Dominos Pizza Essay Example for Free

Dominos Pizza Essay The legend of Domino’s Pizza dates back to December, 1960 with the purchase of a small pizza shop in Ypsilanti, Michigan by brothers Tom and Jim Monaghan. The brothers bought the restaurant from friend Dominick DeVarti for USD500 cash and assuming the stores USD8,000 debt (Dicke, 1992). Neither Tom nor Jim had the intention of making the restaurant business their career, but rather saw the opportunity as a part-time venture to help cover the cost of their studies at the nearby University of Michigan. By June the store was earning a profitable USD400 a week but briskly fell off when students at the University went home for summer. Faced with the prospect of a slow phase, Jim sold Tom his half of the business in 1961 and changed the name from Dominick’s to Domino’s. The same year, Tom decided to quit school to devote more time to the business. Aware of his lack of experience in pizza making and operations and management, Tom spent much of his time visiting many similar pizzerias around the state acquiring advice on operations and recipes. By the mid 60’s, Tom had restructured the interior of the store, rearranged all areas and systems, ultimately improving the flow of work in all facets of the operation from order-taking to delivery. â€Å"Monaghan’s system was reminiscent of those developed by the managers of White Castle Hamburger in the 20’s and the McDonald brothers in the 40’s† (Dicke, 1992). The implementation of this system formulized the production process as a unified whole, and included the standardization of materials, clever and thoughtful placement of equipment, and detailed division of labor; all geared to achieve the continuous production of its limited product line. By 1967, Domino’s emphasis on uniform quality and rapid delivery proved a successful system for operating a pizza shop and therefore provided opportunity for expansion through franchising. 3. HISTORY IN MALAYSIA The company landed in Malaysia in September 1997. Launched by its founder, Tom Monaghan himself, Domino’s Pizza became an overnight sensation. It was so well-received that Domino’s Malaysia’s commissary was recognised in the Annual Domino’s International Audit as the Best Commissary in Asia Pacific. 4. PRODUCTS [pic] Exhibit 4. 1 Domino’s Pizza Customer Benefit Package Domino’s Pizza offers a wide range of meals to its customers. They offer variety of pizza, pasta, side orders and beverages. They have 5 unique pizza crusts i. e. Classic Hand Tossed, Crunchy Thin Crust, Cheese Burst Double Decker, New York Crust and Extreme Edge to satisfy Malaysian customers’ appetite. [pic][pic][pic][pic][pic] Exhibit 4. 2 Domino’s Pizza 5 unique Pizza Crust Domino’s Pizza also offered numbers of topping such as Ultimate Hawaiian, 7-Meat Wonders, Meatasaurus, Prawn Passion, Chicken Perfection, Tuna Extreme, Prawn Sensation, BBQ Chicken, Aloha Chicken, Extravaganza, Classified Chicken, Plain Cheese, Beef Pepperoni, Chicken Pepperoni, Classic Chicken, Flaming Tuna, Meat Mania, Seafood Delight, Spicy Sambal, Spicy Sausage, Tuna Temptation, Vegie Fiesta and Vegie Galore. Domino’s Pizza also allowed their customers to customize their pizza by offering 2 options i. e. Make Your Own and Half Half. [pic][pic][pic][pic][pic] [pic][pic][pic][pic][pic] [pic][pic][pic][pic][pic] [pic][pic][pic][pic][pic] [pic][pic][pic][pic][pic] Exhibit 4. 3 Domino’s Pizza delicious Specialty Pizza Customize Pizza Domino’s Pizza comes with 3 Signature Pizza Sauces such as Domino’s Signature Sauce, Spicy Sambal Sauce and Top Secret Sauce. [pic] [pic] [pic] Exhibit 4. 4 Domino’s Pizza signature Pizza Sauces. Domino’s Pizza also serve varieties of side orders such as Chicken Wings BBQ, Chicken Wings Hot Spicy, Spaghetti Bolognese, Chicken Lasagna, Creamy Custard Puff Desert, Garlic Twisty Bread, Garlic Cheese Onion Rings, BreadStix, Banana Kaya Desert, CinnaStix Icing and Chocolate Lava Cake. Domino’s Pizza also offers Coca-Cola, Sprite and Fruit Tree Fresh Apple Aloe Vera for its beverages. The above products are considered primary goods for Domino’s Pizza and these products will ensure that Domino’s Pizza customer’s needs of foods will be fulfill. Domino’s Pizza has introduced its Unique Selling Preposition (USPs) which includes:- 1. 30-Minutes Delivery Guarantee! Dominos is the only pizza company that guarantees customer’s order will arrive within 30 minutes or Domino’s will give its customer a free Regular Pizza voucher; 2. Product Satisfaction Guarantee Dominos guarantees satisfaction! Their pizza and side orders are guaranteed to be hot, fresh, and great tasting when they arrives at customer’s doorstep, otherwise Domino’s will replace the product or refund customer’s money. 3. 15-Minute Take-Away Guarantee Dominos guarantees customers will receive their Take-Away orders within 15 minutes or Domino’s will give them a free Personal Pizza voucher. 4. Free Delivery No extra charges for delivery to customer’s doorstep. Domino’s Pizza also introduced discount coupons for its customers’ future purchase. This method is really works for Domino’s Pizza where they tie-up their customer with the attractive offer for future purchase. This will also create loyalty among Domino’s Pizza customers. Domino’s Pizza also allowed their online customers to pay their orders using credit card where previously they only accept cash payment for the online purchase. The above services can be considered as peripheral services where it will benefit Domino’s Pizza customers and will add confident for the customers to choose Domino’s Pizza rather than other Domino’s Pizza competitors such as Pizza Hut and Papa John. [pic][pic][pic][pic] Exhibit 4. 