Summer Internship Report on Madura Garments

Project Report On Improving Service Level for Institutional Sales SUBMITTED FOR THE PARTIAL FULFILMENT OF POST GRADUATE DIPLOMA IN INDUSTRIAL MANAGEMENT (PGDIM) By Puneet Verma Roll No. 105 PGDIM – 18 Under the guidance of [pic] National Institute of Industrial Engineering (NITIE), Vihar Lake, P. O. NITIE, Mumbai 400 087 Date of Submission: _ _ _ _ _ _ _ Certificate of Supervision This is to certify that Puneet Verma, student of PGDIM, Batch No. 18 has successfully completed the project titled – â€Å"Improving Service Level for Institutional Sales†, nder the guidance of Mrs. Sadhana Ghosh (NITIE) from 11th Jan 2013 to 15th March 2013. Based on the professional work done by him, this report is being submitted for the partial fulfillment of Post-Graduation Diploma in Industrial Management at NITIE, Mumbai Signature Faculty Guide Acknowledgement I wish to extend my sincere and heartfelt gratitude to my guide Mrs. Sadhana Ghosh(Professor, NITIE), whose Guidance and help constantly helped and motivated me during the entire tenure of the project. I am able to say with conviction that I have immensely benefited.Puneet Verma PGDIM-18 Executive Summary The apparel companies cater to various channels such as Department Stores, Trade, Organized Retail etc. Institutional Sales is a nascent business channel that caters to the demand from Institutional customers i. e organizations. Sales to this channel are generally in the form of bulk orders at volume discounts. For example, a pharmaceutical company orders through this channel for gifting shirt to doctors. The majority of the business of apparel organizations comes in through Trade and Department store channels.Orders for those channels come in during the Trade shows held twice a year 6 months prior to the launch of a season (Spring-Summer or Autumn-Winter). Sourcing and production plan for those channels so are essentially done against fixed orders. But for Institutional Channel orders are not predet ermined and customers come in with orders with very short lead time. This makes sourcing and manufacturing strategy for this process completely different from traditional channels. Currently the company Madura Garments (for reference and data) is not able to service these customers at a satisfactory level applying the business processes in place.This is contributed by the fact that the normal business model is significantly different from the requirements of this channel. The approach adopted was to first study the as-is business processes in place and review the past data to ascertain the capability of the current system in place. Next the problems in the current system were identified irrespective of whether the problem was a process or people related problem. A revised process flow was the proposed which will enable the company to service Institutional customers at a satisfactory rate.Lean Six Sigma methodology was adopted to approach the problem using a DMAIC model. The final li st of recommendations include changes in the current business process in the short time frame for immediate enhancement of service levels and long term changes to improve process capability to ramp up the business capabilities. Table of Contents Project Report1 Certificate of Supervision2 Acknowledgements4 Executive Summary5 1. Introduction8 2. Need & Significance of the Project11 3. Objective12 4. Literature Review†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 4. 1 DMAIC†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 13 4. 2 Fishbone Diagram†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 15 4. 3 Cause and Effect Matrix†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 17 4. 4 Failure Mode Effect Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 18 5. Methodology†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 5. 1: Understand the current market and business scenario†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 25 5. 1. 1: Market Scenario: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 25 5. 1. 2: Agent Performance: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 29 5. 1. 3: Business processes: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 30 5. 1. 4: Key Points: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 5 5. 2: Ascertain the current service level of the syste m†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 36 5. 3: Identifying and Defining Problems†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 37 5. 3. 1: Fishbone Diagram: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 37 5. 3. 2: Cause and Effect Matrix: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 38 5. 3. 3: Failure Mode Effect Analysis:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 39 5. 3. : Principal Issues: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â ‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 41 5. 4: Process Improvement Plan†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 42 5. 4. 1: Short term changes: †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 43 5. 4. 2: Long term plans:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 47 5. 5: Process Control†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚ ¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 1 6. References:†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 54 Introduction The Aditya Birla Group is in the League of Fortune 500. It is anchored by an extraordinary force of 100,000 employees, belonging to 25 different nationalities. In India the group has been adjudged â€Å" The Best Employer in India and among the Top 20 in Asia† by the Hewitt-Economic Times and Wall Street Journal Study 2007. Over 50 percent of it revenues flows from its overseas operations.The several Group companies under Aditya Birla Group are Grasim, Hindalco, Aditya Birla Nuvo, Essel Mining, Aditya Birla Retail Limited. Aditya Birla Nuvo Limited is a diversified conglomerate and the platform that has launched many new busin esses for India’s Premier Business house, the Aditya Birla Group. Aditya Birla Nuvo has a dozen businesses under its fold, ranging from textiles to telecom. As a leading player, Aditya Birla Nuvo ranks as †¢ The country’s largest premium branded Apparel Company : Madura Garments †¢ Largest Manufacture of linen fabric in India †¢ India’s largest and the world’s fourth largest producer of insulators The second largest producer of carbon black in India †¢ India’s second largest producer of viscose filament yarn (VFY) Aditya Birla Nuvo’s Business: Garments (Branded Apparel) Madura Garments, a division of Aditya Birla Nuvo is India’s leading apparel retail company. It enjoys market leadership in the branded garments business through its power and popular lifestyle brands – Louis Phillipe, Van Heusen, Allen Solly and Peter England. The company has also entered into a distribution agreement with the International b rand Esprit and has opened exclusive brand outlets.It has 2 successful store formats The Collective and PEOPLE. Madura Garments has exclusive showroom space which includes several large format brands outlets of world-class standards, providing top quality retail experience to the consumers. It also has a high visible presence in large department and multi brand stores. The thrust is on brand building through development of innovative new merchandise, exciting communication campaigns and enhancing the product portfolio. The overall marketing strategy has been move from a â€Å"Wardrobe Brand† to a â€Å"Lifestyle† Brand.The company has won many coveted awards in the fashion world like the â€Å"Best Retailer of the Year, Best Apparel Company of the Year, Best Trouser Brand of the Year, Best Smart Casual Brand of the Year† etc. , at well known for a such as Reid Taylor Awards and Images Fashion Awards. To bolster its presence significantly in the exploding apparel retail sector, the company has started retailing its life style brand and affordable popular brands through two new formats- Madura Garments Lifestyle Retail Company Limited and Peter England Fashions and Retail Limited. Contract ManufacturingMadura Garments Exports limited is a wholly owned subsidiary of Aditya Birla Nuvo focusing on garment exports. It is an integrated player in the apparel industry with interest in manufacturing exports of wovens, knits and Full Service Provider business. The company has modern manufacturing facilities and caters to customers like Marks & Spencer, Next, Blackberry, Arrow, Tommy Hilfiger and Menswear House. The organization delivers from design to delivery of merchandise at the customer warehouse. [pic] 2. Need & Significance of the Project Madura Fashion & Lifestyle has a fast growing institutionalized sales business.In December 2011, institutional sales hit an all time high of 4. 43 crores for a month. For FY12 institutional sales will account for Rs 14 crores with a high profitability (CBA). This channel has grown by four times in terms of sales over the last four years. However, the on time in full order execution for this channel continues to be poor. Delayed deliveries and missed opportunities continue to limit the growth of this channel. In this context, there is a need to study the supply chain (planning and execution) of this channel to identify the root cause for service failures and define process and system changes to tackle these. 3.Objective †¢ Mapping of as-is supply chain (planning process, order capture and order fulfillment process): The current business process that is being followed to cater to the customer demands †¢ Establish current service level for this channel: The order service level of the channel derived from the past data that has been obtained †¢ Identify root cause for service failures in institutional business: The major causes that leads to an unsatisfactory service level rel ated to people, process, business issues 4. Literature Review Six Sigma Methodologies: Six Sigma  is a  business management strategy, originally developed by Motorola in 1986.Six Sigma became well known after  Jack Welch made it a central focus of his business strategy at General Electric in 1995, and today it is widely used in many sectors of industry. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing  variabilityin  manufacturing  and  business processes. It uses a set of  quality management  methods, including  statistical methods, and creates a special infrastructure of people within the organization (â€Å"Black Belts†, â€Å"Green Belts†, etc. ) who are experts in these methods.Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction and/or profit increase). The term  Six Sigma  originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing  processes. The maturity of a manufacturing process can be described by a  sigma  rating indicating its yield, or the percentage of defect-free products it creates. A six sigma process is one in which 99. 99966% of the products manufactured are statistically expected to be free of defects (3. defects per million). Motorola set a goal of â€Å"six sigma† for all of its manufacturing operations, and this goal became a byword for the management and engineering practices used to achieve it. 4. 1: DMAIC The DMAIC project methodology has five phases: ? Define  the problem, the voice of the customer, and the project goals, specifically. ? Measure  key aspects of the current process and collect relevant data. ? Analyze  the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attemp t to ensure that all factors have been considered.Seek out root cause of the defect under investigation. ? Improve  or optimize the current process based upon data analysis using techniques such as  design of experiments,  poka yoke  or mistake proofing, and standard work to create a new, future state process. Set up pilot runs to establish  process capability. ? Control  the future state process to ensure that any deviations from target are corrected before they result in defects. Implement  control systems  such as  statistical process control, production boards, visual workplaces, and continuously monitor the process.Some organizations add a  Recognize  step at the beginning, which is to recognize the right problem to work on, thus yielding an RDMAIC methodology. 4. 2: Operation Definition: Recall the quote in the â€Å"first step† section of this site, â€Å"You can manage, what you can measure; you can measure, what you can define; you can define, what you can understand†. Operational definition is the first step towards effective management. It helps us build a clear understanding of a concept or a phenomenon so that it can be unambiguously measured. Let us take a very simple example to understand the need and the concept of operational definition.Let us imagine a situation that we wish to buy an all-purpose shirt with 50% cotton and 50% polyester. Would you accept a shirt whose front is made up of 100% cotton cloth and the back made of 100% polyester cloth? Surely not! Clearly we need to (operationally) define what we need. A better expression would be that we need a shirt made up of a cloth having even distribution of cotton and polyester fibers and their proportion by weight (or may be by number) is equal. So far so good, but we also need to have a mechanism to test it.In this case, we can send the shirt to a lab where randomly selected two areas (say 1 cm x 1 cm) – one from the back and one from the front ar e examined for the contents. The lab reports that group of two fibers of each – polyester and cotton are interwoven to make this clothe. Did we mean alternate fibers of polyester and cotton or something else? We now discover that we even need to define â€Å"even distribution†. In a business management scenario, common words such as good, reliable, and accurate (etc. ) can have multiple meanings unless they are (operationally) defined in a specific context.So how do we construct an operational definition? The process is explained with the help of an example in the following figure: [pic] Document the outcome of each process step and that becomes the operational definition. The operation definition must be tested before it is rolled out. 4. 