Educational Outline Program Essay Example | Topics and Well Written Essays - 1000 words

Educational Outline Program - Essay Example Therefore, the program aims to expand the available knowledge of the nurses and initiate them to regain critical skills competence (Hammer & Craig, 2008). Program description The program takes into account that these nurses have the fundamental knowledge on nursing theories (Liaw, Scherpbier, Klainin & Rethans, 2011). Unlike in the student-to-nurse transition receptor program, the nurses do not have critical uncertainty issues. Therefore, the role of the program is to help them re-enter into the career successfully and with minimum interruptions. The program brings the depth of caring and the nursing insight from their previous experiences in the healthcare environment. The program further familiarizes the refreshing nurses with the new technology in use, the present management of the medical and surgical conditions and other evidence based improvements within the nursing care work. The refresher program will cater for a vast number of practitioners. It addresses areas that concern s everal groups of nursing personnel. Therefore, it is applicable for the following people; the first is all inactive registered nurses. Secondly, it caters for the foreign nurses who are getting ready for license exams in the country and advanced practice nurses who are reentering the workforce. It also caters for nurses who are changing specialties from a department to another, administrators and other nurse leaders who wish to update their clinical knowledge. It is an extensive program, whose implementation will assist many people and improve the healthcare service in the hospitals. Anticipatory set The setting of the course outline requires that the nurse taking the refresher program complete theory-sitting classes. The program also has incorporated practical hours in which the nurse... This paper approves that the program has objectives that it aims to achieve at the end of the training session. The program aims to ensure that upon completing the whole course of refreshing, the nurse can practice safely and consequently be competent enough to handle and maintain critical care units such as the Intensive Care Unit without challenges. This program is not for new entries into the practice, but rather people who practiced and left for some period. Therefore, the learning objective hopes to instill a problem solving strategy within the nurses so they can provide care within a wide range of the patient population. Lastly, the third objective of the learning process in this refresher course is to grow critical skills that use evidence based approach in assessing and managing the patients. The program further familiarizes the refreshing nurses with the new technology in use, the present management of the medical and surgical conditions and other evidence based improvements within the nursing care work. The refresher program will cater for a vast number of practitioners. It addresses areas that concern several groups of nursing personnel. This essay makes a conclusion that the nursing profession is quite competitive. Similarly, the expectations on the nurses are remarkably high. Therefore, with this practical refresher course program for nurses, the local hospitals, as well as, the health care sector will manage the wide gap of nursing personnel shortage. This refresher program offers the opportunity to former practicing nurses to become useful in their area of profession.

Research, Writing, and Rhetoric Research Paper Example | Topics and Well Written Essays - 500 words - 1

, Writing, and Rhetoric - Research Paper Example An experiment conducted by Stanley Migram proved the notion that what is considered ordinary, normal, stable, and decent people who got considered as non-violent or non-radical in their behavior could and did certain irrational actions under certain conditions (Fiske, Gilbert & Lindzey 1172). This experiment proved that situation over individual traits had more of a determining factor on human action. The experiment got designed to test if people were more submissive to obedience as a result of an authoritative power. The experiment demonstrated the dangers of obedience. It determined that situational variables provide a stronger sway on determining obedience than personality factors. Milgram showed that honest, decent and rational people could commit atrocities when caused to do so by an authoritative power. Well