5 Domino’s Pizza Unique Selling Prepositions (USPs). Further to the above Domino’s Pizza also obtained a Halal Certification for all its products from Jabatan Kemajuan Islam, Malaysia (JAKIM) which will add more confident to Domino’s Pizza current and future customers. 5. VALUE CHAIN [pic] Exhibit 5. 1 Domino’s Pizza Value Chain It is important to consider how a customer need drives Dominos to create the product. The customer need that drives the entire value chain is the need for a dependable take away restaurant, reasonably priced hot quality food and variety that suits the local palette. Dominos has focused on these key customer needs throughout the value chain, and has not allowed any digressions in this area unlike other competitors who have evolved a mixed model of full service restaurants and takeaway outlets, or a hybrid combination of both. This has diluted their strengths in the segment Dominos focuses on Takeaway / Home delivery. Its global operational model allows for lean stores, well-trained staff and flexibility at a country level to customize menus to suit customer tastes. Operational requirements have prompted the use of technology to make the customer experience more enriching, it has a history of firsts – they were the first to use TV as a distribution channel, an online tracking system that allows customers to track the pizza order and a proprietary point of sale system. A combination of the Company level strategy and the Operational Strategy has resulted in Dominos having a reputation for reliability and consistent pizza quality – these strategies have ensured that Dominos continues to meet its customer needs. 6. OPERATIONS STRATEGY. Dominos operations strategy mainly focuses on the providing high service quality to the customer: 1. Minimize operations cost: To minimize the operating cost by improving the efficiencies and process at the stores. 2. Strategic store locations to facilitate the delivery service: To leverage the strategic location of the store in order to facilitate quick service to the customer and maximize the revenue. 3. Production oriented store designs: To utilize the production oriented store design in order to facilitate efficient production and quick service to the customer. 4. Efficient order taking, production and delivery: To execute an efficient operational process that includes order taking, pizza preparation, cooking, boxing and delivery. 5. Use of Domino’s PULSE point-of-sale system: Use of Domino’s PULSE system to improve operating efficiencies, provide corporate management with easy access to financial and marketing data and reduce time consumption and expenses. 6. Product and process innovations: To promote an innovative culture that increases both quality and efficiency. 7. A focused menu: To maintain a focused menu that is designed to present an attractive quality offering to customers, while minimizing order errors, and expediting the order taking and food preparation processes. 8. A comprehensive store operations evaluation program: To utilize a comprehensive store audit program to ensure that stores are meeting both as the expectations of the customers. The Performance Prioritizing would help Dominos in prioritizing its operational strategies based on the order-winning criteria and the current issues it faces in relation to the competition. 1. Excess zone – Dominos invests in promotional strategy to a greater extent as compared to other food chain outlets. It offers many discount coupons to attract customers. Discount offers do help to some extent in attracting customers but too many discount and promotions tend to lower the brand image. So Dominos need to cut down some expenses in that section which will not affect its sales. 2. Appropriate zone – Dominos has got an excellent unmatched home delivery service through which it stays ahead of its rivals. The ? 30-minute luxury? of Dominos has given the brand a strong image among the customers. This gives Dominos a clear balance between its competitors and customers. 3. Improve zone – Dominos need to improve its product quality in order to maintain reputed. It needs to emphasize on the pizza quality and prioritizing all aspects that relate to the customer. For example, Pizza Hut specifies the calories consumption in each pizza. This reflects the brand concern for the customer. So Dominos should also initiate some measures which would foster the â€Å"emotional connection† to its customers. 4. Urgent action zone – In order to increase the service to customers, Dominos should ensure speedy delivery of pizzas to customers. For this, Dominos need to work on its existing process design. There should be enough space and staff for service and extra machines to handle any machinery failure during peak periods. 7. REFERENCES 1) http://www. wikipedia. org 2) http://www. dominospizza. com. my Discount Coupon for future purchase Free Delivery Service Credit Card payment for online orders 15-Minutes Take-Away Guarantee 30-Minutes Delivery Guarantee Pizza Side Orders Beverages.

