Barbados Essay -- Geography History Island Barbados Essays

Barbados GEOGRAPHY Barbados is the eastern most island of the Caribbean, located in the North Atlantic Ocean, northeast of Venezuela (13 10 N, 59 32 W). It is considered a â€Å"Coral Island† due to its vast coral shore beaches that surround the perimeter of the island. Overall, Barbados is 430 square kilometers, with 97 kilometers being coastline area. The circumference is approximately 55 miles around, and has a pear-like shape to it. Length and width wise, Barbados is 21 miles and 13 miles respectively. In Comparatively speaking, Barbados is 2.5 times the size of Washington D.C. Geologically, Barbados is actually 2 large masses of build up of coral on sedimentary rocks, that have formed the island over thousands of years. The terrain is relatively flat, but rises gently to the central highland region of the island. Along the coastline, the elevation is at it’s lowest (zero meters). Mount Hillaby is the highest peak on Barbados at 336 meters above sea level (1,147 feet). The climate in Barbados is tropical. It is often sunny, and there is about 3,000 sun hours annually. Trade winds constantly sweep across the island, keeping the temperature rather comfortable. Temperatures are very stable throughout the entire year. In January, the average high temperature is 83 °F, and the average low is 70 °. In July, the average high temperature is 86 °F, while the average low is 74 °F. Despite the constant winds, hurricanes infrequently hit Barbados. Occasional landslides are the only natural disasters that plaque the island. The west coast of Barbados is often referred to as the â€Å"Platinum Coast†. It is renowned for the clear warm waters that lap gently on the beach’s gold and white sands and massive coral reefs. The... ...p Over a Centerpiece of Barbados Culture. The Toronto Sun. p. T6 King, John. (2003, August 8). Melody: A festival to fight for, guys. Retrieved on April 13, 2004. from [www.barbadian.com]. Norton, Graham, (February 2002). Barbados: British empire in the miniature. History Today. 52 (2), 52. Retrieved March 2, 2004, from Expanded Academic Database. Parliament of Barbados. (April 30, 2004). Retrieved March, 30, 2004, from www.parliamentbarbados.gov.bb The Abbreviated History of Barbados. Retrieved March 2, 2004, from http://www.barbados.org/history1.htm U.S. Department of State. (August 2002). Background Notes: Barbados. Retrieved March 2, 2004, from http://www.state.gov/r/pa/ei/bgn/26507.htm World Fact Book, (December 18, 2003). Barbados. Retrieved on April 13, 2004, from [http://www.odci.gov/cia/publications/factbook/geos/bb.html].

Band of Brothers by Stephen Ambrose

This book report is written in fulfillment of the requirements for (class subject e. g. Hist. 108) under Professor (professor’s name). Band of Brothers is a novel based on the events of World War II, emphasizing more on the lives of the soldiers, particularly the paratroopers of Easy company, 506 regiment of the 101st Airborne Division of the United States Army. Paratroopers are trained soldiers launched into battle by parachute into areas inaccessible by aerial bombing.Written by Stephen Ambrose and published by Simon and Schuster in 2001, Band of Brothers, has been an all time best seller which was made into a mini series by HBO in association with Dreamworks, edited by Billy Fox and directed by Phil Alden Robinson. Life in the military has always been a fascination of many young men. All the amazing weapons and gears that they use in battle, the handsome uniforms, not to mention the recognition and accolade that one can receive sounds like a promising career. A priceless ho nor which brings pride that lasts beyond your lifetime.If one decides to pursue a career in the armed forces, one must be ready to make all the adjustments and face the challenges, not only that of a rigorous training, but a life in the battle field. A soldier’s life, activity and relationships literally changes the moment training commences. The armed forces is a stratified society full of rigidity. A soldier has to understand the hierarchy and chain of command and must learn to obey first before complaining (not that one is allowed to complain). The inability to perform a particular duty, due to whatever reason, is inexcusable, therefore punishable. A soldier’s life is full of misconceptions.Civilians mostly view them as fortunate individuals who enjoy a lot of privileges both from the government and the private sector. Stephen Ambrose used a lot of characters to portray the lives of soldiers in Easy company. Captain Herbert M. Sobel was the commanding officer of Eas y company in the 2nd battalion 506th parachute infantry regiment of the 101st airborne division. He was very strict and usually rude, squeezing the energy of his soldiers during training. He doesn’t tolerate anything that he feels like not tolerating to the point of just simply finding errors on his soldiers just for the heck of it.Although disliked by most of his soldiers, his attitude towards training and his ways of implementing training schedule and activities helped in the honing of his soldiers’ skills and intelligence. In the mini series, David Schwimmer played the role of Captain Sobel. Lt. Richard D. Winters, played by actor Damian Lewis, was the second in command of Captain Sobel. Lt. Winters outdo Captain Sobel in the field. Although a Jew, he was respected and well-liked by the soldiers. Scott Grimes played the role of technical sergeant Donald Malarkey who was refused admission to the Marines due to dental issues.He also tried Army Air Corps, but due to ma th requirements, still he was not admitted. He only became a member of E company (Easy company) when he volunteered to be a part of the paratroops of the United States Army. He was awarded the Bronze star medal for his participation on D-Day’s Brecourt Manor Assault in Normandy. Captain Ronald Speirs was initially company D’s (Dog company) platoon leader. During the end of the Battle of the Bulge in Bastogne, Captain Speirs was reassigned to command Easy company. 2nd Lt. Clifford Carwood Lipton a. k. a Lip, joined E company in 1942.From Private he was promoted to company first sergeant, then to second lieutenant. Band of Brothers is a historical documentary novel telling the story of the lives and experiences of airborne soldiers during World War II. 1942 marked the year when the United States Army Airborne Division formed the second battalion of the 506th parachute infantry regiment in Toccoa, Georgia (Ambrose 2001). The story began in Toccoa, Georgia when the U. S. a rmy is preparing for battle against the Germans. Under the command and rigid training of Captain Herbert M.Sobel, the soldiers of E company endured rigorous and severe training. Their company was known to be the best in the regiment and Captain Sobel prided himself on that; and because of their reputation, they were always given the toughest assignments. E company trained for ninety days which included lectures, physical exercises, obstacle courses and field simulations after which, they were deployed to England on board a ship in preparation for the invasion of Hitler’s Third Reich. Their task is to penetrate enemy lines and subjugate German Artillery.On June 6, 1944 in Normandy, the soldiers had their first jump which did not go as planned. Due to heavy firing on the ground, planes carrying the paratroopers flew at high speeds with only a short distance from the ground (Ambrose 2001). One of the planes got hit, went on fire and crash to the ground. Nevertheless, the troop