Blog

Learning Outcomes: • To designing profitable services that provide high level of

Learning Outcomes:
• To designing profitable services that provide high level of quality to satisfy business needs.
• To ensure that the services delivered are reasonable and relevant to the customers.
• To gain an understanding of the business rules and ensure if the results are in alignment with the organizational goals.
Go through the given case scenario
‘There must be a better way of running this place!’ said Dean Hammond, recently recruited General Manager of Boys and Boden, as he finished a somewhat stressful conversation with a complaining customer, a large and loyal local building contractor. ‘We had six weeks to make their special staircase, and we are still late! I’ll have to persuade one of the joiners to work overtime this weekend to get everything ready for Monday. We never seem to get complaints about quality, as our men always do an excellent job … but there is usually a big backlog of work, and something always gets finished late, so how should we set priorities? We could do the most profitable work first, or the work for our biggest customers, or the jobs which are most behind on. In practice, we try to satisfy everyone as best we can, but inevitably someone’s order will be late. In theory, each job should be quite profitable, since we build into the price a big allowance for waste, and for timber defects. And we know the work content of almost any task we would have to do; this is the basis of our estimating system. But, overall, the department is disappointingly unprofitable, and most problems seem to end up with a higher-than-anticipated cost, and with late deliveries!’
Boys and Boden was a small, successful, privately-owned timber and building materials merchant based in a small town. Over the years it had established a large Joinery Department, which made doors, windows, staircases and other timber products, all to the exact special requirements of the customers, mostly comprising numerous local and regional builders. In addition, the joiners would cut and prepare special orders of timber, such as non-standard sections and special profiles, including old designs of skirting board, sometimes at very short notice, and often even while the customers waited. Typically, for larger joinery items, the customer provided simple dimensioned sketches of the required products. These were then passed to the central Estimating and Quotations Department which, in conjunction with the Joinery Manager, calculated costs and prepared a written quotation, which was faxed or posted to the customer. This first stage was normally completed within two or three days, but on occasions could take a week or more. On receipt of an order, the original sketches and estimating details were passed back to the Joinery Manager, who roughly scheduled them into his manufacturing plan, allocating them to individual craftsmen as each became available. Most of the joiners were capable of making any product, and enjoyed the wide variety of challenging work. The Joinery Department appeared congested and somewhat untidy, but everyone believed that this was acceptable and normal for job shops, since there was no single flow route for materials. Whatever the design of the item being made, it was normal for the joiner to select the required bulk timber from the storage building across the yard. This roughly-sawn timber was then prepared using a planer-thicknesser machine which gave it smooth, parallel surfaces. After that, the joiners would use a variety of processes, depending on product. The timber could be machined into different cross-sectional shapes, cut into component lengths using a radial arm saw, joints were formed by hand tools, or using a morticing machine, and so on. Finally the products would be glued and assembled with screws and nails, sanded smooth by hand or by machine, and treated with preservatives, stains or varnishes if required. All the large and more expensive floor-standing machines were grouped together by type (for example, saws) or were single pieces of equipment shared by all 10 joiners. Every joiner also owned a complete set of hand tools which they guarded and cared for with pride. Dean described what one might observe on a random visit to the Joinery Department: ‘One or two long staircases partly assembled, and crossing several work areas; large door frames on trestles being assembled; stacks of window components for a large contract being prepared and jointed, and so on. Offcuts and wood shavings are scattered around the work area, but are periodically cleared when they get in the way or form a hazard. The joiners try to fit in with each other over the use of machinery, so are often working on several, part-finished items at once. Varnishing or staining has to be done when it’s quiet, for example towards the end of the working day or at weekends, or even outside, to avoid sawdust contamination. Long offcuts are stacked around the workshop, to be used up on any future occasion when these lengths or sections are required. However, it is often easier to take a new length of timber for each job, so the offcuts do tend to build up over time. Unfortunately, everything I have described is getting worse as we get busier … our sales are increasing so the system is getting more congested. The joiners are almost climbing over each other to complete their work. Unfortunately, despite having more orders, the department has remained stubbornly unprofitable! ’Whilst analysing in detail the lack of profit, we were horrified to find that, for the majority of orders, the actual times booked by the joiners exceeded the estimated times by up to 50 per cent. Sometimes this was clearly attributable to the inexperience of newly employed joiners. Although fully trained and qualified, they might lack the experience needed to complete a complex job in the time an Estimator would expect; but there had been no feedback of this to the individual. We then put one of these men on doors only; having overcome his initial reluctance, he has become an enthusiastic “door expert” and gets closely involved in quotations too, so now he always does his work within the time estimates! However, the main time losses were found to be the result of general delays caused by congestion, interference, double-handling, and rework to rectify in-process damage. Moreover, we found that a joiner walked an average of nearly 5 km a day, usually carrying around heavy bits of wood. ‘When I did my operations management course on my MBA, the professor described the application of cellular manufacturing and JIT. From what I can remember, the idea seems to be to get better flow, reducing the times and distances in the process, and thus achieving quicker throughput times. That is just what we needed, but these concepts were explained in the context of high-volume, repetitive production of bicycles, whereas all the products we make are one-offs. However, although we do make a lot of different staircases, they all use roughly the same process steps: 1 Cutting timber to width and length
2 Sanding 3 Machining
4 Tenoning 5 Manual assembly (glue and wedges)
‘We have a lot of unused factory floor space, so it would be relatively easy to set up a self-contained staircase cell. There is a huge demand for specially-made stairs in this region, but also a lot of competing small joinery businesses with low overheads, which can beat us on price and lead-time. So we go to a lot of trouble quoting for stairs, but only win about 20 per cent of the business. If we could get the cell idea to work, we should be more competitive on price and delivery, hence winning more orders. At least that is the theory. I know we will need a lot more volume to justify establishing the cell, so it’s really a case of whether to construct a cell in anticipation of higher demand, or to try to win more business first. To do the latter, we would have to reduce our selling prices and lead-times, and then allocate more joiners to complete the higher volumes of orders until we had enough work to set up the cell. I personally favour setting up the cell first so that we can have a “capacity leads demand” strategy.’ Questions 1. To what extent could (or should) Dean expect to apply the philosophies and techniques of JIT to the running of the staircase cell? (2.5 MM) 2. What are likely to be the main categories of costs and benefits in establishing the cell? Are there any non-financial benefits which should be taken into account? (2.5 MM)
3.How different would the cell work (job design) be to that in the main Joinery Department? (2.5 MM)
4. What risks are associated with Dean’s proposal?
(2.5 MM) Note:
• You must include at least 5 references.
• Format your references using APA style.
• Each answer must not be less than 300 words