The Customer Supply Chain Business Essay

The Customer Supply Chain Business Essay The report consists of a project entitled Pillsbury: Customer Driven Reengineering undertaken as a part of the course curriculum for the subject Business Process Reengineering (BPR). As a part of this project, after reading the case, a discussion took place between all the group members so as to clearly identify the problem definition. As a next step, discussion of the various issues faced by Pillsbury were discusses followed by the evaluation of the efforts undertaken by it. Competitive pressures, technology advances, and demanding consumer preferences were causing all companies in the food industry to reexamine their operations and attempt to eliminate waste and inefficiency throughout the food chain. The Efficient Consumer Response (ECR) effort was a multi-industry project, ECRs goals were to reduce costs and drive inventory levels down throughout the system, while simultaneously enhancing capabilities to meet the needs of diverse consumer market segments. Pillsbury executives were unsure whether their company was prepared for the new ECR environment. So, this report basically includes the entire experience involved in undertaking the planning of BPR at Pillsbury and the various phases it went through during the transition and the challenge faced by it i.e. whether to go for a continuous improvement program having a short term view or a redesign of processes which was more futuristic. OBJECTIVES OF THE STUDY To understand the practical implementation of BPR classroom concepts To understand the degree of complexity involved in planning BPR implementation To understand the importance of customer driven reengineering approach in order to adopt a pull strategy for the entire supply chain i.e. better matching Pillsburys purchasing, manufacturing, and distribution operations to consumers purchases To understand how to use the available resources in an optimum manner To understand the implications of a continuous improvement program Vs Redesign of processes. To understand the importance and criticality of various performance measures like ABC costing. COMPANY INTRODUCTION Pillsbury  is a brand name used by  Minneapolis-based  General Mills  and  Orrville, Ohio-based  J.M. Smucker Company. Historically, the  Pillsbury Company, also based in Minneapolis, was a rival company to General Mills and was one of the worlds largest producers of  grain  and other foodstuffs until it was bought-out by General Mills in 2001.  Antitrust  law required General Mills to sell off some of the products. General Mills kept the rights to refrigerated and frozen Pillsbury products, while dry  baking  products and frosting are now sold by Smucker under license. Leo Burnett  who created Pillsburys  Doughboy  and  Jolly Green Giant  considers them two of the agencys top five brand icons. ProdPack-Pillsbury-Cakemix-Small.jpg NOTABLE ACHIEVEMENTS Pillsbury once claimed to have the largest grain  mill  in the world at the  Pillsbury A Mill  overlooking  Saint Anthony Falls  on the  Mississippi River  in Minneapolis. The building had two of the most powerful direct-drive  waterwheels  ever built, each putting out 1200  horsepower  (900  kW). There are now plans to convert it into a loft-style apartment building. The Cunningham Group plans to convert six historic buildings to a mixed-use project varying from 6 to 27 floors in height. The project will include 895 units of housing and 175,000 square feet (16,300  m2) of commercial space, including the Pillsbury A Mill. HISTORY The company originated in 1869 when  Charles A. Pillsbury  bought a share in a Minneapolis flour mill. After the purchase of additional mills and the introduction of enhancements to the milling process, his firm was reorganized in 1872 as C.A. Pillsbury and Company. It was sold in 1889 to an English syndicate, which merged Pillsbury with other mills in their holdings to form Pillsbury-Washburn Flour Mills Company, Ltd., with Charles Pillsbury as managing director. The Pillsbury family regained ownership of the company in the 1920s, and it was incorporated as Pillsbury Flour Mills Company in 1935. In 1972 Pillsbury began purchasing  Burger King fast-food outlets, and it soon came to own the entire chain. Through the  Green Giant Company, acquired in 1979, it began marketing canned and frozen vegetables and frozen prepared foods. It also acquired Hà ¤agen-Dazs, maker of premium ice cream and frozen yogurt, in 1983. Pillsbury was owned by British company Grand Metropolitan, PLC (renamed Diageo PLC) from 1989 to 2001, when  General Mills  acquired most of Pillsburys assets (Burger King remained as a separate division of Diageo until 2002). The Hà ¤agen-Dazs brand was marketed through a joint licensing agreement with  Nestlà ©Ã‚  and General Mills. PRODUCTS The company manufactures a wide variety of consumer food products under the Pillsbury brand, including frozen biscuits and rolls, breakfast foods, cookie dough, cake mixes, and snack foodhttp://s3.amazonaws.com/gmi-digital-library/8b86b131-cccf-4292-b584-d216cf00fdd7.jpgBiscuitsBreads Grands! ® Cinnamon RollsCinnamon RollsBuffalo Chicken Crescent PuffsReady To Bake! ® Partner BrandsStrawberry Marshmallow Pie Biscuits, pies, flour, pizza crust, cookies, crescents, cinnamon rolls and various partner brands like Green Giant and Cascadian Farm. CASE INTRODUCTION Pillsbury entered Customer Driven reengineering initiative expecting to achieve significant levels of cost reduction and efficiency. To its delight, it also discovered a new way to compete. Competitive pressures, technology advances, and demanding consumer preferences were causing all companies in the food industry to reexamine their operations and attempt to eliminate waste and inefficiency throughout the food chain. The Efficient Consumer Response (ECR) effort was a multi-industry project .ECRs goals were to reduce costs and drive inventory levels down throughout the system, while simultaneously enhancing capabilities to meet the needs of diverse consumer market segments. Pillsbury executives were unsure whether their company was prepared for the new ECR environment. The executives perceived that Pillsbury lacked several critical capabilities to win in this new environment. In 1991, Dan Crowley as Controller of Green Giant, had launched an activity-based cost (ABC) initiative to examine the groups high cost structure. The study revealed startling plant-to-plant variations in costs for essentially the same process, large dispersion of actual costs from the companys standard cost per case. In August 1993, Crowley and Slocumb took a BPR proposal to CEO, Paul Walshs, Strategy and Policy Group, which comprised the division presidents of Pillsburys major business units and the top functional department heads. The proposal identified a process which would complement Pillsburys existing strategic plan to achieve top quartile financial performance amongst its strategic peers. The case describes the various efforts undertaken by Pillsbury during this transition and the various phases of the reengineering problem detailing various activities undertaken in every phase. The major challenge faced has been a choice between redesign of processes or continuous improvement because the target set in the earlier stages seemed a bit too achievable in the later stages NEED FOR REENGINEERING Customers perceived Pillsbury as an average company, not the best, not the worst, and without much innovation. John Mann, Senior Vice President and General Sales Manager, and another newcomer to the Pillsbury senior management team, concurred with McWilliams assessment: We were viewed as a laid-back Midwestern company, one that found it difficult to create a sense of urgency.McWilliams felt that Pillsbury had to become a different company if it was to change the perception of customers. Pillsbury executives were unsure whether their company was prepared for the new ECR environment. The executives perceived that Pillsbury lacked several critical capabilities to win in this new environment. First, the company was still organized according to traditional functional lines: purchasing, operations, distribution, finance, and marketing and sales. This organization led to local excellence and optimization of the individual