Russia-Chechnya Conflict an Example of the Topic Government and Law Essays by

Russia-Chechnya Conflict World peace This was what every beauty queen dreams of having. That should be every countries goal isnt it? But why in this modern world of advanced knowledge and technology, the war never stops? The case of terrorism did not stop; instead, it grew and became famous. There was no single day that people have not heard about war and violence. There are many reasons to it, people fighting for their rights, countries wanting to conquer other countries, countries retaliating, and the list goes on. Why cant this world use a more peaceful, less violent approach to get their desires? Why does some conflict lasts for so many years and many lives being sacrificed? Need essay sample on "Russia-Chechnya Conflict" topic? We will write a custom essay sample specifically for you Proceed One of the most known issue of conflict that is still not resolved until now is the Russia-Chechnya conflict. The said conflict began in the mid 18th century when Russia wanted Chechnya to be its integral part while the latter is against it. In 1722, the earliest fight between czarist Russian forces and Muslim tribes in the region was recorded. At first, the Russian troops succeeded conquering most of the area until the Chenchen tribes revolted, led by a Muslim cleric named Sheikh Mansur. They defeated the Russian and it was since then that the Chechnya people sustained their stand. In 1994, the build up pressure between the forces resulted in war. That time, President Dzhokhar Dudayev rejected to compromise on the Kremlin line and this infuriated the Russian troops. They made different techniques to obtain support from the local people including supplication of funds so they would go against their president. The Russian troops were able to stage a furtive attack on Grozny on the 26th of November that same year with the help of assembled support from some forces. Although, these schemes did not succeed, due to the deficiency of efficient planning on the part of the Russian forces. They eventually retreated as the Chenche n forces shocked them with facing their sudden attacks courageously and in effect captured around 20 Russian troops. After their victory, the Chenchens became braver and even when Russias president then, Boris Yeltsin gave an ultimatum that they should disarm and surrender, they took it for granted. When the Russian forces attacked them with massive aerial bombardments, they went underground so they were not entirely affected. Many civilians were harmed and it increased the tension between the two forces. The situation became more violent as President Dudayev of Chechnya declared war. The conflict resulted to a bloody war and many were killed because of the nonstop attacks with each other. As Russian forces used so much of their power to win, the Chenchens improvised and fought with what they have. Until, both parties were too damaged to fight, that they thought maybe peace talks are better, but no one made a way for it so they all suffered. More killings and battles occurred between the two forces and in the end, the Russian forces withdrew. But it did not stop there; the Russians planned to get back to the Chechnya and won this time. They pushed through with their formulation of new tactics and production of different machineries to be used for their revenge. Since they now know the ability of the opponent, they prepared hard and planned carefully. This resulted to never-ending battle between the two since the Chenchens still fought hard and did not accept defeat. They used their guerilla technique against the new strategy of the Russians. The world was alarmed by what was happening to the two forces and encouraged them to stop the incredibly increasing violence. Ceasefire was announced, but not to end the war but to have temporary rest so that the dead could be buried. The ceasefire did not succeed for long because although it was announced, there were still reinforcements that land in the battlefield. Until finally, this time, the Russians won, and was able to conquer most of the land. In that situation, still the Chenchen rebels did not surrender; they tried to make advances and fought with their own way. (Ambekar, 2004) The effect of the war was depressing to the world; they referred to it as an unimaginable catastrophe. Countless number of dead people, enormous damage, and extreme violence left the mankind in terror. Until now, the conflict still exists and it would not stop until the two forces stop their desire to damage one another. Everyone is hoping for peace but only the two opposing parties have the power to decide on that. (The Eurasian Politician, 2002) The question now is how to resolve this conflict that lasted for centuries and the violent war for more than a decade now. If only this conflict will be resolved, then what else would be the reason for war? Surely nobody would want to kill and risk their lives and even of their family just for nothing. In this situation, it can be said that the Chechnya people just act on instinct, just like any living things on earth that develops natural defenses when they are put into danger, to protect themselves from the predators, to save their life, their family, and their territory. What the Chenchens want is to have their independence. They are fighting for their right and they want to attain peace and stability. In this case, if what they want will be given to them, if only the Russians would let them live in peace and stop harming them, they will also stop the violence and live in peace. On the Russians side, their concern is also about peace and order. They are alarmed about the terrorism the freedom would give. There is a suspicion that Chechnya rebels are linked with Al-Qaeda and giving them their freedom would also give them more freedom to proceed with their terrorism. What Russians want is normalization. They want to take control of Chechnya to ensure that they will not be freely doing their terrorist acts. Russia wants Chechnya to have a president who is pro-Russia so they will still have a bit of control over the activities of the Republic. Only then will Russia withdraw their security forces and let Chechnya take control of their own peace and order. Russia even passed a new constitution earlier this year giving Chechnya more autonomy within the Russian Federation but unfortunately, the elected President failed to unite the Chechnya. The main reason for this is that his security forces are known for cruelty. He was eventually assassinated and this made the s ituation only worse. (Shah, 2004 www.globalissues.org/Geopolitics/Chechnya) The problem can be summed up to the need of the Chechnya republic to have their independence and Russians rejection