2: Ishikawa’s Fishbone Diagram: The fishbone diagram is a graphical method for finding the root causes of an effect. The effect can be either a negative one, such as a process defect or an undue process variation; or a positiv e one, such as a desired process outcome.Kaoru Ishikawa, a famous Japanese consultant developed this method in the 1960s. It is also known as â€Å"Cause-and-Effect Diagram† or â€Å"Ishikawa Diagram†. The balance chapter details the steps required to construct a fishbone diagram. The example effect to illustrate the concept is â€Å"high petrol consumption in a car†. Step I Identify the process effect to be analysed. Develop an Operational Definition to ensure that it is clearly understood. Write the effect in a box on the right side and draw a horizontal arrow from left to right that touches the box as illustrated in the figure below. [pic] Step IIIdentify the main categories of causes resulting in the effect under consideration. These categories can easily be selected from the applicable six key process elements. These process elements are people, environment, material, method, machinery, and measurement. Add selected categories in the diagram as illustrated in the following figure. [pic] Step III Identify as many causes under each category and add them to the corresponding category. Detail each cause further (recursively) to the lowest level possible. [pic] Analyse this diagram to identify the causes that require deeper investigation.As fishbone diagram identify only potential causes, it may be a good idea to use a Pareto Chart to determine the cause(s) to focus on first. 4. 3: Cause & Effect Matrix The  Cause and Effect Matrix  is a tool which is used to prioritise potential causes by examining their relationship with the  CTQs. CTQ’s are placed on the top of the matrix and causes are place along the left side. The CTQ’s are ranked in terms of importance. The relationship between the causes and CTQs are ranked. An overall score is calculated and the cause with the highest overall score should be addressed first because they will have the largest impact on the CTQs.Steps 1. List the CTQs across the top of a matrix. 2. Rank and assign scores to each CTQ according to its importance to the customer. 3. List the causes on the left side of the matrix 4. Determine correlation scores between each cause and CTQ based on the strength of their relationship (E. g. 1 – weak, 3 – some, 9 – strong) 5. Cross multiply correlation scores with priority scores and add across for each cause 6. Create a  Pareto chart  and focus on the causes with the higher overall scores. The following diagram is a C&E matrix template from  ProcessMA. [pic] 4. : Failure Mode Effect Analysis: A  failure modes and effects analysis (FMEA)  is a  procedure  in  product development,  systems engineering  and  operations management  for analysis of potential failure modes within a system for classification by the severity and likelihood of the failures. A successful FMEA activity helps a team to identify potential failure modes based on past experience with similar products or processes, ena bling the team to design those failures out of the system with the minimum of effort and resource expenditure, thereby reducing development time and costs.Because it forces a review of functions and functional requirements, it also serves as a form of  design review. It is widely used in manufacturing industries in various phases of the product life cycle and is now increasingly finding use in the service industry. Failure modes  are any errors or defects in a process, design, or item, especially those that affect the intended function of the product and or process, and can be potential or actual. Effects analysis  refers to studying the consequences of those failures.The pre-work The process for conducting an FMEA is typically developed in three main phases, in which appropriate actions need to be defined. Before starting with an FMEA, several other techniques are frequently employed to ensure that robustness and history are included in the analysis. A robustness analysis can be obtained from interface matrices, boundary diagrams, and  parameter diagrams. Failures are often found from external ‘noise factors' and from shared interfaces with other parts and/or systems.Typically, a description of the system and its function is developed, considering both intentional and unintentional uses. A block diagram of the system is often created for inclusion with the FMEA, giving an overview of the major components or process steps and how they are related. These are called logical relations around which the FMEA can be developed. The primary FME document or ‘worksheet' lists all of the items or functions of the system in a logical manner, typically based on the block diagram. NOTE: Above shown example format is not in line with mil. td 1629 or Civil Aerospace practise. The basic terms as given in first paragraph of this page are not available in this template! Step 1: Occurrence In this step it is necessary to look at the cause of a failure mode and the number of times it occurs. This can be done by looking at similar products or processes and the failure modes that have been documented for them in the past. A failure cause is looked upon as a design weakness. All the potential causes for a failure mode should be identified and documented. Again this should be in technical terms.Examples of causes are: erroneous algorithms, excessive voltage or improper operating conditions. A failure mode is given an  occurrence ranking (O), again 1–10. Actions need to be determined if the occurrence is high (meaning >  4 for non-safety failure modes and >  1 when the severity-number from step 2 is 9 or 10). This step is called the detailed development section of the FMEA process. Occurrence also can be defined as  %. If a non-safety issue happened less than  1%, we can give 1 to it. It is based on your product and customer specification. Rating |Meaning | |1 |No known occurrences on similar products or processes | |2/3 |Low (relatively few failures) | |4/5/6 |Moderate (occasional failures) | |7/8 |High (repeated failures) | |9/10 |Very high (failure is almost inevitable) | Step 2: SeverityDetermine all failure modes based on the functional requirements and their effects. Examples of failure modes are: Electrical short-circuiting, corrosion or deformation. A failure mode in one component can lead to a failure mode in another component, therefore each failure mode should be listed in technical terms and for function. Hereafter the ultimate effect of each failure mode needs to be considered. A failure effect is defined as the result of a failure mode on the function of the system as perceived by the user. In this way it is convenient to write these effects down in terms of what the user might see or experience.Examples of failure effects are: degraded performance, noise or even injury to a user. Each effect is given a severity number (S)  from 1 (no danger) to 10 (critical). These numbers help an eng ineer to prioritize the failure modes and their effects. If the sensitivity of an effect has a number 9 or 10, actions are considered to change the design by eliminating the failure mode, if possible, or protecting the user from the effect. A severity rating of 9 or 10 is generally reserved for those effects which would cause injury to a user or otherwise result in litigation. Rating |Meaning | |1 |No effect | |2 |Very minor (only noticed by discriminating customers) | |3 |Minor (affects very little of the system, noticed by average customer) | |4/5/6 |Moderate (most customers are annoyed) | |7/8 |High (causes a loss of primary function; customers are issatisfied) | |9/10 |Very high and hazardous (product becomes inoperative; customers angered; the failure may result unsafe operation and | | |possible injury) | Step 3: Detection When appropriate actions are determined, it is necessary to test their efficiency. In addition, design verification is needed. The proper inspection me thods need to be chosen. First, an engineer should look at the current controls of the system that prevent failure modes from occurring or which detect the failure before it reaches the customer.Hereafter one should identify testing, analysis, monitoring and other techniques that can be or have been used on similar systems to detect failures. From these controls an engineer can learn how likely it is for a failure to be identified or detected. Each combination from the previous 2 steps receives a  detection number (D). This ranks the ability of planned tests and inspections to remove defects or detect failure modes in time. The assigned detection number measures the risk that the failure will  escape detection. A high detection number indicates that the chances are high that the failure will escape detection, or in other words, that the chances of detection are low. Rating |Meaning | |1 |Certain – fault will be caught on test | |2 |Almost Certain | |3 |High | |4/5/6 |Mo derate | |7/8 |Low | |9/10 |Fault will be passed to customer undetected | After these three basic steps, risk priority numbers (RPN) are calculated Risk priority number (RPN) – RPN play an important part in the choice of an action against failure modes. They are threshold values in the evaluation of these actions.After ranking the severity, occurrence and detect ability the RPN can be easily calculated by multiplying these three numbers: RPN  =  S  ? O  ? D This has to be done for the entire process and/or design. Once this is done it is easy to determine the areas of greatest concern. The failure modes that have the highest RPN should be given the highest priority for corrective action. This means it is not always the failure modes with the highest severity numbers that should be treated first. There could be less severe failures, but which occur more often and are less detectable. After these values are allocated, recommended actions with targets, responsibility and dates of implementation are noted.These actions can include specific inspection, testing or quality procedures, redesign (such as selection of new components), adding more redundancy and limiting environmental stresses or operating range. Once the actions have been implemented in the design/process, the new RPN should be checked, to confirm the improvements. These tests are often put in graphs, for easy visualization. Whenever a design or a process changes, an FMEA should be updated. A few logical but important thoughts come in mind: ? Try to eliminate the failure mode (some failures are more preventable than others) ? Minimize the severity of the failure ? Reduce the occurrence of the failure mode ? Improve the detection 5. MethodologyA brief outline of the methodology adopted in the project is given below: 1. Understand the current market and business scenario a. Gather historical data from the system to analyze market condition b. Analyze trends and patterns in the sales figures c. Study the current business processes and map the material and information flow 2. Ascertain the service level that the system currently operates at a. Gather data for a specified period b. Ascertain the service level for that period subjected to constraints c. Interpret the data to assess system capability 3. Identify and define the issues a. Identify the principal issues currently affecting service levels b.Use Lean Six Sigma Methodologies to structure the analysis process 4. Propose a Process improvement plan that addresses the need of the system a. Structure all the issues in the current system systematically b. Propose solutions which can positively affect the major issues c. Propose solutions for current service level improvement and long term improvement of business capabilities 5. Propose metrics to effectively control the process once implemented a. Propose metrics that can capture the effectiveness of the system in place 5. 1: Understand the current market and business scenario 5. 1. 