functions but not necessarily to the optimization of the entire value chain. Second, the companys financial measurements and performance measurement system reinforced local optimization. The food market had become fragmented and the majority decisions taken by the consumer were made in the retail environment diluting the effect of the brand image. Thus Pillsbury had another challenge to transform its arms length relationship with the retailers (transaction based) to relationship oriented. DRIVERS FOR BPR AT PILLSBURY Highly competitive environment. Pillsbury lacking the necessary capabilities to compete in such environment. Lack of optimization of the entire value chain. The need to transform the arms length relationship with the retailers. To have an Information system to enable fact based marketing To develop a customer driven supply chain i.e. transition from push to pull strategy of supply chain Eye opening results of activity based costings. The project team prepared the classic ABC whale curve which showed a few product lines producing all the profits, with the remaining SKUs either breaking-even or losing money. Based on the insights from the ABC analysis, Green Giant management closed about a half dozen plants and consolidated operations more efficiently in the remaining plants. Crowley then took on a broader finance role within Pillsbury as Operations Controller and extended the ABC analysis to many of the dough manufacturing plants. Pillsbury now had good insights about the cost drivers for its cost of goods sold. The weak link was developing comparable information for its warehouse, sales, marketing, and promotion expenses. It had no ability to trace these expenses to its customers so that it could produce individual customer PLs. Skepticism that TQM was delivering its promised benefits to the PL bottom line within a reasonable time frame. For example, an internal study compared companies known to have adopted TQM principles with a control sample of non- TQM companies. The study found no discernible difference in financial performance between the two sets of companies. PROCESS MAPPINGS VISION: Crowley and Slocumbs vision of a potential for 15% cost improvement (about $300 million) in a staid and mature food processing company was met with some understandable skepticism and disbelief. Despite that, Walsh and his management team provided to Crowley and Slocumb a modest budget and 90 days to develop a business case to determine whether a $300 million cost reduction was possible. Crowley was appointed to a new position, Vice President for Customer Driven Reengineering, and Slocumb became Vice President for Business Process Reengineering. The business case was to focus on cost and margin improvements in three major divisions: Pillsbury branded products, the Green Giant products, and the frozen pizza businesses. These businesses had $2.5 billion of sales in Fiscal Year 1994. Reengineering: Phase I The Pillsbury team selected a consulting firm to work with them to help build the business case. Three months of analysis led to identifying three core business processes that offered targets for improvement: à ¢Ã¢â€š ¬Ã‚ ¢ Customer Supply Chain à ¢Ã¢â€š ¬Ã‚ ¢ Brand Management à ¢Ã¢â€š ¬Ã‚ ¢ New Product Commercialization The Customer Supply Chain (CSC) was decomposed into three sub-processes: à ¢Ã¢â€š ¬Ã‚ ¢ Total Customer Development à ¢Ã¢â€š ¬Ã‚ ¢ Fast Flow Demand Replenishment à ¢Ã¢â€š ¬Ã‚ ¢ Value Based Sourcing and Supply The team then proceeded to identify the opportunities for process improvement within each of the three CSC sub-processes. C:UsersdellDesktop9-c89015168d.jpg C:UsersdellDesktop10-19289f286e.jpg Value Based Sourcing And Supply The third CSC sub-process, Value Based Sourcing and Supply, focused on Pillsburys extremely complex system of vendors and sourcing arrangements for its more than $500 million of raw material purchases. Historically, Pillsbury had reduced its material costs by exerting price pressure on its suppliers. Further gains from such price pressure were considered limited. The project team believed that more flexible and robust ingredient specification would allow them to select more efficient vendors, and that additional gains could be realized by leveraging vendor resources and knowledge. To gain these benefits, however, vendors would have to become partners with Pillsbury in a total cost reduction process. Cost savings from Value Based Sourcing and Supply were estimated at about $40 million (around 8% of purchases), plus savings in working capital reduction of about $14million. Outputs of phase 1: A business plan that promised margin improvements through cost reductions and revenue enhancements of more than $100 million, plus reductions in working capital of about $25 million. Reengineering: Phase II Phase II was launched in January 1994 to determine whether the business case developed in Phase I was feasible and realistic. About 25 Pillsbury employees, supported by the external consultants, spent four months analyzing customer data bases on more than 100 top accounts, conducted in-depth interviews with key customers and suppliers, and mapping and assessing the state of all existing internal business processes in the customer supply chain. The study of internal processes revealed highly complex, time-consuming processes with dozens of handoffs, and multiple recycling of requests for decisions and resource authorizations. The customer interviews revealed that important food retailers, wholesalers, and brokers were moving aggressively forward with plans for category management. Category management promised to give retailers far more effective management capabilities over their store shelf space allocations, SKU rationalization, and demographic marketing plans. The Phase II studies confirmed the vision established at the end of Phase I (see Exhibit 17) that reengineering the customer supply chain could provide upwards of $100 million in benefits. About half would come from working more closely with customers-adopting a more focused customer segmentation strategy, targeted marketing using local demographic information on consumer purchasing behavior, and exploiting store-specific cost and profitability information to promote the most profitable mix of brands and SKUs for both Pillsbury and the local store. The other half would come from better managing Pillsburys entire supply chain-from growers and other key vendors, through manufacturing, transportation and distribution to warehouses and individual stores. It needed to take activity-based costing (ABC) down to retail store level PLs. The old financial model calculated standard costs per case and produced product line PLs. The new model will measure activity-based costs of entire processes and give Pillsbury customer PLs. Service based pricing: shifting its pricing focus so that it can charge more for special services that some of our customers may desire but that others do not want. It can define a base level of service that everyone receives, with an explicit statement of what that includes. Major change in measurement: performance measurements will need to be driven by customers and consumers expectations THE CHALLENGE In June 1994, the Pillsbury team had completed the customer analysis and was ready to move into redesign. Before the meeting to present the findings and recommendations to the Integration Committee, Slocumb expressed some concern about the current set of recommendations. The business case to achieve $100 million in cost savings and margin enhancements was then credible. But the target may be too reachable. People may obtain the $100 million in cost savings from local process improvements, not from the complete redesign of its high-level business processes that were described in Phase I. the target of $100 million had come to be the objective rather than the fundamental redesign of our Customer Supply Chain. If we get $100 million in benefits, thats certainly a worthy goal, but it will not redefine the organization. We have a choice whether to be a company with a $25 stock price, or take the actions that will take us to a $50 stock price., Tom Debrowski, Senior Vice President of Operations and Chairman of the Integration Committee DECISION Pillsbury should be re-designing the organization around customer and