PETRONAS Company Overview and Analysis

PETRONAS Company Overview and Analysis PETRONAS is the short for Petroliam National Berhad. As an incorporated company, it was founded on the 17th of August 1974. It was wholly owned and controlled by the government of Malaysia. PETRONAS has ventured into more than 32 countries including Argentina, Russia and Egypt. It currently employs over 30, 000 employees of 38 nationalities. PETRONAS has involved in the entire petroleum activities. From managing the sharing contractors of the foreign production, it has been changed into developing its own capabilities in the upstream sector allow it to take the lead in the exploration and production of the nations oil and gas resources. Vested with the entire oil and gas resources in Malaysia, PETRONAS is entrusted by the government to develop and add value to these resources. Besides that, it also ventured into downstream activities. It seeks to maximize value creation and strengthen of its operations all the way down the value chain. The range downstream activities of PETRONAS includes oil refining, gas processing and liquefaction, gas transmission pipeline operations, petrochemical manufacturing and marketing, property investment, shipping, marketing of liquefied natural gas, marketing and distribution of petroleum products, and trading. Internal Environment There is a high level of interdependence between an organization and its internal environment. The internal environment comprises elements that have a direct influence on the operations of the organization. They have an impact on the achievement of the organizations goals. The Micro forces of the environment are: Vision and Mission PETRONAS is a big organization and a corporation which is widely known to the world as a company that exports Malaysian oil. Being a big organization, PETRONAS has its very own vision and mission to achieve its common goal and to serve its customers the best service they can provide. As we all know vision is a long-term plan that exists in almost every company or organization. PETRONASs vision statement is to be a leading oil and gas multinational of choice. It is hoping to become a worldwide known organization and also the first choice among all other oil companies present so far. PETRONAS mission statements, on the other hand, are as follows: We are a business entity. Petroleum is our core business. Our primary responsibility is to develop and add value to this national resource. Our objective is to contribute to the well-being of the people and the nation. (PETRONAS, 2010) The mission and vision PETRONAS believes has made it grows tremendously since it was incorporated in the month of August on the 17th in the year 1974. It is now a fully-integrated oil and gas corporation which is ranked among FORTUNE Global 500s largest corporation in the world. Organizational structure Organizational structure is the internal, formal framework of a business that shows the way in which management is linked together and how authority is transmitted. (Stimpson, 2006) PETRONAS adopts the functional organization structure. It enables specialization and allowing its employees to focus on their respective areas. There is cross functional bonds between the respective divisions and departments. It is the bond and process of specialization that has led to the success of the organization. Team work is encouraged, all the departments work together to achieve the companys goals and targets. This has proved to rewarding for the organization as a whole and the employees, customers, suppliers and the community as a whole. The line of authority is clearly drawn, orders are sent from the top most level, the president and the CEO. PETRONAS has also hired consultants to improve business and organization results. Functional Strategies Corporate Planning and development division This division plans long term and short term business strategies which lead to the development of the organization. Education division This division undertakes the responsibility of all the educational activities associated with PETRONAS. It involves the scholarships provided by University Technology PETRONAS and the education programs provided to the underserved community. Finance division The Finance division provides the company with its accounting and financial reporting backbone of the company. Its role is to identify financial sources to finance the operations of the company and to locate profitable areas where the business can invest their money to get higher returns. PETRONAS is involved in the sports world through its investment with Mercedes F1team. It has also contributed towards the development of Turkmenistan economy, by investing US dollar $ 1.8 billion in the oil and gas industries. Technical Services division This division is set up to drive and manage the technological activities of PETRONAS. Human Resource division The most important function of the human resource department is recruitment, selection and training of employees among others. PETRONAS selects the best and brightest of employees through talent searches amongst local and overseas graduate. PETRONAS trains and molds its own employees through technical training and innovative program provided in University Technology PETRONAS. Shareholders Shareholders of a firm can directly influence its policies and activities. PETRONAS shareholder is the government. It generates income and value for its shareholder. PETRONAS gave the government RM 52.3 billion from its RM86.8 billion pre-tax profit, in the form royalty, dividends, corporate tax, income tax and export duty. PETRONAS provides shareholders with the opportunity to gain first hand exposure on the Companys operations by organizing several visits to its Gas Processing Plants. Such two-way communication increases corporate transparency and helps shareholders take a longer term view of their investment based on a better understanding of the companys corporate strategy and operation. PETRONAS recognizes the importance of timely and equal dissemination of information to shareholders. Therefore they arrange the Annual General Meeting (AGM) which is a crucial mechanism in shareholders communication. Employees PETRONAS must be committed to enhancing the capability of its employees, as a corporation is only as good as the people who work for it. This phrase is from PETRONAS mission statement. Employees are the most important asset of an organization, since it is the dedication, motivation and skills of an employee that make a business successful. PETRONAS highly values its employees and understands the importance of their motivation. Therefore