1: Market Scenario: Brandwise sales for FY11-12 †¢ 85% of sales contributed by LP, VH †¢ 62% of LP sales contributed by December sales †¢ 31% of overall sales in December [pic] Overall Sales volume for FY ‘11-‘12 †¢ Business runs on relationship based contacts. A client can take away a number of his contacts from a business. †¢ Period for gifting by companies: April ( June †¢ Companies want products by March †¢ So ideally order should be placed by November/December †¢ Educating customers about the functioning of the business is important to obtain feasible targets †¢ Customers generally specify the brand, but may also sometimes specify the colour to coordinate with an event A serviced customer will not look for an alternate source for subsequent orders †¢ A customer may order goods for gifting or internal use †¢ Price sensitive customers †¢ Currently Pharmaceutical is the major player, but new ave nues can be explored (Essar Steel uniform order) †¢ Pharmaceutical companies generally demand a turnaround of 30 days †¢ Pharmaceutical sector generally not affected by downturns †¢ Delivery in correct time and correct order quantity †¢ If delivery is correct then a premium price may be charged †¢ Priority of delivery is low in this channel, the priority should be highest †¢ Customers may reject the order if delivery is delayed for a day. Events. Priority is low as the volume of business is low in comparison with overall business volume †¢ If service level is high then company bargaining power will also be high †¢ Market is susceptible to economic downturns (no order from IT firms for the past 3 yrs) †¢ Agents display a variety of goods to the customer. May sell a rival brand or a different product. †¢ Forecasting is difficult as a company may choose to give a different gift the next year †¢ Satisfied customers does not ensure r eturn customer but provides base for word of mouth marketing †¢ Leverage on the firms brand names †¢ High profit business where the discount depends on the volume of products ordered. No returned goods. †¢ Dealings are made with top management, so client facing operations should be capably handled Customer |Sum of Quantity |Sum of Gross | | | |Total | |Mankind pharma ltd |107500 |55623750 | |Madhuram apparels |14019 |11155274 | |Lupin limited |10460 |9936990 | |Addon holding pvt ltd. |12781 |8356870 | |Supra garments pvt limited |9098 |7067832 | |Padma international corporation |10188 |6298490 | |Unichem laboratories ltd |6555 |5004589. 37 | |Biocon limited |4980 |3650530 | |M/S.Glaxo smithline ltd |3424 |3589379 | |Clairemont enterprises |8138 |3544110 | |Emcure pharmaceuticals limited |5395 |3426004 | |IPCA laboratories limited |3284 |2891923 | |Saffron enterprises (p) ltd. |4118 |2855504 | |Geno pharmaceuticals ltd |4200 |2520000 | |Government of India |3000 |18750 00 | |Society of Petroleum Geophysicists |2028 |1817540 | |Pidilite industries ltd |2500 |1650206. 25 | †¢ 53 customers were serviced where ordered quantity was over 100 †¢ 9 orders were serviced where the ordered quantity was more than 5000 †¢ 17 orders were worth more than Rs 10,00,000 The revenue generated from these orders contribute to 88% of the overall revenue †¢ Orders exceeding 5000 contributed to 74% of overall revenue †¢ Revenue per unit from large orders generally lesser than that from medium/small orders 5. 1. 2: Agent Performance: Agentwise breakup of sales amount Proportion of sales made through agents as opposed to directly 5. 1. 3: Business processes: [pic] Current scenario of sourcing options: †¢ Sourcing not dependent on Core or Fashion, depends on how Core is defined †¢ Mills are large entities and Madura cannot consume their entire produce †¢ Sourcing time depends on overall demand for a fabric in the market †¢ Sourci ng strategy dependant on individual Style Codes For a style code with constant Y-o-Y demand an buffer inventory of 1000 mts is maintained at either factory RM level or supplier level †¢ A fabric from the current season, brand checks whether they can sell the product at the full priced market , then they service the institutionalized sales customers †¢ No separate sourcing strategy for institutional channel †¢ Sourcing strategy fixed at the start of the season †¢ Products manufactured against fixed orders †¢ Fabric sourced to meet only the fixed demand †¢ Excess fabric stock due to customers cancelling orders †¢ ARS (Automated Replenishment System) not affecting sourcing †¢ Sourcing for one style code done only once Sourcing is done according to the preplanned production schedule †¢ Fabric is not allocated to any channel, the FG is allocated to a specific channel †¢ If fabric is not sold off to the specific channel then the stock is o ffered to the same/ different channel the next season †¢ Once the plan for the season has been made the plan is not subjected to any major change 5. 1. 4: Key Points: Plant Capacity: †¢ Plant capacity is allocated to various brands depending on their orders from trade shows/forecasts †¢ The allocated plant capacity is fixed for a year and is reviewed at the beginning of the season †¢ Excess fabric stock from previous season piled-up at factory (inventory build-up) Production Planning: No separate capacity is present to cater to institutional sales †¢ Brands utilize excess capacity or reschedule work orders to cater to Institutional customers †¢ Service level dependent on demand from other traditional channels Institutional Orders: †¢ Factory receives direct enquiry from the Institutional Sales team †¢ Factory check reserve stock and ready sourcing options for fabric and trims (lower lead time to source trims than brands) †¢ Schedule produ ction plan according to excess capacity available i. e unutilized by the brands 5. 2: Ascertain the current service level of the system Data Collection: †¢ Data collected from mail records from Jan ( Mar 2012 Enquiries for less than 100 units neglected †¢ Orders divided into separate groups depending on ordered volume †¢ Overall service levels for the period is at 35% †¢ Current process can service only about 16% of the total volume of demand †¢ None of the 10000+ orders have been serviced †¢ Service level for orders between 2000-10000 is the highest †¢ Excluding the very large orders, the company serviced 40% of the total volume of demand |Row Labels |Accepted |Despatched |Enquiry |Rejected |Grand Total |Service Level | |500-2000 |7 |5 |1 |21 |34 |0. 6 | |2000-10000 |2 |4 |2 |5 |13 |0. 55 | |10000+ | | |2 |4 |6 |0 | |Grand Total |10 |15 |5 |47 |77 |0. 35 | |100-500 |225 |1725 | |3380 |5330 |0. 37 | |500-2000 |5240 |4050 |1000 |18400 |28690 |0. 34 | |2000-10000 |14380 |11500 |9500 |33500 |68880 |0. 4 | |10000+ | | |51000 |144000 |195000 |0 | |Grand Total |19845 |17533 | |High Turnaround Time |Fabric catalogue not provided for IS |567 | |High Turnaround Time |Information is decentralized |567 | |Unavailable fabric |Low clarity regarding reserve stock level |441 | |Unavailable fabric |Sourcing not done for Institutional Channel |441 | |High Turnaround Time |Low clarity regarding reserve stock level |441 | |Low Priority of Institutional sales |Volume of business w. r. overall business |441 | |Unavailable fabric |Volume orders |405 | |Unavailable capacity |No separate plant capacity for Institutional customers |245 | |Low Profitability |Discount margin offered |245 | |High Turnaround Time |Response time to get back on a query |245 | |Unavailable capacity |Volume orders |189 | |Unavailable capacity |Current utilization of factory for retail channels |175 | |Delayed Delivery |No separate plant capacity for Institutional customers |175 | |Low Profitability |Price sensitive customers |147 | |Delayed Delivery |Current utilization of factory for retail channels |125 | |Low Priority of Institutional sales |Price sensitive customers |105 | |Competitor Action |NOS range not always available |105 | |Competitor Action |Agents working for multiple companies |45 | 5. 3. 4: Principal Issues: Fabric Stock: †¢ Fabric catalogue is not provided for IS leading to lack of clarity for agents and IS team †¢ Reserve fabric stock at factory level is not visible to IS team †¢ Sourcing for fabric is not done for Institutional customers Process: †¢ Priority for Institutional orders are low †¢ Information is decentralized leading to a high turnaround time †¢ Bulk orders from Institutional customers leading to shortage of available capacity †¢ Slack information flow between brand and factory leading to delayed production Planning: †¢ Lack of planning and subsequent strategizing for achieving tar gets Problems with forecasting the sales of this channel †¢ Manufacturing for orders are done on an ad-hoc basis 5. 4: Process Improvement Plan The proposed solution has been broadly divided into short term actions and long term actions: Short term actions: a. Channel potential †¢ Dispel value chain image †¢ Communicate benefits of the channel †¢ Change accounting standards for brands for catering to IS b. Fabric stock visibility †¢ Catalogue of reserve stock in factory †¢ Swatch set, inventory record of current stock made visible to IS team c. Process capability †¢ Sourcing done on a limited scale by the IS team †¢ Book order for a limited quantity of core range during trade show Plant capacity set up to cater to Institutional customers exclusively Long term plans: †¢ Revamp Order Interface †¢ Integrate sourcing solutions †¢ Create and maintain a database of mills †¢ Create an online portal for centralized information stor age from the brand, factory and IS team †¢ Formulate ramp-up strategy †¢ Target a service level of 100% for orders within 5000 †¢ Process should be capable of handling 5000+ orders with a lead time of 45 days †¢ Target new segments to increase business volume †¢ Create a low price point brand, Byford, to cater to demand for price sensitive customers 5. 4. 1: Short term changes: Channel Potential: †¢ Apprehension of brands regarding profitability and quality of products offered Demand from this channel is an additional demand (basic difference from value channel) †¢ Quality assurance according to brand standards †¢ Adhering to predetermined discount slabs (PC:MRP ratio) †¢ Potential to facilitate fabric stock liquidation (AS has already prepared swatch set) Process Capability: †¢ NOS stock not always available leading to business loss in Core range †¢ IS team should form some sourcing capabilities by using the standard mills â₠¬ ¢ IS team can also book a certain range of core products during trade shows (brands currently identify 5 styles that will sell in IS) †¢ Separate plant capacity based on past year minimum demand per month for the past year Fabric stock visibility: Swatch set of reserve fabric stock to be made and sent to the IS team †¢ A basic database of current stock from traditional channel that the brand can offer for IS †¢ Information clarity between the stake holders for fabric stock to be centralized Key Changes: †¢ Central repository of information regarding reserve stock from factory and excess fabric stock from all national mills adhering to quality standards †¢ Repository periodically updated for fabric from current stock (dropped order) that can be offered to Institutional customers †¢ Agents have an upstream visibility regarding fabric on offer, therefore enabling queries to be addressed on first contact IS team and agent have stock visibility to reply to queries better, shortening the order capture time †¢ IS team itself explores sourcing options if fabric not present with brand †¢ Interaction with brand minimized regarding the fabric stock information †¢ Interactions between contact points in the whole process flow reduced Non-Availability of capacity: †¢ Plant capacity not allocated to Institutional sales †¢ Delay in order delivery due to lack of capacity †¢ Separate line to cater to IS specially during peak season (Aug/Sept) †¢ Line can be used for traditional channel in case capacity unutilized †¢ Factory to have the capability to manufacture 7000 units for IS per month 5. 4. 2: Long term plans: Strategic goals: Target a service level of 100% for orders within 5000 units †¢ Aim to serve 12 very large orders (revenue over Rs. 50,00,000 every fiscal year) †¢ Service an order with volumes larger than 5000 in 45 days lead time (considering fabric sourcing is required) Expansion: â⠂¬ ¢ Pharmaceutical sector contributes to 90% of the current business †¢ Decrease dependency on one sector by exploring new avenues †¢ Actively ask agents to promote business to new customers and provide incentive if a new sector is breached (volume orders) Brand development: †¢ Byford currently caters to Institutional customers †¢ Make Byford capable of servicing parallel industries like uniform orders, that are not being serviced by LBRDs Byford can service internal requirement for manufacturing industries that cannot be serviced because of price point issues (accept orders only beyond a certain volume) Key Changes: †¢ Interface is created to capture the entire information in an accessible format †¢ Interface provides information about style code, fabric properties, swatch, quantity available, estimated manufacturing capacity and price of product †¢ Processes typically addressed after an enquiry is expedited to be processed beforehand †¢ Cus tomer driven ordering system which minimizes the unstructured interaction between the various stakeholders †¢ Customer has ready information regarding the quantity available, fabric availability and tentative delivery dates Price, fabric and plant capacity issues are dealt with in a structured manner to avoid unnecessary delays n the system †¢ Information is centralized successfully and the interface can be further utilized by other channels (e. g: a Trade customer wants to order a Core range) 5. 5: Process Control Auditing Measures: †¢ Brands feel it is not profitable to sell to Institutional channel because of the 67. 3% transfer price between MFL & MGLRCL †¢ Monthly targets are affected as brands service IS orders †¢ Separate auditing for sales made through Institutional channels Process Capability: †¢ Measure of defects in delivery (quantity & quality) for orders accepted †¢ Measure to be Defects Per Hundred Opportunities †¢ Service level: the number of accepted enquiriesProcess Dashboard: a. Historical: †¢ Data for the past quarter †¢ Revenue †¢ Selling price †¢ CBA †¢ Orders accepted †¢ Orders served †¢ Monthly plant utilization b. Exceptions: †¢ Data outliers in business process †¢ Largest enquiry by volume †¢ Largest order accepted †¢ Longest delay c. Current status: †¢ Enquiries under process †¢ Enquiries potentially worth over Rs 10,00,000 †¢ Actual sales vs target sales d. Future: †¢ Current orders under process †¢ Utilization of plant capacity by IS †¢ Scheduled vs expected delivery dates 7. References: Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results by Mike Rother †¢ The Toyota Way by Jeffey Liker

