus on the employee’s rewards and punishments in accordance to performance (Durai 2010). Management by objectives is practiced where performance of the employees is measures against the... This essay stresses that managers and leaders are required to create an environment in the workplace where employee’s satisfaction is achieved. Staff turnover is one issue which is directly related to job satisfaction. Job satisfaction is the extent to which employees enjoy their jobs and lack of it has been described as negatively affecting their job performance. Herzberg two factor theories suggest that motivation at work is affected by factors related to the job. This paper makes a conclusion that globalization and technology advances have a great influence in management and leadership development of any organization. Organization such as BAT implemented the new SAP HR system which has benefited it in many ways that includes the effective usability and empowerment of employees. The system allows future upgrades and additions. The main aim of the system was to harmonize the human resource process globally by automation of the Hr administrative process. It is true that managers’ positions are highly competitive due to a looming shortage predicted in the next few years. In BAT, training of future leaders is enhanced by the initiative program that involves graduates for two year. This is a strategy of developing leadership and managing the supply of future leaders in order to ensure that the right people in the organization who can deliver a change performance are available. BAT is a multinational organization and it is important for it to be able to have a vibrant human resource and a competent management team.

There are three topic in the file. choose one of them. thanks Essay

There are three topic in the file. choose one of them. thanks - Essay Example From the inception of patriarchal society, women’s labor has been carefully and systematically neglected and pushed to the background. It has never been acknowledged as pertinent to the main economic sources and centers of power. America, with its Puritan origins, strictly adhered to narrow gender roles, as religion dictated. The duties of women had been, traditionally, confined to the home and the hearth. They were the biblical ‘helpmates’, the passive caretaker of their children and their husband, while men were exalted as brave, noble and powerful in their ability to provide for and protect their women. In the 19th century, rapid industrialization produced a demand for cheap labor in America. Rural men who began to throng the busy cities in search of work seized this opportunity. Economy saw a shift from an agrarian mode to the dominance of waged labor. The vision of the earning man and the meek mother and wife – the ‘angel of the house’ - b ecame a cultural stereotype that was repeatedly reinforced through the literature and the politics of the day. However, the social climate was slowly changing. During the 1820s, women, especially young farm girls, began to participate in waged work as demand for labor rose. Women began to occupy a substantial position in the economic scheme of the newly industrialized nation. (Figart 1) The division between the spheres of the glorified male and degraded female labor saw a definite change in the 20th century United States. Emma Goldman, in her radically anarchist essay, champions the rights of worker, both male and female, over the state-issued exploitative policies of a greedy, capitalist society (Goldman). American Women Workers in the early 20th century As women became integrated within the larger economic network, the number of paid women workers began to increase. In the 20th century, for the first time in the history of the nation, women labor became an ‘established prese nce’ in the industrial set up. (Figart) However, while capitalist exploitation was a predominant evil of the American society, severe gender bias created an added problem for the female workers. In the early 20th century, they were still social and cultural stigmas associated with married women workers, unless they could provide evidence severe financial necessity. Furthermore, on the hand, the patriarchal order of society began to perceive threats in the increasing number of financially independent women who were now competing with men for their of the job market, since female labor cost less and were more easily exploitable. The women were not only victimized by their employers, economically and physically, but also by the larger society through marginalization and stigma. Racial and class divisions were crucial features of labor politics. When the viciousness of the First World War (1914-1918) took the men away from home, white, middle class women began to emerge from thei r sheltered existence and took on the novel role of the ‘breadwinner’. Previously, waged work was limited to the colored, poor or immigrant women. Now, with the inclusion of the educated middle women’s work, for the first time, gained an amount of prestige and social approval that

Airline Scheduling. A Business Plan For An Airline Essay

Airline Scheduling. A Business Plan For An Airline - Essay Example Moreover it needs to be estimated that what is the amount of revenue that would most probably be generated and how would this revenue effect the airline business as a whole. The emerging courage from within the skies runs through the staff of the company as well. â€Æ'SELECTING A FLEET FOR THE AIRLINE The construction of a good quality of flight schedules is essential for the effective and optimal performance of an airline business. This optimal performance involves the achievement of customer satisfaction and the maximizing of profits. The robust the acquiring of fleet and aircrafts is, the better it shows how good and optimal would the prospective schedule of the airline would be. Selecting a fleet for the airline is the first process that needs to be evaluated. Modeling of a fleet is usually a highly complex process. This process involves a number of skills and knowledge of the business to a considerable extent. In the words of Paul Clark, â€Å"Fleet planning is a process by which an airline acquires and manages appropriate aircraft capacity in order to serve anticipated markets over a variety of defined periods of time with a view to maximizing corporate wealth.† (Clark, 2007) While constructing the making of a fleet it should be considered that buying airplanes is a large task and should not be done keeping only the current time period in mind. Rather, several upcoming time frames should be taken into consideration. One of the factors that effect fleet planning is fleet management tactics such as aircraft trading. Moreover the following factors should be taken into consideration: Total Cost of Ownership including Purchase Price Maintenance Costs Fuel Efficiency. The $500 Million that have been assigned need to be properly bifurcated in the above mentioned parts. ACQUIRING AN AIRCRAFT Acquiring an aircraft is the biggest step among all the steps that are involved in the acquiring of an aircraft. Aircrafts can be acquired anew or they can even be reused. There are number of commercial jet organizations that lend their jets on rental basis. Moreover, they even have jets that are reused and can be purchased. One thing that should specifically be taken into ac count while purchasing aircrafts is their need to last long. These are the basic investments in the airline business of the company. The better investment there is in this regard, the better it would be for the future prospects of the company. According to a leading edge CEO Gary Justice, the following mentioned methods of aircraft acquisition work best for all types of people who want to go for the purchase of an aircraft may they by needing it for personal or corporate use. He is quoted to have said: â€Å"The three phases of aircraft acquisition are strategic planning, tactical implementation (execution of the strategic plan) and operations (operational

