Category: Management

The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented; marks may be reduced for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
The Assignment`s learning Outcomes:
Instructions to read the case study:
In the 2nd assignment, the students are required to read thoughtfully the “ Nestlé Waters Unifying real-time visibility across 26 factories” case study , and answer the related questions, upon successful completion of the assignment the student should be able to:
State the importance of standardization and quality standards (CLO2)
Use quality improvement tools and practices for continuous improvement to achieve the organizational change and transformation (CLO3)
Develop analytical skills of identifying pitfalls, or quality concerns through assimilated
and strategic planning. (CLO4)
“ Nestlé Waters Unifying real-time visibility across 26 factories” case study
Access below link to read the case study:
https://www.advantive.com/case-studies/nestle-wate…
“ Nestlé Waters Unifying real-time visibility across 26 factories”
case study
This case study demonstrates the application of change management inside Nestle Waters Company. In addition, it discusses the company need for quality improvement which encouraged its engineers to search for alternative system to collect and analyze their data. Read the case, by using your critical thinking skills answer the following questions:
Explain the driven reasons for changing the quality documentation system in the Nestle Waters. (2.5 marks)
Outline the change objectives for both Retail Manufacturing and Home and Office Manufacturing units. (2.5 marks)
How the InfinityQS® ProFicient™ system can control the operation processes? ( 2.5 marks)
Describe the management role in the change process? (2.5 marks)
Important Notes: –
For each question, you need to answer not in less than 150 Words.
Support your answers with course material concepts, principles, and theories from the textbook and scholarly, peer-reviewed journal articles etc.
Use APA style for writing references.
Answers:
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The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.

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

Answers

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Prepare 10–12 slides and slide notes that could be presented to the leadership team to explain the goals for an engagement study at CapraTek, the implementation details, and proposed plan to roll it out for all the generations in the workplace. Be sure to read the background for the CapraTek scenario in the interactive learning module for this assessment.
Introduction
Today’s workplaces include employees from four different generations, and each generation has a different set of expectations of how they want to grow, work, and advance in the organization. While many aspects of individual personality have some impact on this, the bigger impacts tend to come from generational variations.
Millennials and generation Z have different expectations of how the organization and their leaders should engage and support them. The old adage of “It’s your career and you have to run it” is both dated and inaccurate in the modern age. Most of today’s organizations are led by a majority of generation X’ers with some boomers in the leadership or senior roles. In this assessment you are asked to prepare a presentation that looks at employee engagement issues from a generational perspective and what the related resource expenditures would be.
Scenario
The leadership team at CapraTek has agreed that a “pulse” survey would provide much needed information about the specific feelings and concerns from this organization. Ultimately, they will use your presentation of the plan outline to help them decide how to spend the money, time, and resources to conduct an engagement study. CapraTek is an organization that has 360 employees in three research and development divisions across two locations.
CapraTek has had some difficulty in retaining millennial employees at entry and mid-levels in all fields across the organization. The level of satisfaction of the overall boomer workforce is also not as positive as it could be. The HR team has observed that they are not applying for advancement opportunities. This is an area of concern. The HR team doesn’t have any specific data on generation X employees. No survey has been done. They are just starting to think about generation Z employees, as the youngest group is just graduating from college. There also seems to be issues with how work areas in the company’s spaces are organized, which may have some connection to generational preferences. There is a great deal more unknown information than known information because the company does not have an active survey program.
The current perspective among the executive leadership of the organization is that there are no employee engagement issues or concerns. There have been some comments that HR is not sourcing the best possible candidates for hiring and that is having an impact on retention rates.e related resource expenditures would be.
HR Challenge
As an HR professional at CapraTek, you have been tasked with preparing 10–12 slides that could be presented to the leadership team about employee engagement issues, the goals for the engagement study, and the likely budget and timeframe, as well as how you will select the best strategy to conduct the engagement study for the different generations in your workplace.
Create an effective 10–12 slide presentation deck with detailed presentation notes elaborating on each bullet point that could be presented to a leadership meeting. Your presentation should describe the engagement issues to address at CapraTek, how the engagement research tool will be selected, and the time/budget/plan to implement the engagement research strategy. Include the following in your slide presentation and presentation notes:
Analyze the current employee engagement situation at CapraTek from observations of the different generations.
Re-read the previous related material in the course to make observations of the different generations at CapraTek.What issues do you see from the employees’ perspective?
What issues do you see from the managers’ perspective?
Define the goals and the purpose of collecting engagement data from employees.What is the purpose of collecting engagement data from employees?
How will the data collected be used to address the engagement issues identified above?
Analyze the common process in the field for selecting appropriate engagement survey questions and/or selecting the right survey tool.
Estimate the approximate budget, time, and resources needed to implement an engagement research strategy for CapraTek.360 employees at CapraTek, three divisions, two work sites.
Describe the overview of the implementation plan for engagement research at CapraTek.
An effective PowerPoint presentation for this purpose typically includes:One title slide, APA formatted.
1–2 introduction slides explaining the employee engagement context at CapraTek, taken from the scenario above and the preceding course material.
1–2 slides identifying the main engagement issues for the different generations.
1–2 slides defining the goals for the engagement study and how the data will be used to address the issues.
1–2 slides analyzing the common process for creating or selecting an engagement research tool.
1–2 slides with approximate budget, time, and resources needed to implement an engagement research strategy.
One conclusion slide with an overview of the implementation plan for the engagement research at CapraTek.
One slide with APA-formatted references.
Presentation notes under each slide to describe the main points of emphasis.
Submission Requirements