of it. And because of this main problem, other problems arouse causing alarming casualties. The whole world is alarmed and having problems as well. They are afraid for their own welfare since, there might be a risk that other countries around the two opposing forces will be affected. Most of the countries around the world are against violence and they are definitely not comfortable with what is happening between Russia and Chechnya, especially some of the countries which are members of the United Nations, whose primary concern is to promote peace and friendship among countries. Actually, in April 2001, a resolution on Chechnya that condemned serious human rights violations by Russias forces was adopted by the UN commission on Human Rights. They also raised concern about forced disappearances, torture, and summary executions. There were also appeals for the UN committee against Torture to get commitments from Russia to stop torture (Geneva, Nov.13, 2006). According to the director of Europe and central Asia division (Cartner, 2006 www.globalissues.org/Geopolitics/Chechnya), the Russian government must act swiftly to conduct meaningful investigation and should accept the judgment of the European court; this was when the European court held Russia responsible for the summary execution of five people in February 2000. (Lindsey Hilsum, 2004) Aside from the above mentioned, there are many countries that would agree that it is better for both countries to negotiate and have peace talks. So now, how can this overwhelming conflict and violence between Russia and Chechnya be stopped? The easiest and simplest solution that we can offer is to just let the Chechnya have what they want which is freedom and for Russia to just leave them alone. But it may not be that easy, there are many things that Russia is considering that is why it is not that easy for them to just let the Chechnya go on with their lives peacefully. This may be the reason why even if it is also very hard for Russia to continue with the war since they also risk lives of their people and they spend great amount for their war machineries, they cant just stop the war. So, the first step that must be taken is for other countries involved in the United Nations to mediate between Russia and Chechnya. It is important for other countries to stand in between so the problem may be seen in different light. Russia and Chechnya are both closed-minded about the situation so they would definitely not listen to each other. Both are harmed by the endless fight between them so it is difficult to compromise for each other, so a third party may help. They must request for both parties to have a ceasefire. After both parties agreed, then it may be a start for negotiations. The third party would still be the mediator for the negotiations; they will organize and discuss the conditions of Chechnya with Russia and the conditions of Russia to Chechnya. They have to work this out until both parties come into a compromise. One solution that could be compromised is to give Chechnya a chance to have their freedom. If Russia would be insistent in their concern that this will pose extreme international terrorism, it could be proposed that the freedom from Russia be temporary, just for Chechnya to recuperate with the damage brought by the many years of war. By this time, Chechnya should prove that they could stand on their own and would not be a threat to security. However, it would not be easy for Chechnya to recover alone. Their resources became scarce and they have a lot to recover that is why it would be necessary to help them with their recovery. Assistance for the first years of their independence should be given. There would be a need to give or lend them fund. It would also help to give them suggestions on how they can make their territory better. They also need some help on the procedures of becoming effective democratic country. The Chenchens should be trained in different departments to acquire the skill of running their territory. Careful demilitarization should also be exercised, if it is possible to get their trust. For years, Chenchen found solace and security with their weapons so it would be a little hard to get it from them, they might think that this is just a trap for them, so trust in the guiding organization is extremely significant. Amenities and incentives should also be given in exchange of the surrender of the firearms. This will increase the possibility of peace and recovery. Some of the Chechnya people migrated to Russia in the times of war, they could be offered to go back to Chechnya if they want to or they could stay in Russia if they want to as long as they would not be threats. Those who will opt to stay in Russia should be ensured security and fair treatment. These solutions would be beneficial to all parties involved. At the same time, it has also its risks and disadvantages. The solutions given will benefit the Chechnya people greatly, they would finally get what theyve been striving for, their freedom. They will also have the chance to make their country a stable and improved one, less killings, less damage, and less violence. The Russians on the other hand will also benefit greatly. The Chechnya problem will be out of their hands now, they could use the money they are spending in war in more important things for their countries and they could save their people from violence. The bonus of this solution is the benefit that could be attained by the third party, the organization or country that will be Chechnyas guide as it goes through the process of recovery. The guiding country will have strong allies, Russia and Chechnya, if it will succeed in being the mediator. They will also have a great reputation if this would become successful w hich will open for more opportunities of different kind of help. The disadvantages would be that the Russians may be right in their fear that Chechnyas freedom will pose as an international threat. Another disadvantage would be if the guiding organization do not succeed with the task and instead of getting the trust will only contribute to the problem and in the end, only more violence will be produced. In the end, all the solution presented above will be more of an advantage than disadvantage. All things have its positive and negative side, but it is worth the risk if it will eliminate the violence that does not help but only destroys the world. So, why have violence, if we could find solution by compromising in a peaceful way. References: Ambekar, Yogesh The Russian-Chechen Conflict Cartner, Holly Europe and Central Asia director Hilsum, Lindsey The Conflict the West Always Ignores New Statesman, January 26, 2004 Khalilov, Roman Feb. 2002 Shah, Anup September 04, 2004 The Eurasian Politician, November 2002.