Chili Flax (Dish advisor) Web Site Analysis

Chili Flax (Dish advisor) Web Site Analysis 1 Introduction In this section, documentation describe purpose of system, scope, and different possible interaction with system. 1.1 Purpose The purpose of this documentation is to give a detailed information about Chili Flax (Dish advisor) web site. In this documentation, we describe various interactions, interfaces and system constraints for this system. The main purpose of this documents is to give illusion to developer and user about system. 1.2 Scope The Chili Flax (Dish Advisor) is a website, which helps user to compare foods serving all restaurants in the city. It compares based on price and customers review on particular food selected by user. It will help user to find best food nearby his/her location. Main advantage that it brings transparency in price and quality of food is serving in the city. Restaurant owners will provide information about its menu and other information about restaurants like establishment years, experience in this business, connected with another firm and schedule. Restaurant owner can have Owner panel to modify menu whenever they want. The software need GPS (location) permission for find nearby place feature which allow software to calculate minimum distance with user and provide best search result. 1.3 Definitions, acronyms and abbreviations Term Definition user Person who interact with website Admin/Administrator System administrator who have rights to change and manage website information Restaurant owner Who have rights to change own restaurant menu and prices Developer Who created this website and managed all information GPS Global Positioning System GPS-Location Manager Location permission need when website is excessed through user device to improve search optimization Data Source Person or referencing object who contributed data in this website 1.4 Overview In this documentation, we have majorly included three chapter which enable to give brief introduction of system and other interaction modules given by all whole system. In this document, also describe different stakeholders and their respective roles. Another aspect is that what is constrains and assumption need to mention in system that every individual should make is also describe in this documentation. Requirement specification and detailed terms and definitions of the different interfaces mansion in third chapter of documentation. Technologies used during implementation of requirement also mentioned. In the Fourth chapter prioritization of requirement is mention and also mentioned what basis developers are choose those requirement is first and all filtration process. The appendixes in the end include all results of requirement prioritized and launch plan of development. 2. Overall description This section will provide associate summary of the entire system. The system will be explained in its context to indicate however the system interacts with alternative systems and introduce the essential practicality of it. It will additionally describe what kind of stakeholders which will use the system and what practicality is obtainable for every kind. At last, the constraints and assumptions for the system will be given. 2.1 Product perspective This system mainly contain two parts first one is web browser and second is database. Web browser serve application pages which contains different pages to serve. GPS will be used by mobile application to locate user. Distance between user and restaurant will be displayed by GPS and also da of application will be displayed by GPS. User can use function of GPS seamlessly manner. This application contains centralized database so it requires to store data somewhere. Mobile application as well as website both can access to database. They will use database in different ways. Mobile application will use database to display those data which is required by user. Web portal will use database to store and modify those data needed by administration team of system. Internet will be used for this kind of communication. There are limited resources available for mobile application. The maximum amount of hard drive space required by application will be 20 MB. 2.2 Product functions User can search restaurants using mobile application. The result will be displayed using inputs given by user. Administrator of system can change of add criteria. Search result will be displayed in either list view or in map view according to the requirements of user. The list view will have one list item for each restaurant. Location of each restaurants will be displayed in map view. In both views user, can view information about restaurants. The web portal will be used for data population and administration purpose. 2.3 User characteristics The number of types of users is three which will interact with system: User of mobile application, administrators and restaurant owners. Each user carries different role, requirements and rights on system. The mobile application users can see data only. They can input criteria for search restaurants and gets directions to reach there. The restaurant owners will use web portal to populate date. The can manage their menu and information about restaurants. The administrators will use web portal to system. They will have maximum rights on system. They are responsible for removing uncourts data and harmful contents. 2.4 Constraints Mobile application needs GPS system to be functional properly. Mobile devices with different GPS will use same interface. The application will also require internet connection. Connectivity to database is established over internet so internet connection will be needed by application. Both the application and web portal will have limited size of database. Database is shared between both application and web portal so it can happen that they can be forced to queue incoming requests. 2.5 Assumptions and dependencies We can assume that application will be installed on capable devices. If device does not have enough space, then application will not be installed. Another assumption is that all mobile devices in which application is installed, have working GPS with same interface. If the phones have different interfaces to the GPS, the requirements for GPS will needed to be changed. 2.6 Apportioning of requirements If project is about to be delayed, there are some requirements that will be implemented in the next versions of application. Those requirements are to be implemented in the next release, see Appendix IV. 3. Specific requirements The functional and quality requirements are contained by this section. Detailed description of system and interface is given in this section. ÂÂ  3.1 External interface Requirements This section describes all inputs and outputs of system. It also describes the software, hardware and the communication interfaces. This section provides basic prototypes of the user interface. 3.1.1 User interfaces Login page will be displayed to first time user, see Figure 2. User can navigate registration page from login page. Search page will be displayed to user if user is not first time user, see Figure 3. User will select search criteria here and able to get list of required restaurants. User will have profile page to manage personal and contact information, see Figure 4. Also, the user can change its preferred language. 3.1.2 Hardware interfaces Applications are installed on fully built systems so they dont need any external hardware. The GPS and database will be handled by underlying processes of operating system of respected devices. 3.1.3 Software interfaces The mobile application will use GPS to get location of user and will use database to fetch data about restaurants which is required by user, see Figure 1. Mobile application can only read data from database. Web portal will have all rights on data of database. 3.1.4 Communications interfaces The different parts of system are highly dependent on each other so communication among them is very important. Way of communication is doesnt concerned by whole system. So, communication will be handled by underlying processes of operation system on respective devices. 3.2 Functional requirements 3.2.1 User Class 1 The User 3.2.1.1 Functional requirement 1.1 ID: FR1 TITLE: Download mobile application DESC: Application should be downloaded by user from application store and free of cost RAT: So, user can download application. DEP: None 3.2.1.2 Functional requirement 1.2 ID: FR2 TITLE: Notification of new releases DESC: When new release of application comes, user will get notification about it. RAT: So, user can download new version of application. DEP: FR1 3.2.1.3 Functional requirement 1.3 ID: FR3 TITLE: Registration DESC: User should create an account on system. RAT: So, user can create an account. DEP: FR2 3.2.1.4 Functional requirement 1.4 ID: FR4 TITLE: Login DESC: User should login in system in order to user features of system. RAT: So, user can access its profile. DEP: FR1, FR3 3.2.1.5 Functional requirement 1.5 ID: FR5 TITLE: Get password DESC: User can get password by email. RAT: Recovery of password. DEP: FR1 3.2.1.6 Functional requirement 1.6 ID: FR6 TITLE: User ratings DESC: User should rate restaurants. RAT: Improved feedback. DEP: FR4 3.2.1.7 Functional requirement 1.7 ID: FR7 TITLE: Search restaurants DESC: User should search restaurants by food, price, distance and rating. RAT: Search for a restaurant. DEP: FR6 3.2.1.8 Functional requirement 1.8 ID: FR8 TITLE: Admin panel DESC: Administrators should be able to manage database of system. RAT: System management. DEP: None 4. Prioritization and Release Plan 4.1 Choice of prioritization method Top 10 most important requirements will be selected first. This will be done by simple number method in which higher number means high priority. Number will be assigned base on decision of meting of stockholders. The highest summed number associated with requirement will decide priority of requirement. The results will be red marked and others will be left as are they before. These requirements were prioritized according to the points they got and the results can be viewed under Appendix II. 4.2 Release Plan The requirements were divided in three groups and each group will be implements in each release of application. Each release will be work as complete working system. The first release will contain essential requirements. The last release will contains most advanced requirements. Other requirements can be implemented in middle release, Gantt Chart