Employment Law Essay

After viewing the Tutorial, completing the reading, and reviewing the Lecture notes in conjunction with the TCO, answer the following questions relating to ADA expanded by the ADAAA. If such a situation occurred in your workplace and you were the director of human resources: You are Role/Assignment: 1. Would you deem Karina disabled under the ADAAA? If so, what reasonable accommodations would you offer to her? Karina has a medical condition requiring her to take steroids and other medications. This condition led to Karina gaining weight and not able to wear two uniform items, the stockings and heels. These conditions affect her back, circulatory system, and endurance level. Additionally, according to her doctor, Karina must stop wearing the stockings and heels because of her condition. Based on this information, Karina does qualify as â€Å"disabled† even if she does not display symptoms that interfere with her ability to perform her duties. By taking medication, Karina is mitigating (reducing) the effects of her illness. However, her employer cannot consider this information in determining if she has a protected disability under the ADAAA. Karina and her employer should agree on an acceptable resolution that will meet her medical requirements, easily identify her as an employee, and ensure she presents a professional appearance. To accommodate Karina reasonably, the employer could offer her the opportunity to wear lower heeled (or flat) shoes without stockings. Another alternative would be to allow her to wear pants and flat shoes or black tennis shoes. 2. From an ADA policy standpoint, what would your ideal be in terms of an employer ADAAA policy? What would your ideal be as to what the employee (Karina) should be told by the HR department in regards to her rights and obligations pursuant to the ADAAA? From the employer policy perspective, focus on identification of reasonable accommodation requirements under applicable law, application of the legal requirements for this scenario, determinations as to whether reasonable accommodations can be made, and steps that can be taken to make specific accommodations if requested. An ideal ADAAA policy would comply with all federal and state laws concerning individuals with disabilities and respond to government regulations and guidance issued by the Equal Employment Opportunity Commission (EEOC). Additionally, the policy will not discriminate against qualified individuals with disabilities concerning application procedures, hiring, advancement, discharge, compensation (or benefits), training or other terms, conditions and privileges of employment. Individuals requesting accommodation and can be reasonably accommodated without creating an undue burden or causing a direct threat to workplace safety will be given the same consideration for employment as any other applicant. Candidates that pose a direct threat to the health, safety, and well-being to themselves or others and the threat cannot be eliminated by reasonable accommodation will not be hired. Electronics Are for You will reasonably accommodate qualified individuals with a disability to ensure they can perform the essential functions of their positions if doing so does not cause a direct threat to these individuals or others in the workplace. Furthermore, Electronics Are For You will not reasonably accommodate an individual if the threat cannot be resolved by reasonable accommodation and/or it creates an undue hardship to the organization. Individuals should contact HR with any questions or requests for accommodation. All employees are required to comply with organization safety standards. Current employees posing a direct threat to the health and/or safety to themselves or others will be placed on appropriate leave until a decision can be made regarding their employment situation. Individuals currently using illegal drugs will not receive coverage under the company ADA/ADAAA policy. The HR department is responsible for implementing this policy, including resolution of reasonable accommodation, safety/direct threat and undue hardship issues. Additionally, during recruiting and hiring phases the organization should devote efforts to assess an individual’s qualifications and if they can provide reasonable accommodation. Review training manuals and employee handbooks concerning disabilities to ensure they comply with ADAAA regulations. Under EEOC policy, employers may require employees to wear certain articles of clothing to protect themselves and coworkers (e.g., construction workers are required to wear certain headgear to prevent injury; health care workers wear gloves to prevent transmission of disease from or to patients). On other occasions, employers may impose dress codes to identify themselves more easily to customers or to portray a certain image (e.g., a store requires all sales associates to dress in black). This same policy may also prohibit employees from wearing certain items to promote a certain image (e.g., prohibitions on wearing jeans). If the employee cannot meet the dress code due to disability, the employer may still require compliance if the dress code is job-related and consistent with business necessity. An employer may also require an employee with a disability meet dress standards required by federal law. If an individual with a disability cannot comply with a dress code mandated by federal law, even with a reasonable accommodation, he will not be considered â€Å"qualified.† Electronics Are For You requires their female employees to wear miniskirts, heels, stockings, and sleeveless shirts. Unfortunately, Karina has an illness that makes wearing stockings and heels medically impossible. She is requesting reasonable accommodation based on her doctors diagnosis. Karina and her supervisor should discuss the situation and both come up with a solution to accommodate her needs and properly portray the company’s image. This could include allowing her to wear lower heeled shoes and no stocking, or dress pants and black tennis shoes.

Effects of Peer Pressure Essay

On their study in examining the nature of peer pressure perceive by adolescent, Brown, B.Bradford, et al (1896),states that 373 students in grades 7-12 were asked to indicate, on a 12-item index, the degree and direction of peer pressures they perceived from friends and acquaintances, and to describe their personal attitudes and behavior in areas corresponding to index items. Analyses revealed that peers were seen as encouraging misconduct less than other types of behavior. Females reported stronger peer pressure than males toward conformity (to peer norms) and social involvement, but the genders did not differ in perceptions of misconduct or pro-adult pressures. Associations between perceived pressures and personal attitudes or behavior were significant but modest, and sometimes were mediated by gender or grade level. And these are the types of peers pressure a person can encounter.And also the possible risk factors they can get in facing these kind of problem According to â€Å"Elizabeth Hartney† Peers are people who are part of the same social group, so the term â€Å"peer pressure† refers to the influence that peers can have on each other. Although peer pressure does not necessarily have to be negative, the term â€Å"pressure† implies that the process influences people to do things that may be resistant to, or might not otherwise choose to do. So usually the term peer pressure refers to socially undesirable behaviors, such as experimentation with alcohol and drug use, rather than socially desirable behaviors, such as academic success, although it could be applied to either, and either could be a positive or a negative experience for the individual. According to â€Å"Kids health line (2011) â€Å"Peers are people who are part of the same social group, so the term â€Å"peer pressure† refers to the influence that peers can have on each other. Although peer pressure does not necessarily have to be negative, the term â€Å"pressure† implies that the process influences people to do things that may be resistant to, or might not otherwise choose to do. So usually the term peer pressure refers to socially undesirable behaviors, such as experimentation with alcohol and drug use, rather than socially desirable behaviors, such as academic success, although it could be applied to either, and either could be a positive or a negative experience for the individual. According to â€Å"Kids help (2008) Negative peer pressure is the type of pressure that you may find yourself wanting to ignore because it makes you feel uncomfortable. Take a second to think about that statement. Can you think of any occasions recently when you have felt uncomfortable around certain people or social settings because you felt pressured to do something to please someone else in order to fit in or not stand out?

Novartis Pharmaceutical Corporation Essay Example | Topics and Well Written Essays - 500 words

Novartis Pharmaceutical Corporation - Essay Example The ideas identified here are further polished and developed in the Novartis Foundation for Sustainable Development and then the finalized solutions to cure the sufferings of the humanity are turned into Novartis product line. The objectives of the growth and welfare go hand in hand throughout these stages. The company’s goals and objectives are in line with its mission and all initial goals and objective contribute towards the final mission of the company. A more than 50.6 billion dollar sale in 2010 provide Novartis the solid financial grounds to support its research activities, fulfillment of commitments towards people, patients, communities, and environment. This not only contributes to the making of a corporate citizenship face of the company but shareholders also yield an increase of 5% in dividends. Novartis portfolio is widening rapidly and recent mergers and business purchases are a symbol of company’s confident march towards success. The fruit of this growth r eaching end to end and employees’ commitment towards the growth of the business marks this fact. (Report, 2010).Aforementioned short description of the company helps us to conclude our discussions with a sufficient insight into the scale of Novartis business and operations. This helps us to select the company for the SLP project and preparation of a detailed case. Moreover, the available sources of information can lead to the in-depth study of the company which is the most exciting part of any SLP project.