behaved people could not refrain from committing atrocities because of the situation or role they got asked to perform by a higher authority. Experiments conducted by Solomon Asch also showed that situations have more influence on human behavior than character or personality (Fiske, Gilbert & Lindzey 1172). Asch showed that a majority of people want to fit in than they desire to do the right thing. Asch through his experiments showed that people would do the wrong thing even if it means that they get hurt. People are afraid to undertake personal decisions and are quick to lay blame on circumstances rather than their personal flaws when things go wrong. Asch’s experiments show how an individual’s opinions get influenced by the decisions of a majority. His experiments demonstrated the power of social pressure. When people believe that the majority is right and they do not want to be seen as opposing to them, they are likely to agree with their decisions even if they are wrong. Here, the person overlooks his or her personal traits to appease the views of a majority even if they are wrong. Asch’s tests we re a further

Coca-Cola Amatil Limited Management

Coca-Cola Amatil Limited Management Introduction The soft drink manufacturing industry is one of the largest industries around the globe. In Australia, it is one of the greatest revenue generators, estimated at $4bn as of 2016 according to the ibisworld.com 2016 report (IBISWorld.com, 2016 P. 1). The major players in the industry in Australia are Coca-Cola Amatil Limited and Asahi Holdings. The aim of this paper is to analyze and evaluate the performance of Coca-Cola Amatil Limited by first looking at the overview of the company itself. Overview of the Company Management and directors of the company The management of Coca-Cola Amatil Limited comprises of the Board of Directors and the group leadership team. The Chief Executive Officer, officially known as the group managing director, Ms. Alison Watkins (CCA, P.1) is both on the board of directors and the leadership team. The board of directors comprises of the Chairman, Mr. David Gonski, and the CEO (CCA, P. 1). The Chairman is a non-executive director. The other non-executive directors include the following: Ilana Atlas, Non-Executive Director (Independent) John Borghetti, Non-Executive Director (Independent) Anthony (Tony) Froggatt, Non-Executive Director (Independent) Martin Jansen, Non-Executive Director Mark Johnson, Non-Executive Director (Independent) Wal King, AO Non-Executive Director (Independent) David Meiklejohn, AM Non-Executive Director (Independent) Catherine Brenner, Non-Executive Director Paul OSullivan, Non-Executive Director (Independent) Krishnakumar Thirumalai, Non-Executive Director (Nominee of TCCC) (CCM, 2016) The management team consists of the Group managing director, Ms. Alison Watkins, and the following: Mr. Reg Weine, Managing Director SPC Mr. Barry OConnell, Managing Director, Australian Beverages Mr. Kadir Gunduz, Managing Director, Indonesia PNG Mr. Shane Richardson, Managing Director, Alcohol Coffee Mr. Chris Litchfield, Managing Director, New Zealand Fiji Ms. Libbi Wilson, Group Human Resources Director Ms. Betty Iyanoff, Group General Counsel Ms. Katie Newton-John, Joint Company Secretary Mr. James Lane, Sales Director Ms. Liz McNamara, Group Head of Public Affairs and Communications Mr. Simon Edgar, Director Marketing, and Strategy Mr. Chris Sullivan, Chief Procurement Officer Mr. Warwick Hutton, Chief Information Officer Mr. Andrew Wilson, General Manager-Strategy, Planning Innovation Mr. Davis Akers, Head of Investor Relations Ms. Kate Mason, Chief Transformation Officer (ibisworld.com, 2016) Major shareholders (holding at least 5% of shares) Coca-Cola Amatil Limited is a public limited company in Australia (IBISWorld.com, 2016 P. 1).   