it arranges various programmes to encourage and support its employees by involving them in voluntary work. Programmes such as Sentuhan Kasih and Jalinan Insan allow their employees to contribute to homes for disadvantaged children and orphans in the areas of their operations. These programmes provide the employees with job satisfaction, which in return highly motivates them to perform better. Community Lord Holme and Richard Watts used the following definition. Corporate Social Responsibility is the continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as of the local community and society at large The culture now is to be generous by giving back to the community. Therefore organizations have certain responsibility towards the community they work in. PETRONAS is a responsible citizen of the community, thus is has successfully imitated and supported various social, environmental and community projects. PETRONAS and Education PETRONAS is committed is developing the people and they operate in by providing education particularly in the field on science and technology. They are determined to create a skilled human resource base for Malaysia through various schemes. Scholarships University technology PETRONAS (UTP) provides hands on technical training and innovative programs to help employees build skills and competencies. PETROSAINS provides a rich and motivating environment for the public to acquire knowledge about science and technology. PETRONAS benefits from this program since they are molding their own workforce, by educating them in standards which are important to PETRONAS. PETRONAS and Environment PETRONAS recognizes the importance of conserving biological diversity in order to ensure people, animals and plants. Therefore they developed the KUALA LUMPUR CITY CENTRE (KLCC) PARK, to balance the challenging demands of growing urban populations, with the environmental conservation. A much needed public park and green lung for the city of Kuala Lumpur. External Environment External environment refers to the factors that happen outside the business which cannot be controlled by the business. These factors will influence the internal functions of the business and its strategies to adapt itself to the changing environment. Political Environment The Malaysian government chose to create a state company, rather than using taxes, production limits, leasing, or other familiar instruments of supervision. The government sought to assert national rights over the use of the countrys resources. A state company, having both supervisory powers over the majors and production activities of its own, was a workable compromise between allowing the majors full rein and excluding them, along with their capital and expertise, altogether. PETRONAS is given full trust by Malaysia government to conduct business independently from the government. Government holds 100% of PETRONAS and formulates and implements energy policies including oil gas. The company cooperates with the government for the common purpose to develop the country to achieve the level of advanced countries. Regarding the relationship between PETRONAS and the government, one executive in the company said, There is a world, especially in the Third World, where only the government and the government (GG) can open the first door. He claimed that there is the world which does not function well with the absence of mutual trust between the government and the national oil company. Legal Environment Legal concepts, principles and issues are affecting everyday business decisions of all organizations. PETRONAS is a multinational organization. Therefore the company is subjected to laws in all of its host countries. Petroleum Development Act 1974 To regulate the oil and gas industry to achieve Malaysias economic development needs, Petroleum Development Act 1974 was formulated, and PETRONAS was established under this act. Through this act, PETRONAS owns the exclusive right of ownership, exploration and production of petroleum and gas. Under the direct purview of Malaysias Prime Minister, PETRONAS is responsible for its planning, investment and regulation of all up-stream activities. Government Taxation PETRONAS is liable to pay to the Federal and State Government in terms of dividends, taxes, export duties and royalties. In the year of 2009, PETRONAS has paid RM 30.0 billion as dividends, RM20.3 billion as income tax, RM 9.1 billion as corporate income tax, RM 2.2 billion as export duties and RM 6.2 billion as royalties to the government (PETRONAS: Media Release, 2009). Laws Regarding Employee Benefits On the other hand, nearly all government pass laws to control recruitment, employment, minimum wages, health and safety at work, and trade union rights of employees. One of its aims is to protect the workers from any kind of physical injuries. It requires the working environment in PETRONAS to be safe with adequate equipment and sanitation. However, these requirements usually add up to the business cost. Consumer Rights In addition, PETRONAS has to protect consumer rights. The Consumer rights seek to protect the rights and interest of consumers, as well as to prevent them from receiving products that do not reach a reasonable level of safety. PETRONAS sternly practices this as to ensure maximum popularity amongst other oil and gas company as well as looking after customer satisfaction. Economical Environment Economical environment refers to the collective of the nature of economic system in the country. It would affect a business in terms of recession, interest rates, exchange rates and global economic factors. Recession Recession is the process when values of goods and services decline in an economy. It results in the fall of demand for certain products, as income is reduced. To keep the demand on going, the prices of products are lowered. According to an article by Jane Lee in 2009, net income of PETRONAS in the year ended March 31 dropped 14%. It was its first annual profit decline in 7 years due to sapped energy demand in global recession and high production cost. Interest rates During inflation, there will be increase in the supply of money associated to the amount of goods available. This will result in a rise in prices of goods and services in the economy over a period of time. For PETRONAS, the high interest rates and fall of purchasing power would consequently affect the cash flow of the organization. Oil Price Oil Price has strong relationship with PETRONAS sales performance. When oil price in Malaysia increase, its sales will strongly increase, and when oil price in Malaysia decrease, its sales also decrease. Technological