Herbal Medicine :: essays research papers fc

Herbal Medicine I would like to start out by saying a verse from Genesis 1:29-30 â€Å"And God said, behold, I have given you every herb bearing seed, which is upon the face of all the earth, and every tree, in the which is the fruit of a tree yielding seed; to you it shall be for meat. And to every beast of the earth, and to every fowl of the air, and to everything that creepeth upon the earth, wherein there is life, I have given every green herb for meat: and it was so.† This verse from the bible has a powerful, but simple meaning; all herbs shall be taken in to our body as the meat for healing. I not only believe in herbs because it is said in the bible, but because herbal medicine has the power to prevent & heal. Why?, well, its quite simple really, our bodies are organic, so, why would you want to take in something that’s inorganic, would it not be wiser to allow the body to heal with organic products. That’s exactly what you are doing when taking pain relievers, heparin, and antihypertensive medications just to name a few. In herbal medicine, the patient is empowered, and since herbs are certainly more convenient, without prescriptions or limitations, more patients can enjoy their benefits. The benefits which I’m speaking of is the ability to prevent & heal. Let’s take cardiovascular disease for example, which just happens to be the leading cause of death in the U.S., and according to Dr. David Vastola in his book To y our good health, he wrote out a section with a natural alternative for CAD and hypertension, how, well he says by taking in Omega 3, L-Carnitine, and Coenzyme Q10, that these 3 things can help a person to cope with CAD, and as for hypertension all they have to do is either to take Coenzyme Q10 or Hawthorne. Have we all here heard one time or another that ulcers are cause by stress, well, the NIH said that ulcers are caused by the helicobacterpylori bacteria, not by stress, and the NIH said that they can be â€Å"cured† with a combination of the trace mineral bismuth and tetracycline. The number two cause of death in America as we all know is Cancer, well, the NCI (Sept 1993) and Harvard Medical School performed a study on cancer patients, and the results were that they found an anti-cancer diet.

Ideal Classroom Essay

When a teacher ask students what their ideal classroom is most people would usually reply with â€Å"no teachers to teach us and we can use our phones whenever we want, we can just chill and sleep. † However, the students never think about the consequences to that. Which are that we will not be prepared for any major tests and will fail tremendously. My ideal classroom consists of a handful of students, the students getting along with each other without having any problems, and a great teacher with a lot of patience. My ideal classroom has less than the average amount of students. I would like to have between ten through fifteen students in all my classrooms. That is because the less the students the more time the teacher can help all students individually. This will help us be better students and we’ll participate more; we will also learn more. With smaller classrooms the students will have the chance to communicate with every student in the class. This will help us not be strangers to one another, and we will be able to get along. If we all get along that makes things a lot simpler and there will not be any fights or altercations between one another. This will help the teacher because they won’t have to worry about students wanting to get into fights with one another. Since their would be smaller classrooms teachers will be more laid back and they might not assign as much homework. This is also an advantage for the teacher because they won’t have to grade as much work every single night and they’ll be in better moods. This is good for us because the teacher will have more patience and give us extra time for work or will not write us up as much whenever we do something dumb.