w as able to arrive at Carentan, gained control of the area then they flew back to Aldbourne. On September 17, 1944, the troops made their second jump in Holland which was executed perfectly. After completing their mission in the area, they also fought in the Battle of the Bulge.The paratroopers arrived in Germany on the second day of April, 1945 where the enemies finally surrendered. They celebrated their victory in Austria where they drank alcohol and took a lot of things from the Germans like jewelry and lugers. When the war was over, they parted ways and took different paths. As often as possible, a reunion is made in New Orleans where they all could catch up while remembering the years they spent at war. My impression on the book is positive. Stephen Ambrose was able to make World War II a more relatable event to ordinary people.He was able to show two perspectives of the story – officers’ point of view and the soldiers’ point of view. The story was able to s how that an army officer is not perfect. He might be very good at one thing, but he still has his flaws, like Captain Sobel who was very good at training men but performs poorly on the field. Soldiers are also human beings who feel fear, stress, anxiety and bleeds inside out; but the important thing is ones ability to endure whatever hardships that one has to face in carrying out his duty to the country and the people. They are always together and yet, they feel alone in the battle field.War means death, and these men had to psyche themselves up to be ready in all aspects – physically, emotionally, spiritually and mentally. Focusing on one particular battalion like Easy company, the author was able to present the lives of soldiers in the battlefield. Their ‘humanness’ were more felt and their bond as brothers in their cause was strongly established. However, Ambrose’s exposure of their ‘humanness’ can be a downside as this could lead to debate s and issues regarding the deployment of soldiers to war in support of allied nations under fire.But then again, the personal approach employed by Ambrose in writing the story made the events of World War II more relevant in the lives of people. Band of Brothers enabled us to understand, at a deeper level, the struggles and hardships that soldiers face. True, recognitions and accolades are given, but such can only be enjoyed by them if they are lucky to be alive. Bibliography Stephen Ambrose (2008). â€Å"Band of Brothers. † 123 Helpme. com. 04 January 2006. 05 January 2008. . Stephen E. Ambrose (2001). â€Å"Band of Brothers. † Simon and Schuters. ISBN: 0743216385 Band of Brothers by Stephen Ambrose Airborne Division of the United States Army was formed in Toccoa, Georgia. They were trained under Capt. Sorbel.. Members of the battalion voluntered for the job for the money, thrill, honor and to be the best among the ordinary infantry men. Because the Band of Brothers was narrated from the points of view of the soldiers of Company E or the Easy Company, the story is unique for the narration was so vivid that a reader would feel that he is there fighting with the band of brothers. Because of the physical requirements during the training only few made it to their graduation day.Here the story is significant for a soldier because the story is about the everyday life of a soldier in the boot camp and in the field—not a story about generals and admirals usually made by most movie companies. It tells a soldier that even how much he has suffered while training it doesn’t guarantee that he would survive in war. From Toccoa the company was sent to Fort Benning for their jumpi ng course. Their earlier training at the boot camp hardened them physically that they even outlasted the physical fitness trainers at the fort.This is the reality about soldiery. There are soldiers who are better than the trainers themselves. After only five jumps, ironically they were made as parachutists, and after nine months of training were sent to England on board a transport ship to prepare themselves for the invasion against the Third Reich of Hitler. The writer narrates the daily regimen of the company while in training in England. The narration was from the points of view from both the officers and men of the Easy Company.Both the movie and the book depict the confusion, heroism and struggle during the time the company jumped into the countryside where they were separated from each other. Many landed on buildings, trees, farm houses, fences, carts, houses, rafters and in the middle of enemies since they jumped behind enemy lines at dawn. There was chaos all around but many maintain their composure as hardened soldiers of Easy Company. Their job was to silence the German artillery and neutralize the enemy soldiers guarding the guns. They effectively put their hard training into practice.The highlight of the Band of Brothers is how Lt. Richard Winters achieved the mission. The book narrates: â€Å" By this time, about 0700, E company consisted of two light machine guns, one bazooka (no ammunition), one 60 mm†¦. † But with less than 100 men from the original 139 jumpers, Lt. Winters’s men were able to accomplish the mission. The mission was done without heroic deeds of a few. They fought as a team and with the right maneuvers attacked the German platoon guarding the battery emplacement. This is also about the best aspect on soldiery.As a soldier, you have also to protect not your life but also your brothers in arms. In this kind of situation, a soldier usually has to consider that everyone in his group as his brother. Why? Because the y shed blood and tears together or suffer pain together. They are blood brothers, so to speak. The book quotes one of the men: â€Å" We fought as a team†¦we were like machine†¦We knocked it out or made it withdraw by maneuver and teamwork†¦We were smart†¦we had learned that heroics was the way to get killed without getting the job done†¦.† Easy Company continued to fight in Normandy until it was pulled out and deployed to Utah beach. They were about 139 when they exited from the plane’s door. And ended the battle with only 79 remaining men. In the movie, you can feel the struggle of private Albert Blithe. He has to overcome fear, as every soldier has experienced fear. Winters, on his part, has suffered anguish after he shot a German teenage soldier. The company jumped into Holland under Operation: Market Garden and fought until November 1944.The company also heroically defended Bastogne almost to the last man. . In the movie, the German Army s ent couriers to relay offer the message of the German commander of Bastogne for them to surrender or perish. Winters made a succinct reply: â€Å"Nuts. † They held their trenches until reinforcements arrived. Then the men of Company E fought in the famous Battle of the Bulge, which marked the defeat of the German Panzer division. Winters’ men continued fighting and were the first to occupy Hitler’s mountain retreat known as the Eagle’s Nest.From Austria the battalion was redeployed to a town near Paris and on November 30, 1945, the 101st Airborne Battalion was deactivated. What’s the significance of the story to a plain infantry man? I can say that the Band of Brothers is one of the few stories written from the testimonies of actual combatants without fanfare or garnishment for use in movies. The book tells the story of leadership amid blood, guts and tears and about overcoming fear by soldiers and officers alike. It tells the credo of an American general who says â€Å" The more you sweat in peace and less you bleed in war. † But many die in war.