Environment In order to adapt itself to the rapid growing technological environment, an organization has to be versatile and recognises the value of technology to its business growth. PETRONAS is a technology dependent organization that promotes and uses technology vastly for research and development. It pursues the strategic deployment and application of technology to further enhance operational excellence and maximize the potential of its existing assets and emerging opportunities. Technology in Gas Business In the Gas Business, PETRONASs technology emphasizes on mercury management. With the initiatives to remove mercury from raw condensates, the onshore mercury removal system, a technology that is among the first in the world, has been installed at PETRONAS Onshore Gas Terminal in Kertih. This system is able to treat raw condensates at the terminal, to improve operational and Health, Safety and Environment (HSE) performance as well as to assure product quality. Technology in Oil Business In the Oil Business, PETRONAS continue to pursue leading edge technologies to enhance its fuels and lubricants businesses. PRIMAX 3, the unleaded petrol, was developed in-house utilizing a superior quality fuel formulation innovated by optimising base fuel properties through the addition of the Sinar G-05 additive (PETRONAS: Oil Business, 2010). While meeting environmental standards, it enhances engine performance and efficiency. In addition, PETRONAS also believes there are opportunities in alternative energy resources and continue to explore the potential of hydrocarbon resources as well as solar energy and bio-fuels. In building a long term and sustainable energy business, the company looks toward Green Technologies to prepare for the future low-carbon economy. These technologies are believed to be providing a strong competitive advantage for PETRONAS to strengthen its position in global business. Competition In any of the industry, there must be competition among organizations. An organization will try to get more customers to buy their product instead of the one offered by the competitors. The success of organizations depends on which one makes the most attractive products at lower prices. The major competitors to PETRONAS are Shell and Caltex. They produce different type and efficiency of petrol. PETRONAS PETRONAS has designed PETRONAS PRIMAX 3 to provide maximum protection and performance for your car. By formulating with unique additive components, PETRONAS PRIMAX 3 efficiently protects the engine against injector fouling and corrosion, reinstating the car to its peak performance to improve fuel economy. Shell However, Shell is the leader in developing high quality fuels. Shell Super with fuel economy formula is specially designed by Shell experts to give you extra miles at no extra cost. It is formulated with Shells Synthetic Viscous Friction Improver, designed to reduce friction in this crucial part of your engine, helping to improve its efficiency. Caltex On the other hand, all Caltex petrols now include technologically-advanced, patented fuel ingredient, Techron ®. Caltex Techron with cleaning agent is unsurpassed at keeping engines clean and cleaning up deposits to help reinstate original performance. It contains powerful detergents which help in removing deposits from fuel injectors intake ports and valves. The key benefits for using Techron ® are improved performance, enhanced reliability, smoother drive, restored fuel economy and lower emissions. Comparing these petrol brands, each of them has its own strengths. They are having a healthy competition in the petrol industry with the same goal to provide the best petrol they could produce. Social Environment Social environment refers to the factors regarding the society as well as the environment. An organization needs to have social responsibilities in order to contribute to the people of the society and to protect natural environment. Social Responsibility on Consumer Many companies are affected by society and vice-versa. For PETRONAS, it was noticed that consumers are the foundation of the entire business, and dissatisfied customer could be a warning signal to the business. Therefore, it has to take care of societal needs and safeguard human rights. For example, it concerns about the safety and health of consumers. It has to make sure that it supplies safe products to the consumers and provides product knowledge via advertisements, as well as ensures product utility and performance as advertised. Social Responsibility on Environment In undertaking its business activities, PETRONAS cares for the environment by adopting responsible environmental management practices in its operations. At the same time, it also contributes to the biodiversity and conservation of the environment for the sake of the community. PETRONAS is taking every practicable and reasonable step to prevent the risk of injuries, health hazards and damages to properties in according to international Health, Safety and Environment standards. It is also investing in community-related initiatives in environmental conservation and urban renewal, both in Malaysia and other countries. These community projects aimed to create sustainable benefit and tangible value to the communities. Conclusion Over the years, PETRONASs unique experience and expertise, coupled with its technical and operational competencies have allowed it to be accepted as the preferred strategic partner by international companies and the host countries. Facing the adverse business and economic environment, PETRONAS is still able to integrate, add value and globalize its operations. These would bring the company towards the realization of its vision to become a Leading Oil and Gas Multinational of Choice. Moving forward, PETRONAS will continue to improve its business performance, strengthen its resilience and enhance its capabilities to confront the challenges in delivering a sustainable energy future for all its stakeholders. Moreover, it will guided by its objective to serve the nation and people with high standards of ethics and integrity, while at the same time maximizing shareholders returns. (3022 words)

LeBlanc’s Gender Criticism of Chopin’s The Awakening :: Chopin Awakening