consumer values to create a new and sustainable competitive advantage. It should strive to be the best in providing the freshest product at the lowest cost to retailers along with unique consumer insights from its superior information systems. It can achieve the $100 million without redefining the way they do business. But to achieve the $300 million, it will have to become a very different supply organization. It will have to get the supply chain to a high level of competitive fitness by getting cost savings that will make it more efficient than its competitors, and, then generating growth through its value-added consumer insights, getting the right product to the shelf at the right time at low cost to the retailers. The largest barrier for achieving this level of competitive fitness is introducing and managing change. Multi-skilled, multi-functional teams, including finance, need to be working with our customers. SOLUTION To achieve the $300 million improvements, Pillsbury needed to approach the organization with a completely open mind, to think the unthinkable. It will force it to think completely out of the box if they are going to achieve benefits of that magnitude. They need to stop managing individual functional departments, and begin to manage core operating processes. With the old model, the manufacturer, the distributor, and the retailer each attempts to optimize its own operations. The new way, through reengineering, should enable them to optimally source raw materials, convert to finished goods, distribute to trade customers, and sell to consumers in ways that minimize total system cost. By determining who can do each process in the chain most efficiently, it can let that process get done only once, at the most efficient site. That way it can eliminate waste from the system. REENGINEERING EVALUATION The success needs the following. The Analysis, Design and Prototype yielded the pain areas and laid out the broad road maps. But implementation needs the following to be successful Senior management must drive reengineering initiatives with a well-articulated vision that is appropriate for the situation. IT is an undervalued asset that can be tapped through reengineering to transform a company from a make-and-sell-oriented enterprise to a sense-and-respond-oriented enterprise. Successful implementation of reengineering projects requires the involvement and participation of the companys managers and employees. Consultants and outsourcing are important for various aspects of a reengineering project, but they are insufficient without the buy-in from managers and professionals in the organization. Business process can be streamlined or reengineered, but to change the long-term economic picture, a transformation initiative needs to encompass the reevaluation of communication systems and the sharing of intellectual assets. The organization should have a clear target in mind, whether it is to incorporate a continuous improvement philosophy or a complete redesign of processes. AFTER EFFECTS OF REENGINEERING EFFORTS During the last three years, the entire strategic direction of the company has changed. Selling off the flour mills was an epochal event. It was a major cultural shock to many people inside and outside the organization who thought of Pillsbury as a vertically-integrated flour manufacturing company. They have demonstrated that they can become a consumer-based company that is prepared to get out of operations that do not add value. An integration of the entire value chain was the target driven by the customers leading to a pull based strategy. Information systems were to enhance the communication capabilities to incorporate fact based marketing. Major cultural change was seen with the relationship with the customers transforming from merely an arms length relationship Major improvements in expenses and profitability were expected rendering Pillsbury with the capabilities required in such competitive environment. CONCLUSION The problems initially faced by Pillsbury required a complete redesign of the processes and not merely a continuous improvement effort. Thus the decision taken by the management to extend the target to $300 million was a correct decision if a long term view was to be considered. The major changes that were to incorporated as a result of this BPR effort were necessary for Pills burry to have the necessary capabilities to compete in the highly fragmented and competitive market. The reengineering effort was well planned in various phases describing the various considerations of each phase starting with the development of a business case followed by its feasibility analysis. The areas chosen for improvement were Customer Supply Chain Brand Management New Product Commercialization These areas provided great opportunity for integration of the entire value chain and to transform into a pull based value chain with the customer as the major driver. The efforts undertaken have led to great motivation amongst all the stakeholders and they believe that Pillsbury is not a laid back organization anymore. Their customers are enthusiastic about shifting from changing the way they do business together and are willing to endorse new relationships, such as service-based pricing. LEARNINGS The importance of manufacturer-retailer relationship in this highly fragmented market. The difference in continuous improvement efforts and redesign of processes How to approach a BPR problem in a systematic way demarcating the tasks to be done in a particular order in various phases. The importance of techniques like ABC Costing and the utilization of the revelations such techniques make

Comparing and contrasting Not My Best Side and Warning Not my Best and

Comparing and contrasting Not My Best Side and Warning Not my Best and Warning are about stereotypes and how these poems go against that. In not my best side the stereotype is that the three characters are meant to go with their roles, good the knight... Comparing and contrasting Not My Best Side and Warning Not my Best and Warning are about stereotypes and how these poems go against that. In not my best side the stereotype is that the three characters are meant to go with their roles, good the knight, bad the dragon and helpless the princess but don’t. In Warning the old woman is going to go against society by wearing clothes, which do not go, and buying items, which are useless. Not my best side is about Uccellos painting of St George and the Dragon the poet tried to put words to the people in it. The narrative of this poem is it goes through all the people in the poem starting with the dragon then the princess then the knight. First the Dragon says how the artist did not let him pose properly and how he could not draw anything apart from triangles as if he were mocking the artist. Then he starts to mock his conqueror and his horse by saying it has a deformed neck and square hoofs. Then starts to insult his victim by Saying she is â€Å"Unattractive as to be inedible† which means he would never eat something that ugly. After that he is a bit sarcastic by saying â€Å"I would have liked more blood to show they where taking me seriously† this means that he would have took more damage than that do kill him. The princess is saying she is not sure if she wants to be rescued. She had grown to like the dragon and even found him sexy. She says â€Å"He was so nicely physical, with his claws and lovely green skin, a... ...to be old and the poet is warning people that this is going to happen, so you better get used to it. It’s also about what society expects her. The form of the two poems is they have no rhyme scene and no metre. This is because the two poems are going against society so they are emphasising this. The question you should ask is do I want what society expects? Most of the time the answer will be yes but these poems have gone against that. Not my best side and warning are in 1st person talking about him or her. Also warning has varying line length, irregular, unstructured and varying line length. It has all these thing because again it is going against society. Not my best side and Warning both are about stereotypes and facing reality of life that everyone will grow old, or the reality of facing life alone. They all try and help prevent this from happening.