Children Charged as Adults

Children Charged as Adults†¦How Young is too Young? Ralonda Ross Post University 1. In the article â€Å"Adult Time for Adult Crime? † Nathaniel Abraham is a perfect example of how young is too young. He is an adolescent who committed a crime at a considerably young age and got charged as an adult. Nathaniel has not been sentenced yet because it is unclear as to whether he has the intellect to understand the nature of his crime of not. 2. Punishing Juvenile Offenders as Adults: An Analysis of the Social and Political Determinants of Juvenile Prison Admissions across the United States† is an article that focus on how there is a difference between the states. The number of juveniles that get sentenced to adult prison differs because of the minority committing the crimes. In addition, is explains how the juveniles who go to juvenile have a less chance to be assaulted than the ones in prison with adults. . The website with the article â€Å"Adult Time for Adult Crimesà ¢â‚¬  is a good reference because it gives me in site on different ways to view whether it is fair to charge children as adults. It also helps me to understand the mindset of the juveniles at different ages. Overall it is a good website to assist me with my paper. References Adult time for adult crime?. (2000). Current Events, 99(16), 2a.Carmichael, J. T. (2011). Punishing Juvenile Offenders as Adults: An Analysis of the Social and Political Determinants of Juvenile Prison Admissions across the United States. Sociological Focus, 44(2), 102-123. Hudson, D. L. , Jr. (2009) ABA Journal. How to retrieve internet information. Retrieve from http://www. abajournal. com/magazine/article/adult_time_for_adult_crimes/

Public Displays of Affection Essay

Have you ever walked down the hallways of our school and seen so momentous that all public displays of affection should be banned? As a student I walk through these halls every day and the gravest thing I have seen is a kiss that lasted a bit too long. That doesn’t seem enough to grant banning all forms of public displays of affection (PDA). I believe that it should not be banned. Hugging is not just a way to show affection, high school is supposed to get us ready for our life beyond BHHS, and finally PDA keeps people in line, no fights etc., and banning it would lead to student’s unhappiness and therefore our enthusiasm to work would diminish. First, hugging is not just a way to show affection but also a form of greeting. Hugging is a way of greeting much like how the French kiss your cheek when meeting you. In America we often shake hands to greet someone but in France they kiss you on your cheek. This is not a way of showing how you love that person but more like saying hello. Just the other day a friend and I were at the mall and I happened upon an old friend that I hadn’t seen a long time. When we recognized each other we said hello and also gave each other a hug. It was a short hug and just served the purpose of a greeting between to friends. I have no feeling of love toward her so although it was public it was not an affectionate hug. Not all hugs are used to show affection toward a loved one. Second, high school is supposed to get us ready for our life beyond BHHS; in that life I hope to have a girlfriend but how am I supposed learn to keep that girl if I cannot show affection toward her? For starters I would like to learn how to hold a girls hand. By holding her hand I am telling her that I don’t want to be away from her. Unfortunately holding hands is a form of PDA and so I could not do that. Also it is said that a first kiss is very important. By kissing her it shows that I have feeling for her. I do not want to get out of high school and, because I had never done it before, mess up the first kiss with someone I liked and lose her. Learning these things in high school is central to you living a good and happy life outside of BHHS. PDA keeps people in line, no fights etc., and banning it would lead to student’s unhappiness and therefore our enthusiasm  to work would diminish. If you want to kiss your girlfriend during lunch then you must be at lunch. Getting detention would keep you from being there. If PDA was allowed kids would not do anything that might lead to detention. Furthermore, PDA ties almost directly into having a girlfriend. Everyone wants to have the one they like think that they are worthy to go out with, put simply they want to impress them. Getting good grades is a way to impress and show that you are smart. By banning PDA grades would be expected to drop and such things as fights may occur. In conclusion, Hugging is not just a way to show affection, high school is supposed to get us ready for our life beyond BHHS, and finally PDA keeps people in line, no fights etc., and banning it would lead to student’s unhappiness and therefore our enthusiasm to work would diminish. This is why I say that public displays of affection should not be banned. It would do more harm than good and not all of it is even relevant to showing that you love someone.

Ops Presentation

BGMT 20010 Operations and Supply Chain Management Report December 2011 ————————————————- ————————————————- ————————————————- DANKERS FUNITUTE LTD ————————————————- ————————————————- THE NEW BUSINESS PLANNING CASE ————————————————- ——————————— Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€- â€Å"If You Are Not Measuring, You Are Not Managing† CONTENTS 1. Executive Summary 2. Overview of the Organisation 3.Description of the main issues raised in the case 4. Problem One; Breakdown in Organisational Relationships * Main issue raised in the case * Steps management adopted to address the issue raised * Analysis of the effectiveness of the existing approach * Recommendations on how it could be addressed more effectively 5. Problem Two; Short-term actions regarding the new product development process * Main issue raised in the case * Steps management adopted to address the issue raised * Analysis of the effectiveness of the existing approach * Recommendations on how it could be addressed more effectively . Problem Three; Long-term developments regarding the new product development process * Main issue raised in the case * Steps management adopted to address the issue raised * Analysis of the effectiveness of the existing approach * Recommendations on how it could be addressed more effectively 7. Conclusion 8. References 1. Executive Summary The purpose of this report is to provide Rolf Danker and Danker’s Furniture Ltd with some short-term and long-term suggestions on how to successfully implement their new business venture into timber framed conservatories.This report offers advice on how to successfully incorporate this new venture into the existing processes within the company as well as recommendations on short-term establishment and long-term expansion. Some of the problems that were encountered at the onset of the venture included communication breakdowns between company departments, quality concerns in the two existing Strategic Business Units, and resource constraints. This report suggests that Danker’s adopt a swim lane process map to help with the communications failures as well as improvements in the internal and external supply chains. 2.Overview of the organisation During the 1800â⠂¬â„¢s, a Danker family from Norway moved to County Meath, Ireland. The family was associated with a tradition of high quality furniture design, and high-class customary made furniture. The Danker family discovered that there was a market for their furniture in Meath, enclosed by rich middle class estates. During the next few generations, the Danker’s family continued the family tradition of making furniture and at the end of the 20th Century, ‘Danker’ was renowned for its ability to produce customised hardwood design based on clients specific requirements and specifications.The company became known as Danker’s Furniture Ltd and was well established in the manufacturing markets. The company had been very profitable and had obtained a great reputation. But in the late 1990’s the company experienced problems and the newly appointed Managing Director Rolf Danker appointed me as operations manager, which quickly resolved the underlying difficulties in t he business at the time. Currently under the management of newly appointed Managing Director Rolf Danker, the business’ strategic focus is to grow and expand through the production of new goods and services.The massive economic growth in the 1990’s resulted in a huge development in the construction area, Rolf Danker, successfully discovered an opportunity to enter into the standard cabinetry market. The company started making kitchen cabinets and wardrobes to exploit the rapid increase in the number of houses being built which required reasonable priced furniture. Danker’s believed that their established reputation in the customised furniture making industry accompanying the standard cabinets would increase their market share.Rolf believed that this would be a quick way to increase profits instead of continuing exclusively with the previous business model. But by the 2000’s Rolf’s new initiative caused problems in the company’s business foun dations. Fortunately, Rolf appointed me as Operations Manager at Danker’s, which helped to quickly resolve the underlying difficulties in the business at the time. Now in 2002, the company has two independently operated strategic business unites (SBUs), the craft purpose-made and the standard cabinet, the business is performing well again and enjoying good profit margins. 