Considering Cases Of Bankruptcy And Reorganisation Of A Partnership Essay

Considering Cases Of Bankruptcy And Reorganisation Of A Partnership - Essay Example Bankruptcy is usually a legally declaration of individuals or organizations inability to pay their creditors. This request is done by the creditors in order for them to recoup a fraction of what they are owed by an individual or an organization. However, bankruptcy can also be initiated by the individuals themselves or organization in case they feel that they are not capable of paying their debts. In simple words, an individual or an organization is insolvent or bankrupt if it cannot pay his debts or discharge his liabilities on the due date. The creditors or the debtors themselves may present a petition to the court that a receiving order should be made. For this case, Beren took the correct step of filing an involuntary petition with the court of law to declare their partnership bankrupt as indicated in chapter 7. Indeed the partnership had exceeded their estimate of purchasing and renovating the office building to a point of accumulating debts amounting to $380,000 against the $200,000 they had set aside for this and effort by Beren to convince other partners to seek additional funds bore no fruits. On the other had Elliot and Mannino objected to Beren's idea of involuntary bankruptcy under Chapter 7. ... Under Chapter 7, there is an alternative relief for the debtors to avoid the issue of their partnership being liquidated and continue doing it business. For this case the involuntary petition filed by Beren may not be granted by the court which was done against the wish of Elliot and Mannino. (U.S Courts, 2006) Elliot and Mannino should file a petition under chapter 11 of the bankruptcy code. The debtors may argue that they would pay the debts if the payment period is extended. They may also argue that they may have a comprehensive reorganization. 1 The main objective of bankruptcy is to give an honest individual a clean bill of life or a fresh start after discharging certain debts. Usually the there is no responsibility of liabilities already discharged on the side of the debtor. Question Two Explaining Whether the Bankruptcy Court Confirms the Debtor's Plan of Reorganization A voluntary petition was filed by Richard under chapter 11. He filed a reorganization plan that divided his creditors into three classes. The three classes were: administrative creditors which were to be paid in full; the second class were unsecured creditors which were to receive 50% on their claims and the third class was the IRS which was to receive $20,000 on confirmation and the balance in future payments. There was no creditor who voted to accept this arrangement and the unsecured creditors were impaired since their legal, equitable, and contractual rights were being altered. (http://www.uscourts.gov/bankruptcycourts/bankruptcybasics/chapter11.html) To keep the firm running, debtors propose a plan of reorganization in order for them to pay their creditors in a considerable period of time. A

Teachers Roles in Autonomous Learning Shanghais Yan School of foreign Essay

Teachers Roles in Autonomous Learning Shanghais Yan School of foreign languages, Lanzhou University of technology, Lanzhou, China - Essay Example Learner autonomy is not based on the above misconceptions. Therefore, the actual definition can be captured through the ability of the learner to be responsible as well as independent. The learner is an active participant and is very conscious of what they learn, the way they does learn as well as the time they learn. This form of learning has been degfined by various scholars, including Holec who pointed out that the ability to have control over the learning process by the learner entails autonomy. Yan (2012) continues to argue about the benefits of learner autonomy. He points out that the learner has the capacity to develop enthusiasm and initiative in what they are learning. In addition, the learner becomes very independent while developing creativity and innovativeness. Since learner autonomy is beneficial, the teacher must play a role its promotion, argues the author. He proposes that being the knowledge giver that dominates the class throughout the class time, the teacher is the most well placed individual to inculcate learner autonomy. He concludes that the teacher is the facilitator, organizer and the manager to the learner. In addition, he is the counsellor to the

Starwood Hotels and Resorts Worldwide Essay Example | Topics and Well Written Essays - 2750 words

Starwood Hotels and Resorts Worldwide - Essay Example The company owns and runs the Starwood Vacation Ownership, Inc, which provides premier world class vacation experiences through villa-style resorts and access to Starwood brands(NHS para 10). Answer to question1 The Middle East hospitality and tourism industry is one of the more robust in the world. Data released by the world travel and tourism council indicates that visitor numbers are expected to soar high in the coming five years since the Middle East region projected to grow in international visitor arrivals by 6.5%. Starwood is well placed to exploit this market especially Dubai which is gearing up to attract new sectors such as conferencing with its world class infrastructure and competitively priced hotels (NHS para 3). Starwood should leverage on the number of business visitors in the Middle East. The company should offer value added hospitality services such as conference facilities, dining facilities and tourist villas. In some instances, international brands can be introdu ced to foreign markets without much consideration for local tastes and preferences. In this case, the company can introduce its standardized product in the foreign market and exploit economies of scale in its operations, this way; it can maintain a price advantage over its competition. However, a standardized product strategy should be flexible enough to respond to local markets, the products should be designed with a more balanced strategic focus giving weight to local and global concerns. There should be an emphasis on  the global market coordination to avoid duplication of activities and to capitalize on the scope and economies of scale (NHS para 3). The company should utilize economies of scale in order to reduce the operating costs and threat of new entrants in the market. If necessary, the Starwood subsidiaries in the Middle East should be given more autonomy to tailor their products to the needs of the market. The subsidiaries can design products specifically for the Middle East market or adopt existing Starwood brands and customize them depending on local preferences. Adopting existing brands is especially important for the franchised system of management adopted by Starwood where the owner of the hotel is not the brand owner. Thus adopting an international brand gives the subsidiaries worldwide exposure and recognition associated with an established brand (NHS para 7). The company should pursue both a global strategy, but also emphasize on the customization of the hospitality services to the needs of the local market. The company should differentiate its services in order to attain competitive edge in the hospitality industry. Where global brands are adopted, teams of experienced staff should be established on the ground to modify the global campaign locally and serve as the public face of the brand. Their activities are then coordinated by a matrix structure reporting to the global brand manager or a local marketing manager. A separate team should be established, and it is responsible for new product development to fit the local market or to adopt global brands that fit into the existing Starwood portfolio. Brand strength is the life-blood of a franchising company like Starwood, and it is important that the staff develop and promote a brand culture (NHS para 5). The company has attained brand recognition and efforts should be shifted to retaining the customer loyalty through new and innovative hospitality products and loyalty

Senior Mentor Essay Example | Topics and Well Written Essays - 2000 words

Senior Mentor - Essay Example To provide effective health care as a practicing caregiver, it was necessary to identify what factors are involved in senior lifestyle and understand the psychological and sociological characteristics important to this demographic, especially pertaining to death, dying, spiritualism and the potential complexities of attitude associated with these dimensions. The conversation indicated that elderly lifestyle can be quite productive and fulfilling, as well as indicating that perceptions of death and dying are quite potent after reaching advanced age. Death, Dying, Socialization and Emotion The researcher was cautious about introducing the concept of death and dying during what was a rather superfluous discussion of social engagement and thoughts regarding the importance of maintaining a strong social network after reaching advanced years. The researcher waited until the participant indicated recent losses that had occurred as a result of advanced age within their social network to begi n introducing thoughts about death and dying. However, once the participant became comfortable with the mannerism and sincerity of the researcher, the respondent was forthright about her sentiment and emotional attachment to lost friends and her own mortality. Elizabeth Kubler-Ross (1969) provided a hypothesis indicating that there are specific stages that occur during bereavement that dictate the time it takes to heal from loss and how an individual is able to assess their own feelings or fears related to mortality. The first stage is denial, in which the individual refuses to accept that a loved one has passed on. Flowers had, just in the last three months, lost a very close friend along her network that often engaged in the aforementioned lifestyle activities enjoyed by the participant and her social network. Several of her friends, after the loss, demanded that the brunch party set a serving plate in an empty chair for the individual who had passed on at the age of 78 of a sudde n heart attack. This caused Elena Flowers considerable discomfort, however she did not want to frustrate or anger the two friends who were adamant that a place should be provided for the lost acquaintance. When Flowers had suggested, on-time only, that this activity was not productive or necessarily healthy thinking, she met with considerable aggression and accusations that Flowers was heartless and unfeeling. Flowers felt that their own thoughts about mortality, since the lost friend had died so suddenly of a massive heart attack, were what was driving this denial. It was not necessarily denial that the loved one had perished, but attempts to protect themselves from the reality that their life spans were quickly reaching their end. Santrock (2007) states that this type of behavior is common and is designed to protect oneself psychologically from having to face the difficult emotions of losing a loved one. However, Elena Flowers was more of a pragmatist, a realist, who seemed to hav e come to grips with the reality that she, too, would one day meet her natural end. Though this was only a small sample of potential elderly citizens in today’s society, Flowers was keenly aware that she would one day pass on and wanted very much to get the most out of life she could

I am going back to my school and giving a speech to the senior class Essay

I am going back to my school and giving a speech to the senior class. I must either Motivate, Inspire, or Entertain them - Essay Example As the senior class of this school, you are grown and mature. In the outside world, you will not have the luxury of delaying your responsibilities. You can’t be late for job, bills have to be payed on time. It is a decision you have to make today; whether to change for the better and look ahead to the future, or be conformable with the idea that we are a slacker generation. You should be the difference since you are the most senior in the school and the role models to the rest. When the time will come that you will have to leave this place; the world should know that your class will not hold back since you will be the once making the difference out there. It is important that at this point you have come to appreciate the fact there is a solution for every problem, no matter how big or small it may be. For every solution that is provided, someone or something will always be gaining and by doing this, you will be making the school a better place than you found it. All of you may not end up in college, and success does not come at an instance. But what I can assure you is that if you use your time in school wisely, you will succeed in the long run. Don’t waste your time in school, you have a very little time left to make things

Tata Motors Acquisition of Dawoo Commercial Vehicles Essay

Tata Motors Acquisition of Dawoo Commercial Vehicles - Essay Example The company is still chasing the opportunities to expand its business further to other location across the globe. Daewoo Motors Similar to Tata group, this group also started off in 1967 with a textile business by Kim Woo Choong (Koontz & Weihrich, 2006, p.206). In the 70’d and 80’s, the group has experienced a considerable growth with its diversification into several business. Later on in the early period of 1990s, the Group has expanded overseas and emerged as the largest conglomerate across the globe with around 24 companies under its shield. Back in the year 1978, the group has entered into the automobile industry by the acquisition of 50 % stake in the Sachan motor company while the rest was owned by another automobile giant, General Motors. The venture was later renamed as Daewoo Motor Company. In 1992, the Daewoo group acquired remaining 50 % of the stake with the withdrawal of partnership by GM. Later on after the bankruptcy of Daewoo, GM and some other companie s have shown their interest to acquire its assets. Daewoo Commercial Vehicle, previously a vertical of Daewoo, did not come under the bid and established itself as a separate company in the year 2002. Strategic and Economic Aspects behind the Acquisition Tata Motors had been one of the oldest players in the automobile industry of India. After expanding its dominance all over the economy, the company aimed at expanding its business all over the globe which made it adopt tie-up strategies with automobile companies in some of the major emerging markets of the world. The automobile industry is generally characterised by a large number of units and the commercial vehicles vertical in it occupies a small fragment of the entire industry. Globally, the commercial vehicles arena is dominated by... As the paper stresses Tata Motors is the leading automobile manufacturer in India and is among the leading commercial vehicle companies across the globe with revenue of $20 million in the last financial year. The company has also emerged as the one among the top four truck manufacturers as well as top two bus manufacturer across the globe. Established back in the year 1945, the company now employs more than 24000 employees with a vision to be the best in its operation and to be in compliance to its value systems and ethics. Tata Motors has also got the pride to be the first in the Indian engineering sector to be listed on the New York Stock Exchange; that happened back in September, 2004. This essay declares that Tata Motors had been one of the oldest players in the automobile industry of India. After expanding its dominance all over the economy, the company aimed at expanding its business all over the globe which made it adopt tie-up strategies with automobile companies in some of the major emerging markets of the world. The automobile industry is generally characterised by a large number of units and the commercial vehicles vertical in it occupies a small fragment of the entire industry. Globally, the commercial vehicles arena is dominated by players like Volvo, Scania, DaimlerChrysler and a few other giants who occupy nearly 60 percent of the total market share. In order to distinguish its might amidst them, the Tata Group needs to have considerable strategic as well as economic edge.