LeBlanc’s Gender Criticism of Chopin’s The Awakening Tomorrow marks thirty years since the Roe vs. Wade decision that gave women a reproductive choice in America. The occasion reminds me that women are continuously struggling to attain and maintain various levels of freedom. Elizabeth LeBlanc’s gender criticism of The Awakening---a novel published before women acquired suffrage---highlights one such freedom: the freedom to live on one’s own terms. The discussion delineates how Kate Chopin’s tale of one woman’s â€Å"choices, actions and attitudes may be construed as the attempts of a woman trapped in a sexually (in)different world to reconstitute herself as lesbian† (241). LeBlanc clarifies that Edna is a â€Å"metaphorical lesbian† who â€Å"creates a narrative or textual space in which she interrogates accepted norms of textuality and sexuality and constitutes herself as subject† (238). The use of the word â€Å"trapped† connotes a state of being cornered, with few choices and at the mercy of someone else. At first, Edna does seem trapped to a drone existence of bourgeois Creole society. But once she was â€Å"initiat[ed] into the world of female love and ritual,† (247) she began â€Å"seeking fulfillment and selfhood† outside of marriage and motherhood (244). Her gravitation toward a woman-centered existence, outside of culturally defined spaces, is an act of self-reconstruction. For example, at the risk of damaging her reputation, she rejects the obligation of her social class to host ‘callers.’ This is a figurative loosening of the ties that bound her to a tradition of waiting for life to happen. She defies that tradition and, in doing so, restructures her existence as a woman. Edna progressively moves away from all-things-traditional, or culturally predefined, into a space all her own. As a metaphorical lesbian, she â€Å"engages in a variety of woman-identified practices that suggest but stop short of sexual encounters.† One such practice is finding solace in a woman who already lives on the margins of society, Mademoiselle Reisz, who LeBlanc suggests is the actual lesbian in this narrative. Edna, LeBlanc writes, â€Å"is drawn to [her] whenever she falls into despondency and hopelessness† because Reisz’s â€Å"music penetrated [Edna’s] whole being like an effulgence, warming and brightening the dark places of her soul† (Chopin 103). It is she, who describes herself as â€Å"captivated† by Edna, who â€Å"fosters in Edna a sense of the possibilities for joy and fulfillment outside the realm of male tradition and meaningless codes† (252). Edna learns not to define herself in relation to her familial attachme nts, such as mother or wife.

Lorex Memo

I will Indicate what Information I found Important in making the best economic decision for the target fill amount. There were several costs that we need to consider when analyzing what will return the most profit. I will walk you through the data I used, the analytical method performed, and my recommendation on what I believe would be the most profitable for Lore Pharmaceuticals. Determining the Proportion of Properly Filled Bottles I started by determining a list of target fill rates to test for your company.There Is a standard normal distribution function that can be used to determine the probability for different fill rates. I used the required fill rate of 10 ounces as a basis of lactating the proportion filled properly for that ounce level. The results only showed a 50% probability as you can see in exhibit A, in the first column. I increased the fill rate by . 1 ounces and continued to calculate the probability using the same standard normal function. These results, shown in e xhibit A, can be used to help calculate the highest possible contribution per case by considering the impact on revenue and variable costs.The results show, with every . 1 ounce increase to the target fill rate, the probability that the bottles with meet the proper fill requirement of 10 ounces goes up. Expected Revenue per Case Now that the probability of properly filled bottles has been calculated, we can determine our expected amount of revenue per case. We know that a case that Is properly filled will sell for $1 86 and a case that has been reworked will sell for 80% of fill rate of jazz. Is $167. 40.We arrive at this number by assuming 50% of the cases will be sold at $186 and 50% will be sold at 80% of $186, or $148. 80. You can see on Exhibit A, that as the probability of properly filled bottles increases, revenue also increases. This is because the higher probability that the cases will meet the 10 ounce requirement, the more cases you will be able to sell at full price. Cos t of Active Ingredients per Case When trying to maximize profit, it is important to consider what costs are going to impact the bottom line.Specifically, we will want to evaluate the variable costs that change related to the target fill line. I started with the data the company provided in the projected operating profit and I calculated what the cost per case of active ingredients per ounce would be. I included the active ingredients and the blending direct labor because these amounts correlate with how many ounces are in each total. The filling materials, filling direct labor, and filling overhead are important costs that will affect the bottom line; however they are not dependent on the target fill rate.By calculating a per ounce amount, we can calculate the active ingredient cost per case. As you can see in Exhibit A, the higher the target rate per bottle, the higher the cost per case. This is because the more ounces used to fill the bottles; the more ingredients are going to be used. Cost of Rework per Case Another cost to consider is the cost of rework per case. Unless every bottle meets the ill requirement of 10 ounces, there is going to be a rework cost. Given the hourly wage and rate at which a case can be reworked, we can calculate a per case rework amount.The higher probability that the bottles are properly filled implies a lower cost of rework. You can see in exhibit A, the cost of rework decreases as the target fill rate increases. Recommendation/Conclusion Based on the calculations, I would recommend that Lore Pharmaceuticals set a target rate of 10. 4 for the current production line of Linton. As you can see in Exhibit A, the highest contribution per case is at the 10. 4 rate. When we increase the target fill rate to 10. 5, the contribution per case decreases. Even though at a target rate of 10. Returns the highest projected revenue per case, the amount of active ingredients used to fill each bottle increases; therefore our contribution per case decreases. An alternative solution could be to invest in a more efficient production line for this drug. The quality of the production line that is being used for Linton is older and much slower than the other production lines in use. We would need to consider whether making improvements to the current production line or buying a completely ewe machine would be worth it for Lore verses using the current production line.