According to IBISWorld.com, (2016), the major shareholders are the following: Coca-Cola Holdings Ltd of the United States of America, with a percentage shareholding of 29.21 HSBC Custody Nominees Limited (Australia) with a share of 18.65% JP Morgan Nominees Australia Limited with 10.05% shareholding National Nominees Limited (Australia) with 8.54% shareholding Citicorp Nominees Pty Limited with 5.93% shareholding. Compensation of Directors and Top Executives The company has a remuneration committee that is responsible for setting out the remuneration of all employees. The committee has set favourable compensation incentive plans that are performance based; a key management who performs better is likely to earn more on top of the fixed remuneration. According to the CCA Annual Report (2015, P. 62), the compensation of key management personnel was as follows; A.M. Watkins, the Group Managing Director, had a fixed compensation which included Salary and leaves entitlements amounting to $2,263,266, non-monetary benefits of $450, superannuation of base salary of $19,046 and another amount of $7,720. The manager was also able to take at-risk performance related compensation which amounted to $1,564,500 (Coca-Cola Amatil Annual Report, 2015, P. 62). The Group Chief Financial Officer, Mr. M.J. Robert had a fixed salary of $1,810,083 and non-monetary benefits of $258. He also received a superannuation of base salary amounting to $9,654 (CCA Annual Report, 2015, P. 62). He was also entitled to at-risk performance-related compensation of $267,027 (CCA Annual Report, 2015, P. 62). The Group Human Resources Director, E.C Wilson, was entitled to a fixed salary of $620,987 and non-monetary benefits of $36,562 (CCA Annual Report, 2015, P. 62). The Managing Director of Indonesia PNG was entitled to a fixed salary of $719,674 and non-monetary benefits of $432,970, and a risk allowance of $ 371, 626 (CCA Annual Report, 2015, P. 62). The managing director of New Zealand and Fiji was entitled to a fixed salary of $341, 440 and non-monetary benefits of $5,254 with risk allowance of $316,269 (CCA Annual Report, 2015, P. 62). The managing director of Australian Beverages, on the other hand, was entitled to a fixed salary of $939,462 and non-monetary benefits of $118,222 with a risk allowance of $491,447 (CCA Annual Report, 2015, P. 62). Key performance Indicators (accounting and market) Coca-Cola Amatil Limited, being the largest company in the Asia Pacific in the soft drinks industry, has several key performance indicators which serve as the basis for its business decisions. According to ibisworld.com (2016), the Accounting Key Performance Indicators include: The Return on Revenue percentage Percentage Return on Shareholders Funds Percentage Return on Assets Percentage Profit Margin The Revenue per Employee The Net Profit after Tax (NPAT) per Employee The percentage Effective Tax Rate The Percentage Gearing The Interest Cover The Current Ratio The Dividends paid per Share The Marketing Key Performance Indicators are: The percentage change of Total Revenue Growth The percentage change in Sales Revenue Growth The Percentage change in Total Assets The percentage change in the Net Profit After Tax The percentage change in Earnings Before Interest, Tax, Depreciation and Amortization (EBITDA) The percentage change in Shareholders Funds Evaluation of the performance of Coca-Cola Amatil Limited Coca-Cola Amatil Limited is one of the major players in the Soft Drink Manufacturing Industry in Australia. The industrys retail market has been hit by changing customer preferences of soft drink which has led to a significant drop in revenue. However, the growth in popularity of energy and sports drinks has spearheaded the growth of the industry. According to IBISWorld.com (2016), the industry revenue has been projected to increase at an annual rate of 2.4% for the next five years through 2015-2016. In Australia, the company is ranked position 72 in the top 2000 companies. The primary source of income of the company is from the manufacture of beverage and tobacco in the Australia industry. According to ibisworld.com (2016), Coca-Cola Amatil Limited is reported to have generated total revenue of $5.253 billion in the year ending 2016. The company operates in two groups namely: Non-Alcoholic beverages, and Alcoholic, Food, and Services. Under the Non-Alcoholic Beverage segment, the company manufactures and distributes the Coca-Cola licensed products in five Asia Pacific countries which are Australia, New Zealand, Fiji, Papua New Guinea and Indonesia (IBISWorld.com, 2016). For the purpose of evaluation, the report will cover the various segments in which Coca-Cola Amatil Limited operates. Spirit Manufacturing in Australia In 2007, CCA started to venture into the alcoholic beverage market after signing a 10 year deal with Beam Global Spirits and Wines Inc and executing it as a joint venture with SABMiller (IBISWorld.com, 2016). As of 2016, the number of companies in the industry is 71 with a turnover growth rate of 1.31 and a size of $1.7831 billion (IBISWorld.com, 2016). Coca-Cola Amatil Limited has an estimated market share of 15.3% in