Assignment Workload: • This Assignment comprises of a short Case. • Assignments

Assignment Workload:
• This Assignment comprises of a short Case.
• Assignments are to be submitted by each student individually.
Assignment Purposes/Learning Outcomes:
After completion of Assignment two students will be able to understand the following LO’s
LO3: To demonstrate a thorough understanding of HR Strategic planning which includes effective job analysis, recruitment, and selection strategies.
LO4: To have the ability to deliver and communicate HR policies messages in a coherent and professional manner.
Read the case given below and answer the questions:
Having done well as a staff accountant in the accounts payable section of a major industrial firm for several years since his graduation from college, Faisal felt that he had learned much about the “ins” and “outs” of survival in an intensely bureaucratic organization. It is thus not surprising that he was relaxed and unconcerned about his circumstances at the company as he entered the employee lounge to attend the late-afternoon welcoming reception for his new supervisor. The new manager of accounts payable, Amina, had been transferred to Faisal’s division from a similar position in another subsidiary of the company because of her proven talent for organizing and improving the efficiency of operations there. A no-nonsense type of manager, Amina was experienced and determined to perform her new assignment with the same vigour that had brought her so much success throughout her career. At the reception, Amina circulated through the room, introducing herself to her new subordinates and asking each of them if they had any suggestions that would help make the payables section a better place to work. When she approached Faisal, he told her about something that had been on his mind lately: that people seemed to him to gain promotions and be given opportunities to work overtime based on who liked them, and not on the quality of their work. In reply, Amina politely stated that she would do everything that she could to see that whatever it was he was referring to would have no place in the team she would lead. Upon his arrival at work the next day, Faisal received a phone call from Amina’s secretary asking that he meet with his new boss later that morning. He had barely entered her office for the meeting when she looked him straight in the eye and said, “I will not tolerate individuals in this organization who are not good team players. Yesterday afternoon you led me to believe that there are people in this office who are not acting in the best interests of the company, and I want to know who. I want you to tell me the names of the managers you were referring to note and keep me informed if you see anyone hurting this company, or I’ve got to think that maybe you are part of the problems around here.” Stunned by both the tone and content of her statement, Faisal quickly tried to think of a way to respond.
Questions
Q1. How should Faisal respond? Why? What assumptions form the basis for your decision? (2.5Marks)
Q2. What are the short- and long-term costs and benefits of each alternative for Faisal?(2.5Marks)
Q3. Do you think Amina is a good leader? If yes, then Why? (2.5Marks)
Q4. What would you do if you found yourself in a similar position at your job? (2.5Marks)
Answers:
1.