Lean and agile operations

Lean and agile operations Introduction For a long period of time, organizations have been adjusting their management and operations tactics. The main objective behind this approach has been to trend to consolidate management and operational elements that are closely linked together so that they can be monitored easily (Drew, McCallum Roggenhofer, p.6). Lean management has over time replaced mass production. This form of operation calls for a different form of thinking and operation. On the other hand, companies are attempting to change or adjust their departments. In the present day, Networks are more agile in terms of being adaptive, operationally efficient and informally lean (Goodpasture, 2009, p. 268). Some of the elements that are associated with agile operations include cultural acceptances in business relationships, expansion in accessing and adoption of instant messaging plus wireless connectivity and electronic networking (Goodpasture, 2009, p. 268).Advertising We will write a custom essay s ample on Lean and agile operations specifically for you for only $16.05 $11/page Learn More This paper explores the concept of lean and agile operations and also offers a succinct comparison of both types of operations in manufacturing and service sectors. The concepts of lean and agile operations According to Mattias and Jan (2009, p.976-999), lean and agile operations have been used in all sectors of production. They have highly been utilized in service and manufacturing sectors. There are internal and external factors that drive companies to adopt these measures of management. In most cases, lean and agile operations have been tested to be operationally effective. Agile operation can be defined as the use of specific principles such as techniques, interactive developments and automation in running an organization. On the other hand, lean is a concept and a philosophy developed to minimize wastage during the process of production. It focuses on specific values as perceived by customers, creating value streams, making value flow from raw materials to end user, pulling productions together and striving towards perfection. Lean operation is highly valued in most organization since demanded by customers is well met. The differences between lean and agile operations/management can best be understood from a supply point of view. The following table highlights some of the major distinguishing attributes between agile and lean supply. Distinguishing attributes Lean supply Agile supply Life cycle and product variety Long life cycle and low variety Short life cycle and high variety Forecasting mechanism Algorithmic Qualitative: Consultative Market Predictable Volatile Profit margin low High Stock demand Stable long term Volatile and immediate availability Source: Nieuwenhuizen (2009, p. 124)Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Agile supply operations are market sensitive and can easily respond to movement in demand emanating from various market dynamics or players such as customers and the suppliers. To achieve this, there must be unconventional mechanisms in hearing the daily voices coming from the market (Nieuwenhuizen, 2009, p. 125). Agile supply operations also introduces the concept of electronic data exchange which helps partners in the supply process to have and react to actual demand or same data. Lean operation is more of a theoretical application than a practical one. However, when molded well, it can serve as an ideal operation in any situation. According to Reiner (2009, p. 163), the concept of lean management has been hyped as ideal concept fitting the new millennium. It has a set of tools that can assist in steady elimination of waste, production of time, cost reduction and quality improvement (Reiner, 2009, p. 163). It is built upon experience and insights from just-in-time applicati ons. Applicability of lean-agility There are various examples that can be equated to lean and agile operations. The basic principle of lean agility is on reducing the costs of production and increasing value in customer service (Waters, 2003, p. 41). For example, a supplier can increase customer services and reducing costs of operations by improving EDI links. These strategies have dominant themes of low cost operations and a focus on customer satisfaction. Organizations are able to focus specific operation features of their products by enhancing the ability to deliver goods and services quickly to the customers. The best form of satisfying customers is by ensuring that goods and services reach them in time, are of high quality, their volumes are flexible, there is product flexibility and there is specialization as well as diversification (Waters, 2003, p. 41). Some organizations in Information Technology are clinging to the environment that apply centralized control, tight notions of operations and rigorous blocking of services coming from outside. However, some companies have adopted service delivery that gives the end user or the customer some sense of pride despite the fact that the services are low cost and are leaner. El-Haik and Al-Aomar (2006, p. 23) write of a lean six sigma approach and note that it has been the hype in latest engineering paradigms. This is because it has a focus for quality management and increasing general operational effectiveness. The Lean Six Sigma (LSS) approach is capable of helping companies reduce variability and cut the process lead time.Advertising We will write a custom essay sample on Lean and agile operations specifically for you for only $16.05 $11/page Learn More Martins (2006, p. 379) is categorical that LSS has better maturity when it is put in the supply chain which for long has demanded for an effective change style/program. On this, Hill (2011, p. 4) gives the bottom principles of Lean S ix Sigma as good, fast, strong and cheap. However, Martins (2006, p. 379) cautions against compromising customer satisfaction in the efforts to make supply chain cheap. Challenges in lean and agile operations Lean operations The main objective of lean operation or management is to enable transformation of an organization from problems of functionality to effective and proactive management (Martins, 2006, p. 379). However, there are many challenges that are identified with this form of operation. According to Bell (2006, p. 