this industry (IBISWorld.com, 2016). Over the past five years, from 2012 to 2017, CCAs alcoholic segment has been performing well despite a reduced consumption which has slowed growth rate. According to IBISWorld.com (2016), CCAs revenue in this industry is expected to increase at an annual rate of 3.3% through December 2017. The primary competitors are Diageo Australia Limited and Asahi Holdings (Australia) Pty Limited. Diageo and Asahi Holdings have market shares of 23.6% and 12.3% respectively, implying that Diageo is the market leader followed by CCA. Fruit and Vegetable Processing in Australia The company ventures in the fruit and vegetable processing through its subsidiary company called SPC Ardmona (IBISWorld.com, 2016). The subsidiary processes a broad range of fruits and vegetable products for sale in various retail stores. The companys performance in this segment has been hampered by cheap imports from South Africa and Italy (IBISWorld.com, 2016). There has also been a competition between the major supermarkets such as Woolworths and Coles, which has also led to the reduction in prices of the products. The industry size is estimated to be $5.8864 billion with a turnover growth rate of 0.29. CCA has a market share of 5.7%. Other players in the Industry are Simplot Australia Pty Limited and Heinz Watties Pty Limited with market shares of 8.1% and 6.6% respectively (IBISWorld.com, 2016). Coca-Cola Amatil has been struggling to cope with the competition over the past five years. Generally, it has been underperforming due to oversupply from cheap imports. Extreme weather has also affected the company since it has reduced fresh produce.   In 2013, the total revenue was 319.8, up from 317.2 in 2012. There was also an increase in 2014, but the revenue decreased in 2015 which was recorded to be 319.6 down from 328.1 in 2014. The revenue in 2016 rose to 332.4. Soft Drink Manufacturing Coca-Cola Amatil boasts being the largest soft drink manufacturer in Australia with a market share of 53.8% (ibisworld.com, 2016).   Its rival, Asahi Holdings Pty Limited has a market share of 24.9%. Historically, the performance of CCA has been strong. However, high competition and shift of customers preference of soft drinks due to health concerns have significantly affected the revenue.   Despite being the market leader in the industry, CCA has been underperforming over the last five years. The companys revenue has been falling due to pressures from competitors and marketing costs. According to IBISWorld report (2016), the revenue increased between 2011 and 2012. From 2012 to 2016, the profits have sharply decreased. Overall Company Performance In overall, CCA has been performing relatively well considering the fact that its main business segment has the highest market share in Australia. Sales Revenue According to Saunders Cornett (2014), sales revenue refers to the net income from the sales of goods or services after all the costs have been subtracted. Over the last five years, CCA has been recording an unstable growth in sales revenue. As at December 2012, the sales revenue was $5,097,400. This was followed by a drop in 2013 which recorded sales revenue of $5,036,400, a growth rate of -1.2%. In 2014, the sales revenue grew at a rate of -1.9% to $4,942,800. This was the lowest figure in the span of five years. In 2015, CCA did a lot to achieve high sales revenue of %5,093,600,000 which is equivalent to a growth rate of 3.1%. In 2016, the sales revenue changed positively at a rate of 1.1% to record a figure of $5,150,800,000 (ibisworld.com, 2016). Although the sales growth rate seems to be staggering, the average growth of sales revenue from 2011 to 2016 is 1.4%. Total Revenue Saunders Cornett (2014) define total revenue as the income of a company from all sources, including the sales revenue, in a given period. The figure includes the sales revenue and revenue from other sources. Just like the sales revenue, CCA has had unstable total revenue since 2012. The company recorded $5.175 billion of total revenue in 2012 (ibisworld.com, 2016). In 2013, the total revenue dropped by 1.1% to record $5.1199 billion (ibisworld.com, 2016). In the following year, a further decline in total revenue was also realized, at a staggering figure of $5.0341 billion, which was a drop by 1.7% (ibisworld.com, 2016).   