High School Drug Abuse What Do You Do essays

High School Drug Abuse What Do You Do essays According to a study conducted by the University of Michigan's Institute for Social Research, among the graduating class of 1997, 54.3 percent of students had used an illicit drug by the time they reached their senior year of high school: a dramatic increase from the once 40.7 percent in 1992. The study also reported an increase among high school seniors from 27.1 percent in 1992 to 42.4 percent in 1997, that had used an illicit drug in that past year. There was also an increase from 14.4 percent (1992) to 26.2 percent (1997) of use in the past month. And due to the addictive nature of drugs, many of these young students will continue using them throughout their life. Drug abuse has become an increasing problem in the nation's high schools today. The question is, how is it prevented? Drug testing has been a successful way of controlling this, and the problems associated with it. It is true though, that the most effective way begins in the home, when children are young and just learning about drugs and their hazardous health risks. Other programs deal with educating students about the effects and dangers that will effect a person for the rest of their life. These programs also teach about the legal issues involved. But what do you do for high school students, after it is too late to carry out these programs. And often the programs have been carried out, but students ignored the warning and council, and end up breaking the law. What do you do then? Many schools are implementing drug testing programs, which have been proven to successfully decrease the amount of drug abuse that occurs in schools. High School drug testing has become a very controversial topic in many communities across the nation. Many students and parents are arguing that drug testing is a violation of the rights of a US citizen as designated in the 4th amendment of the Constitution. But, in the Supreme Court case of Vernonia School District v. Wayne Act...

The Civil Rights Act of 1964 Research Paper Example | Topics and Well Written Essays - 1250 words

The Civil Rights Act of 1964 - Research Paper Example Discrimination based on Race, Color, religion, and nationality In the beginning of 1960s, most Americans knew the potential of having equal protection was to be fulfilled in the fourteenth amendment. There was a debate in the three arms of the government and the public on whether the constitution enhances equal protection to all American workers, but civil Acts has been able to protect American workers from being discriminated based on color, religion, race, and national origin. It is, therefore, unlawful to deny equal employment opportunity to an employee because of his race, or even perceived race, or race-linked characters such as hair color and facial features, or because the individual is married to or has an association with another person of a particular race and color. This law also extended non-discrimination protection to workers who are disabled. There have been attempts to enact the legislation to protect lesbians, bisexual and gay workers from discrimination but the Cong ress has failed to protect workers from discrimination based on sexual orientation. ... Sex was added in the law to protect Alice Paul who was a woman. Section 703 part A declared it unlawful for an employee to refuse to hire or even discharge a worker with respect to the worker’s terms of service, compensation, or any privilege of employment because of the individual’s race, national origin, color or religion. Final bill that was passed allowed sex to be one of the considerations especially when the sex of the worker was a bona fide qualification for an intended job. EEOC was later created under Title VII for implementing this law. Recruiting, Hiring and Advancement Section 703 Part A protects workers during hiring process, and it states that it is unlawful to discriminate an employee with respect to compensation or any other privileges of employment. Any job requirement should be applied in a uniform and consistent manner to all persons regardless of the race and color. Moreover, a job requirement should without putting in place job performance or needs of the business; otherwise, it will be unlawful if the specific requirements will exclude persons of specific race and color in a significant way than others. For instance, an employer who solicits applications from applicants of the same race and color, or applicants with a specific education background which may not be important for the performance of the job, or even testing the job applicants for knowledge or abilities when the job performance is not important. In other circumstances, an employer may require racial information of an applicant for having affirmative action. To obtain information relating to race without discriminating the employee is by using separate forms or