Summer Internship Report on Madura Garments Essay Example

Summer Internship Report on Madura Garments Essay Example Summer Internship Report on Madura Garments Paper Summer Internship Report on Madura Garments Paper Project Report On Improving Service Level for Institutional Sales SUBMITTED FOR THE PARTIAL FULFILMENT OF POST GRADUATE DIPLOMA IN INDUSTRIAL MANAGEMENT (PGDIM) By Puneet Verma Roll No. 105 PGDIM – 18 Under the guidance of [pic] National Institute of Industrial Engineering (NITIE), Vihar Lake, P. O. NITIE, Mumbai 400 087 Date of Submission: _ _ _ _ _ _ _ Certificate of Supervision This is to certify that Puneet Verma, student of PGDIM, Batch No. 18 has successfully completed the project titled – â€Å"Improving Service Level for Institutional Sales†, nder the guidance of Mrs. Sadhana Ghosh (NITIE) from 11th Jan 2013 to 15th March 2013. Based on the professional work done by him, this report is being submitted for the partial fulfillment of Post-Graduation Diploma in Industrial Management at NITIE, Mumbai Signature Faculty Guide Acknowledgement I wish to extend my sincere and heartfelt gratitude to my guide Mrs. Sadhana Ghosh(Professor, NITIE), whose Guidance and help constantly helped and motivated me during the entire tenure of the project. I am able to say with conviction that I have immensely benefited. Puneet Verma PGDIM-18 Executive Summary The apparel companies cater to various channels such as Department Stores, Trade, Organized Retail etc. Institutional Sales is a nascent business channel that caters to the demand from Institutional customers i. e organizations. Sales to this channel are generally in the form of bulk orders at volume discounts. For example, a pharmaceutical company orders through this channel for gifting shirt to doctors. The majority of the business of apparel organizations comes in through Trade and Department store channels. Orders for those channels come in during the Trade shows held twice a year 6 months prior to the launch of a season (Spring-Summer or Autumn-Winter). Sourcing and production plan for those channels so are essentially done against fixed orders. But for Institutional Channel orders are not predetermined and customers come in with orders with very short lead time. This makes sourcing and manufacturing strategy for this process completely different from traditional channels. Currently the company Madura Garments (for reference and data) is not able to service these customers at a satisfactory level applying the business processes in place. This is contributed by the fact that the normal business model is significantly different from the requirements of this channel. The approach adopted was to first study the as-is business processes in place and review the past data to ascertain the capability of the current system in place. Next the problems in the current system were identified irrespective of whether the problem was a process or people related problem. A revised process flow was the proposed which will enable the company to service Institutional customers at a satisfactory rate. Lean Six Sigma methodology was adopted to approach the problem using a DMAIC model. The final list of recommendations include changes in the current business process in the short time frame for immediate enhancement of service levels and long term changes to improve process capability to ramp up the business capabilities. Table of Contents Project Report1 Certificate of Supervision2 Acknowledgements4 Executive Summary5 1. Introduction8 2. Need Significance of the Project11 3. Objective12 4. Literature Review. 3 4. 1 DMAIC 13 4. 2 Fishbone Diagram. 15 4. 3 Cause and Effect Matrix. 17 4. 4 Failure Mode Effect Analysis.. 18 5. Methodology.. 4 5. 1: Understand the current market and business scenario.. 25 5. 1. 1: Market Scenario: .. 25 5. 1. 2: Agent Performance: 29 5. 1. 3: Business processes: 30 5. 1. 4: Key Points: . 5 5. 2: Ascertain the current service level of the system.. 36 5. 3: Identifying and Defining Problems.. 37 5. 3. 1: Fishbone Diagram: 37 5. 3. 2: Cause and Effect M atrix: 38 5. 3. 3: Failure Mode Effect Analysis: 39 5. 3. : Principal Issues: 41 5. 4: Process Improvement Plan 42 5. 4. 1: Short term changes: 43 5. 4. 2: Long term plans: 47 5. 5: Process Control.. 1 6. References:.. 54 Introduction The Aditya Birla Group is in the League of Fortune 500. It is anchored by an extraordinary force of 100,000 employees, belonging to 25 different nationalities. In India the group has been adjudged â€Å" The Best Employer in India and among the Top 20 in Asia† by the Hewitt-Economic Times and Wall Street Journal Study 2007. Over 50 percent of it revenues flows from its overseas operations. The several Group companies under Aditya Birla Group are Grasim, Hindalco, Aditya Birla Nuvo, Essel Mining, Aditya Birla Retail Limited. Aditya Birla Nuvo Limited is a diversified conglomerate and the platform that has launched many new businesses for India’s Premier Business house, the Aditya Birla Group. Aditya Birla Nuvo has a dozen businesses under its fold, ranging from textiles to telecom. As a leading player, Aditya Birla Nuvo ranks as The country’s largest premium branded Apparel Company : Madura Garments Largest Manufacture of linen fabric in India India’s largest and the world’s fourth largest producer of insulators The second largest producer of carbon black in India India’s second largest producer of viscose filament yarn (VFY) Aditya Birla Nuvo’s Business: Garments (Branded Apparel) Madura Garments, a division of Aditya Birla Nuvo is India’s leading apparel retail company. It enjoys market leadership in the branded gar ments business through its power and popular lifestyle brands – Louis Phillipe, Van Heusen, Allen Solly and Peter England. The company has also entered into a distribution agreement with the International brand Esprit and has opened exclusive brand outlets. It has 2 successful store formats The Collective and PEOPLE. Madura Garments has exclusive showroom space which includes several large format brands outlets of world-class standards, providing top quality retail experience to the consumers. It also has a high visible presence in large department and multi brand stores. The thrust is on brand building through development of innovative new merchandise, exciting communication campaigns and enhancing the product portfolio. The overall marketing strategy has been move from a â€Å"Wardrobe Brand† to a â€Å"Lifestyle† Brand. The company has won many coveted awards in the fashion world like the â€Å"Best Retailer of the Year, Best Apparel Company of the Year, Best Trouser Brand of the Year, Best Smart Casual Brand of the Year† etc. , at well known for a such as Reid Taylor Awards and Images Fashion Awards. To bolster its presence significantly in the exploding apparel retail sector, the company has started retailing its life style brand and affordable popular brands through two new formats- Madura Garments Lifestyle Retail Company Limited and Peter England Fashions and Retail Limited. Contract Manufacturing Madura Garments Exports limited is a wholly owned subsidiary of Aditya Birla Nuvo focusing on garment exports. It is an integrated player in the apparel industry with interest in manufacturing exports of wovens, knits and Full Service Provider business. The company has modern manufacturing facilities and caters to customers like Marks Spencer, Next, Blackberry, Arrow, Tommy Hilfiger and Menswear House. The organization delivers from design to delivery of merchandise at the customer warehouse. [pic] 2. Need Significance of the Project Madura Fashion Lifestyle has a fast growing institutionalized sales business. In December 2011, institutional sales hit an all time high of 4. 43 crores for a month. For FY12 institutional sales will account for Rs 14 crores with a high profitability (CBA). This channel has grown by four times in terms of sales over the last four years. However, the on time in full order execution for this channel continues to be poor. Delayed deliveries and missed opportunities continue to limit the growth of this channel. In this context, there is a need to study the supply chain (planning and execution) of this channel to identify the root cause for service failures and define process and system changes to tackle these. 3. Objective Mapping of as-is supply chain (planning process, order capture and order fulfillment process): The current business process that is being followed to cater to the customer demands Establish current service level for this channel: The order service level of the channel derived from the past data that has been obtained Identify root cause for service failures in institutional business: The major causes that leads to an unsatisfactory service level related to people, process, business issues 4. Literature Review Six Sigma Methodologies: Six Sigma  is a  business management strategy, originally developed by Motorola in 1986. Six Sigma became well known after  Jack Welch made it a central focus of his business strategy at General Electric in 1995, and today it is widely used in many sectors of industry. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing  variabilityin  manufacturing  and  business processes. It uses a set of  quality management  methods, including  statistical methods, and creates a special infrastructure of people within the organization (Black Belts, Green Belts, etc. ) who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction and/or profit increase). The term  Six Sigma  originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing  processes. The maturity of a manufacturing process can be described by a  sigma  rating indicating its yield, or the percentage of defect-free products it creates. A six sigma process is one in which 99. 99966% of the products manufactured are statistically expected to be free of defects (3. defects per million). Motorola set a goal of six sigma for all of its manufacturing operations, and this goal became a byword for the management and engineering practices used to achieve it. 4. 1: DMAIC The DMAIC project methodology has five phases: ? Define  the problem, the voice of the customer, and the project goals, specifically. ? Measure  key aspects of th e current process and collect relevant data. ? Analyze  the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. Seek out root cause of the defect under investigation. ? Improve  or optimize the current process based upon data analysis using techniques such as  design of experiments,  poka yoke  or mistake proofing, and standard work to create a new, future state process. Set up pilot runs to establish  process capability. ? Control  the future state process to ensure that any deviations from target are corrected before they result in defects. Implement  control systems  such as  statistical process control, production boards, visual workplaces, and continuously monitor the process. Some organizations add a  Recognize  step at the beginning, which is to recognize the right problem to work on, thus yielding an RDMAIC methodology. 4. 2: Operation Definition: Recall the quote in the first step section of this site, You can manage, what you can measure; you can measure, what you can define; you can define, what you can understand. Operational definition is the first step towards effective management. It helps us build a clear understanding of a concept or a phenomenon so that it can be unambiguously measured. Let us take a very simple example to understand the need and the concept of operational definition. Let us imagine a situation that we wish to buy an all-purpose shirt with 50% cotton and 50% polyester. Would you accept a shirt whose front is made up of 100% cotton cloth and the back made of 100% polyester cloth? Surely not! Clearly we need to (operationally) define what we need. A better expression would be that we need a shirt made up of a cloth having even distribution of cotton and polyester fibers and their proportion by weight (or may be by number) is equal. So far so good, but we also need to have a mechanism to test it. In this case, we can send the shirt to a lab where randomly selected two areas (say 1 cm x 1 cm) one from the back and one from the front are examined for the contents. The lab reports that group of two fibers of each polyester and cotton are interwoven to make this clothe. Did we mean alternate fibers of polyester and cotton or something else? We now discover that we even need to define even distribution. In a business management scenario, common words such as good, reliable, and accurate (etc. ) can have multiple meanings unless they are (operationally) defined in a specific context. So how do we construct an operational definition? The process is explained with the help of an example in the following figure: [pic] Document the outcome of each process step and that becomes the operational definition. The operation definition must be tested before it is rolled out. 4. 