Instructions for Submission
Your submission should be a detailed and well-structured report that addresses all the sections outlined above. You are encouraged to use real-world examples, ensure your analysis is backed by research, and include appropriate citations.
Submission Requirements
Format: Typed, double-spaced, using a professional font (e.g., Times New Roman, 12pt).
Length: 5-8 pages, including figures and tables where applicable.
Referencing: at least 20 references with APA Style for citations.
Avoid plagiarism

Instructions for Submission
Your submission should be a detailed and well-structured report that addresses all the sections outlined above. You are encouraged to use real-world examples, ensure your analysis is backed by research, and include appropriate citations.
Submission Requirements
Format: Typed, double-spaced, using a professional font (e.g., Times New Roman, 12pt).
Length: 5-8 pages, including figures and tables where applicable.
Referencing: at least 20 references with APA Style for citations.
Avoid plagiarism

Please Follow Instructions Thoroughly.
Textbook: Basta A., Basta N. & Brown M. (2014) Computer Security and Penetration Testing, Cengage, 2nd edition, ISBN: 9781285966403
Web Application Vulnerabilities
Chapter 15 Hands-on Project 15-1 & 2

Inspire North would like to explore how they can encourage individuals in society and corporate organisations to give free time to volunteering to work with the charity in the variety of areas where they provide services
I need you to identify relevant scholar papers published after Covid addressing and providing evidence to support and answer the consultancy project assignment: Why aren’t people volunteering – Less trust in charities, rising cost of living. The research should support the following:
State the research problem that is at play and explain why it is a problem.
Discuss what impact is it having on the organisation.
Is the research problem an internal issue, or are external forces/triggers at play – or both?
Will there be a negative impact if the organisation doesn’t respond to the challenge i.e. external triggers/forces? If yes, discuss this in good detail.
What might be a possible solution – in order to discuss this you will need to consult the secondary sources, possibly case studies, to see how the problem has been addressed previously by other organisations.
-A research problem is a statement that identifies a challenge or contradiction with existing knowledge. This will be addressed by the researcher to provide a solution or plan to reduce the challenge.
I am attaching the Module overview, The final proposal structure, the Research assignment overview and an introduction on the company we are running the consultancy project for.
I will need a list of relevant scholar papers identified with a summary of what each research paper concludes in relation to the problem statement.

the project is about (A conceptual study prepared by a team of consultants who are helping the owner of an existing fictitious restaurant to evaluate the rationale of investing in a new in-house microbrewery) , our team project is located in Boston area. This is a team assignment, only do the 3.2 (3.2.1, 3.2.2, 3.2.3)

Quality Management and Location Planning
For this assignment, you will analyze the quality management practices and location decisions of a prominent organization in Saudi Arabia. Your chosen organization should have a significant presence in the country and operate in a sector important to the Saudi Arabian economy.
Quality Management Practices
• Trace the historical development of quality management practices within the organization, highlighting key milestones and changes over time. How has the organization’s approach to quality management evolved in response to changing market conditions, technological advancements, and regulatory requirements?
• Identify the various costs associated with quality management within the organization, including prevention, appraisal, internal failure, and external failure costs.
Location Decisions
• Analyze the organization’s approach to location decisions, including the factors it considers and the methods it uses to evaluate potential locations.
• Explain the factor rating and center of gravity methods used by the organization in its location decision-making process. Assess the organization’s use of these methods and provide recommendations for improving its location decision-making process.
• Defend or critic the organization’s location decisions based on the impact on its overall performance, including its market share, profitability, and competitive advantage.
Directions:
1. Support your work with material concepts, principles, and theories from the textbook (attached) and at least three scholarly, peer-reviewed journal articles
2. (Important) Cite the textbook (in-text) and cite any other sources if appropriate.
3. Formatted according to APA 7th edition
4. Text Not Image.( times new roman size12 double spaced)
5. Unique Answer.
6. Avoid Plagiarism.
7. 5-6 Pages which do not include the title page and reference pages.
8. AI is not allowed.

Read the case then answer the questions
I do not want a repetition of the solution with another student – mention reliable sources