Please make sure the answers are 300 words each question and 5 references Go th

Please make sure the answers are 300 words each question and 5 references Go through the given case scenario
‘There must be a better way of running this place!’ said Dean Hammond, recently recruited General Manager of Boys and Boden, as he finished a somewhat stressful conversation with a complaining customer, a large and loyal local building contractor. ‘We had six weeks to make their special staircase, and we are still late! I’ll have to persuade one of the joiners to work overtime this weekend to get everything ready for Monday. We never seem to get complaints about quality, as our men always do an excellent job … but there is usually a big backlog of work, and something always gets finished late, so how should we set priorities? We could do the most profitable work first, or the work for our biggest customers, or the jobs which are most behind on. In practice, we try to satisfy everyone as best we can, but inevitably someone’s order will be late. In theory, each job should be quite profitable, since we build into the price a big allowance for waste, and for timber defects. And we know the work content of almost any task we would have to do; this is the basis of our estimating system. But, overall, the department is disappointingly unprofitable, and most problems seem to end up with a higher-than-anticipated cost, and with late deliveries!’
Boys and Boden was a small, successful, privately-owned timber and building materials merchant based in a small town. Over the years it had established a large Joinery Department, which made doors, windows, staircases and other timber products, all to the exact special requirements of the customers, mostly comprising numerous local and regional builders. In addition, the joiners would cut and prepare special orders of timber, such as non-standard sections and special profiles, including old designs of skirting board, sometimes at very short notice, and often even while the customers waited. Typically, for larger joinery items, the customer provided simple dimensioned sketches of the required products. These were then passed to the central Estimating and Quotations Department which, in conjunction with the Joinery Manager, calculated costs and prepared a written quotation, which was faxed or posted to the customer. This first stage was normally completed within two or three days, but on occasions could take a week or more. On receipt of an order, the original sketches and estimating details were passed back to the Joinery Manager, who roughly scheduled them into his manufacturing plan, allocating them to individual craftsmen as each became available. Most of the joiners were capable of making any product, and enjoyed the wide variety of challenging work. The Joinery Department appeared congested and somewhat untidy, but everyone believed that this was acceptable and normal for job shops, since there was no single flow route for materials. Whatever the design of the item being made, it was normal for the joiner to select the required bulk timber from the storage building across the yard. This roughly-sawn timber was then prepared using a planer-thicknesser machine which gave it smooth, parallel surfaces. After that, the joiners would use a variety of processes, depending on product. The timber could be machined into different cross-sectional shapes, cut into component lengths using a radial arm saw, joints were formed by hand tools, or using a morticing machine, and so on. Finally the products would be glued and assembled with screws and nails, sanded smooth by hand or by machine, and treated with preservatives, stains or varnishes if required. All the large and more expensive floor-standing machines were grouped together by type (for example, saws) or were single pieces of equipment shared by all 10 joiners. Every joiner also owned a complete set of hand tools which they guarded and cared for with pride. Dean described what one might observe on a random visit to the Joinery Department: ‘One or two long staircases partly assembled, and crossing several work areas; large door frames on trestles being assembled; stacks of window components for a large contract being prepared and jointed, and so on. Offcuts and wood shavings are scattered around the work area, but are periodically cleared when they get in the way or form a hazard. The joiners try to fit in with each other over the use of machinery, so are often working on several, part-finished items at once. Varnishing or staining has to be done when it’s