Segregation Essay Example | Topics and Well Written Essays - 1250 words

Segregation - Essay Example Despite variety of theoretical models suggested by US scholars to explain the ongoing discrimination in various fields of social life (Massey & Denton 1993; Borjas 1998), the key question still remains unanswered: why several decades of intensive legal and social efforts did so little in terms of eliminating such negative phenomenon as discrimination of minorities Although legal status of minorities is an essential factor in fighting discrimination and segregation, there are likely other equally important factors involved. Main Discussion The efforts to cope with the problem of minorities' segregation and discrimination undertaken during the last five decades largely failed. The seeming success of affirmative action when in 1970 - 1980's the number of students who belonged to racial or national minorities significantly increased, was achieved by reverse discrimination of the white majority: cases of Bakke and Webber (Ball, 2000) in 1970's made this fact evident to the public. Eventually, the surveys of public opinion demonstrated the controversy caused by lack of understanding of the affirmative policy in the nation. A recent survey performed by CNN in 1995 discovered that 80 percent of the respondents felt "affirmative action programs for minorities and women should be continued at some level" (RCPO, 1995). However, at the same time any possibility of reverse discrimination, which in fact had been the main feature of affirmative action programs since 1964, was opposed by 63 percent of participants (RCPO, 1995a). Affirmative action programs in education seem to cause more damage than positive effects. Laws passed to protect minorities from discrimination often led to reverse discrimination instead of... One of the most known accounts of the relationship between prejudice and negative stereotype was suggested by Milton Rokeach, who established a strong link between prejudice and the perception of intergroup differences.Therefore, affiliation with a certain group is an essential aspect of any individual's life. However, an individual affiliated with a certain group starts to distinguish between his/her group and people who belong to other groups which result in the development of two concepts: in-group and out-group. In-group is defined as "†¦ a group to which a person belongs and which forms a part of his or her social identity" while out-group is "any group to which a person does not belong". The major difference between the individual's perception of in-group and out-group members is the following: members of in-groups possess overwhelmingly good personal qualities, while out-group members are perceived with a certain share of negativism. This unique psychological mechanism is likely to be an important contributor to the ongoing discrimination and segregation in the US. This mechanism provides a valid explanation for the phenomenon of ‘voluntary segregation': segregation and racial isolation which results from voluntary choices of the minority representatives in housing, education, etc. The set of negative stereotypes which developed over the centuries when the white majority and the minorities lived on the same territory is an equally important factor in the ongoing discrimination.

The police on Black Friday Essay Example for Free

The police on Black Friday Essay How far do sources 11 and 12 challenge the view presented in source 10 about the conduct of the police on Black Friday? Emily Davison was a woman who fought for womans suffrage in the late 1800s and early 1900s. She died on the 8th of June, 1913 after she ran in front of King George Vs horse Anmer at the Epsom Derby on 4 June 1913. Some people believe that this event caused a major breakthrough in later womens suffrage. Firstly, source 10, (The Times Newspaper) shows a rather negative view on Emily Davisons actions. For example, the newspaper instantly assumes that the desperate act of Davison was achieved only to spoil the race. The Times wrote this because they were a very right winged paper and did not completely support womens suffrage and gender equality. On the other hand, if the Davison was a man, the newspaper would not be so quick to assume that his actions were for a good cause and would probably be more sympathetic for his injuries. Within the same article Davison is described as an offender. This was most likely due to the fact that when this article was written, Davison had not yet died from her injuries. Therefore, The Times and the majority of its readers would not have much sympathy to her, but instead would see her as merely a nuisance. When compared, source 10 and 12 share a rather contrasting idea on the doings of Emily Davison considering both the articles are written by The Times. In source 10 Davison is described as desperate and as an offender. However, 10 days later (after the death of Davison), the tone of the newspaper completely changes, (source 12). Instead of being insulted and described negatively, Davisons actions are described as heroic. This change in view was purposely done due to the fact that Davison had recently died and many people saw her death as an important issue; The Times had to keep their readers happy and show sympathy for such a sacrifice. Source 11 pretty much displays a complete opposite view of Emily Davisons death compared to source 10. This is because Christabel Pankhurst was a fellow campaigner for womans suffrage in the Womens Social and Political  Union, (source 11 is an extract from Pankhursts autobiography, Unshackled). Pankhurst gives a much more positive and most likely biased view on the actions of Davison. For example, Pankhurst makes it seem as if Davison was the whole reason why women were seen as earnest for the vote. She also states that Davisons death brought the concentrated attention of millions to bear upon the cause. These two points were likely to be exaggerated as there was a good chance that Davison and Pankhurst were close because they both fought for the same cause. In contrast to source 11, source 10 states that Davisons deed is not likely to increase the popularity of any cause within the general public. This is pretty much the exact opposite of what Pankhurst was implying in her autobiography which makes it clear that source 11 and 10 both challenge one another highly with two slightly biased and altered stories of Emily Davisons protest. Overall, Emily Davisons death obviously had quite a large impact on womens suffrage within the UK as the vote was given to women in 1918 5 years after her death.

Concept Of Lean Construction Projects Construction Essay

Concept Of Lean Construction Projects Construction Essay Lean construction project is very different compared to traditional construction project management where Lean approach aims to maximize performance for the customer at the project level, set well-defined objective clearly for delivery process, design concurrent product and process and applies production control throughout the life of project (Howell, 1999). Construction is a key sector of the national economy for countries all around the world, as traditionally it took up a big portion in nations total employment and its significant contribution to a nations revenue as a whole. However, until today, construction industries are still facing numbers of contingent problems that were bounded to be resolved since the past time. The chronic problems of construction are well known such as Low productivity, poor safety, inferior working conditions, and insufficient quality. (Koskela, 1993)  and the phenomenon of the poor performance and conditions in construction had long been witnessed and recorded by academics and practitioners throughout the world regardless in developed countries e.g. England  (Eaton, 1994)  or in developing countries e.g. Chile.  (Serpell et al., 1995) Nowadays, increasing foreign competition, the scarcity of skilled labour and the need to improve construction quality are the key challenges faced by the construction industry. Responding to those challenges imposes an urgent demand to raise productivity, quality and to incorporate new technologies to the industry. A lack of responsiveness can hold-back growth, and to development of the needed infrastructure for the construction industry and other key activities in the country.  (Alarcà ³n,1994).http://www.scribd.com/doc/37230963/Lean-Construction(lps left) Pertaining to the challenges faced by the construction industry, numerous researches and studies had been carried out for the past decades to identify the causes to the construction problems and some of them had went on to suggest and recommend solutions to rectify those identified problems. The early phase of these studies mainly focused on the end side of the construction process with the introduction of new technologies and equipment to speed up the construction process and improve overall productivity. It was only until late 1980s where a new construction improvement movement was being initiated by looking into the mean side of the construction process-related problems in a more holistic and structured way based on the philosophy and ideology of lean production. With the lean construction paradigm, construction industry had started to be reviewed and evaluated in the possibilities of implementing these new lean perspectives of production concepts in the construction processes to optimise the overall construction performance on construction stage as well as design stage. However, in construction, there has been rather little interest in this new production philosophy.  (Alarcà ³n, 1994)  This matter laid on whether or not the new production philosophy has implications for construction and will give any significant impacts on the productivity improvement. According to the scholars and researchers in Lean Construction, the new construction production philosophy is laid on the concepts of conversion and flow process. Therefore, performance improvement opportunities in construction can then be addressed by adopting waste identification/ reduction strategies in the flow processes in parallel with value adding strategies with the introduction of new management tools and with proper trainings and education programs. Unfortunately, these new lean construction concepts especially those on wastes and values most of the times are not well understood by construction personnel. Particularly, waste is generally associated with waste of materials in the construction processes while non-value adding activities such as inspection, delays, transportation of materials and others are not recognised as waste.  (Alarcà ³n, 1995)  As the result of that, the productivity of construction industry cannot be fully optimised due to the narrow interpretatio n on the concept of waste current adopted. In this case, substantial education programs need to be arranged for all related parties involved in order to implement the new process improvement strategies successfully throughout the construction process cycle. According to Ballard Howell (1998), construction covers a spectrum ranging from slow, certain, and simple project to quick, uncertain and complex project. Meanwhile, Koskela (1992) stated that construction is unique in the sense of it is one-of kind nature of projects, site production and temporary multi-organization. However, failure of establishing a good management system in construction project will lead to many problems that would cause cost of project increases, late completion of project and low quality which finally reduce the profit of the contractor. In order to overcome this problems, lean thinking or lean construction is been introduced in this construction sector. According to Howell (1999), lean construction is one of the new philosophies that been implemented by Toyota in their manufacturing process which now applied to the construction industry in order to smoothen the construction project and increase the contractors profit by eliminating waste. This supported by Ballard and Howell (1998) whom also stated the same facts that lean thinking in construction concerned in waste reduction. Generally, lean approach breaks the construction project to smaller parts of activities which will be defined clearly the start and end date for completion of each activity with an appointed person to keep on monitoring the all the activities to be completed according schedule. (lean construction 19/11) 2.2 Types of waste In most cases, construction managers do not know or recognize the factors that produce waste nor have they measurement of their importance. It can be said that most of the factors are not easily visible. Thus the identification of these factors and their causes, and the measurement of their importance is useful information that would allow managers to act in advance to reduce their negative effect. In construction industry the waste comes from the flow activities, conversion activities and management activities. Before sharing examples of lean application in construction, it is useful to identify the seven types of waste readily found in construction: 1. Defects:-This includes wrong installations, fabrication defects, errors in punch lists and not meeting required codes. Rework in construction is rarely measured. These are products or services that do not conform to the specification or Customers expectation, thus causing Customer dissatisfaction. 2. Overproduction of goods:-This happens when material is fabricated too early and/or stockpiled in the warehouse or at the job site. Estimating and bidding jobs that are not won is a form of this waste. Printing more blueprints or making more copies of a report than needed is overproduction. Overproduction occurs when operations continue after they should have stopped. The results of overproduction are; Products being produced in excess of whats required Products being made too early Excess inventory carrying costs 3. Transportation:-This waste occurs when material is moved around the shop, loaded on the truck or trailer, hauled to the job site, unloaded and then moved from the lay-down or staging area to the installation point. This is unnecessary motion or movement of materials, such as work-in-process (WIP) being transported from one operation to another. Ideally transport should be minimized for two reasons; It adds time to the process during which no value-added activity is being performed. Handling damage could be incurred 4. Waiting:-Examples include when a crew waits for instructions or materials at the job site, when a fabrication machine waits for material to be loaded and even when payroll waits for the always-late timesheets. Also known as queuing, waiting refers to the periods of inactivity in a downstream process that occur because an upstream activity does not deliver on time. Idle downstream resources are then often used in activities that either dont add value or result in overproduction 5. Over-processing:-This waste includes over-engineering, for example, the need for additional signatures on a requisition, multiple handling of timesheets, duplicate entries on forms, and getting double and triple estimates from suppliers. This term refers to extra operations, such as rework, reprocessing, handling or storage that occurs because of defects, overproduction or excess inventory. 6. Motion:-These treasure hunts happen when material is stored away from the job or when workers look for tools, material or information. This waste also occurs in the office or job-site trailer when looking for files, reports, reference books, drawings, contracts or vendor catalogs. To move and add value is called work. To move and not add value is called motion. Motion, then, means moving without working, moving and adding cost 7. Inventory: This includes uncut materials, work-in-process, and finished fabrications. Some contractors claim that they have no inventory because they job-cost all material. While this may work for accounting, if the material is not yet installed and isnt being used by the customer, its waste. This waste includes spare parts, unused tools, consumables, forms and copies, employee stashes and personal stockpiles. One could argue that the unfinished facility is inventory and is waste until operational. This refers to inventory that is not directly required to fulfil current Customer orders. Inventory includes raw materials, work-in-process and finished goods. Inventory all requires additional handling and space. http://www.leaninnovations.ca/seven_types.html 2.3 Causes of waste:- 1. Controllable causes associated to flows (a)Resources Materials: lack of materials at the work place; materials are not well distributed; inadequate transportation means. Equipment: non availability; inefficient utilization; inadequate equipment for work needs. Labour : personal attitudes of workers; stoppage of work (b) Information Lack of information Poor information quality Timing of delivery is inadequate 2. Controllable causes associated to conversions (a) Method Deficient design of work crews Inadequate procedures Inadequate support to work activities (b) Planning Lack of work place Too much people working in reduced place Poor work condition (c) Quality Poor execution of work Damage to work already finished 3. Controllable management related causes (a) Decision making Poor allocation of work to labor Poor distribution of personnel (b) Supervision Poor or lack of supervision