Personal Narrative- Random Story About my Life :: Personal Narrative, Autobiographical Essay

Personal Narrative- Random Story About my Life One of them was that I was on my journey with someone. I was on the journey with my boyfriend Dusty whom I have been with for four years. I am more like myself when I am with someone, especially Dusty, than when I am by myself. I do think that spending time with just yourself is a waste of time. You should just be out talking to people because who knows when that dreaded day of death will come. I think that you should just seize the moment and spend time with people. When I am by myself, I am quiet and withdrawn, but when I am with people, I talk up a storm and have a fun time just being me. I donÕt hold things back or try to act like someone IÕm not. Another similarity was when I was talking about the rocks. This is what I said. ÒOh my gosh, we just ran into a huge cave filled with rocks. There are rocks everywhere. It is like a rock country. I can not believe it. There are small rocks, big rocks, pretty rocks, ugly rocks, thin rocks, and fat rocks. It is so amazing. There are rocks on top of the cave that are starting to bother me, they are very big, and they do not look too steady up there. I do not know about those. I tell Dusty and Duke to get away from there because I donÕt want them to get hurt if the rocks were to fall. Duke does not want to listen; he tries to climb up the side of the cave to get a better look at the rocks on top. As he goes up, one of the rocks he is on begins to fall. Duke falls with it and he is not moving. Dusty goes over and shakes him and thank god he is alright.Ó I think that this describes exactly how I deal with problems and how I see problems in my life. I always see them as these am azing ordeals and they often scare me. Then something will happen and I will think that it is going to be the end of the world, and then everything turns out to be just fine in the end. The last thing was when we were all in the garden and this was describing my childhood.

Dirt bike # 10 :: essays research papers

1. Two possible fuel tank suppliers for Dirt Bike are J&P Cycles and Hot Rods USA. Both companies supply numerous designs of fuel tanks that can be used for motorcycles. J & P Cycles is a US company that ships within the US and their prices for a listed below for ground transportation: SHIPPING RATES WITHIN THE CONTINENTAL U.S. & TO APO/FPO ADDRESSES GROUND SHIPPING RATES Invoice Total   Ã‚  Ã‚  Ã‚  Ã‚  Rate 0-$49.99   Ã‚  Ã‚  Ã‚  Ã‚  $6.99 $50-$99.99   Ã‚  Ã‚  Ã‚  Ã‚  $7.99 $100-$149.99   Ã‚  Ã‚  Ã‚  Ã‚  $12.99 $150-$199.99   Ã‚  Ã‚  Ã‚  Ã‚  $16.99 $200-$299.99   Ã‚  Ã‚  Ã‚  Ã‚  $18.99 Over $299.99   Ã‚  Ã‚  Ã‚  Ã‚  FREE Bike Lifts   Ã‚  Ã‚  Ã‚  Ã‚  $25.00 Extra Wide Bike Ramp   Ã‚  Ã‚  Ã‚  Ã‚  $50.00 Complete Motors   Ã‚  Ã‚  Ã‚  Ã‚  $100.00 Rolling Chassis Kits   Ã‚  Ã‚  Ã‚  Ã‚  $175.00 Trailers   Ã‚  Ã‚  Ã‚  Ã‚  $300.00 C.O.D.   Ã‚  Ã‚  Ã‚  Ã‚  Add $7.00 For this company however, if the package is 5 lbs and under $150 in value the package will be shipped Priority Mail. For Ground Transportation the predicted time is 7 – 10 days not including Saturday or Sunday. For Hot Rods USA is another US company so shipping within the US the shipping time is very similar to J & P Cycles. All of the shipping within the US is free for over $500. It will take between 7 -10 days. J & P Cycles would probably be the best out of the two. For them the price of shipping is free at a lower buying price. This way if Dirt Bike was to buy in a low bulk they would receive free shipping. The only problem that might arise would be when it come to just buying one. Dirt Bike would have to pay for the Priority mailing price because it is small and under a certain price. This almost focuses Dirt Bike to constantly buy in Bulk. Both will take the same amount of time when shipping. 2. There is great supply chain management software that Dirt Bike can use. Two software packages are Microsoft Business Solutions for Supply Chain Management and IFS Applications – Supply Chain Management. Both are delivered in package form of other CDs that are geared towards certain steps in the Supply Chain. Microsoft Business Solutions for Supply Chain Management This software can be used to optimize the supply chain cycles and warehouse management according to the company’s unique needs. The software packages contains stuff to better handle the supply chain management, purchasing, requisitioning and procurement, inventory management, and order entry and processing management. This software package allows Dirt Bike the ability to integrate all of their sales and purchasing systems to make the process go faster.