3.Description of the main issues in the case The division was completely financed from the company’s reserves, and in 2002, the company’s balance sheet was very strong with no long-term loans or debt equity. Bankers to the company were very willing towards them and the company were constantly being encouraged by the bankers to take up the finance being offered to them and further expand their business. Following a new product concept generation process involving external consultants, a gap has been identified in the market and the Danker’s Board has agreed to enter the timber conservator y market.The Irish market for conservatories is constantly growing but there is not a huge demand in the home market for hardwood timber framed. But it has been recognised that the UK market is around 20 times the size of the Irish one with a 50% share being for timber framed conservatories. It has been explained that due to the foregoing and rising interest in ‘sustainable construction’, which has been evident in the growth of timber-framed windows, due to improvements in technology and conveniently meets revised Irish Building Regulations.There is no dedicated manufacturer for timber conservatory in the Irish market and this is where Danker’s have seen the opportunity, coupled with the attraction of the large, growing UK market. Rolf feels before focusing on the export opportunity, the company should focus on the home market first and gain experience, amend any defects in their product and then look to expand into the huge UK market. This will be Danker’ s third SBU. Rolf has asked me as Operations manager to plan this new business venture for the company.Duty as operation manager is the planning, scheduling and control of the activities that transform inputs into finished goods and services. For the new venture to succeed it is important that there is close co-operation between marketing, operations and engineering. * The company already has got expertise knowledge and skills in the marketing and operations areas; was short on engineering skills. * Production Engineer, John Brady was appointed by Danker’s. * He is appointed to provide the initial engineering aspects for the conservatory line and then also provide production-engineering support to all the SBU’s. The sales manager drew up a report on the market characteristics for hardwood conservatories to begin the process of conservatory design and to decide on product specifications for the new product line. * The engineering manager drew up a Technical Specificatio n Report (TSR) to develop a bill of materials (BOM) with a detailed analysis of dimensions and specifications for all the items on the BOM. * TSR contained a great deal of * Development costs * Product costs * Schedules * Materials technical specifications. * New product development planning schedule was also developed This plan was presented to the management team meeting and was approved. * The plan approved is to have the third SBU first production lot produced in 11/12 months time. * In order for the development plan to be a success, need to strictly adhere to the planning schedule, as any delay will result in extra costs. * This is when some problems began to arise. * Jack, the sales manager, did not see the need to have weekly product design meetings with John because he felt that the marketing and production teams already had enough to worry about with their existing products. In this report, we address this breakdown in communication as well as potential problems that will a rise within the short-term and long-term operations and supply chains of the company from implementing their new timber conservatory SBU. 4. The first problem identified was what could be done to clarify the organizational relationships between marketing, production, and engineering. The issue that arose with the introduction of the third SBU was the smooth functioning of the interdepartmental relationships within the company.To create a successful new product it involved more work than the primary sourcing of materials and construction of the conservatories. There needs to be a cohesive and common effort made by all departments to achieve success for this new product. We see this problem arising with Jack, sales manager who was slow to hand in the report on the market characteristics of hardwood conservatoires and declined to attend the weekly product design meetings, claiming the marketing department had too much on its plate.A problem is created in the intrinsic makeup of the pro duct, as now market research is not being contributed to the production of the new product. This could be a fatal flaw for Danker’s as they could be producing something that is not exactly what the customer wants. This increases the riskiness of this new venture. As well as this problem the breakdown in the relationships can result in delays and process breakdown as well as distracting from the two other S. B. U’s of the business.The approach management took to address the issues raised was to focus on improving the relationship between the departments. This was done with a focus being placed on department approval. This system was going to be implemented at the weekly product meetings. Here the department heads could input on resources available, capacity and ability of their department to input on the production process. Jack would be able to have an input into important feedback in relation to aiming and promoting the product to the right customers.A recommendation that could effectively deal with the issue is to implement swim lane process maps. The implementation of swim-lane process maps by the management at Danker’s will help to clarify the organisational relationships between marketing, production and engineering and combat the breakdown in their relationships. The swim lane process maps allowed each department to determine exactly what was required of them throughout the new product design process and prevented situations occurring where marketing refused to attend weekly product design meetings because they felt they were being overworked.Each department was required to attend the weekly product design meetings; this was the first stage of the swim-lane process maps, the second stage involved finalising the product design and this was successfully carried out by the three departments and the third strategic business unit is now ready for launch into the Irish market. There was no ambiguity in relation to what was required from ea ch department and if they were unsure of their role in the development process they re-analysed the swim-lane process map and took corrective action. 5.The second problem that we focused on was to look at what short-term actions could be done to improve the new product development process. For the new venture to succeed it is important that there is close cooperation between marketing, operations and engineering. * The company already has got expertise knowledge and skills in the marketing and operations areas; was short on engineering skills. * Production Engineer, John Brady was appointed by Danker’s. * He is appointed to provide the initial engineering aspects for the conservatory line and then also provide production-engineering support to all SBU’s. The sales manager drew up a report on the market characteristics for hardwood conservatories to begin the process of conservatory design and to decide on product specifications for the new product line. * The engineeri ng manager drew up a Technical Specification Report (TSR) to develop a bill of materials (BOM) with a detailed analysis of dimensions and specifications for all the items on the BOM. * TSR contained a great deal of * Development costs * Product costs New product development planning schedule was also developed New Product Development Planning Schedule – 2003| Jan| Feb| Mar| Apr| May| Jun| Jul| Aug| Sep| Oct| Nov| Dec| Jan| Establish Project Team|   |   |   |   |   |   |   |   |   |   |   |   |   | Define Marketing Need|   |   |   |   |   |   |   |   |   |   |   |   |   | Concept Cost Estimate|   |   |   |   |   |   |   |   |   |   |   |   |   | Technical Specs Complete|   |   |   |   |   |   |   |   |   |   |   |   |   | First Model Complete|   |   |   |   |   |   |   |   |   |   |   |   |   | First Model Testing|   |   |   |   |   |    |   |   |   |   |   |   |   | Design Review Meeting|   |   |   |   |   |   |   |   |   |   |   |   |   | Hazard Analysis|   |   |   |   |   |   |   |   |   |   |   |   |   | Field Test Model Tests|   |   |   |   |   |   |   |   |   |   |   |   |   | Production cost Estimate| | | | | | | | | | | | | | Tooling / Process Design| | | | | | | | | | | | | | Release to Production| | | | | | | | | | | | | | Order Parts| | | | | | | | | | | | | | Production of Lot 1| | | | | | | | | | | | | | This plan was presented to the management team meeting and was approved. The plan approved is to have the third SBU first production lot produced in 11/12 months time.This approach adopted by management could be successful, but they need to strictly adhere to the planning schedule, as any delay will result in extra costs. The hiring of an engineering production manager was very valuable as he created a TSR which would aid the BOM ensuring the correct materials would be ordered, avoiding a potential loss of earnings. Recommendations which could provide additional help to Danker’s would be for each individual sector to improve their own areas which would impact on the overall development process in the short term. For engineering department important aspects they could focus on would be concept development and design. In the marketing area, it is critical that planning improves as well as commercial preparation.By encouraging Jack attendance at the weekly meetings, he will have detailed knowledge of the other two departments, which will aid him in designing the marketing strategy for the SBU. In the production sector, it is vital that process for the supply chain is efficient. By implementing a detailed process map, this will ensure that there is an efficient process layout selected. The layout can then be measured using takt time, theoretical minimum and line balancing so that the amo unt of time idle at the workstation is minimised and the Danker’s can maximise their capacity. This process can then be evaluated at the end of the first year to identify any areas for improvement and opportunity to improve efficiency. The operations manager also needs to ensure that there is good, quality control.All products produced need to adhere to the ISO 9000 and ensure that all products are inspected before they leave the production’s premises. In order to gain a competitive share of the Irish timber conservatory market, Danker’s must develop a competitive strategy. A business strategy can be defined as the identification of the market(s) in which the business will participate and how the business will gain a competitive advantage in those markets. A strategy is a pattern that integrates an organisation’s major goals, policies and actions into a cohesive goal in order to gain a competitive advantage. There are two main types of strategy; 1) Cost L eadership FocusThis strategy involves company managing their costs better than their competitors, so that they can offer a lower cost to their consumers. 