Importance of Organizational Behaviour on Teamwork

Importance of Organizational Behaviour on Teamwork According to Keith Davis organizational behavior is the study and application of knowledge about how people act within organizations. It is human tool for the human benefit. It applies broadly to behavior of people in all type of organization such as business, government, schools, etc. it helps people, structure, technology, and the external environment blend together in to an effective operative system. Fred Luthans defines organizational behavior as understanding, predicting and controlling human behavior at work. [http://www.mbatown.com] Stephen Robins defines organizational behavior as a field of study that investigates the impact that individuals, groups, and structure have an organization for the purpose of applying such knowledge improving an organizations effectiveness. According to Stephen Robbins, four elements make up the Organizational Behavior life cycle. They are Leadership, Employees of the Company, Organization Behavior Guidelines and time frame, Organizational Framework. Organizational Behavior is an important aspect to maintain interaction levels amongst employees in the company and also to enhance healthy relationships between them. Other attributes like leadership qualities of the employees, openness to discuss problems between the top level and ground level employees, challenge-initiative are all embedded in to this basic concept of Organizational Behavior to help the business in achieving its strategic and sometimes its business objectives. What Case Study Says The General Electric(GE), the conglomeratecorporation incorporated in the State of New York, USA, is famous for its organizational culture. In GE, the management philosophy followed by the management is to Encourage employees to share their views in a collaborative culture, Vest greater responsibility, power, and accountability with front-line employees, Eliminate wasteful, irrational, and repetitive steps in the work process (which would come to light through employee feedback), Dismantle the boundaries that prevent thecross-pollination of ideasand efforts and they consider customers and community as the emperor. They gave former importance to team job and gave respect to each other. All these optimistic aspects helped the company to get strong faithfulness of millions of employees during the long 120 years since the Company was founded by Thomas Edison. Jeffrey Immelt managed the whole company in a well-known style that has been very legendary till now. In 2000 to till now, when GE passed away correspondingly, along with the obituary wordings it was noted by writers, that the founders legacy was not the reason for the huge growth of GE-but it was the one and only GE Way. But after the merger of GE with ITT Corporation,Ling-Temco-Vought,Tenneco, the things misrepresented upside down. Former GE people like former dissection heads, managers, engineers, and all the employees says about the GE Way as something special. General Electric usually visited the corporation halls, interrelate with community and staff about their projects, their troubles etc. They keep in mind that at time everybody valued everybody else. The actual issues started when John Francis Welch Jr, was hired from outside as GEs Chairman and CEO. He stuck hard to the productivity of the company. A background of fear started among the staffs which never be real before. The main complaints against him were valuing money more than people, maltreatment lay-offs and creating a culture which is inequitable to the staffs. His intentions didnt match with GEs visions. They saw revenue only as a bludgeon to achieve other objectives which are given equal value. The other objectives include welfare of the employees, customers etc. The above case was all about GE Way. It is a across the world held opinion that GE Way played a critical role in Companys achievement. Critics may say that to support an excellent corporate civilization, the company should be at its superior times. But people of GE who have experienced GE Way will never agree this because GEs most struggling times were also the times when GE Way was established at its best. [http://www.paloaltoonline.com] 1) The contribution, motivation, rewards and roles of individuals within these groups and teams According to Stephen P. Robbins, motivation is the willingness to exert high levels of effort toward organizational goals, conditioned by the efforts ability to satisfy some individual need. Fred Luthans views motivation as a process that starts with a physiological or psychological deficiency or need that activates behavior or a drive that is aimed at a goal or incentive. Each and every function of life is accompanied with one or other type of motivation. There are two main kinds of motivation: intrinsic and extrinsic. Internal motivation is known as intrinsic motivation. When external factors compel the person to do something, then it is extrinsic motivation. [http://www.elmotivator.com/] [http://www.mbatown.com] Elton Mayo has the opinion that a employee having societal links at the place of work will be motivated more. Mayo believed that employees can also be motivated by acknowledging their social needs and making them feel important among others. This is what is done by General Electric in the case of GE Way. The employees who have skilled the actual GE Way says that everyone is valued by everybody else which means all the employees are given significance and also the opportunity to articulate their thoughts and views. Employees were given liberty to make decisions on the work and superior concentration was paid to relaxed work groups. This model is named as Hawthorne effect by Elton Mayo. [http://www.selfgrowth.com/articles] [http://ezinearticles.com/] In the case study, General Electric were very victorious in inspiring their employees by simply being down to earth. They never forget to visit their employees, to interact with them and to know their troubles and also to find answers. From all these illustration we can say motivation is what propels life. In everything we do motivation plays a major role. To care about output, learning, means, employment, achievement, victory, breakdown, etc motivation should be there An example for motivation, in management and organizational behavior: Example: Under-performing of employees which resulted in performance outcome A unexpected collapse in the profits was experienced by Company A. The companys management executive found out that this returns fall is as a result of under-performing of their employees. The performance of the employees was extremely much under the expectations of the management. This resulted in a rapid action from the companys part by firing about 6 employees and a new batch of people was hired. The company unsuccessful to understand in an earlier stage that the managers incapability was the basis cause of under-performance of the employees. The manager unsuccessful to provide them safer working conditions and this de-motivated the employees which resulted in decrease of productivity. This incident really opened their eyes which made them to execute strategies which help the company as well as employees to come from Under performance era. [http://www.org-behavior.com] The motivation process is demonstrated through several theories. They are as follows: Need-based theories: Need based theories include Maslows need hierarchy, McGregors Theory X and Theory, Herzbergs two-factor theory, Alderfers ERG theory and McClellands need theory Process based theories include Expectancy theory, Goal-setting theory, Reinforcement theory, Attribution theory Individual-organizational goal-congruence theories consists of Exchange, Accommodation, Socialization, Identification Maslows Need Hierarchy is all about a hierarchy of five basic needs which includes Physiological needs: hunger, thirst, shelter etc. Safety needs: security and protection from physical and emotional harm, Social needs: affection, belongingness, love, acceptance, and friendship, Esteem needs: internal esteem and external esteem, Needs for self-actualization: the drive to best realize ones potential. Alderfers ERG theory talks about three types of needs-Existence needs consisting of physiological and safety needs, Relatedness needs including the desire for maintaining important interpersonal relationships: social needs, and the external components of the esteem needs and Growth needs: an intrinsic desire for personal development: the intrinsic component of esteem, and self-actualization. McGregors theory X and theory Y Theory X has the assumption that employees dont like work, and they are lazy, not willing to take responsibility, and not motivated. Theory Y has the assumptions that employees like work, are creative, responsibilities seekers, and are self motivated. Herbergs two-factor theory talks about two contrasting views of satisfaction and dissatisfaction and it also talks about two factors-motivational factors and hygiene factors. McClellands Need Theory deals with the need for achievement. In other words it talks about a drive to excel, to set a higher goal, to seek higher responsibility, and to strive to succeed. All these theories more or less deals with what all factors create motivation in people and also the influence of motivation in an business. In the case of GENERAL ELECTRIC (GE), earlier the company was very good in mounting employee morale and thereby improving the efficiency of the operations of the company. But after the merger, the things totally fell upside down. The new top level authorities intense only on the profitability and not on the employee morale. This paved the way for dissatisfaction in employees which negatively affected the productivity of the company. Reward system consists of financial rewards and employee benefits, which is collectively known as total remuneration. They also include non-monetary rewards such as appreciation, promotion, praise, achievement, responsibility and personal growth. Recent studies and researches on reward system shows that reward criteria of the organizations, both monetary and non-monetary rewards have great influence on the employees and performance and the performance of the employees. As an answer to the question, why reward system is required, we can find out a number of reasons like it can improve organizational effectiveness, it is capable of achieving integration, motivate the employees, compete in the labor market, increased commitment towards work, it can attract employees having fair and improved skills, improved quality, develop team working. Singh et.al. (1977) in a study of organizational culture and its impact onmanagerial remuneration concluded that the demands for money was significantly influenced by the quality of organizational culture and that it can substantially be reduced by improving the quality of organizational culture. Findings such as those suggest that satisfaction, task involvement, demand for money and commitment are largely determined by organizational culture. Steve Williams and Fred Luthans (1992) stated that, the choice of reward interacting with feedback had a positive impact on task performance. According to Theodore R. Buyniski (1995),Despite the tendency in recent years to down grade the importance of money as an organizational reward, there is ample evidence that money can be positively reinforcing for most people. Teams are also important in an organizational context because it bring together people with different skills and experiences that enable the organization to quickly respond to innovation, changes in the business environment, and changes in the customers need faster and more effectively. Teams also solve problems quicker because of increased communication (Katzenbach Smith, 1999). The positions that are defined by a set of expectations about behavior of any job incumbent are termed as Roles. A set of tasks and responsibilities that may or may not be spelled out is accompanied with each and every role. Since money is being paid for the performance of the roles, there is prestige attached to a role, and a sense of accomplishment or challenge, roles have a powerful effect on behavior. In the context of the case of GENERAL ELECTRIC(GE), even though reward plays a vital role, the morale of the employees was more affected by changes in the psychological environment of the organization and also sudden change in the culture of the organization. As they were practicing a different culture of informality, they find it difficult to a survive the new environment which is so formal and which gave no importance to their opinions. When an organization gives importance to the views and opinions of employees, they