2013 CAS Online Course 1 Risk Management and Insurance Operations Risk Management and Insurance Operations is called Online Course 1 by the CAS and CA1 by The Institutes. (Prometric lists this course as CAS1 on its Web site under The Institutes.) Online Course 1/CA1 prepares CAS candidates for a two-hour‚ seventy-five-point multiple-choice examination. The online course and exam were developed collaboratively with The Institutes. The online course is available through the CAS Online Courses
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1. Introduction This report focuses on the case studies of the Levi Jeans workers and the California Auto Club reengineering customer service. It looks at operations management as a source for gaining a competitive advantage and overcoming potential problems experienced within and organisation or workplace. The questions to be reviewed are as follows: Jeans Therapy - Levi’s factory worker are assigned to teams‚ and morale takes a hit: 1. What went wrong with Levi’s move to teams in their plants
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Capacity decisions often involve a long-term commitment of resources which‚ when imple- mented‚ are difficult or impossible to modify without major added costs.(T/F) T Increasing capacity just before a bottleneck operation will improve the output of the process. (T/F)F 7. Design capacity refers to the maximum output that
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An Analysis of the Operations Strategy and Management Decisions in Lego Group between 2004 and 2009 Summary By 2004 Lego was in considerable trouble; it had made a loss of approximately £200m; sales fell by 40%. One reason for this was lack of success in moving into new markets‚ such as computer games and clothing. However‚ a major cause for the financial woe was due to issues in the supply chain; costs were not being squeezed out‚ and the increase in specialised LEGO models had led to an explosion
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1-March-2005 05-03-001 SIG Combibloc - Supply Chain Innovations It was July 2002 and Theodore Streng‚ Head of Supply Chain Management (SCM) of SIG Combibloc‚ the second biggest supplier of aseptic packages for food and beverages just tried to prioritize the aspects he was about to present at the meeting of the executive committee on strategic positioning. The key issue of this meeting was the benchmark report which compared SIG Combibloc to its main competitor Tetra Pak. The results of
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Journal of Operations Management 20 (2002) 121–134 The service concept: the missing link in service design research? Susan Meyer Goldstein a ‚ ∗ ‚ Robert Johnston b ‚ JoAnn Duffy c ‚ Jay Rao d a Department of Operations and Management Science‚ University of Minnesota‚ 321 19th Avenue S‚ Minneapolis‚ MN 55455‚ USA b Warwick Business School‚ University of Warwick‚ Coventry CV4 7AL‚ UK c Gibson D. Lewis Center for Business and Economic Development‚ Sam Houston State University‚ Huntsville
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Drive-thru locations and four fully booked Mobile Cafes by the end of the third year. * Gross Margin of 45% or more. * Net After-tax Profit above 15% of Sales. Vision To be the preferred destination of beverage drinkers. Mission * Provide customers the finest quality beverage in the most efficient time. * Provide community support through customer involvement. * Operate and grow at a profitable rate through sound economic decisions. Company Ownership * Limited Liability
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At a granular level‚ rocks are composed of grains of minerals‚ which‚ in turn‚ are homogeneous solids formed from a chemical compound that is arranged in an orderly manner. The aggregate minerals forming the rock are held together by chemical bonds. The types and abundance of minerals in a rock are determined by the manner in which the rock was formed. Many rocks contain silica (SiO2); a compound of silicon and oxygen that forms 74.3% of the Earth’s crust. This material forms crystals with other
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Daikin’s operations functions and the competitive success? First‚ Daikin has very clear operations strategy. Daikin’s operations strategy is “A full range to meet customer needs”. Daikin believes that ‘It all starts with the customers1’. To make the operations strategy achievable‚ Daikin built enough operations capabilities to meet different customers’ requests but
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Chapter 8. CASH MANAGEMENT AND THE TREASURY FUNCTION1 A. THE TREASURY FUNCTION Governments need to ensure both efficient implementation of their budgets and good management of their financial resources. Spending agencies must be provided with the funds needed to implement the budget in a timely manner‚ and the cost of government borrowing must be minimized. Sound management of financial assets and liabilities is also required. Financial management within the government includes various
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