Buyer Behaviour & Market Research Essay Example | Topics and Well Written Essays - 2000 words

Buyer Behaviour & Market Research - Essay Example Consumers can express displeasure or detest a product is they have a negative attitude towards it. This negative attitude can be caused by the string cultural or religious beliefs that disfavor it among others. Attitudes are formed and takes two routes; effective or cognitive. Cognition is about the mental process of thinking, memory, judgment, problem solving and decision making, a perception among others. Affective elements consist of feelings, emotions and reflexive responses that we make towards sensations in the environment. The interplay of cognitive and affective elements, therefore, engineer and determine what opinions and attitudes we come up with when making purchases in the market. This essay aims at analyzing the formation of consumer attitudes based on these courses and how different they are. The attitudes consumers form can either benefits or be a drawback to an organization in the market as it decides on whether a customer will choose your product or not. Any effective market strategy is developed with a consideration of the consumer’s attitude. To achieve success in the market, the attitude of consumers cannot be ignored. The marketers have to find a way of changing the attitudes of the potential customer and convince them that their products are the best. The eventual behavior of the customer shall reflect what beliefs the customers attached to the product. The mental aspect of thinking rationally about a product, perceptual process, judgment and mental images created by a product on a customer are some of the important areas that the marketers have to strategize on. The marketing department of an organization is tasked with a responsibility to unearth and understand why certain attitudes subsist amongst the consumers and find ways o changing them to the advan tage of the company in terms of increasing sales and purchasing.

The impact of non-production departments on effective logistics and Essay

The impact of non-production departments on effective logistics and operations performance - Essay Example The non-production departments would be identified and their impact on effective logistics would be discussed; that would assist in not only identifying the problem, but also finding a solution for it. The process by which acquisition movements and other functions such as storage of parts, materials, and finished inventory are strategically managed through the utilization of proper marketing channel, which is the future objective of generating revenue and profit, is called effective logistics (Blecken 134-137). It also includes the objective of effectively fulfilling the orders by minimizing the cost. In case of effective logistics, the focus is on efficient system and attention is paid towards movement, which is the backbone of the system. Instead of distribution, finance, production, and purchase, logistics deals with a flow of information and materials. According to the concept of logistics, every segment in an organization should work together, and the marketing manager should be prepared to consider lower performance or lower level of service while preparing activity framework, so that the lag times are also considered. This would give the project manager a proper estimate of time, which is most important in logistics (Burg â€Å"5 Logistics and Shipping Mistakes Small Businesses Make"). Operations Management Performance and Effective Logistics Effective logistics is a part of operations management and the performance of the enterprise depends on logistics and other aspects of operations management. Operations management involves management of design and productive systems, along with control, and planning of daily operations within the transcorporate networks and company. Supply chain network is an integral part of operations management. In small enterprises, the operational management, such as daily productions, etc is usually handled by the human beings. Operations management and logistics are considered an area of concern by the stakeholders of the co mpany. In order to measure the performance of operational management process and logistics system, appropriate performance indicators should be selected in such a way that it stands in line with the objectives of the business. The performance measures would assist in evaluating the objectives and degree to which those are attained (Charantimath 440-443). The operational management performance of the company can be accessed by examining certain areas such as cost, flexibility of process, delivery, and quality of products. Logistics system of any organization influences the objectives of the company through the above mentioned areas. This also indicates that logistics affect the performance of any organization significantly. Considering the four areas of logistics which are considered in operations management, the quality of process, and product should meet the high demand standards. The cost of the inventory and the work process should be lower. The objective would be to have high ca pacity, and low cost of administration. Delivery rate should be high and accurate, and lead time has to be short. Finally flexibility in terms of achievement of customer benefit, maintenance of relationship with partners should be of high degree (Deepen 14-16). Non-Production Departments In order to identify the impact of non-production department on logistics and operations management performance of organizations, first the non-production overheads have to be identified, and discussed why they are considered such. The non-production