quiet, for example towards the end of the working day or at weekends, or even outside, to avoid sawdust contamination. Long offcuts are stacked around the workshop, to be used up on any future occasion when these lengths or sections are required. However, it is often easier to take a new length of timber for each job, so the offcuts do tend to build up over time. Unfortunately, everything I have described is getting worse as we get busier … our sales are increasing so the system is getting more congested. The joiners are almost climbing over each other to complete their work. Unfortunately, despite having more orders, the department has remained stubbornly unprofitable! ’Whilst analysing in detail the lack of profit, we were horrified to find that, for the majority of orders, the actual times booked by the joiners exceeded the estimated times by up to 50 per cent. Sometimes this was clearly attributable to the inexperience of newly employed joiners. Although fully trained and qualified, they might lack the experience needed to complete a complex job in the time an Estimator would expect; but there had been no feedback of this to the individual. We then put one of these men on doors only; having overcome his initial reluctance, he has become an enthusiastic “door expert” and gets closely involved in quotations too, so now he always does his work within the time estimates! However, the main time losses were found to be the result of general delays caused by congestion, interference, double-handling, and rework to rectify in-process damage. Moreover, we found that a joiner walked an average of nearly 5 km a day, usually carrying around heavy bits of wood. ‘When I did my operations management course on my MBA, the professor described the application of cellular manufacturing and JIT. From what I can remember, the idea seems to be to get better flow, reducing the times and distances in the process, and thus achieving quicker throughput times. That is just what we needed, but these concepts were explained in the context of high-volume, repetitive production of bicycles, whereas all the products we make are one-offs. However, although we do make a lot of different staircases, they all use roughly the same process steps: 1 Cutting timber to width and length
2 Sanding 3 Machining
4 Tenoning 5 Manual assembly (glue and wedges)
‘We have a lot of unused factory floor space, so it would be relatively easy to set up a self-contained staircase cell. There is a huge demand for specially-made stairs in this region, but also a lot of competing small joinery businesses with low overheads, which can beat us on price and lead-time. So we go to a lot of trouble quoting for stairs, but only win about 20 per cent of the business. If we could get the cell idea to work, we should be more competitive on price and delivery, hence winning more orders. At least that is the theory. I know we will need a lot more volume to justify establishing the cell, so it’s really a case of whether to construct a cell in anticipation of higher demand, or to try to win more business first. To do the latter, we would have to reduce our selling prices and lead-times, and then allocate more joiners to complete the higher volumes of orders until we had enough work to set up the cell. I personally favour setting up the cell first so that we can have a “capacity leads demand” strategy.’

What role does your facility play in keeping people healthy? Would the Health Le

What role does your facility play in keeping people healthy? Would the Health Leads program work in your facility? Why or why not? My Facility is emergency room (ER) Video link: https://youtu.be/BoRUrWcdkQ4
Instructions:
Write a post based on the title above with 400 words
Title page and reference page not needed separately
Include references at the bottom (not on a different page). Use 2 to 3 references from an outside source that is a Peer-reviewed journal or evidence-based and credible website. less than 4 years old
Do it in APA 7 format

Pick a sociological topic and find 5 reliable sources, tell me 3 interesting fac

Pick a sociological topic and find 5 reliable sources, tell me 3 interesting facts and/or things strengthen your argument for your topic that you learn from each source (remember to keep a sociological lens!), and must include proper citations (this includes in-text as well as a full citation you would find in a works cited or reference page) in the citation style of your choosing. The topic that I chose is Sociology of nationality and race: Racial and Ethnic Inequality in Education Systems.