2: Ishikawa’s Fishbone Diagram: The fishbone diagram is a graphical method for finding the root causes of an effect. The effect can be either a negative one, such as a process defect or an undue process variation; or a positive one, such as a desired process outcome. Kaoru Ishikawa, a famous Japanese consultant developed this method in the 1960s. It is also known as Cause-and-Effect Diagram or Ishikawa Diagram. The balance chapter details the steps required to construct a fishbone diagram. The example effect to illustrate the concept is high petrol consumption in a car. Step I Identify the process effect to be analysed. Develop an Operational Definition to ensure that it is clearly understood. Write the effect in a box on the right side and draw a horizontal arrow from left to right that touches the box as illustrated in the figure below. [pic] Step II Identify the main categories of causes resulting in the effect under consideration. These categories can easily be selected from the applicable six key process elements. These process elements are people, environment, material, method, machinery, and measurement. Add selected categories in the diagram as illustrated in the following figure. [pic] Step III Identify as many causes under each category and add them to the corresponding category. Detail each cause further (recursively) to the lowest level possible. [pic] Analyse this diagram to identify the causes that require deeper investigation. As fishbone diagram identify only potential causes, it may be a good idea to use a Pareto Chart to determine the cause(s) to focus on first. 4. 3: Cause Effect Matrix The  Cause and Effect Matrix  is a tool which is used to prioritise potential causes by examining their relationship with the  CTQs. CTQ’s are placed on the top of the matrix and causes are place along the left side. The CTQ’s are ranked in terms of importance. The relationship between the causes and CTQs are ranked. An overall score is calculated and the cause with the highest overall score should be addressed first because they will have the largest impact on the CTQs. Steps 1. List the CTQs across the top of a matrix. 2. Rank and assign scores to each CTQ according to its importance to the customer. 3. List the causes on the left side of the matrix 4. Determine correlation scores between each cause and CTQ based on the strength of their relationship (E. g. 1 – weak, 3 – some, 9 – strong) 5. Cross multiply correlation scores with priority scores and add across for each cause 6. Create a  Pareto chart  and focus on the causes with the higher overall scores. The following diagram is a CE matrix template from  ProcessMA. [pic] 4. : Failure Mode Effect Analysis: A  failure modes and effects analysis (FMEA)  is a  procedure  in  product development,  systems engineering  and  operations management  for analysis of potential failure modes within a system for classification by the severity and likelihood of the failures. A successful FMEA activity helps a team to identify potential failure modes based on past e xperience with similar products or processes, enabling the team to design those failures out of the system with the minimum of effort and resource expenditure, thereby reducing development time and costs. Because it forces a review of functions and functional requirements, it also serves as a form of  design review. It is widely used in manufacturing industries in various phases of the product life cycle and is now increasingly finding use in the service industry. Failure modes  are any errors or defects in a process, design, or item, especially those that affect the intended function of the product and or process, and can be potential or actual. Effects analysis  refers to studying the consequences of those failures. The pre-work The process for conducting an FMEA is typically developed in three main phases, in which appropriate actions need to be defined. Before starting with an FMEA, several other techniques are frequently employed to ensure that robustness and history are included in the analysis. A robustness analysis can be obtained from interface matrices, boundary diagrams, and  parameter diagrams. Failures are often found from external noise factors and from shared interfaces with other parts and/or systems. Typically, a description of the system and its function is developed, considering both intentional and unintentional uses. A block diagram of the system is often created for inclusion with the FMEA, giving an overview of the major components or process steps and how they are related. These are called logical relations around which the FMEA can be developed. The primary FME document or worksheet lists all of the items or functions of the system in a logical manner, typically based on the block diagram. NOTE: Above shown example format is not in line with mil. td 1629 or Civil Aerospace practise. The basic terms as given in first paragraph of this page are not available in this template! Step 1: Occurrence In this step it is necessary to look at the cause of a failure mode and the number of times it occurs. This can be done by looking at similar products or processes and the failure modes that have been documented for them in the past. A failure cause is looked upon as a design weaknes s. All the potential causes for a failure mode should be identified and documented. Again this should be in technical terms. Examples of causes are: erroneous algorithms, excessive voltage or improper operating conditions. A failure mode is given an  occurrence ranking (O), again 1–10. Actions need to be determined if the occurrence is high (meaning   4 for non-safety failure modes and   1 when the severity-number from step 2 is 9 or 10). This step is called the detailed development section of the FMEA process. Occurrence also can be defined as  %. If a non-safety issue happened less than  1%, we can give 1 to it. It is based on your product and customer specification. Rating |Meaning | |1 |No known occurrences on similar products or processes | |2/3 |Low (relatively few failures) | |4/5/6 |Moderate (occasional failures) | |7/8 |High (repeated failures) | |9/10 |Very high (failure is almost inevitable) | Step 2: Severity Determine all failure modes based on the functional requirements and their effects. Examples of failure modes are: Electrical short-circuiting, corrosion or deformation. A failure mode in one component can lead to a failure mode in another component, therefore each failure mode should be listed in technical terms and for function. Hereafter the ultimate effect of each failure mode needs to be considered. A failure effect is defined as the result of a failure mode on the function of the system as perceived by the user. In this way it is convenient to write these effects down in terms of what the user might see or experience. Examples of failure effects are: degraded performance, noise or even injury to a user. Each effect is given a severity number (S)  from 1 (no danger) to 10 (critical). These numbers help an engineer to prioritize the failure modes and their effects. If the sensitivity of an effect has a number 9 or 10, actions are considered to change the design by eliminating the failure mode, if possible, or protecting the user from the effect. A severity rating of 9 or 10 is generally reserved for those effects which would cause injury to a user or otherwise result in litigation. Rating |Meaning | |1 |No effect | |2 |Very minor (only noticed by discriminating customers) | |3 |Minor (affects very little of the system, noticed by average customer) | |4/5/6 |Moderate (most customers are annoyed) | |7/8 |High (causes a loss of primary function; customers are issatisfied) | |9/10 |Very high and hazardous (product becomes inoperative; customers angered; the failure may result unsafe operation and | | |possible injury) | Step 3: Detection When appropriate actions are determined, it is necessary to test their efficiency. In addition, design verification is needed. The proper inspection methods need to be chosen. First, an engineer should look at the current controls of the system that prevent failure modes from occurring or which detect the failure before it reaches the customer. Hereafter one should identify testing, analysis, monitoring and other techniques that can be or have been used on similar systems to detect failures. From these controls an engineer can learn how likely it is for a failure to be identified or detected. Each combination from the previous 2 steps receives a  detection number (D). This ranks the ability of planned tests and inspections to remove defects or detect failure modes in time. The assigned detection number measures the risk that the failure will  escape detection. A high detection number indicates that the chances are high that the failure will escape detection, or in other words, that the chances of detection are low. Rating |Meaning | |1 |Certain fault will be caught on test | |2 |Almost Certain | |3 |High | |4/5/6 |Moderate | |7/8 |Low | |9/10 |Fault will be passed to customer undetected | After these three basic steps, risk priority numbers (RPN) are calculated Risk priority number (RPN) RPN play an important part i n the choice of an action against failure modes. They are threshold values in the evaluation of these actions. After ranking the severity, occurrence and detect ability the RPN can be easily calculated by multiplying these three numbers: RPN  =  S  ? O  ? D This has to be done for the entire process and/or design. Once this is done it is easy to determine the areas of greatest concern. The failure modes that have the highest RPN should be given the highest priority for corrective action. This means it is not always the failure modes with the highest severity numbers that should be treated first. There could be less severe failures, but which occur more often and are less detectable. After these values are allocated, recommended actions with targets, responsibility and dates of implementation are noted. These actions can include specific inspection, testing or quality procedures, redesign (such as selection of new components), adding more redundancy and limiting environmental stresses or operating range. Once the actions have been implemented in the design/process, the new RPN should be checked, to confirm the improvements. These tests are often put in graphs, for easy visualization. Whenever a design or a process changes, an FMEA should be updated. A few logical but important thoughts come in mind: ? Try to eliminate the failure mode (some failures are more preventable than others) ? Minimize the severity of the failure ? Reduce the occurrence of the failure mode ? Improve the detection 5. Methodology A brief outline of the methodology adopted in the project is given below: 1. Understand the current market and business scenario a. Gather historical data from the system to analyze market condition b. Analyze trends and patterns in the sales figures c. Study the current business processes and map the material and information flow 2. Ascertain the service level that the system currently operates at a. Gather data for a specified period b. Ascertain the service level for that period subjected to constraints c. Interpret the data to assess system capability 3. Identify and define the issues a. Identify the principal issues currently affecting service levels b. Use Lean Six Sigma Methodologies to structure the analysis process 4. Propose a Process improvement plan that addresses the need of the system a. Structure all the issues in the current system systematically b. Propose solutions which can positively affect the major issues c. Propose solutions for current service level improvement and long term improvement of business capabilities 5. Propose metrics to effectively control the process once implemented a. Propose metrics that can capture the effectiveness of the system in place 5. 1: Understand the current market and business scenario 5. 1. 1: Market Scenario: Brandwise sales for FY11-12 85% of sales contributed by LP, VH 62% of LP sales contributed by December sales 31% of overall sales in December [pic] Overall Sales volume for FY ‘11-‘12 Business runs on relationship based contacts. A client can take away a number of his contacts from a business. Period for gifting by companies: April ( June Companies want products by March So ideally order should be placed by November/December Educating customers about the functioning of the business is important to obtain feasible targets Customers generally specify the brand, but may also sometimes specify the colour to coordinate with an event A serviced customer will not look for an alternate source for subsequent orders A customer may order goods for gifting or internal use Price sensitive customers Currently Pharmaceutical is the major player, but new avenues can be explored (Essar Steel uniform order) Pharmaceutical companies generally demand a turnaround of 30 days Pharmaceutical sector generally not affected by downturns Delivery in correct time and correct order quantity If delivery is correct then a premium price may be charged Priority of delivery is low in this channel, the priority should be highest Customers may reject the order if delivery is delayed for a day. Events. Priority is low as the volume of business is low in comparison with overall business volume If service level is high then company bargaining power will also be high Market is susceptible to economic downturns (no order from IT firms for the past 3 yrs) Agents display a variety of goods to the customer. May sell a rival brand or a different product. Forecasting is difficult as a company may choose to give a different gift the next year Satisfied customers does not ensure return customer but provides base for word of mouth marketing Leverage on the firms brand names High profit business where the discount depends on the volume of products ordered. No returned goods. Dealings are made with top management, so client facing operations should be capably handled Customer |Sum of Quantity |Sum of Gross | | | |Total | |Mankind pharma ltd |107500 |55623750 | |Madhuram apparels |14019 |11155274 | |Lupin limited |10460 |9936990 | |Addon holding pvt ltd. |12781 |8356870 | |Supra garments pvt limited |9098 |7067832 | |Padma international corporation |10188 |6298490 | |Unichem laboratories ltd |6555 |5004589. 