In 2015, CCAs total revenue increased at a rate of 3% to become $5.1869 billion by the end of the year (ibisworld.com, 2016). By the end of 2016, the total revenue was recorded as $5.2532 billion, which was an increase of 1.3% from the previous year. On average, the percentage change in growth rate since 2011 is 1.5%, implying that the company is on the righ t track. However, comparing to the average growth rate in the industry which was 2.36% in 2016, the company has been underperforming. Net Profit after Tax (NPAT) Net Profit after Tax (NPAT) is the amount of money a company earns after all its expenses (Saunders Cornett, 2014). Coca-Cola Amatil Limited has been hit by fluctuations in profits, and its profits have generally been decreasing sharply from 2012 to date. In 2012, the net profit after tax was $457.8 million. This was followed by a sharp decrease in 2013, which was $79.9 million, which is a percentage decrease of 82.5% (ibisworld.com, 2016). In 2014, the profits increased more than twice and reached $272.1 million, which is 240.6% growth. The profits grew further by 44.6% in 2015 but, as of 2016 December, the profit was $246.1 million as opposed to $393.4 million in 2015, which was a decrease of 37.4% (ibisworld.com, 2016). On average, CCA has not been doing well regarding profits. Its average change in NPAT is -16.1%. As of December 2016, the industry average NPAT was 4.99%, implying that CCA has been performing poorly. Return on Revenue (ROR) To understand the profitability of CCA, it is essential to look at the change in ROR. In 2012, the change in ROR was 8.9% (ibisworld.com, 2016). In 2013, 2014, 2015 and 2016, the ROR was 1.6%, 5.4%, 7.6% and 4.7% respectively (IBISWorld.com, 2016). This implies that the company was more profitable in 2012 and 2015 compared to the rest of the years. Return on Assets (ROA) The ROA measures the profitability of a company in relation to its assets. CCA has been doing well since it has been recording a positive ROA since 2012. Coca-Cola Amatil Limited management team can be said to be efficient in utilizing assets to generate revenue. From 2012 to 2016, the Return on Assets is 6.8%, 1.2%, 4.5%, 5.9%, and 3.8% respectively. The average ROA in the industry as at 2016 was 1.9% compared to CCAs 3.8% (IBISWorld.com, 2016). The company has, therefore, been performing well in the industry. Question 2 Robert Alba just won the state lottery. He has been given the option of receiving either  $62.9 million today or $5 million a year for the next 35 years, with the first payment paid  today. Discuss the process that Robert should use to determine which payment option he  prefers. Ignore all taxes and assume that Jesse will live for at least 40 more years Solution To determine the best option, we need to determine the present value the Annuity due of for the given cash flows since the payment in the second option is going to be made at the beginning of the period. Present value or the discounted value refers to the current worth of the given amount of money or the stream of cash flow that is going to be received in future at a particular rate of return (Brealey, Myers, Allen, and Mohanty, 2012). The present value is usually less than the future value due to the time value of money characteristic, which states that money will always earn an interest; therefore, a dollar today is more than a dollar tomorrow. The formula is as follow; (Brealey, Myers, Allen, and Mohanty, 2012) Where C=the cash given per period i = rate of interest n= the number of payments In this case, the present value of $62.9 million today is $62.9 million. Robert Alba should determine the present value of the cumulative cash flows of $5 million per year for 35 years.   The best option would be that with the highest present value. Using the formula above, the present value for option B will be as follow; Assuming a uniform interest rate of 10%, $53.04 million is less than $62.9 million; therefore, Robert Alba should choose option A, i.e. to receive the payment of $62.9 million now. List References Brealey, R.A., Myers, S.C., Allen, F. and Mohanty, P., 2012. Principles of corporate finance. Tata McGraw-Hill Education. CCA Annual Report, 2015. Real Possibilities Real Progress-2015 Annual Report. Accessed on https://www.ccamatil.com/-/media/Cca/Corporate/Files/Annual-Reports/2015/CCA166-CCA-Annual-Report-2015-WEB_final.ashx CCA, n.d. Coca-Cola Amatil Limited. Accessed on https://www.ccamatil.com IBISWorld.com, 2016. IBISWorld Company Premium Report: Coca-Cola Amatil Limited. Balance Date: 2016 Saunders, A. and Cornett, M.M., 2014. Financial institutions management. McGraw-Hill Education.