Frankenstein, by Mary Shelley | Alienation

Frankenstein, by Mary Shelley | Alienation In the story of Frankenstein, Victor, a scientific genius, created a monster known as Frankenstein. He abandons the monster as soon as he creates it. Frankenstein, the monster, experienced bad parenting growing up. No one ever taught him any manners at all. In this story, Victor and Frankenstein are both alienated by society for different reasons. The monster is rejected by society because of his terrifying physical appearance and his reactions towards people. Victor experienced alienation his entire life, when he was a child and family due to his scientific obsession. Therefore, in Frankenstein, Mary Shelley used the theme of alienation by having the two main characters, Victor and Frankenstein, alienated by society because people judged the monster based on his physical appearance and his reactions. While, Victor isolated himself from society due to his scientific experiments. Therefore, people alienated him because they thought of him as a very strange scientific maniac. As I previously mentioned, the monster was judged based on his physical appearance. As soon as everyone saw him they would start screaming in horror or run away. The monsters hideous appearance including his eight-foot long body caused people to react this way. This caused the monster to feel rage towards others. The monster would then groan in anger towards individuals. One day Frankenstein finally got to see himself in the mirror. And got surprised. Then he realized why people were so terrified by his physical appearance. This is all Victor fault because if Victor had not created him or messed up during his experiment the monster would of never have had to suffer because of this. The monsters reactions toward people also played a major role in why he was alienated. Whenever he saw how people reacted to him, he would go crazy. He would groan in a very frightening way. The monster reacted this way because of tow reason. First of all, he was rejected un fairly by society. Secondly, he felt very angry towards society. When the monster first came to life, he first saw Victor. Victor looked at him and got really scared. Then he decided to abandon the monster . The monster was raised with basically no parenting at all. He wasnt taught how to be polite or even how to act towards people. This is why the creature had no social skills at all. If the monster would have been raised with good parenting he would have been more of a human because he would of at least known how to act when others were around. The monster then began to feel confused because people didnt want to be around him. What caused him to be confused was that he had no idea why people reacted this way. He wanted to be loved. Unlike his creator he did not isolate himself from society. The monsters first experience with humans is when he meets the villagers. They threw stones at him, which aggravated him. The next experience the creature experienced was with the Dclacey family. This was the first time the monster actually wanted to be part of a certain family. The creature decided to hide because of his previous experience with humans. He was well aware that humans disliked him. As the monster was hiding, he observed the language in which they communicated, he believed it was like a godlike science, which would help him become more a human because if he could communicate like one that was a head start.. The monster continued to observe everything this family did for some time. The monster tried his best to be liked by society but failed. This made the monster come to the conclusion that he would never be accepted by humans. The creature demanded Victor to create a female companion for him. As Victor was working on this he gave up. He decided that he was no longer going to create a companion for the monster. This got the monster very angry. He got revenge by killing Elizabeth, Victors wife. As I have already stated, Victor Frankenstein also experienced alienation throughout this story. He experienced alienation from both his family and society. In Frankenstein, Victor is described as a man whos in love with science. He spent much of his time creating a monster. However, he wasnt aware of the consequences this would bring him. At the end of this story he spent much of his time trying to destroy this monster. As he tried to destroy the monster he isolated himself from society. He would always go to his lab and try to come up with other scientific creations. He regretted ever creating the monster because the monster caused him a lot of trouble. People then thought of him as some crazy scientific genius. Victors scientific views alienated him from all his surroundings. He had a very keen interest in since ever since he was a child. Him being so different from the rest of the family is what got them to alienate him. He just seemed so different and strange from the rest. As Victor was growing up, he became even more obsessed with science. This is what caused him to come up with all his crazy experiments and ideas. He decided to isolate himself from society and spend most of his time at his libratory , where he would mix all different types of chemicals and try to create new inventions. He lived his entire life this way. He had no regrets about any of this until he had created Frankenstein. That was when he had finally realized that he