37 | |Biocon limited |4980 |3650530 | |M/S. Glaxo smithline ltd |3424 |3589379 | |Clairemont enterprises |8138 |3544110 | |Emcure pharmaceuticals limited |5395 |3426004 | |IPCA laboratories limited |3284 |2891923 | |Saffron enterprises (p) ltd. |4118 |2855504 | |Geno pharmaceuticals ltd |4200 |2520000 | |Government of India |3000 |1875000 | |Society of Petroleum Geophysicists |2028 |1817540 | |Pidilite industries ltd |2500 |1650206. 25 | 53 customers were serviced where ordered quantity was over 100 9 orders were serviced where the ordered quantity was more than 5000 17 orders were worth more than Rs 10,00,000 The revenue generated from these orders contribute to 88% of the overall revenue Orders exceeding 5000 contributed to 74% of overall revenue Revenue per unit from large orders generally lesser than that from medium/small orders 5. 1. 2: Agent Performance: Agentwise breakup of sales amount Proportion of sales made through agents as opposed to directly 5. 1. 3: Business processes: [pic] Current scenario of sourcing op tions: Sourcing not dependent on Core or Fashion, depends on how Core is defined Mills are large entities and Madura cannot consume their entire produce Sourcing time depends on overall demand for a fabric in the market Sourcing strategy dependant on individual Style Codes For a style code with constant Y-o-Y demand an buffer inventory of 1000 mts is maintained at either factory RM level or supplier level A fabric from the current season, brand checks whether they can sell the product at the full priced market , then they service the institutionalized sales customers No separate sourcing strategy for institutional channel Sourcing strategy fixed at the start of the season Products manufactured against fixed orders Fabric sourced to meet only the fixed demand Excess fabric stock due to customers cancelling orders ARS (Automated Replenishment System) not affecting sourcing Sourcing for one style code done only once Sourcing is done according to the preplanned production sc hedule Fabric is not allocated to any channel, the FG is allocated to a specific channel If fabric is not sold off to the specific channel then the stock is offered to the same/ different channel the next season Once the plan for the season has been made the plan is not subjected to any major change 5. 1. 4: Key Points: Plant Capacity: Plant capacity is allocated to various brands depending on their orders from trade shows/forecasts The allocated plant capacity is fixed for a year and is reviewed at the beginning of the season Excess fabric stock from previous season piled-up at factory (inventory build-up) Production Planning: No separate capacity is present to cater to institutional sales Brands utilize excess capacity or reschedule work orders to cater to Institutional customers Service level dependent on demand from other traditional channels Institutional Orders: Factory receives direct enquiry from the Institutional Sales team Factory check reserve stock and ready so urcing options for fabric and trims (lower lead time to source trims than brands) Schedule production plan according to excess capacity available i. e unutilized by the brands 5. 2: Ascertain the current service level of the system Data Collection: Data collected from mail records from Jan ( Mar 2012 Enquiries for less than 100 units neglected Orders divided into separate groups depending on ordered volume Overall service levels for the period is at 35% Current process can service only about 16% of the total volume of demand None of the 10000+ orders have been serviced Service level for orders between 2000-10000 is the highest Excluding the very large orders, the company serviced 40% of the total volume of demand |Row Labels |Accepted |Despatched |Enquiry |Rejected |Grand Total |Service Level | |500-2000 |7 |5 |1 |21 |34 |0. 6 | |2000-10000 |2 |4 |2 |5 |13 |0. 55 | |10000+ | | |2 |4 |6 |0 | |Grand Total |10 |15 |5 |47 |77 |0. 35 | |100-500 |225 |1725 | |3380 |5330 |0. 37 | | 500-2000 |5240 |4050 |1000 |18400 |28690 |0. 34 | |2000-10000 |14380 |11500 |9500 |33500 |68880 |0. 4 | |10000+ | | |51000 |144000 |195000 |0 | |Grand Total |19845 |17533 | |High Turnaround Time |Fabric catalogue not provided for IS |567 | |High Turnaround Time |Information is decentralized |567 | |Unavailable fabric |Low clarity regarding reserve stock level |441 | |Unavailable fabric |Sourcing not done for Institutional Channel |441 | |High Turnaround Time |Low clarity regarding reserve stock level |441 | |Low Priority of Institutional sales |Volume of business w. r. overall business |441 | |Unavailable fabric |Volume orders |405 | |Unavailable capacity |No separate plant capacity for Institutional customers |245 | |Low Profitability |Discount margin offered |245 | |High Turnaround Time |Response time to get back on a query |245 | |Unavailable capacity |Volume orders |189 | |Unavailable capacity |Current utilization of factory for retail channels |175 | |Delayed Delivery |No sepa rate plant capacity for Institutional customers |175 | |Low Profitability |Price sensitive customers |147 | |Delayed Delivery |Current utilization of factory for retail channels |125 | |Low Priority of Institutional sales |Price sensitive customers |105 | |Competitor Action |NOS range not always available |105 | |Competitor Action |Agents working for multiple companies |45 | 5. 3. 4: Principal Issues: Fabric Stock: Fabric catalogue is not provided for IS leading to lack of clarity for agents and IS team Reserve fabric stock at factory level is not visible to IS team Sourcing for fabric is not done for Institutional customers Process: Priority for Institutional orders are low Information is decentralized leading to a high turnaround time Bulk orders from Institutional customers leading to shortage of available capacity Slack information flow between brand and factory leading to delayed production Planning: Lack of planning and subsequent strategizing for achieving targets Pro blems with forecasting the sales of this channel Manufacturing for orders are done on an ad-hoc basis 5. 4: Process Improvement Plan The proposed solution has been broadly divided into short term actions and long term actions: Short term actions: a. Channel potential Dispel value chain image Communicate benefits of the channel Change accounting standards for brands for catering to IS b. Fabric stock visibility Catalogue of reserve stock in factory Swatch set, inventory record of current stock made visible to IS team c. Process capability Sourcing done on a limited scale by the IS team Book order for a limited quantity of core range during trade show Plant capacity set up to cater to Institutional customers exclusively Long term plans: Revamp Order Interface Integrate sourcing solutions Create and maintain a database of mills Create an online portal for centralized information storage from the brand, factory and IS team Formulate ramp-up strategy Target a service level of 100% for orders within 5000 Process should be capable of handling 5000+ orders with a lead time of 45 days Target new segments to increase business volume Create a low price point brand, Byford, to cater to demand for price sensitive customers 5. 4. 1: Short term changes: Channel Potential: Apprehension of brands regarding profitability and quality of products offered Demand from this channel is an additional demand (basic difference from value channel) Quality assurance according to brand standards Adhering to predetermined discount slabs (PC:MRP ratio) Potential to facilitate fabric stock liquidation (AS has already prepared swatch set) Process Capability: NOS stock not always available leading to business loss in Core range IS team should form some sourcing capabilities by using the standard mills IS team can also book a certain range of core products during trade shows (brands currently identify 5 styles that will sell in IS) Separate plant capacity based on past y ear minimum demand per month for the past year Fabric stock visibility: Swatch set of reserve fabric stock to be made and sent to the IS team A basic database of current stock from traditional channel that the brand can offer for IS Information clarity between the stake holders for fabric stock to be centralized Key Changes: Central repository of information regarding reserve stock from factory and excess fabric stock from all national mills adhering to quality standards Repository periodically updated for fabric from current stock (dropped order) that can be offered to Institutional customers Agents have an upstream visibility regarding fabric on offer, therefore enabling queries to be addressed on first contact IS team and agent have stock visibility to reply to queries better, shortening the order capture time IS team itself explores sourcing options if fabric not present with brand Interaction with brand minimized regarding the fabric stock information Interactions betwe en contact points in the whole process flow reduced Non-Availability of capacity: Plant capacity not allocated to Institutional sales Delay in order delivery due to lack of capacity Separate line to cater to IS specially during peak season (Aug/Sept) Line can be used for traditional channel in case capacity unutilized Factory to have the capability to manufacture 7000 units for IS per month 5. 4. 2: Long term plans: Strategic goals: Target a service level of 100% for orders within 5000 units Aim to serve 12 very large orders (revenue over Rs. 50,00,000 every fiscal year) Service an order with volumes larger than 5000 in 45 days lead time (considering fabric sourcing is required) Expansion: Pharmaceutical sector contributes to 90% of the current business Decrease dependency on one sector by exploring new avenues Actively ask agents to promote business to new customers and provide incentive if a new sector is breached (volume orders) Brand development: Byford currently cate rs to Institutional customers Make Byford capable of servicing parallel industries like uniform orders, that are not being serviced by LBRDs Byford can service internal requirement for manufacturing industries that cannot be serviced because of price point issues (accept orders only beyond a certain volume) Key Changes: Interface is created to capture the entire information in an accessible format Interface provides information about style code, fabric properties, swatch, quantity available, estimated manufacturing capacity and price of product Processes typically addressed after an enquiry is expedited to be processed beforehand Customer driven ordering system which minimizes the unstructured interaction between the various stakeholders Customer has ready information regarding the quantity available, fabric availability and tentative delivery dates Price, fabric and plant capacity issues are dealt with in a structured manner to avoid unnecessary delays n the system Informati on is centralized successfully and the interface can be further utilized by other channels (e. g: a Trade customer wants to order a Core range) 5. 5: Process Control Auditing Measures: Brands feel it is not profitable to sell to Institutional channel because of the 67. 3% transfer price between MFL MGLRCL Monthly targets are affected as brands service IS orders Separate auditing for sales made through Institutional channels Process Capability: Measure of defects in delivery (quantity quality) for orders accepted Measure to be Defects Per Hundred Opportunities Service level: the number of accepted enquiries Process Dashboard: a. Historical: Data for the past quarter Revenue Selling price CBA Orders accepted Orders served Monthly plant utilization b. Exceptions: Data outliers in business process Largest enquiry by volume Largest order accepted Longest delay c. Current status: Enquiries under process Enquiries potentially worth over Rs 10,00,000 Actual sales vs target sales d. Future: Current orders under process Utilization of plant capacity by IS Scheduled vs expected delivery dates 7. References: Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results by Mike Rother The Toyota Way by Jeffey Liker