2) Differentiation focus The product produced is unique. Customers are willing to pay premium price for it. Having seen already by the work done by the operations manager, Danker’s imposes two different strategies for its two SBU’s; 1) Cost leadership focus implemented for the standard cabinet 2) Differentiate focus for the custom made furniture. Now that Danker’s are producing their third SBU, it is important they distinguish what strategy they are going to implement with it. As operations manager, we recommend that we implement a cost leadership strategy with the production of timber conservatory market.If we succeed in managing our costs better than other competitors in the fragmented home industry, this will enable us to offer a lower price to our consumers and enable us to gain a competitive advantage in t he market and contribute towards the goal of becoming the market leader in the Irish Market. As operations Manager, my job is to make sure that * The business strategy gets translated into operational terms. * Assure the co-ordination with marketing and engineering. * Provide direction and guidance for operation decisions. The operations strategy is a pattern of structural and infrastructural operations decisions that configure the shape and design of the operations function and constitutes the operations strategy.Currently Danker’s had two production lines, one for craft purpose-made and one for the standard cabinetry. We propose as operations manager that Danker’s changes its operations to three production lines, which would incorporate its new business products production process. In the short-term, we would advise Danker’s to use its retained earnings to fund the creation of the third product, as unknown whether its going to be a success, so should start out small to minimise costs. If Danker’s were having difficulties with three production processes or were struggling to fulfil capacity requirement, we recommend that Danker’s could subcontract out the work.There would be no production costs involved. They would have to pay the company but if successful they could expand and develop the company. We propose that Danker’s outsource their distribution costs which are not close to their production premises and engage in distribution contracts with company’s in the North, South, West and deliver to companies in the East of Ireland. 6. The third point recognised was the long-term developments of the new product development at Danker’s. Apart from this new product development opportunity on the home market, Rolf and the Danker’s Board were also attracted towards the larger, growing market for timber framed conservatories in the UK.However Rolf felt that before focusing on this export opportunity, the company should first gain experience in the market / industry sector on the home market first, modify any shortcomings in the product-offer, and then look at how he might make in-roads in the UK. Rolf reckoned that the introduction phase of timber conservatories in the Irish market would need to have 2/3 years experience in Ireland to confirm its viability, before entering the UK market. The UK market is 20 times the size of the home market and up until now it has been described as a fragmented joinery industry. There is great potential to break into the UK market and establish as a leader in the market. This would generate huge profits for Danker’s. It is important to note that Danker’s Balance Sheet has been very strong, with no debt equity, long-term loans, or overdraft.Bankers to the company were very favourably disposed towards them. Rolf Danker and his accountant brother Erik were constantly being encouraged by their bankers to take up the finance being offered t o them and expand their business further. This approach taken by management to gain experience in the Irish market first, evaluate the product, and adjust any shortcomings they may experience before attempting to break into the UK market is crucial. 2-3 year’s experience in the home market would be essential before expanding. Before expansion of the product it is vital that our strategy in the short term is achieved and we successfully become a market leader in the home market first.This will enable us to establish a reputation while creating a loyal customer base giving us a competitive advantage against competitors in the market. Furthermore, this would provide Danker’s with experience of the market before attempting to make in-roads in the UK. Provided we are successful in the home market, there are a number of tasks that would need to be in place for expanding our product. We would need to expand the business by purchasing a larger warehouse to produce the goods in order to facilitate production in the wider UK market as well as maintaining production in the home market and our other SBU’s. To aid expansion, we recommend on taking up on the Bank’s offer providing us with a loan.By increasing capacity this will enable Danker’s to avail of a number of capacity considerations. There include economies of scale, technology/labour mix, and learning curves. With economies of scale the average unit cost decreases as output increases. It is essential that Danker’s are able to obtain lower costs by expanding their business. The technology/labour mix means that Danker’s can improve capacity by introducing new technologies, which will increase fixed costs but reduce their variable labour costs. The phenomenon of learning curves results in increasing output overtime, without an increase in resources. The external supply chain would also need to be developed to penetrate the UK market.The existing supply chain used in the home market would be a template and then extend and adopt it to make it suitable for the UK market. An effective recommendation could be to design a detailed process map. This would allow all staff to ascertain what was required at each stage and the time constraints that would need to be adhered to. As operation manager, it is in imperative to ensure that the process is efficient. However, if Danker’s are finding it difficult to break into the UK market, they could create Strategic Alliance with suppliers from the UK. Distribution costs and warehouse costs will be a major contribution to costs as the firm breaks into the UK market. There needs to be smart decisions made by the operations manager in regards to logistics management.This involves the planning, implementation, and control of the effective flow and storage of goods from the point of origin to the point of consumption. An effective recommendation for Danker’s would be to outsource their transport requireme nts, this will provide more control, improve customer service, and would be less expensive for the business. With the money from the loan, Danker’s could look to develop a production center in the UK to cut costs. They should then set up distribution centers close to the market in the UK, which would reduce transportation costs. Danker’s then should evaluate their performance on their third SBU to ensure that they are achieving their goals. A method of performance, which could be used is benchmarking.This involves comparing the business to others in the industry to gauge where they stand and steps they may need to identify in order to become more successful. 7. Conclusion Once Danker’s have their third SBU up and running, they will be able to develop sales and operations plans and forecast for the business by looking at previous sales, which will help them to determine the levels of capacity required, both strategically and tactically. They will also be able to plan for future materials required and gauge what inventory levels are required for their business. This will facilitate them to be able to develop a master production schedule. This will drive the supply chain and set precise production levels.We believe that once Danker’s follows the short-term objectives and implements our recommendations, they will generate profits from their new product development and facilitate them in becoming a market leader in the home market. As a result, this will enable them to penetrate the wider UK market in the long run and alongside our advice compete with their product on a large scale. By expanding their business and creating a third SBU we believe that they can generate massive profits and become a leader in the timber conservatory market. 