Analysis of Shutter Island Essay

How should people deal with the criminally insane? They are very dangerous figures, who had harmed people before. Some psychiatrists believe that drugs can control the mental conditions of the patients. However, some psychiatrists believe that to lobotomize the patients is the only way to stop them from their dangerous behaviors. The surgery removes some brain tissues from the patients to make them emotionless. This act invades the rights of a human being. In contrast, some psychologists believe that if you treat the patients with respect, they will feel the love and caring from others. Shutter Island is a thriller based on the novel written by Dennis Lehane. The story happens in the 1960s, set in the shutter Island, where there is a mental hospital called Ashecliff, which is used to imprison the most terrible criminally insane. Two marshals go to this island to investigate the missing prisoners in ward B. The movie focused on the moral value from different people’s perspectives. The film is full of suspenseful shots and conversations. The audience may think that the 2 marshals are trapped in the island, however, the director created many more traces for the marshals to discover. As the shots usually focus on Ted, one of the marshals, and his emotions, therefore, the psychiatrists who are not supporting Ted’s investigation are portrait as the villains. In scene 4 of Shutter Island, Ted and his partner, Chuck, go to the office of Dr. Cawley. Dr. Cawley introduces the building to them as an old recorder is playing Quartet for piano and strings in A minor by Mahler, a composer from the Second World War. The music gives a thrilling feeling to the scene. Also, the music reminds Ted of his memory from WWII. Audience should be expecting a conversation about the missing prisoner, Rachel Solando. However, her name and the case are not mentioned in their dialogue. Surprisingly, a new character, Dr. Naehring, a colleague of Dr. Cawley, appears in this scene. He remains sitting on a chair for the whole scene. Then, Dr. Cawley asks for what the gentlemen want to drink. Ted would like a glass of soda. He unexpectedly orders a non-alcohol drink. Dr. Naehring said that it is uncommon for Ted’s profession to not indulge in alcohol. As an intelligent marshal, Ted defends his profession by pointing out Dr. Naehring, as a psychiatrist, is holding a glass of wine in his hand. Dr. Naehring is impressed by Ted’s excellent defence mechanisms to protect him by being offended, and he says, â€Å"Men like you are men of violence. † Once again, Ted is brought back to memory. The shot shows a German office. There is blood on the floor and a dying officers lying on the ground. People may not think that the scene is important, as it is not a part of the investigation. However, this scene shows the relationship between the doctors and the marshals is distant. For example, since shot 16, the two marshals remains in the same place throughout the scene, while Dr. Naehring remains in his chair for the whole scene. Another reason that this scene is necessary to the film is that it provides opportunities for Ted to flashback. His memory hinted the audience that he had been a soldier and he had seen violence. It is foreshadowing that Ted’s background is related to the development of the story. More importantly, Martin Scorsese continues his style in the Taxi Driver and the Raging Bull by creating characters that display a crazed violence. In Shutter Island, there are many criminally insane. In scene 4, shot 8 and shot 35 -40 are about war. There is blood all over the floor and people dying. However, as an Academy Award winner, Scorsese does not apply a variety of shots to the scene. It is because he wants the audience to focus on the conversation among the characters. A very common shot that Scorsese used is the depth of field. He applies it to Ted when Ted is thinking or to show that he is worried. Using the depth of field technique, the audience can focus on the focal point. It is also a good way to create suspense as the audiences do not know what is in the background. However, without good acting from the character, the shot can be disturbing and not enjoyable for the audience, or the emotions from the actor cannot be shown clearly. To have a close study of a film, we can have a better understanding of the director’s filming style. We can learn that the director directs each scene and each shot with a reason. Every shot is useful for the development of the film. For example, in Shutter Island, the director took a shot at the recorder in an office, and it can be related to the recorder that appeared in Ted’s flashback. Having a close study of a film, we can discover that there are often similar shots to the movie in the past. For example, there is a shower scene in which the camera looks up at the shower as the water is running. It is similar to Psycho by Alfred Hitchcock. Running water is a typical thriller theme, signifying danger and time running out. Shutter Island also has other similarities with Psycho. In Shutter Island, Rachel Solando, the missing prisoner was at first the focus of the film, also the reason the marshals travelled to the island. Later in the movie, the focus changes that Ted’s started to concern about the brain surgery in the lighthouse. Like Marion in Psycho, audience would assume that she is an important role of the film, however, she died very soon. This technique makes the audience more anticipating. By improving our understanding of how film communicates with audience, we can improve our ability to make film. We would know when to use different shots. For example, medium shots are used to show what the character is doing; close up is to show subjects subjectively. We can also learn to eliminate unnecessary shots or characters in the film. Every shot should be well planned and well thought before it was taken, and it should be able to connect with other shots in the film. Furthermore, having a close study of a film can help s understand the style of films of different genres. For example, Shutter Island is a mysterious thriller. By studying this film, we can learn how do choose a mysterious soundtrack for a thriller, and how to make a scene more suspenseful. In conclusion, it is important to study films closely in order to improve out ability to make film. As Martin Scorsese once said, â€Å"Cinema is a matter of what’s in the frame and what’s out. † To learn from great directors, we will know what should be put in the frame and what is out.