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The History of Jamestown essays The New World had been founded and during the 17th century England still had no claims to any part of it. King James I established two companies, made up of merchants and adventurers, the London Company and the Plymouth Company, combined they were known as the Virginia Company. The London Company was the first company to send three ships in search of three particular things, gold, the Lost Colony of Roanoke, and a route to the South Seas. These three ships were called, the Susan Constant, the Godspeed, and the Discovery. Stormy weather and high winds delayed their voyage for 6 weeks. On May 14, 1607 the three ships arrived at an island in the James River, named for their King. They landed 60 miles from the mouth of the Chesapeake Bay. It had been a long and difficult journey but 105 out of 150 colonists survived. They sanctioned the island on which they landed, Jamestown. Many traditional scholars feel that the pioneers above the ship were very ill suited for the task since Captain John Smith identified half of the men as gentlemen. If they were gentlemen then what would they know about building colony? Almost immediately after landing, the colonists were attacked by the Algonquian natives. In a little over a months time the colonists had built a wooden fort to protect themselves. Jamestown was chosen because of the military advantages it supplied in case there was any warfare. It was protected on three sides by the river and marshes, it was out of sight from the Spanish, and it had a deep-water mooring for the ships. It was mostly swamp land and finding fresh water was a major problem. The first few winters in Jamestown were the hardest for the colonists. Of the 105 who landed on May 14th, only 38 survived the 1st winter. In 1608, 200 more colonists arrived followed by 400 more, a year later. During 1609-1610, the starving time, the colonists population was reduced to 60. That ...