8. References We got our information for our report from the following; * Introduction to Operations & Supply Chain Management; Bozarth & Handfield, 2nd Edition (2008); Pearson International Edition. * B GMT 20010 Operational and Supply Chain Management 2011 Lecture Material, University College Dublin. Ops Presentation BGMT 20010 Operations and Supply Chain Management Report December 2011 ————————————————- ————————————————- ————————————————- DANKERS FUNITUTE LTD ————————————————- ————————————————- THE NEW BUSINESS PLANNING CASE ————————————————- ——————————— Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€Ã¢â‚¬â€- â€Å"If You Are Not Measuring, You Are Not Managing† CONTENTS 1. Executive Summary 2. Overview of the Organisation 3.Description of the main issues raised in the case 4. Problem One; Breakdown in Organisational Relationships * Main issue raised in the case * Steps management adopted to address the issue raised * Analysis of the effectiveness of the existing approach * Recommendations on how it could be addressed more effectively 5. Problem Two; Short-term actions regarding the new product development process * Main issue raised in the case * Steps management adopted to address the issue raised * Analysis of the effectiveness of the existing approach * Recommendations on how it could be addressed more effectively . Problem Three; Long-term developments regarding the new product development process * Main issue raised in the case * Steps management adopted to address the issue raised * Analysis of the effectiveness of the existing approach * Recommendations on how it could be addressed more effectively 7. Conclusion 8. References 1. Executive Summary The purpose of this report is to provide Rolf Danker and Danker’s Furniture Ltd with some short-term and long-term suggestions on how to successfully implement their new business venture into timber framed conservatories.This report offers advice on how to successfully incorporate this new venture into the existing processes within the company as well as recommendations on short-term establishment and long-term expansion. Some of the problems that were encountered at the onset of the venture included communication breakdowns between company departments, quality concerns in the two existing Strategic Business Units, and resource constraints. This report suggests that Danker’s adopt a swim lane process map to help with the communications failures as well as improvements in the internal and external supply chains. 2.Overview of the organisation During the 1800â⠂¬â„¢s, a Danker family from Norway moved to County Meath, Ireland. The family was associated with a tradition of high quality furniture design, and high-class customary made furniture. The Danker family discovered that there was a market for their furniture in Meath, enclosed by rich middle class estates. During the next few generations, the Danker’s family continued the family tradition of making furniture and at the end of the 20th Century, ‘Danker’ was renowned for its ability to produce customised hardwood design based on clients specific requirements and specifications.The company became known as Danker’s Furniture Ltd and was well established in the manufacturing markets. The company had been very profitable and had obtained a great reputation. But in the late 1990’s the company experienced problems and the newly appointed Managing Director Rolf Danker appointed me as operations manager, which quickly resolved the underlying difficulties in t he business at the time. Currently under the management of newly appointed Managing Director Rolf Danker, the business’ strategic focus is to grow and expand through the production of new goods and services.The massive economic growth in the 1990’s resulted in a huge development in the construction area, Rolf Danker, successfully discovered an opportunity to enter into the standard cabinetry market. The company started making kitchen cabinets and wardrobes to exploit the rapid increase in the number of houses being built which required reasonable priced furniture. Danker’s believed that their established reputation in the customised furniture making industry accompanying the standard cabinets would increase their market share.Rolf believed that this would be a quick way to increase profits instead of continuing exclusively with the previous business model. But by the 2000’s Rolf’s new initiative caused problems in the company’s business foun dations. Fortunately, Rolf appointed me as Operations Manager at Danker’s, which helped to quickly resolve the underlying difficulties in the business at the time. Now in 2002, the company has two independently operated strategic business unites (SBUs), the craft purpose-made and the standard cabinet, the business is performing well again and enjoying good profit margins. 3.Description of the main issues in the case The division was completely financed from the company’s reserves, and in 2002, the company’s balance sheet was very strong with no long-term loans or debt equity. Bankers to the company were very willing towards them and the company were constantly being encouraged by the bankers to take up the finance being offered to them and further expand their business. Following a new product concept generation process involving external consultants, a gap has been identified in the market and the Danker’s Board has agreed to enter the timber conservator y market.The Irish market for conservatories is constantly growing but there is not a huge demand in the home market for hardwood timber framed. But it has been recognised that the UK market is around 20 times the size of the Irish one with a 50% share being for timber framed conservatories. It has been explained that due to the foregoing and rising interest in ‘sustainable construction’, which has been evident in the growth of timber-framed windows, due to improvements in technology and conveniently meets revised Irish Building Regulations.There is no dedicated manufacturer for timber conservatory in the Irish market and this is where Danker’s have seen the opportunity, coupled with the attraction of the large, growing UK market. Rolf feels before focusing on the export opportunity, the company should focus on the home market first and gain experience, amend any defects in their product and then look to expand into the huge UK market. This will be Danker’ s third SBU. Rolf has asked me as Operations manager to plan this new business venture for the company.Duty as operation manager is the planning, scheduling and control of the activities that transform inputs into finished goods and services. For the new venture to succeed it is important that there is close co-operation between marketing, operations and engineering. * The company already has got expertise knowledge and skills in the marketing and operations areas; was short on engineering skills. * Production Engineer, John Brady was appointed by Danker’s. * He is appointed to provide the initial engineering aspects for the conservatory line and then also provide production-engineering support to all the SBU’s. The sales manager drew up a report on the market characteristics for hardwood conservatories to begin the process of conservatory design and to decide on product specifications for the new product line. * The engineering manager drew up a Technical Specificatio n Report (TSR) to develop a bill of materials (BOM) with a detailed analysis of dimensions and specifications for all the items on the BOM. * TSR contained a great deal of * Development costs * Product costs * Schedules * Materials technical specifications. * New product development planning schedule was also developed This plan was presented to the management team meeting and was approved. * The plan approved is to have the third SBU first production lot produced in 11/12 months time. * In order for the development plan to be a success, need to strictly adhere to the planning schedule, as any delay will result in extra costs. * This is when some problems began to arise. * Jack, the sales manager, did not see the need to have weekly product design meetings with John because he felt that the marketing and production teams already had enough to worry about with their existing products. In this report, we address this breakdown in communication as well as potential problems that will a rise within the short-term and long-term operations and supply chains of the company from implementing their new timber conservatory SBU. 4. The first problem identified was what could be done to clarify the organizational relationships between marketing, production, and engineering. The issue that arose with the introduction of the third SBU was the smooth functioning of the interdepartmental relationships within the company.To create a successful new product it involved more work than the primary sourcing of materials and construction of the conservatories. There needs to be a cohesive and common effort made by all departments to achieve success for this new product. We see this problem arising with Jack, sales manager who was slow to hand in the report on the market characteristics of hardwood conservatoires and declined to attend the weekly product design meetings, claiming the marketing department had too much on its plate.A problem is created in the intrinsic makeup of the pro duct, as now market research is not being contributed to the production of the new product. This could be a fatal flaw for Danker’s as they could be producing something that is not exactly what the customer wants. This increases the riskiness of this new venture. As well as this problem the breakdown in the relationships can result in delays and process breakdown as well as distracting from the two other S. B. U’s of the business.The approach management took to address the issues raised was to focus on improving the relationship between the departments. This was done with a focus being placed on department approval. This system was going to be implemented at the weekly product meetings. Here the department heads could input on resources available, capacity and ability of their department to input on the production process. Jack would be able to have an input into important feedback in relation to aiming and promoting the product to the right customers.A recommendation that could effectively deal with the issue is to implement swim lane process maps. The implementation of swim-lane process maps by the management at Danker’s will help to clarify the organisational relationships between marketing, production and engineering and combat the breakdown in their relationships. The swim lane process maps allowed each department to determine exactly what was required of them throughout the new product design process and prevented situations occurring where marketing refused to attend weekly product design meetings because they felt they were being overworked.Each department was required to attend the weekly product design meetings; this was the first stage of the swim-lane process maps, the second stage involved finalising the product design and this was successfully carried out by the three departments and the third strategic business unit is now ready for launch into the Irish market. There was no ambiguity in relation to what was required from ea ch department and if they were unsure of their role in the development process they re-analysed the swim-lane process map and took corrective action. 