The Overuse of Antibiotics :: Medicine Health Persuasive Essays

Thesis: With the advent of antibiotics in 1929 Fleming said, "The time may come when penicillin can be bought by anyone in the shops.Then there is the danger that the ignorant man may easily underdose himself and by exposing his microbes to non-lethal quantities of the drug make them resistant."With the overuse of antibiotics today we have seen this very idea come to be.Over usage is caused most prevalently by a lack of education on the part of the patient.Thus stated, the way to overcome such a circumstance is to educate, not only the patient but also the physician. Generally in life, an overabundance of anything is thought of as a blessing.For instance, most people would say that there is no point where someone has too much money, or too much time; however, having and using too many antibiotics can be a problem.With the advent of antibiotics in 1929 Fleming warned that, "The time may come when penicillin can be bought by anyone in the shops.Then there is the danger that the ignorant man may easily underdose himself and by exposing his microbes to non-lethal quantities of the drug make them resistant."[1]Following with Fleming's words antibiotics need to be prescribed in a judicious fashion, not of one with a careless action, "one third of the 150 million outpatient prescriptions are unnecessary."[2]With the overuse of antibiotics today we have seen this very idea come to be.Over usage is caused most prevalently by a lack of education on the part of the patient.Thus stated, the way to overcome such a circumstance is to educate, not only the phys ician but also the patient. Alexander Fleming started the history of antibiotics in the 1920's with his discovery of penicillin.When penicillin was first discovered and used widely, it was touted as a wonder drug, and consequently was used as one.Though not necessarily harmful to the patient penicillin was used for much more infections than it was able to combat.Today the same practice is observed in the medical profession, however at this point it is due more to the detriment of an uneducated public.Studies have been carried out that show the huge over usage of antibiotics.In the seventies Soyka et al, concluded, "60% of physicians surveyed gave antibiotics for the treatment of the common cold."[3], and by common knowledge the common cold is a virus, something that cannot be treated by an antibiotic.Nyquist

Old Joe Case Report

In the spring of 2012, our management group, group 7, was assigned to take over a business as top level management. With the only guideline of creating a drastically more capable and profitable organization within a year, we had a lot of work ahead. The business belonged to Old Joe, an absolute genius engineer who was lacking in business management skills, Fred, a failed engineer with underlying personal issues resulting in counterproductive activity, and Netty, Old Joe’s wife. This division of the business specializes in the creation of medical products, and has customers globally.The backwards situation the business was in cannot be overstated. There was a huge set of order back logs, quality problems, inventory issues, social and culture problems within the company, and several others. With the business in such a dire state, we began our work. Organization Chart Opening Day Q1 * Establish Positions as boss by doing 2 things: * Introduce ourselves to all the current managers * Sending out a warning shot by giving the managers a one hour time frame to try and settle their differences. * This will make it clear to the managers that henceforth there will be no tolerance for social bickering. Begin working on the delinquent backorders worth roughly $16million. By the end of quarter one, at least 70% of the orders will be complete. A lot of overtime is going to be required for this to happen. This will address problem #3. * Fire Yolanda. She is simply terrible. This will address problem #10. * Demand that Bob apply himself better for job related issues. However, knowing that he is going to strive to work against the company goals, the extraction of information from Bob will be the goal. Once this is done, Bob will also be fired, which is roughly after 40 days.Promote a well qualified worker to bobs position * Hire a new Human Resources Manager (HRM) to replace Yolanda. The new HRM, Jenny, will be given 2-3 weeks to settle in, and get to know what the state of the company is, and what is required on his part. * We need to start on the paycheck errors right away. Unfortunately, we don’t believe we have the time to fix the problem all together, but we can reduce the amount of errors. We need to reduce the 3 way to â€Å"punch in† into one single method. We feel that written time cards would be the best way for now. It is quick and can be managed quite easily.We need to have the person fill out their time card which must be legible. If the time card is not legible, then the employee doesn’t get paid for that week until they can prove they worked those hours. The time card must be then signed and reviewed by a supervisor to make sure there are no errors on it. We can then hold the employee and the supervisor accountable for any errors that occur. This can even go through the new HR if problems still occur. This will address problem #15. * We need to have Ed work closely