Healthcare Outreach and Its Economic Effect Dissertation

Healthcare Outreach and Its Economic Effect - Dissertation Example Hospital Outreach Program: An Expense or Revenue 25 2.8. An Expense 26 2.9. Outreach Program: Revenue Generating 30 Summary 39 Chapter III 41 Methodology 41 3.2. Research Questions 44 3.3. Ethical Considerations 45 3.4. Role of the Researcher 46 3.5. Methodology Framework 48 3.5.1. Selection of Documents 48 3.5.2. Population and Sample 49 3.6. Data Collection Procedures 50 3.7. Data Analysis 51 3.8. Validity and Reliability 51 Summary 53 Chapter 4 Findings 53 4.0. Introduction 54 4.1. Findings 55 Chapter 5 Discussions 64 5.0. Introduction 64 5.1. Discussions 65 5.1.1. The New Framework 65 5.1.2. The Deconstructed Nature of Outreach 67 5.1.3. The Reduced Costs 68 5.1.4. Outreach, Hospitals and Saudi Arabia Health Care System 69 Summary 72 Chapter 6 Conclusion 73 6.0. Summary 73 6.1. Recommendation 75 6.2. Conclusion 76 6.3. Limitations and Difficulties 77 6.4. Future Studies 78 References: 79 Table Table 1 P 26 Table 2 p54 Table 3 p58 Figures Fig. 1 p 25 Fig. 2 p 36 Fig. 3 p55 Fig. 4 p56 Fig. 5 p57 Fig. 6 p60 Fig. 7 p61 Chapter 1 Introduction 1.0. Introduction World Health Organization (2000) has defined health care system to be promoting maintaining and restoring health of the people. Although the definition provides a very broad understanding, context and scope, it has become on e of the primary motivators for authentic change in the health care system (Leng & Barraclough, 2007). ... Saudi Arabia is considerably a young nation, founded on 1932 (Baranowski, 2009). However, despite this fact, Saudi Arabia has provided its people comprehensive and universal coverage in their heath care access and services. Saudi Arabia has been categorized by WHO as belonging to upper middle class category (2006). In this regard, it becomes undeniable that the country is considered as affluent. The economic progress in the country, which ensued as a result of the increase in the price of oil in the world market is not only evident in the development of infrastructures, telecommunications and other signs of development and progress. The government of Saudi Arabia has steadily invested in the health care system of the country because the government recognizes the crucial role of the supposition that in Saudi Arabia health care should be made available to everybody regardless of gender, nationality and economic status (Boutayeb & Serghini, 2006; WHO, 2006). Saudi Arabia’s univer sal and comprehensive health care coverage is an attestation of the truism that economic development should permeate in all segments and sectors of the society (Stiglitz, 2009). For it is in this way, that economic development can be claimed to be working for the people, as it becomes manifest in the increase quality of life (Balakrishnan, 2010; Stiglitz, 2009). In Saudi Arabia, the primary health care provider is the government. The financial burden of the disease is shouldered by the government, thus, the citizens have been freed from the concerns and difficulties arising from illness. Despite, universal and comprehensive health care access and coverage, Saudi Arabian

Scenarios Essay Example | Topics and Well Written Essays - 1750 words

Scenarios - Essay Example Given the conditions that we have been focusing on, certain scenarios are distinct possibilities over the next 20 years. Some of these are: Scenario 1: Using Social Media Using social media as a means of interaction with clients, the organisation communicates all manner of information online. Clients get information pertinent to their needs directly in their mail and at their other online presence sites. Potential customers are targeted with information that would be optimally useful to them in making purchase decisions. Irrelevant information is kept to a minimum, and most communication is unobtrusive and relevant. When using the social media to contact customers, it becomes important to ensure that the right information reaches the right person. Over – exposure to irrelevant information can cause the customer to form a negative attitude towards the organization; and under exposure to relevant information can cause the organization to be discounted when making a purchase deci sion. If every person receives every piece of information that the organisation publishes, it may become very difficult for the consumer to make a truly informed purchase decision. ... Providing the consumer with search options and unobtrusive advertisements that are relevant to the needs that the consumer is at that moment trying to address. In order to encourage a potential consumer to decide to purchase with the organization, that consumer needs to be given relevant information. Mining information from searches and providing information to such a potential consumer is one way of doing this. Requesting potential consumers to allow access to details stored at social networking and professional sites is another way of deciding what information is to be presented to which client. Wherever possible, the potential and reoccurring consumers are kept free of un-solicitated data, and access to detailed information online is made available to the maximum client base. Sign Posts: The organisation will need to create a database of all the material and post regular updates so that there is always relevant information available in a user friendly manner to the consumers. The organisation needs to tie up with all major social and professional networking organisations in order to reach the largest consumer database. New sites need to be vetted and joined if they can provide a significant volume of sales. Sales representatives need to be trained to direct individuals to the most useful information. Social media experts need to be employed, markets understood, and targeted accordingly. Changes in the social media technology need to be studied and used to advantage. Scenario 2: A Global Presence Markets are growing and merging, so that small organisations also have a global presence. The organisation has at least a skeletal staff in all major locations across the globe to