5.The second problem that we focused on was to look at what short-term actions could be done to improve the new product development process. For the new venture to succeed it is important that there is close cooperation between marketing, operations and engineering. * The company already has got expertise knowledge and skills in the marketing and operations areas; was short on engineering skills. * Production Engineer, John Brady was appointed by Danker’s. * He is appointed to provide the initial engineering aspects for the conservatory line and then also provide production-engineering support to all SBU’s. The sales manager drew up a report on the market characteristics for hardwood conservatories to begin the process of conservatory design and to decide on product specifications for the new product line. * The engineeri ng manager drew up a Technical Specification Report (TSR) to develop a bill of materials (BOM) with a detailed analysis of dimensions and specifications for all the items on the BOM. * TSR contained a great deal of * Development costs * Product costs New product development planning schedule was also developed New Product Development Planning Schedule – 2003| Jan| Feb| Mar| Apr| May| Jun| Jul| Aug| Sep| Oct| Nov| Dec| Jan| Establish Project Team|   |   |   |   |   |   |   |   |   |   |   |   |   | Define Marketing Need|   |   |   |   |   |   |   |   |   |   |   |   |   | Concept Cost Estimate|   |   |   |   |   |   |   |   |   |   |   |   |   | Technical Specs Complete|   |   |   |   |   |   |   |   |   |   |   |   |   | First Model Complete|   |   |   |   |   |   |   |   |   |   |   |   |   | First Model Testing|   |   |   |   |   |    |   |   |   |   |   |   |   | Design Review Meeting|   |   |   |   |   |   |   |   |   |   |   |   |   | Hazard Analysis|   |   |   |   |   |   |   |   |   |   |   |   |   | Field Test Model Tests|   |   |   |   |   |   |   |   |   |   |   |   |   | Production cost Estimate| | | | | | | | | | | | | | Tooling / Process Design| | | | | | | | | | | | | | Release to Production| | | | | | | | | | | | | | Order Parts| | | | | | | | | | | | | | Production of Lot 1| | | | | | | | | | | | | | This plan was presented to the management team meeting and was approved. The plan approved is to have the third SBU first production lot produced in 11/12 months time.This approach adopted by management could be successful, but they need to strictly adhere to the planning schedule, as any delay will result in extra costs. The hiring of an engineering production manager was very valuable as he created a TSR which would aid the BOM ensuring the correct materials would be ordered, avoiding a potential loss of earnings. Recommendations which could provide additional help to Danker’s would be for each individual sector to improve their own areas which would impact on the overall development process in the short term. For engineering department important aspects they could focus on would be concept development and design. In the marketing area, it is critical that planning improves as well as commercial preparation.By encouraging Jack attendance at the weekly meetings, he will have detailed knowledge of the other two departments, which will aid him in designing the marketing strategy for the SBU. In the production sector, it is vital that process for the supply chain is efficient. By implementing a detailed process map, this will ensure that there is an efficient process layout selected. The layout can then be measured using takt time, theoretical minimum and line balancing so that the amo unt of time idle at the workstation is minimised and the Danker’s can maximise their capacity. This process can then be evaluated at the end of the first year to identify any areas for improvement and opportunity to improve efficiency. The operations manager also needs to ensure that there is good, quality control.All products produced need to adhere to the ISO 9000 and ensure that all products are inspected before they leave the production’s premises. In order to gain a competitive share of the Irish timber conservatory market, Danker’s must develop a competitive strategy. A business strategy can be defined as the identification of the market(s) in which the business will participate and how the business will gain a competitive advantage in those markets. A strategy is a pattern that integrates an organisation’s major goals, policies and actions into a cohesive goal in order to gain a competitive advantage. There are two main types of strategy; 1) Cost L eadership FocusThis strategy involves company managing their costs better than their competitors, so that they can offer a lower cost to their consumers. 2) Differentiation focus The product produced is unique. Customers are willing to pay premium price for it. Having seen already by the work done by the operations manager, Danker’s imposes two different strategies for its two SBU’s; 1) Cost leadership focus implemented for the standard cabinet 2) Differentiate focus for the custom made furniture. Now that Danker’s are producing their third SBU, it is important they distinguish what strategy they are going to implement with it. As operations manager, we recommend that we implement a cost leadership strategy with the production of timber conservatory market.If we succeed in managing our costs better than other competitors in the fragmented home industry, this will enable us to offer a lower price to our consumers and enable us to gain a competitive advantage in t he market and contribute towards the goal of becoming the market leader in the Irish Market. As operations Manager, my job is to make sure that * The business strategy gets translated into operational terms. * Assure the co-ordination with marketing and engineering. * Provide direction and guidance for operation decisions. The operations strategy is a pattern of structural and infrastructural operations decisions that configure the shape and design of the operations function and constitutes the operations strategy.Currently Danker’s had two production lines, one for craft purpose-made and one for the standard cabinetry. We propose as operations manager that Danker’s changes its operations to three production lines, which would incorporate its new business products production process. In the short-term, we would advise Danker’s to use its retained earnings to fund the creation of the third product, as unknown whether its going to be a success, so should start out small to minimise costs. If Danker’s were having difficulties with three production processes or were struggling to fulfil capacity requirement, we recommend that Danker’s could subcontract out the work.There would be no production costs involved. They would have to pay the company but if successful they could expand and develop the company. We propose that Danker’s outsource their distribution costs which are not close to their production premises and engage in distribution contracts with company’s in the North, South, West and deliver to companies in the East of Ireland. 6. The third point recognised was the long-term developments of the new product development at Danker’s. Apart from this new product development opportunity on the home market, Rolf and the Danker’s Board were also attracted towards the larger, growing market for timber framed conservatories in the UK.However Rolf felt that before focusing on this export opportunity, the company should first gain experience in the market / industry sector on the home market first, modify any shortcomings in the product-offer, and then look at how he might make in-roads in the UK. Rolf reckoned that the introduction phase of timber conservatories in the Irish market would need to have 2/3 years experience in Ireland to confirm its viability, before entering the UK market. The UK market is 20 times the size of the home market and up until now it has been described as a fragmented joinery industry. There is great potential to break into the UK market and establish as a leader in the market. This would generate huge profits for Danker’s. It is important to note that Danker’s Balance Sheet has been very strong, with no debt equity, long-term loans, or overdraft.Bankers to the company were very favourably disposed towards them. Rolf Danker and his accountant brother Erik were constantly being encouraged by their bankers to take up the finance being offered t o them and expand their business further. This approach taken by management to gain experience in the Irish market first, evaluate the product, and adjust any shortcomings they may experience before attempting to break into the UK market is crucial. 