feel it better to work in such conditions because it is human nature to wish to be recognized. Better performance will be the result if the individuals are given some roles to perform. [http://www.indianmba.com] [Steve Williams Fred Luthans (1992), The Impact of Choice of Rewards and Feed Back on Task Performance, Journal Of organizational Behavior. Vol. 13, P: 653-666] [Katzenbach, J.R. Smith, D.K. (1999). The Wisdom Of Teams. New York: HarperBusinees] [http://www.nwlink.com] (b) Management and leadership relating to both groups and teams Alan Keith stated that, Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen. Tom DeMarco says that leadership needs to be distinguished from posturing. Northouse says that leadership is a process whereby an individual influences a group of individuals to achieve a common goal. Mary Parker Follett defined management as the art of getting things done through people. Setting a new direction or vision for a group to accomplish the objectives of that group is known as leadership. But management is the controlling body or directing body of people and resources available in a group according to already established values. Even the terms management and leadership are often confused, they are actually different, but interrelated. The GENERAL ELECTRIC(GE) Way dealt with the legendary management style of two leaders Bill Hewlett and Dave Packard who through their leadership skills and qualities, developed the organization as a single f amily giving respect to each other. It is evident from the growth of GENERAL ELECTRIC(GE) that they were very successful in managing the people. Warren Bennis and Burt Nanus (1997) said leadership is like the Abominable Snowman, whose footprints are everywhere but who is nowhere to be seen. Leadership is everywhere but no one seems to be able to determine or figure out what makes up good leadership. It has been discussed by Bass in his book a study by H.L. Smith and Krueger (1933) in which they researched various primitive cultures around the world and finally reached a conclusion that leadership exists among all people, regardless of their culture, race or beliefs. Even though if societies do not have established or elected leaders, chiefs, or rulers, someone always exists who initiates a process and plays a critical role in the decision making process of a group (Bass, 1990). Hewlett and Packard found out that leadership qualities are lying hidden in each and every individual and thus they developed a culture of respecting each other developing a sense of integrity in the organization. According to Hollander, leadership is a process that involves three main components. One is the leader, the second is the employees, and the third is the culture of the organization. If the relationship between these three components is not compatible then in a long term perspective leadership will fail and so will the team. The first component of leadership is the leader. A leader must possess certain beliefs, perceptions, characteristics, and skills for good leadership to occur in teams. A leader must hold the Wallenda factor closely. The Wallenda factor is the ability to only think about succeeding, and concentrating on the task at hand and not even thinking about failing. The Wallenda factor was named after a famous tightrope walker Karl Wallenda who fell to his death. Karl Wallenda was preparing for his most challenging stunt of his life. But what he could think for 3 months before stunt was about failing, instead of working hard for the stunt. Checking and supervising the const ruction of his rope, he has never done it before and due to the thoughts of failing he checked it for the first time. (Bennis Nanus, 1997). The willingness to share power and control with the team should be a quality of the leader. Acting like a traditional boss is not good for a leader; he should be like a player or coach to the team. As already seen in the case of GENERAL ELECTRIC(GE), leaders must be there for support and encourage employees to solve problems on their own. Hewlett and Packard were typical leaders in the sense that they regularly visited company halls to interact with people and to solve their problems. GENERAL ELECTRIC(GE) Way, as the employees feel was a life and the leaders were like colleagues not bosses. They treat employees like equals and there were nothing that could be communicated only to managers and not to employees. [http://www.teamtechnology.co.uk] [Bass, M.B. (1990). Bass Stogdills Handbook of Leadership. New York, NY: The Free Press] [Bennis, W. Nanus, B. (1997).Leaders: Strategies for Taking Charge. New York, NY: HarperCollins] [www.sagepub.com] [Hollander, E.P. (1978). Leadership Dynamics. New York: The Free Press] RESOURCES QUANTITY GOALS OBJECTIVES SCHEDULE QUALITY Boundary Management Chart Harvey Robbins created a chart that helps leaders and the team members to know their boundaries specifically. This chart is having goals and objectives in the middle box, resources in the box above it and quality in the box below it. The quantity box is to the left of goals and objectives and to the right is the schedule box. When a team member becomes more skilled the leader will put his or her name in one of the boxes and then that team member will be responsible for that job. The other boxes deal with being in charge of the quality of the product produced, the quantity of the product produced, and in charge of the resources used to produce the product. Other responsibilities assigned to other employees could be added to the chart if needed. The only box, according to Harvey Robbins, that is not negotiable is the center box: goals and objectives. Leaders are not ready to completely give up control of goals and objectives because they must make sure the team members goals and objectives are matching with the organizations goals and objectives. But the team members will be given the opportunity to involve in decision-making (H. Robbins, personal communication, September 15, 1999) An important element of good leadership is trust. Trust can be earned through many ways. In case of GENERAL ELECTRIC(GE), one way of creating trust was sharing of information and access to upward communication. A second was allowing team members to take risks without fear of punishment. Instead of firing or giving punishments the culture in GENERAL ELECTRIC(GE) was to give reassignments of jobs from which they can learn their mistakes. c) Group structures, goals and objectives. The group structures are important since it plays a vital role in determining the productivity of a group. A group can do better than the collective effect of employees working independently. A successful group leader can lead a group to success. Different organizations structure their groups differently based on their goals and objectives. Groups should not be over crowded with skilled people, at the same time should not lack skills and talents. A group lacking skilled personnel may fail to achieve the said objectives. Goals and objectives provide the team members with the means of doing an act, and the end result will be their successful accomplishment. The groups goals, work plans, procedures, resources etc should be successfully arranged to get good results. When the work is carried out in well managed groups, the groups will enjoy operational and managerial freedom, which can increase their satisfaction towards work. The members of the group should be aware of his/her contribution towards the group and it is being valued, each individual starts viewing the group as an attractive entity. Well managed group structures enable the employees to work in co-operation. The statements that describe about the vision to be accomplished, or the results of any action that will be achieved in the future are known as goals and objectives. Goals provide a wide context of what the vision is and what is it trying to achieve. Objectives are more statements that describe in a narrow context i.e. specific, tangible products, deliverables and fruits that will be delivered as a result of the action. Compared to objectives goals are high level statements. Goals may include more than one objective to achieve since it is at a higher level. To be more precise, achievement of many objectives may result in the accomplishment of a goal. Generally goals cannot be measured. Goals are defined as long-term aims, in which validation is possible in the future while objective accomplishment is a step by step process and can lead to the successful accomplishment of a goal. What the action is trying to achieve is what that matters in objectives. The objectives are concrete statements which should be written at a lower level. Then only it will be possible to evaluate at the conclusion of a goal to check whether it was achieved or not. Compared to goal statements, objectives should not be vague. An excellent objective will be specific, measurable, attainable/achievable, realistic and time-bound. Even though goals and objectives are often used interchangeably, there is a main difference in their level of concreteness. Goals are less structured compared to objectives which are more concrete. In the case study Hewlett and Packard were having clear cut objectives and goals which never hampered the satisfaction of the employees and customers. They considered profitability as a tool to enable other objectives which are equally important to them. But the problems started when the management failed to align the objectives of the organization and the objectives of the employees together. [http://books.google.co.in/books] [www.askscs.com] [www.articlesnatch.com] CONCLUSION Organizational behavior is so important because it studies or investigates about the impact of individuals and groups on behavior within organizations and it is used for the purpose of applying such knowledge towards improving the effectiveness of the organization. Organizational behavior provides the managers and leaders of the organization, the way through which they should travel and also make their employees travel to achieve organizational goals and objectives. For managers to build up a better work related understanding of themselves and their followers it is important to learn about organizational behavior in todays business environment. As the definition says, a manager has to get his things done through others; the organizational skills become a valuable talent or asset for him. The role of the managers has become more sensitive due to the changing nature of todays business environment. It is now essential to be familiar with handling new work forces, dealing with the complication of new environment and so on. For this, business people have to develop their information about attitude and behavior of individuals, and groups in organizations. In any organization or company, motivation and communication are two important elements in determining the success of the company. Based on motivation itself many theories have been developed to study behavior and characteristics of employees. The internal theory focuses on the differences within the individual that give rise to motivation and behavior. There are also theories about relation between personal needs or desires and organizational needs. The process theory focuses on the relationship of the employees with the company. The external theories focus on the various components in the environment making it a basis explanation of the behavior of the employees at work. Communication is the so important since it is the basis of all activities and it is used by all the employees regardless of their position whether upper or lower for informing about what is going on in the organization or company. An important motivating factor for employees is harmonious relationship in Maslows th eory, which is a type of affiliation. The prior position in determining the satisfaction of the employees is occupied by working environment of the company. The employees when given roles to perform and rewards for their performance can perform better. This is the reason for many companies setting up teams to work and develops a healthy competition among the teams. Management and leadership also play an important role in the ultimate success of the company. Both these terms are essential because one without the other will make the operations of the business incomplete. Leaders can make sure that the team possesses clearly defined goals that match with the overall vision, goals and objectives of the company. Leaders and managers are concerned with effectiveness which will be reflected in the companys operations. Conclusively, OB can create an environment having happy moments of bonding together that can make each employee more intact that can help to maintain teamwork.