should of stopped all of his scientific experiments and call it quits. The monster got him more frightened then what he had ever been. As I previously mentioned, Victor refused to create a companion for Frankenstein. His reason for this was because he was afraid of making another huge mistake and having to face the consequences for his actions. However, the monster did not understand this and seeked revenge on his own creator by killing his wife Elizabeth. After the death of Elizabeth, Victor became even more scared of the monster because now he knew for a fact that the monster was capable of murdering others in order to get what he wants. Through out this story, both the creature and the creator suffer a lot because of alienation. Victor isolated himself from society. While the monster was alienated by the rest. The monster suffered more than Victor because he truly wanted to be loved. Victor just isolated himself due to obsession with scientific experimenting. The monster, on the other hand, tried his best to be part of society, but he failed and never was. Work Cited Alienation in Frankensteinhttp://ltu.se/ copyright of website 1971,1997 Themes and Construction: Frankenstein http://find.galegroup.com/ Shelly, Mary Frankenstein published by Lackington, Hughes on 1818 Abigail Williams: Friend or Foe? Abigail Williams: Friend or Foe? Abigail Williams, a villain, is manipulative and strong willed but her weaknesses of deception and desire fuel her jealousy of Elizabeth Proctor. To some she was a close companion, her and her small entourage of sneaky young girls, stir up a lot of problems with the small but well known settlement. Back to 1692 the mischievous girls all started with a devious plot to rid elizabeth proctor from the town, abigails hatred for the mistress was enough to put the whole town on the map for witchcraft. Maybe her intentions werent as evil as they see me, but maybe they were, at first the girls and titichuba gathered in the forest for just innocent encounters maybe just to make the boy of there dreams fall for them. Abigail quickly turned to selfishness, having john proctor wouldnt be enough for her, the 17 year old girls twisted intentions were out to kill. In my opinion she definitely is the brains behind this group of attention seeking, sportin girls. She can take everything to extensive drama just to prove silly falsehoods, Most definitely a very skilled actress. Abigail williams would do anything possible to keep her name out of the equation, she definitely did not want to be the root of the trouble, selfish yes, but im sure some could argue that she just wanted to keep her and her friends out of trouble, they were aware of their punishments, maybe being whipped and spanked. In abigails eyes peoples lives were not important she was only concerned about her image. Soon after the story beings you get to see her true colors. Betty one of the youngest turns cold and ill. Abigail has no compassion for even her own so called friend. The witty girl does not care as she threatens her, she is only worried about how much trouble she is going to be in because of bettys actions, even though she is definitely the cause of all the mischievous behavior . Shut up! All of you. We danced. That is all, and mark this, if anyone breathe a word or the edge of a word about the other things, I will come to you in the black of some terrible night, and I will bring with me a pointy reckoning that will shudder you! And you know I can do it. I saw Indians smash my dear parents heads on the pillow next to mine. And I have seen some reddish work done at night. And I can make you wish you had never seen the sun go down! One of my favorite abigail williams quotes, even though this is just a little preview of how cruel she can be. The girls intentions become pure, she is doi ng all of this out of despite of john proctor. To her all the townspeoples lives are just part of a big game. The character struggles to make to right decisions and think about others very self conceited. As the story continues the truths unravel and you see the real side of the girls most just devious abigail. The very famous story of the witches in salem massachusetts because more and more popular by the year. As it is all started with the girls cruel scheme to ruin the life of john proctors beloved wife, and mother to two young boys. Abbi was very envious of elizabeth because she had what she always wanted. In the end, abbi lost and so did elizabeth. John Proctor does not make it to the end of this tragic story, if only abigail would have done whatever she could in her power, because she really did have too much power for such a young girl, maybe she would have saved the poor farmer and his family. Elizabeth quickly moves on and re marries,she was a good wife and to me didnt deserve all the drama john had put her through. She lives happily ever after, unfortunately so does abigail and all her young friends. Im sure never have a remorse and sorrowful bone in her body. Over all you can tell this young girl should have never had any sort of authority in a courtroom, her evil games and cruel ways, cost a towns reputation, and her own in my opinion. By the end of the story you see that she was just the talk of the town with her affair with john proctor she was not shunned or put to shame for it though. Even a couple years later only one of all the girls choose to apologize.