69), practitioners of lean management are confronted with real challenges. For example, there are many constrains that come with management of volatility of goods and services, keeping knowledge content high and management of variability of process mix. There is also a challenge that comes with trying to approach all manufacturing operations with one style conversant with lean management. Mahadevan (2010, p. 563) is however categorical that with a strong implement ation strategy in the organization, it is possible to make lean management journey enjoyable, easier and fruitful. Lean management has become hype in health care industry. However, it is more recognized as an ad hoc practice rather than a style that can last forever in the industry. Therefore, this approach is not recognized as a means to effective end, rather, as a means to solve immediate problems (Young, 2009, p. 310). There are three major critical challenges that are identified in the health care industry. Young (2009, p. 310) puts them as lack of evidence for management quality, it has not brought strong value in the health sector because of the sensitive nature of the sector and low metrics. Quality management is supposed to achieve at least 75% in terms of effectiveness, and whenever the percentage is low, it is categorized as low metrics. Black (2008, p. 194) summarizes the difficulties that come with lean management as inability of operational managers to cope with dramati c change management. Mostly, change of organizational culture drags implementation of these dramatic management changes.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Agile operations Anna and Lars (2005, p. 362) categorize the challenges that come with agile management into three; lack of improvement initiative, unsupportive environment and failure to adhere to targeted practices. Mostly, agile operations are practical in IT sector and a failure to many other developmental sectors. Even though there have been efforts to replicate this style of management in other operational areas such as service industry, the method has not succeeded to levels that could be desired. Levine (2005, p. 353) is clear that the problems of agile operations are only beginning and if there are no immediate measures to resurrect it, it may collapse easily or fail to be utilized. With a shift towards strong agile models, it is possible to transform workplaces towards realization of goals conversant with 21st century management. As well, agile operations tend to take the concept of lean operations, and therefore, some of the challenges that are associated with lean manage ment are common in agile operations. Ramesh (2010, p. 453) introduces two risks that come with the introduction of agile operations. The first problem is with the inability of the customers and lack of concurrence in customers to impact agile developments as may be envisioned. Secondly, neglecting non functional requirements like scalability and security is a major problem. He adds that all developers who are keen on using agile operations should first of all evaluate inherent risks, and work towards eliminating them as much as possible. They should outweigh these risks and the costs involved as a measure of countering the challenges. Babar (2009, p. 84) is categorical that agile development especially in the IT sector has brought in mechanisms of reducing costs while at the same time increasing abilities to handle market dynamics. However, there are some concerns on the importance and the role of issues that are related with software architecture developed through agile approaches. Examples of lean operations Manufacturing sector: Toyota By late 1960’s, Toyota management had started to push for lean production (Dennis Shook, 2007, p. 10). The management was compelled to adopt such strategic management measures due to demanding price reductions. The company’s management permeated entire supply chain by 1970 and this has continued to present day. In Toyota Company, the method has succeeded in a number of ways. For example, equipment maintenance has become effective; there is pull production, supplier involvement, quality at the source of production, high employee involvement plus empowerment, small lot production and reduced set up times. However, this company has faced a number of challenges that are associated with adopting lean strategies in operations. For example, this method has become a major focus rather than the putative results that come with it. Toyota has failed to define the operations and actually brushes the importance that comes w ith such an operation. Service industry: Vodafone Company Vodafone Turkey started lean operations in the year 2006 and this has led to change initiative. Some of the results that were foreseen with such a method of operation were effective deployment and proper work design. The company was prompted to get into lean management due to a high need for data based management, customer driven focus and a structured approach to management of its systems. Some of foreseen efforts were improved customer experience, elimination of wastes, costs and increase revenue; empower and develop people and more importantly, move to a model and culture of continuous improvement. Challenges included slow stakeholder management, high expectations from people, lack of combination of a top down and a bottom up approach and failure to retain right resources. Examples of agile operations Manufacturing sector: Hewlett-Packard Co Hewlett-Packard Co. is one of the companies in the world which have remained agile for many years. According to Pride and Hughes (2011, p. 211), the company strives to remain agile as well as adaptable to changes in management environments. The company’s management identifies clinging to this style of management as its major challenge but hopes that it will remain glued to it for long. However, the company has experienced lots of challenges in its agile style of management. For example, in a number of times, the style demanded a lot especially in approaches that are collaborative, iterative and incremental. As well, agility operations have resulted to salary cut controversies amongst the employees. Even though this measure was not directly related to agile operations, it was seen as a way of keeping everything low and maximizing customer service and