integrated steelmakers‚ minimills‚ and specialty steelmakers. The main difference between them is the stark divide in capacity as well as what they actually manufacture. Integrated firms can produce 107 million tons of steel through reduction of iron ore‚ and minimills have a capacity of 21 million tons‚ and these businesses utilize a scrap melting process. Specialty mills have a capacity of 5 million tons‚ and for the purpose of this analysis‚ the focus will remain between the first two types of firms
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and quality control to set up all the necessary systems and procedures in order to turn LCI around. In May 2002 Five bicycles –manufacturing companies (competitors) existed in market‚ combined capacity of these companies producing bicycles were 580‚000bicyles per annum‚ and all were running at or near capacity‚ the competition was very tough. Up to May 2002. LCI was producing 60‚000 bicycles/annum‚ in May 2002‚ LCI started producing manufacturing its new product named BMX cycles‚ for betterment in
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decide on the quantities of each of the products to be produced after taking into account the loom capacity available in the project‚ the availability of 40s and 60s yarn (both of which were procured and supplied to the project by the Corporation’s centralized purchasing department) and information regarding sales from the Sales Department. Mr Ganesh expected around 3000 loom days of production capacity to be available to his project next month. Mr Kapasi‚ the purchase manager‚ had indicated that due
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industry was seeing a downward trend since 1987‚ with 1986 being the peak year. Consequently‚ ACC’s last major expansion occurred in 1986 bringing its capacity to 600 million units per year. The 1991 utilization was 70% and was expected to reach 85% by 1996. Because of the depressed market conditions‚ the Sunnyvale plant made no major investments in capacity or new technology since 1986. DJC Corporation of Japan was a dominant supplier of electrical connectors in Japan. It was rumoured to be one of the
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Weigelt Corporation has three branch plants with excess production capacity. Fortunately‚ the corporation has a new product ready to begin production‚ and all three plants have this capability‚ so some of the excess capacity can be used in this way. This product can be made in three sizes--large‚ medium‚ and small--that yield a net unit profit of $420‚ $360‚ and $300‚ respectively. Plants 1‚ 2‚ and 3 have the excess capacity to produce 750‚ 900‚ and 450 units per day of this product‚ respectively
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Kristen’s Cookies - Key Issues Product Differentiation/ Core Competencies n Product features n n n variety/customization freshness convenience Low overhead Flexible labor - can study during idle time Location - access to targeted market n Competitive Advantages n n n What are the bottlenecks? mix (6) spoon (2) load (1) bake(9) cool (5) pack (2) pay (1) Resource Activity You mix spoon Oven bake R-mate oven load packing payment Time 6 min 2 min
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the manufacturing facility is facing some problems. The standard line is competing for processing time on the same equipment as the custom line‚ which is resulting in unfinished inventory laying around the facility. The plant has run out of excess capacity and must rent expensive warehouse space. Chad must determine how to best meet the competitive priorities of both of his furniture lines in order to manage his operations most successfully. Gaps in Chad’s Operations Strategy The initiative
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its past customers. Based on the corporate strategy‚ it had been decided that as the demand for a new product being manufactured at Pontiac grows‚ the production shall be transferred to a new plant having requisite economies of scale and available capacity. As of 1987‚ the key factors that possibly have contributed to underperformance at the Pontiac plant are: • Investment: Due to the existing corporate policy‚ the company tended reward plants showing the highest demonstrated rates of
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Porter’s Five Forces and SWOT Analysis Porter’s Five Forces of automobile industry. Globalization had indeed left its impact on the automobile industry. Now foreign auto dealers were facing lesser restrictions to operate in overseas markets. Michael E. Porter in his book “Techniques for analyzing industries and competitors” dealt with five competitive forces that shaped all industries. This helped to analyze the intensity of competition which had an impact on the profitability of an industry
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Several existing problems precipitated the creation of the triage system implemented by Kathryn Angell in an effort to deliver improved medical care. The main problem was a lack of coordination in service delivery. This lack of coordination caused excessive wait times on the order of anywhere from 23 to 40 minutes to see a nurse‚ 40 to 50 minutes to see a doctor‚ and as long as 55 minutes to get a prescription filled. The practice of all nurses being involved initially in seeing all patients caused
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