with the new HR that we hired to keep the paychec k errors under control.We are in a position where we need to first minimize the problem, until we have the time and resource to completely fix it. This will address problem #15. * Fred gets put on tight leash right away and given no leeway. His job will be laid out for him step by step and to ensure he is doing his job, we would keep up to date on his problems. Fred will have to answer forecasts directly to us and he will not be allowed on the production floor. That way he won’t be down yelling at people and he’ll be more focused on his job. Fred is high in the company and should know how to do his job even though he is not trained for his position.We will keep tabs on Fred ourselves and give him no leeway. I expect him to be a big part of this company getting back on track and his forecasting will help immensely. This will let him know he’s on thin ice and make him work harder. He should know how to make a sales forecast so we will push him for better work for now but he will be terminated if he does not shape up. This will address problem #24. * With Bob gone, issues will eventually be solved. Have Ed put aside issues with Harry for working purposes. With bob fired the problems between Ed and Harry will lessen.We need to call them into office together and talk to them face to face. Tell them each that work is work and differences need to be settled. Let them talk out whatever problems they have right then and there because when they leave our office it will be settled. With them working together more efficiently, quality checks will occur and the right products will be made and be made right. – This will address problem #1. * Ed will also start to documenting processes on how to make products in a detailed step by step fashion as they are needed by company.We want to limit the steps of a process to as simple as 20 steps or under. * All manuals will be step by step detailed processes but easy to follow. Everything will be laid out for laborers. This will address problem #11. * For the labor grievances, we think that after firing Bob and Yolanda, we should select the 10 most pressing grievances from the stack of 450, and tell the Union we will be willing to discuss only those grievances in full. This will address problem #16. * If they do not to budge, continue to press the issue calmly and ask them whether it is not reasonable to do this.Arbitration for those 10 will remain on the table if no median can be reached. This will address problem #16. * Priorities related to the accounts payable and accounts receivable issue: * As we have stated in the outline and using some of the ideas discussed in class we must empower Donna to contact customers and tell them we need to get their invoices and payments into us sooner, preferably in a period of about 30-35 days. This process will occur over all periods until we decrease it until our target time. This will address problem #13. Slow down the account payables rate by several days with better accuracy of the materials and services traced to the specific accounts. This is a continuous process and will be performed throughout all quarters. We will achieve this by having Donna call our suppliers and telling them we will now pay according to normal business schedules. This will address problem #14. * Work on fencing off inventory room, with only one entrance and have personnel in supply room to check everything going in and out. Fix supply room and make it so it is flowing.No dead ends, color coordinate, One entrance, useful products stay lower on shelves and more convenient to get. Products that are not used at much can stay higher up or farther back in stock room. – This will address problem #9. * Harry will be asked to implement some quality measures, Total Quality Management, Quality at the Source, implementing some better use of preventative costs among other things could be used after he helps to implement and empower the proper workers in the quality department. Value-added measurements should also be implemented in the quality metrics so that waste can be eliminated.Also it is imperative to document all processes throughout the plant. This is a continuous effort, and will not end as long as the company is in business. This will address problem #1. * As for future hires, Harry would be best to implement organized training procedures while the new head of HR grows accustomed to company procedures and requirements.. He will work with the new HR manager to give orientations of what the company is about and what is expected by us, the customers, and the company. Harry will also create metrics for determining what qualities are expected from future employees.This will address problem #1. Metrics Ending Q1 Time by Quarter (x) No. of Grievances (y) Time by Quarter (x) Percentage of Employees Exposed to Orientation (y) Time by Quarter (x) Order Backlog Remaining in Dollar Value in millions (y) Time by Quarter (x) Invento ry Accuracy Percentage (y) Time by Quarter (x) Payroll Errors / week (y) Time by Quarter (x) AP / AR Days (y) Time by Quarter (x) Percentage of Process Documentation (y) Time by Quarter (x) R&D projects incomplete / ongoing from Q1 (y) Organization Chart End Q1 Q2 * By Q2, we as the new bosses need to be the bottleneck for the company.Everything that goes through Howard needs to be