2-3 year’s experience in the home market would be essential before expanding. Before expansion of the product it is vital that our strategy in the short term is achieved and we successfully become a market leader in the home market first.This will enable us to establish a reputation while creating a loyal customer base giving us a competitive advantage against competitors in the market. Furthermore, this would provide Danker’s with experience of the market before attempting to make in-roads in the UK. Provided we are successful in the home market, there are a number of tasks that would need to be in place for expanding our product. We would need to expand the business by purchasing a larger warehouse to produce the goods in order to facilitate production in the wider UK market as well as maintaining production in the home market and our other SBU’s. To aid expansion, we recommend on taking up on the Bank’s offer providing us with a loan.By increasing capacity this will enable Danker’s to avail of a number of capacity considerations. There include economies of scale, technology/labour mix, and learning curves. With economies of scale the average unit cost decreases as output increases. It is essential that Danker’s are able to obtain lower costs by expanding their business. The technology/labour mix means that Danker’s can improve capacity by introducing new technologies, which will increase fixed costs but reduce their variable labour costs. The phenomenon of learning curves results in increasing output overtime, without an increase in resources. The external supply chain would also need to be developed to penetrate the UK market.The existing supply chain used in the home market would be a template and then extend and adopt it to make it suitable for the UK market. An effective recommendation could be to design a detailed process map. This would allow all staff to ascertain what was required at each stage and the time constraints that would need to be adhered to. As operation manager, it is in imperative to ensure that the process is efficient. However, if Danker’s are finding it difficult to break into the UK market, they could create Strategic Alliance with suppliers from the UK. Distribution costs and warehouse costs will be a major contribution to costs as the firm breaks into the UK market. There needs to be smart decisions made by the operations manager in regards to logistics management.This involves the planning, implementation, and control of the effective flow and storage of goods from the point of origin to the point of consumption. An effective recommendation for Danker’s would be to outsource their transport requireme nts, this will provide more control, improve customer service, and would be less expensive for the business. With the money from the loan, Danker’s could look to develop a production center in the UK to cut costs. They should then set up distribution centers close to the market in the UK, which would reduce transportation costs. Danker’s then should evaluate their performance on their third SBU to ensure that they are achieving their goals. A method of performance, which could be used is benchmarking.This involves comparing the business to others in the industry to gauge where they stand and steps they may need to identify in order to become more successful. 7. Conclusion Once Danker’s have their third SBU up and running, they will be able to develop sales and operations plans and forecast for the business by looking at previous sales, which will help them to determine the levels of capacity required, both strategically and tactically. They will also be able to plan for future materials required and gauge what inventory levels are required for their business. This will facilitate them to be able to develop a master production schedule. This will drive the supply chain and set precise production levels.We believe that once Danker’s follows the short-term objectives and implements our recommendations, they will generate profits from their new product development and facilitate them in becoming a market leader in the home market. As a result, this will enable them to penetrate the wider UK market in the long run and alongside our advice compete with their product on a large scale. By expanding their business and creating a third SBU we believe that they can generate massive profits and become a leader in the timber conservatory market. 8. References We got our information for our report from the following; * Introduction to Operations & Supply Chain Management; Bozarth & Handfield, 2nd Edition (2008); Pearson International Edition. * B GMT 20010 Operational and Supply Chain Management 2011 Lecture Material, University College Dublin.

Financial and Strategic Planning Assignment Example | Topics and Well Written Essays - 500 words - 1

Financial and Strategic Planning - Assignment Example ugh this venture, the hospital’s management will establish the feasibility, stability and the expected benefits of their ambitious plans and projects. Identifying the financial trends starts with report preparations generated by ratios or financial statements’ information, plus other financial reports. The Hospital decision makers will prop up their decisions on these findings and conclusions. Hospital profitability is a sure trend that ought to be assessed by the responsible financial analysts. Assessing the facility’s profitability entails establishing its income-earning ability plus the ability to protract growth in the long-term and short-term periods (Evans, 2000). Solvency is also a trend that ought to be addressed by the hospital. Solvency is the hospital’s ability to fulfill commitments to creditors plus other variant third parties, both in the short and long-term periods. Another trend worth looking at is the liquidity aspect of the hospital. This is translates to the hospital’s capacity to maintain positive income flow, and meeting immediate obligations. Solvency and Liquidity will be derived from the entity’s balance sheet which will outline the financial state of the hospital from specific time point(s). Stability trend of the hospital ought to be drawn to portray the hospital’s capability to stay put in operation. Deriving the stability trend will unearth the hospital’s capability to remain fully functional without sustaining major losses when in full-swing operation. The hospital’s management ought to look at labor trends where forecasts on the labor needs and the anticipated production as pertains the expansion of the facility. Decrease or increase of production will translate to alterations on production-related costs and other variant support services (Evans, 2000). This is linked to administrative trends that have characterized the hospital’s management and operations. Administrative trends encompass issues such as

Interest Rate SWAPS Literature review Example | Topics and Well Written Essays - 2000 words

Interest Rate SWAPS - Literature review Example According to Pelsser (2000) the market related to derivative securities has been stated to be perceived similar to an insurance market in relation to the considered financial risks. The rapid rate of globalisation in terms of the capital markets has resulted in a significant rise in the level of volatility related to interest rate across the globe. Numerous companies displayed a preference in favour of purchasing insurance in opposition to the rising improbability and instability with regard to the market linked to interest rate. Owing to this particular rationale, the market related to interest rate derivatives witnessed a sharp rise and development during the past two decades (Crotty & North Carolina State University, 2006). It was stated by Whaley (2006) that interest rate derivatives are referred to those kind of derivatives which are supposed to make available the pay-offs that are ascertained by the way of alterations that takes place in the interest rates. The similar derivati ve products that were made use of with the intention to handle and deal with the risks related to foreign exchange were found to posses the competence of managing the risks related to interest rates as well (Kohn, 1990). The popular form of derivative product that was found to be used in this context was the interest rate swaps. ... The advantage of tailoring or modifying the risks associated with interest rates in accordance with the requirements of a particular risk manager was attributed to be the major cause behind its popularity. Interest rate swaps have been recognised to be the most extensively applied form of interest rate derivative (Grant & Marshall, 1997; Bodnar & et. al., 1995; Moffet & Karlsen, 1994). Interest rate swap has been stated to be quite an effectual instrument. It is competent of being structured at quite a decreased degree of cost and is also supposed to be less pricey in comparison to a fresh loan with a fixed rate (Schaeffer & Ludwig, 1993). According to Coyle (2001), the concept of interest rate swap is referred to the swap over of payment of interests based on a theoretical amount with regard to the principal. In such instances, one particular party is believed to disburse a preset interest rate with regard to the principal amount for the duration in relation to the swap. Similarly, the other involved party continues disbursing a floating interest rate which is attuned or rather periodically altered. The notion of interest rate has been explained as the sum of money or funds that is assured to be paid by a particular borrower to the concerned lender. The usage or the execution of an interest rate is learnt to be dependent on the degree of relative credit risk as it is believed that the more the expected degree of credit risk, the rate of interest that is assured by the specific borrower also soars and gets increased in relation to it. The interest rate swap is considered to be quite popular and has been stated to be amongst the chief