Learning Outcomes: Knowledge: 1.1: Identify and evaluate the significant trade a

Learning Outcomes:
Knowledge:
1.1: Identify and evaluate the significant trade agreements affecting global commerce Skills:
2.1: Analyse the effects of culture, politics and economic systems in the context of international business
Values:
3.1: Carry out effective self-evaluation through discussing economic systems in the international business context
Case study
Please readCase 6: “The Trans Pacific Partnership (TPP) Is Dead: Long Live the CPTPP” available in your book (International business: Competing in the global marketplace (13th ed.), at page no.634, and answer the following questions:
Case study Question(s):
1. Explain the proposed benefits of the TPP.(Marks: 2.5)
2. What were the potential drawbacks of the U.S. entering the TPP? What would be the drawbacks to other nations? Discuss.(Marks: 2.5)
3. Is the CPTTP a threat to American economic interests? Discuss.(Marks: 2.5)
4. Why do you think the 11 remaining signatories went ahead with a revised deal after the United States withdrew? Give logic in support of your answer. (Marks: 2.5)
Important Notes:
• This is an individual assignment. • All references must be cited using APA format. This includes both in-text citations and the reference list at the end of the document.
• Originality, Similarity and Plagiarism Check: Your work must be original. All papers will be submitted through SafeAssign software to check for similarity and plagiarism. Any instance of academic dishonesty will result in a grade of zero for the assignment. No exceptions and no second chances!

Question: Individuals are responsible for their behavior, but, at the same time,

Question: Individuals are responsible for their behavior, but, at the same time, society may shape their views and actions. For example, societal views about sexual identity and gender-appropriate activities may shape how an individual views and reacts to anyone who presents as different than what the individual might consider to be “normal.” What changes might you make to society to reduce a particular type of deviance or the stigma associated with it? What moral or other problems might arise from such changes?

The above video is a short example of an intake interview using a structured mea

The above video is a short example of an intake interview using a structured measure called the Structured Clinical Interview for DSM-V (SCID-5). While watching this video notice the similarities and differences between the interview using the SCID-5, and the previous semi-structured interview. Both interviewers use empathetic and reflective statements to help establish rapport and gather more information. However, the interviewer using the SCID-5 follows much more closely the specific symptoms of depression from the DSM-V, even using specific phrases such as “most of the day, on most days” and asking specifically about the last two weeks. She even tells the client that she will come back to some broader issues that do not fit the specific order of the interview.
Which type of interview would you prefer as the interviewer? What about as the patient? Why?
Video: https://youtu.be/zir1mgEvTL8

This week, we will discuss the critical role of healthcare team members in advoc

This week, we will discuss the critical role of healthcare team members in advocating for and protecting vulnerable patient populations, specifically older adults. Click the video below to watch this week’s Practice and Principle episode. Video link: https://vimeo.com/927047484?share=copy
This episode raises essential ethical and legal considerations requiring collective reflection and discussion. 1.What are the legal and reporting obligations for healthcare providers when they suspect elder abuse? How can these obligations sometimes conflict with the patient’s autonomy and wishes?
2.What role does advocacy play in nursing practice, mainly when dealing with vulnerable populations such as the elderly? How can healthcare providers effectively advocate for patients who may be unable or unwilling to advocate for themselves?
3.How can interprofessional collaboration and communication be optimized in cases like the one depicted in this episode to ensure the best possible care for this patient?

Write an 8 – 10 page essay (2000 word minimum) analyzing the book Native Son. Th

Write an 8 – 10 page essay (2000 word minimum) analyzing the book Native Son. The essay must include at least 7 secondary academic, scholarly sources (this does not include your book and you can only use two sources from class). Answer the following question: What role does fear play in shaping Bigger Thomas’s actions and decisions throughout the novel and How does Wright depict the psychological effects of fear on Bigger’s character development?
Introduction with a thesis statement (may be multiple paragraphs, if you have your own research question, this might have it’s own paragraph)
Discuss the theory you are using (again, may be multiple paragraphs)
Analysis of the Text
Conclusion
Your essay needs to be MLA formatted and include a works cited page with all of your sources, which means that including your book, you should have at least 8 sources (Native Son + 7 scholarly/academic sources.)
View Rubric