prioritized by us until the company gets back up to par with all the back orders and other issues that it’s dealing with. * Howard needs to start documenting all the current information and putting it into a computer system that can be accessed by different department supervisors across the company. This will eliminate any mistakes that could possibly occur with the handwritten process that is currently in place. * Request that Harry and Ivan work together to develop metrics in qualifying suppliers- This will address problem #23. As we have stated in the outline and using some of the ideas discusse d in class, we must empower Donna to contact customers and tell them we need to get their invoices and payments into us sooner, preferably in a period of about 30-35 days. This process will occur over all periods. * Slow down the account payables rate by several days with better accuracy of the materials and services traced to the specific accounts. This is a continuous process and will be performed throughout all quarters. Have Donna call suppliers to slow notify them we are slowing the process in advance. This will address problem #14. Harry should then focus on the supplier metrics with Ivan and develop a scorecard. The scorecard should include total costs of ownership measures-from order to disposal-, delivery time from suppliers, and a more subjective measure of sorts on how integrated the supplier is in the process. Have these systems up and running by the end of quarter 2. This will address problem #1. * Harry will implement some quality measures, Total Quality Management, Qu ality at the Source, implementing some better use of preventative costs among other things could be used after he helps to implement and empower the proper workers in the quality department.Value-added measurements should also be implemented in the quality metrics so that waste can be eliminated. Also it is imperative to document all processes throughout the plant. Instantly and continuous. This will address problem #1. Metrics Ending Q2 Time by Quarter (x) Inventory Accuracy Percentage (y) Time by Quarter (x) Payroll Errors / week (y) Time by Quarter (x) Order Backlog Remaining in Dollar Value in millions (y) Time by Quarter (x) AP / AR Days (y) Time by Quarter (x) R&D projects incomplete / ongoing from Q1 (y) Time by Quarter (x) Percentage of Process Documentation (y)Organization Chart Ending Q2 Q3 * In Q3, train Howard to what the company needs most that way he can have an understanding of what the company needs first which will allow for us to be taken out of the picture, thus e liminating the bottleneck for this department of the company. * Howard needs to set up a communication system such as email for many of the supervisors or managers of the company which will greatly increase communication within the departments. This could have a significant effect on sale and engineering which would lead to new products being developed or at least thought about. Once the errors have been minimized, we can then work with Howard to install a way for the employee to punch in using a computer that can only be accessed by management. With this process in place, there will be no errors with the paychecks, freeing up time for everyone for not having to deal with these problems anymore. * As we have stated in the outline and using some of the ideas discussed in class, we must empower Donna to contact customers and tell them we need to get their invoices and payments into us sooner, preferably in a period of about 30-35 days.This process will occur over all periods. This wil l address problem #13. * Metrics for the company’s performance should be created last, only because we need to wait for the actions to be taken, and should include financial measures including gross profit, value-added measurements on the whole process, cycle counting. This way we can find what process are waste and unnecessary, and perhaps some ROI on the new investments made in R&D to potentially expand product lines and fortify their complementary products. This will address problem #1. * Physical inventory count will start. 3 day weekend, overtime will be handed out to those who come help with the count) * Two people will be hired for cycle counting after the physical inventory count has been completed. Katt and Ivan will be working together, utilizing the cycle counting as a form of checks and balances to ensure that the purchases do not step out of line with the predictions. This will address problem #9. Metrics Ending Q3 Time by Quarter (x) Payroll Errors / week (y) Ti me by Quarter (x) Inventory Accuracy Percentage (y) Time by Quarter (x) AP / AR Days (y) Time by Quarter (x) R&D projects incomplete / ongoing from Q1 (y)Time by Quarter (x) Percentage of Process Documentation (y) Organization Chart Ending Q3 Q4 * At this point, the company should be running fairly smoothly. Majority if not all of the problems would have been solved. The company will focus more on R&D at this point in order to increase profitability in the future. Metrics will play a large role in quality management of both processes and employees. Metrics Ending Q4 Time by Quarter (x) Inventory Accuracy Percentage (y) Time by Quarter (x) AP / AR Days (y) Time by Quarter (x) Percentage of Process Documentation (y) Organization Chart Ending Q4

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