George Gershwin Essay -- essays research papers

George Gershwin was born Jacob Gershowitz on September 26, 1898 in Brooklyn, New York. George began his professional career in "Tin Pan Alley," a location in New York City where aspiring composers and songwriters would bring their scores to a publisher trying to sell the tunes for cash. Two years after he started work for Jerome Remick, George had his first song published. "When You Want 'Em You Can't Get 'Em" was not an instantly famous, but it did begin to attract the attention of some of the Broadway composers of the day. During this time of professional growth, George kept his job as a rehearsal pianist and studied piano, theory and orchestration with the best of the best. George's first big hit was a song delivered by Al Jolson in the Broadway musical Sinbad. "Swanee" became an instant hit and propelled George's music before the Broadway audience regularly. In 1919, George composed the music for La, La Lucille, his first full musical score. From 1920 to 1924 he supplied producer George White with several songs for use in the immensely popular George White Scandals series. Behind Rhapsody in Blue, George is mainly known for numerous songs, which have become a part of the American songbook. The full scale collaboration of George and Ira Gershw in as composer/lyricist began in 1924 with the musical Lady Be Good!. The musical featured songs such as "Fascinating Rhythm" and "Oh, Lady, be Good" among others. One song, which wa...

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

Free Essays on Cowboys

â€Å"Should have been A Cowboy†, a popular kit country song of the mid 90’s, broke out on the charts making people think back on their lifestyles. But in fact, do people view cowboys as the hero who has no trouble or worry, or the real cowboy lifestyle as rugged and dirty, struggling to survive. Cowboys were mounted herders hired by cattle owners in the United States to look after their livestock. Cowboys kept the cattle together, guided them to pasture, prevented their being mixed with other cattle, protected them from thieves, branded them, and drove them to shipping points. The long trips across the west seem to people today as a long horse ride with occasional campfires and beautiful scenery. This is the image I have always had about cowboys, but boy was I wrong. Between stampedes and Indians a cowboy had hardly enough time to enjoy the scenery. Nights were cold and lonesome. They were dirty and mean which seemed to be the key to their survival. Cowboys were faces with many hardships such as thievesfe tended to develop rough-and-ready virtues, as well as extraordinary skill in horsemanship and marksmanship. These qualities have acquired an almost legendary character in numerous tales and songs, making the cowboy a symbol of a hero in the United States and abroad.... Free Essays on Cowboys Free Essays on Cowboys â€Å"Should have been A Cowboy†, a popular kit country song of the mid 90’s, broke out on the charts making people think back on their lifestyles. But in fact, do people view cowboys as the hero who has no trouble or worry, or the real cowboy lifestyle as rugged and dirty, struggling to survive. Cowboys were mounted herders hired by cattle owners in the United States to look after their livestock. Cowboys kept the cattle together, guided them to pasture, prevented their being mixed with other cattle, protected them from thieves, branded them, and drove them to shipping points. The long trips across the west seem to people today as a long horse ride with occasional campfires and beautiful scenery. This is the image I have always had about cowboys, but boy was I wrong. Between stampedes and Indians a cowboy had hardly enough time to enjoy the scenery. Nights were cold and lonesome. They were dirty and mean which seemed to be the key to their survival. Cowboys were faces with many hardships such as thievesfe tended to develop rough-and-ready virtues, as well as extraordinary skill in horsemanship and marksmanship. These qualities have acquired an almost legendary character in numerous tales and songs, making the cowboy a symbol of a hero in the United States and abroad....

6 Brand New Ways to Use One English Worksheet to Nail Down Your Grammar Skills

6 Brand New Ways to Use One English Worksheet to Nail Down Your Grammar Skills 6 Brand New Ways to Use One English Worksheet to Nail Down Your Grammar Skills To be good at English, international students should work hard all the time because before going to an English speaking country, they need to learn the language first. Given this fact, their almost every English studying class passes with the help of worksheets. But what happens with these worksheets after the class? Students throw them away, as they do not see any reason to do the same task again It seems boring for them! But what if you can substitute a heap of worksheets with only one to gain different goals? Learning English as a second language becomes easier if you do it interactively. There are some ways to use an already analyzed card to train different skills and not to be bored with it. Let’s have a look at these interesting and, above all, useful ways to reuse one English worksheet to nail down your grammar skills. 1.  Ã‚   Extend the Sentence Here you use the material from the worksheet, but now your task is to extend sentences making them complex or compound without changing the tense. Completing such a task, you are practicing the particular grammar tense and, moreover, recollecting the material about complex and compound sentences. Thus, there is one more additional benefit of such a task. 2.  Ã‚   Assort Synonyms Once again, you use the same worksheet, but this time you read each sentence and mull over the synonyms to the main verb that could extend the sentence without changing its main idea. Completing this exercise, you are to use your word-stock to assort as many synonyms as possible. To motivate yourself more, do this task as a competition with your friend, who also wants to learn English. After such a contest the winner could be awarded, for example, with a tasty goodie. 3.  Ã‚   Make a Short Story Read every sentence and imagine a situation where this sentence would be suitable. Then, choose the sentence you like the most and tell a story you’d like to develop to your family members or friends. This particular task involves improving some skills: on the one hand, you improve your speaking skills using a fixed grammar tense, on the other hand you develop creativity and imagination that are also very important not only on grammar classes. 4.  Ã‚   Change the Type of the Sentence One more exercise can be devoted to the types of sentences. You have to   know three of them: affirmative, negative and interrogative. You read the written sentence and change it into other types. If the sentence is affirmative, the task is to make it negative and interrogative. If it is negative, you make it affirmative and interrogative. 5.  Ã‚   Change the Voice of the Sentence The voice in the English grammar is a tricky unit that should be practiced for a long time to be understood. You read a sentence, if it is used in active voice, make it passive, if it is in passive, make it active. 6.  Ã‚   Make a Themed Story It is perfect if there is a holiday in your area in the nearest time. But if it isn’t, you may choose any holiday you like. The task is to read all the sentences and unite them into a complex story about your favorite holiday. This task can also be organized as a competition with your friend, or a group mate. If your partner is from another county, you may tell about your national holidays, for example. The funniest story could land a prize. Thus, you can see that you mix up creativity, desire and an analyzed grammar worksheet, it is possible to â€Å"cook† a brand new task. Do not get sloppy! There is no need to peruse the internet or to submerge into the heap of books finding extra exercises to practice any grammar topic. Solution is nearer than you think. Enjoy your English classes! If you need certified writing assistance, we will easily write an English research paper for you, on any topic.