quality production. Service sector: Sony Life This is an insurance company that focuses on giving made- to -order insurance services to their customers. These are based on specific demands of the customers, and in Japan, this method has made it possible for the company to increase customer base to 4.4 million. Cummins (2008, p.93) equates made- to- order services with agile operations. He writes that with such management style, it is possible to track the needs of the customers, and this way, companies can increase quality of their services to the people. It is a production- line mode that has gained fame in the 21st century (Cummins, 2008, p. 93). However, Sony Life has faced major challenges with this style of management. A major challenge was in keeping with the pace of change management. Companies are increasingly adopting new measures, and since a made –to- order service is expensive, the management may be forced to drop the style in the middle of operation. Recommendations/suggestion Lean- agility management is a concept that has come with change management of 21st century. From the discussion, it is clear that companies are adopting these methods for the purposes of enhancin g quality delivery, minimizing time in delivery, satisfying customers and improve growth of organizations. However, there are various challenges that have been noted to come with these forms of management. As a remedy, there ought to be a number of measures that organizations should adopt to make lean -agility management style work. For lean operations, it is proper to visualize workflow by splitting works into various pieces, always specify the values that are demanded by customers, always strive for perfection and create value streams. For agile management, it is essential to adopt a build- to -order style of production, make just- in- time deliver effective by combining with just-in-time sequence delivery, enhance real-time management and put together supply chain with supplier and customers. To recap it all, two of the methods that have been adopted in the 21st century for management of companies are agility management and lean operations. Lean -agility operation looks at satisf ying the end user, providing products of high quality and improving the production of an organization. However, with dramatic changes in management field, companies are finding it quite cumbersome to stick to these styles of management. Therefore, the styles are not leading into any quality production quality, delivery and customer satisfaction as envisioned. With such challenges, it is only fair to always keep alert of any form of changes so as to plan on how to counter and improve the process of production. This paper has analyzed the concepts of lean operations and agility operations as applicable in manufacturing and service sectors. In agility operations, HP Company and Sony Life have been analyzed while Toyota and Vodafone companies have been analyzed in terms of lean management. Lean operation mainly aims at changing or transforming the operation status of an organization. As already mentioned in the essay, most organizations which often opt for lean operations always target minimal use of raw materials in a bid to reduce wastage. It is indeed crucial to mention that while agile operation may be practiced alongside lean management both in the service and manufacturing sectors, managing both types of operations may demand stringent skills and knowledge due to the complexity of each. For instance, goods and services that are highly volatile in nature may pose a real challenge when these types of operations are unilaterally integrated in the process of production. References Anna, B., Lars, M. 2005. Improving software organizations: agility challenges and implications. Journal of Information Technology People, 18 (4), 359 – 382. Babar, M.A. 2009. An exploratory study of architectural practices and challenges in using agile software development approaches. Software architecture, 2009 European Conference on software architecture. WICSA/ECSA 2009. Joint working IEEE/IFIP Conference, 81-90 Bell, S. 2006. Lean enterprise systems: Using IT for continuou s improvement. Hoboken: John Wiley Sons, Inc. Black, J. R. 2008. Lean production: Implementing a world-class system. New York: Industrial Press, Inc. Cummins, F. 2008. Building the agile enterprise: With SOA, BPM and MBM. Burlington: Elsevier publishers. Dennis, P., Shook, J. 2007. Lean production simplified: A plan language guide to the world’s most powerful production system. New York: Productivity Press. Drew, J., McCallum, B. Roggenhofer, S. 2004. Journey to lean: Making operational change stick. Hampshire: Palgrave Macmillan. El-Haik, B., Al-Aomar, R. 2006. Simulation-based lean six sigma and design for six sigma. Hoboken: John Wiley Sons, Inc. Goodpasture, J.C. 2009. Project Management the Agile Way: Making it work in the enterprise. Fort Lauderdale: J. Ross Publishing. Hill, A.V. 2011. The encyclopedia of operations management: A field manual and glossary of operations management terms and concepts. New Jersey: Pearson Education, Inc. Levine, L. 2005. Reflections on software agility and agile methods: Challenges, dilemmas, and the way ahead. Journal of Business agility and information technology diffusion, 180(1), 353-365. Mahadevan, B. 2010. Operations management: Theory and practice. New Jersey: Pearson Education, Inc. Martins, J.W. 2006. Lean six sigma for supply chain management lean six sigma for supply chain management. New York: McGraw-Hill Companies. Mattias, H. Jan, O. 2009. Lean and agile manufacturing: external and internal drivers and performance outcomes. International Journal of Operations Production Management, 29 (10), 976 – 999. Nieuwenhuizen, C. 2009. Business management for entrepreneurs. Cape Town: Juta and Co ltd. Pride, W.M. Hughes, R.J. 2011. Business. Belmont: CengageBrain Learning. Ramesh, B. 2010. Agile requirements engineering practices and challenges: An empirical study. Journal of Information systems, 20(5), 449-480. Reiner, G. 2009. Rapid modeling for increasing competitiveness: Tools and mindset. New Yo rk: Springer Dordrecht. Waters, C.D. 2003. Inventory control and management. New Jersey: John Wiley Sons, Inc. Young, T. 2009. Some challenges facing lean thinking in healthcare. International Journal of Quality Health Care, 21(5), 309-310.

