JHT Task 2
Heather Taylor
JHT2 Task 2
A.
The first 4 years of Company D was rough in some areas but improved throughout the years. The image rating was one major weakness in the company. Image rating stuck around 41 to 70 for the first 4 years of operating. With each year the rating increased little by little slowly to compensate or help the company. The image rating slowly climbing helped the company by showing the customers the organization is up for making improvements in order to gain their loyalty to by the products.
Another weakness in the company was the reject shoes. Company D had over 2000 pairs of rejected shoes each year for the first 4 years of operation. This hurt the brand at first but helped the company learn to make improvements to machines to decrease rejects. Once improvements started on the machines the less rejects the company saw. If I were to do it all over again, I would have started making improvements after the first year of several rejects like I saw.
B. The last 4 years with Company D was eventful, there were several lessons to learn with corporate responsibility and S/Q ratings as well as how to raise the image rating. Company D’s biggest resource strength for the last 4 years was corporate responsibility. The organization decided to use green footwear for the shoes, as well as recycled boxes for shipping. Daily Durable decided to spend $1000 each plant towards energy initiatives in order to save energy and reduce pollution. Charity donations of 10% of operating profit increased the company’s image rating. The highest amount given was in year 16 with a total of $5,484. Ethics training and workforce diversity training was offered to all employees for all 4 years to help employees understand the laws and they know the company is being fair during hiring processes and training opportunities. With the efforts in corporate social responsibility, Daily Durable earned a 2nd place award for corporate responsibility at least 2 years in a
JHT2 Task 2
A.
The first 4 years of Company D was rough in some areas but improved throughout the years. The image rating was one major weakness in the company. Image rating stuck around 41 to 70 for the first 4 years of operating. With each year the rating increased little by little slowly to compensate or help the company. The image rating slowly climbing helped the company by showing the customers the organization is up for making improvements in order to gain their loyalty to by the products.
Another weakness in the company was the reject shoes. Company D had over 2000 pairs of rejected shoes each year for the first 4 years of operation. This hurt the brand at first but helped the company learn to make improvements to machines to decrease rejects. Once improvements started on the machines the less rejects the company saw. If I were to do it all over again, I would have started making improvements after the first year of several rejects like I saw.
B. The last 4 years with Company D was eventful, there were several lessons to learn with corporate responsibility and S/Q ratings as well as how to raise the image rating. Company D’s biggest resource strength for the last 4 years was corporate responsibility. The organization decided to use green footwear for the shoes, as well as recycled boxes for shipping. Daily Durable decided to spend $1000 each plant towards energy initiatives in order to save energy and reduce pollution. Charity donations of 10% of operating profit increased the company’s image rating. The highest amount given was in year 16 with a total of $5,484. Ethics training and workforce diversity training was offered to all employees for all 4 years to help employees understand the laws and they know the company is being fair during hiring processes and training opportunities. With the efforts in corporate social responsibility, Daily Durable earned a 2nd place award for corporate responsibility at least 2 years in a