Career of Advertising and Marketing Managers Research Paper

Career of Advertising and Marketing Managers - Research Paper Example All the components of marketing mix must be considered while making marketing decision B. Marketing manager 1. Role of marketing managers in product development 2. Marketing manager as the head of marketing department C. Knowledge, skills and abilities of a marketing manager 1. Required knowledge of a marketing manager 2. Skills required for one to become a marketing manager 3. Required abilities of a marketing manager D. Tasks and activities of a marketing manager 1. Occupational tasks of a marketing manager 2. General tasks of a marketing manager 3. Specific tasks of a marketing manager Conclusion To succeed in marketing, organizations have to employ the assistance of a qualified marketing manager. The manager, on the other hand, should be willing to apply the necessary knowledge and skills to market the ideology of the organization to potential customer. However, organizations have to be willing to provide the marketing manager with necessary resources to enable them execute their duties effectively. Introduction Eddie Robinson asserts that "The will to win, the desire to succeed, the urge to reach your full potential... these are the keys that will unlock the door to personal excellence† (Eddie Robinson para 9). ... One of the myths about marketing is that an organization needs to understand marketing in order to succeed. On the contrary, business is all about people, and thus the organization needs to understand the people other than marketing itself. Another myth of marketing is that mass marketing is the best form of marketing. Conversely, there are other more effective marketing methods such as personal exposure, face-to-face marketing and direct marketing (Laidlaw para 8). These other forms requires proper planning, a role carried out by the marketing manager. Marketing has taken a very new dimension, leaving the old methods and adopting modern forms that yield better results. With the advancement in technology and the expansion of customer-product awareness, organizations are now reviewing their marketing strategies. This creates the need for acquisition of qualified workers to adapt to the changing world. According to the Direct Marketing Association, for instance, mobile direct marketing spending is expected to grow by 51% in 2011 and by 39% in the following year. As a result, the spending will reach $31.3 billion in 2011 and 35.4 billion the following year (Kaye para 1). Advertising agents and website designers are also aligning themselves to this new development. Nearly forty percent of companies in the United States use internet for marketing purposes, as indicated in the graph below (Kagan para 1). Graph 1: Online marketing statistics Source: Kagan 2011 Marketing as a career has a great potential for advancement and in return promoting high revenues to the organization. Over the last few years, marketing has taken a new dimension, with marketers embarking on online marketing and other contemporary forms of marketing. Myspace.com website, a

EMC Design for Boiler Controller Assignment Example | Topics and Well Written Essays - 2250 words

EMC Design for Boiler Controller - Assignment Example The paper discusses the concepts related to Electro Magnetic Compatibility like Electro Magnetic Compatibility design principles. The paper also relates these concepts to the design of a Boiler Controller with five subsystems. The EMC mitigation techniques like filtering, shielding, bonding of cables, PCB layout, etc. have to be detailed for this Boiler Controller. Also, system hardening recommendations has to be proposed for system in case of any discrepancy in the design. Dr. Franz Schlagenhaufer and Mathew Wood says that ‘Grounding, shielding, filtering and cabling/wiring are important design criteria to achieve EMC on the equipment level. In order to avoid costly overkill solutions and to tailor individual measures in the case of contradicting requirements, †¦.their application must be based on sound theoretical principles. A sound knowledge of electromagnetic theory is essential to understand and appreciate EMC measures’.