Chaos essays

Chaos essays Where Chaos begins, classical science ends. Ever since physicists have inquired into the laws of nature, they had not begun to explore irregular side of nature, the erratic and discontinuous side that has always puzzled scientists. They did not attempt to understand disorder in the atmosphere, the turbulent sea, the oscillations of the heart and brain, and the fluctuations of wildlife populations. All of these things were taken for granted until in the 1970's some American and European scientists began to investigate the randomness of nature. They were physicists, biologists, chemists and mathematicians but they were all seeking one thing: connections between different kinds of irregularity. "Physiologists found a surprising order in the chaos that develops in the human heart, the prime cause of a sudden, unexplained death. Ecologists explored the rise and fall of gypsy moth populations. Economists dug out old stock price data and tried a new kind of analysis. The insights that emerged led directly into the natural world- the shapes of clouds, the paths of lightning, the microscopic intertwining of blood vessels, the galactic clustering of stars."(Gleick, 23) The man most responsible for coming up with the Chaos Theory was Mitchell Feyenbaum, who was one of a handful of scientists at Los Alamos, New Mexico when he first started thinking about Chaos. Feigenbaum was a little known scientist from New York, with only one published work to his name. He was working on nothing very important, like quasi periodicity, in which he and only he had 26-hour days instead of the usual 24. He gave that up because he could not bear to wake up to setting sun, which happened periodically. He spent most of time watching clouds from the hiking trails above the laboratory. To him could represented a side of nature that the mainstream of physics had passed by, a side that was fuzzy and detailed, and structured yet unpredictable. He thought about these...

Reinventing the Wheel at Ryan Door Company Essay

Reinventing the Wheel at Ryan Door Company - Essay Example on between the time rate of employees before the training and the time rate of the same employees after the training: with all other factors remaining the same. Should there be an improvement in the work rate; Ryan can be assured that there has been an improvement resulting from the training. The next type of outcome to use is the adherence to instructions. Employees often show since of refusal to stick to instructions if they are not conversant with the technicalities of the work assigned to them (The Guardian, 2012). Training has however been identified to solve such a problem. In this regard, the employees should gain more command over the technicalities of the designing work they do after the training program by adhering more to instructions. Once this is done, it will be a proof that employees now understand the instructions given out to them. Then again, the cost of production should be reduced drastically. If employees gain any improvement in their training process, they will come to understand the importance of value for money. For this reason, they will be mindful of the cost of production as the cost of production goes a long way to determine the output of gain that will be made at the end of each production (Koduah, 2001). There exist a number of evaluation designs that can be implemented by Ryan in assessing the impact of the training program instituted. But for a type of design that meets the current needs of the company, the outcome or impact evaluation design is the most preferred. This is because the aim of using an impact evaluation design is to assess the level of impact that any given program has had on its members (Koduah, 2001). Considering the present urgent need for change in place at the company, such an impact evaluation design will come with a lot of advantage for the company especially as the company is a profit making one and must have value for all its programs and initiatives such as the present training program. With the said impact

Trokosi practice in Ghana Essay Example | Topics and Well Written Essays - 1250 words

Trokosi practice in Ghana - Essay Example By giving a daughter to live her life as a slave of the religious authorities of the tribes, families hoped to be spared punishment for their mistakes against the tribe in general or other specific people. The practice of trokosi is based on the superstitious foundation that every human action has a divine motivation. Effects on Society Trokosi is basically enacted to exact revenge on errant tribe members. The vestal virgins who are forced to become trokosis are their families’ sacrificial lambs. The crimes, in Ghanaian society, which traditionally called for the exacting on a trokosi stealing property and committing sexual assault (Xfm 95.1 NewsCenter, 2008). Essentially, the trokosi system of retribution merely punishes an innocent child for the crimes committed by a mature adult in her family. The trokosi system is based on intricate religious and cultural beliefs and practices that make it had, even in the modern world, to completely eradicate this practice. Slavery was re cognized in most ancient African societies, particularly in Ghana, as a normal institution of society. This practice, it is believed, was first brought in the seventeenth century into Ghana by the Ewe-speaking population that settled in the country. The trokosi system, then, was not really meant to destroy the lives of innocent children but was started to maintain law and order among the members of the tribe even as different changes in their surroundings began to weaken the leadership of the tribe. The changes called for stricter penalties to be visited upon errant members. It was essentially established to discourage people from committing crimes that would result in destabilizing the tribe. For instance, theft of cattle, which seems so trivial in modern society, might have resulted in the starvation of an entire family or clan back then. Also, in the seventeenth century, the Ewe speaking tribes would take liquor or farm animals from an errant community member. The practice of tak ing virgins to appease the anger of other community members as well as the gods would come much later. It actually came about as a result of the greed of the lustful and avaricious tribal priests who realized that cows would not bring as much pleasure as virgin girls who, along with bring physical benefits, could also provide sexual benefits. Today, this practice in which girls are forced to work as sexual slaves without any human affection or education being afforded them, is still prevalent in many Ghanaian tribes under different names. It is a remnant of the practice of slavery in a society that has embraced all other modernisms. Some Ghanaian families, particularly those that are in the lower income bracket, use this system to avoid punishment for serious problems that they cause in the society (Xfm 95.1 NewsCenter, 2008). For instant, a drunk man who decides to sexually molest the children of his neighbor can offer his daughter as compensation to the local tribal priest and thu s avoid being subjected to a court trial or imprisonment. So engrained is this practice in the psyche of Ghanaian mainstream society, that once such a pedophile offers his daughter, policemen will be reluctant to arrest him. The sacrificial daughter, once given to the service of the tribal priest, has to do anything and everything he asks of her for a number of years. The reality, however, is that after experiencing the benefits of such a relationship, most