The Role Of Energy In Human Development Environmental Sciences Essay

In November, 2009 the UN Development Programme ( UNDP ) office noted that 1.5 Billion people of the universe, about one-fourth of current universe population are still without electricity ( EIA World study, 2009 ) . They are largely in rural developing universe. The UNDP besides highlighted the pressing demands to guarantee that the energy demands of developing states are cardinal to any new clime alteration understanding. The bulk of them who live in the dark are in the least developed states ( LDCs ) of South Asia and sub-Saharan Africa, harmonizing to the study ( The Energy Access Situation in Developing States: A Review Focusing on the Least Developed Counties and Sub-Saharan Africa. ) Mr. Olav Kjorven, UNDP Assistant Administrator and Director of the Bureau for Development Policy, told newsmans in New York at the launch of the study: â€Å" Expanding energy entree is indispensable to undertake planetary poorness. It needs to go on at the lowest cost and in the cleanest manner possible to assist developing states set up a low-carbon path to development, † He besides noted: â€Å" Almost half of the humanity is wholly disconnected from the argument on how to drive human advancement with less emanations and greener energy because their world is much more basic than that. They carry heavy tonss of H2O and nutrient on their dorsums because they do n't hold transport ; they cook over wood fires that amendss their wellness, non with electricity, gas or oil, † â€Å" We must guarantee that energy demands of these people are cardinal to a new clime understanding, † he added, mentioning to the treaty to control nursery gas emanations that states are trusting to accomplish when they meet in the Danish capital in December, 2009 Kjorven noted that two million people die every twelvemonth from causes associated with exposure to smoke from cooking with biomass and coal and 99 per cent of those deceases occur in the development states. In LDCs and Sub-Saharan Africa, half of all deceases from pneumonia in kids under five old ages, chro nic lung disease and lung malignant neoplastic disease in grownups are attributed to the usage of solid fuel, compared with 38 per cent in developing states overall. Interestingly, most of these people live in a part where there is plentifulness of sunlight ( see Figure 1.1 and 1.2 ) , and it is no â€Å" projectile scientific discipline † that sunlight can be converted to electricity. The Photo-voltaic ( PV ) engineering that converts the sunshine to electricity has been known since 1950s, and the agencies to hive away PV electricity when the Sun is reflecting and do it available when it is dark has been applied for old ages. Furthermore, electricity generated in this manner is local and distributed. It can be used where it is needed, and therefore wo n't necessitate transmittal of electricity from a cardinal bring forthing station to remote rural countries, and thereby would extinguish all electricity transmittal related issues or costs which would be Millions of dollars in order to convey the electricity grid to these distant rural countries of the universe. Among the assorted energy utilizations, run intoing illuming demands affordably and faithfully is frequently the basic demands for human life, and the underlying key to any economic development, and riddance of human poorness. Lighting helps people gain extra clip for working, reading in the eventide, basking greater security and more comfort. The quality of visible radiation from a electric beginning is many times better when compared with kerosine lamps or tapers, and is less risky to wellness, and safe. Compared to the visible radiation provided by electricity that the people in the developed universe usage, the visible radiation from a kerosine lamp is really subdued. In order to read under this light 1 has about put the books straight over the lamp. In add-on, being at so close propinquity with these lamps, the kids are bound to inhale the exhausts from these lamps which are toxic and unhealthy. Therefore, the absence of modern visible radiation as provided by the electricity im pedes non merely the analyzing ability of these hapless kids but besides it creates serious wellness jobs. Pode ( Pode, 2008 ) noted â€Å" In footings of costs, visible radiation from kerosine is far more expensive than provided by electric visible radiations. The cost of utile light energy ( $ /Lumen Hour of visible radiation ) for kerosine is more than 300 times higher than the inefficient incandescent bulbs, is more than 1600 times higher than a Compact Fluorescent visible radiation bulb and more than 3000 times higher than a LED † . The International Finance Corporation ( IFC ) estimates that $ 38 Billion is spent yearly, chiefly by the hapless, on fuel-based lighting ( World Bank Group Progress on Renewable Energy and Energy Efficiency Projects in Fiscal Year 2006: Bettering Lifes ) . A alteration to electric visible radiations ( CFL and LED based ) would be less than 1/2000 of this tremendous costs for illuming, a economy of mammoth proportion. 2.1 Introduction Every twenty-four hours about 122 PW of sunshine reaches the Earth ‘s surface. This is plentiful compared to the 13 TW of entire energy consumed by worlds. Solar energy ( electricity ) is created by the sunshine. When the sunshine strikes a PV cell, a stuff made from Si or sand that is similar to the stuff used in doing computing machine memory french friess, the energy contained in the sunshine ( the photons ) excites the atom within the semiconducting material stuff, and motion of these loose atoms creates electromotive force ( direct current electromotive force ) and electric current. Therefore every bit long as there is Sun, and the sunlight hits a PV cell at that place will be PV electricity. This is sustainable and is plentiful. 2.0 System Installation Issues End product of solar PV panel can change significantly with its siting- location every bit good as its disposition ( tilt angle ) relation to place of the Sun. Since the PV electricity is generated by the Sun, the sum of sunshine hitting the PV cell will find how much solar electricity can be obtained from a PV cell at a location. The disposition of the Sun with regard to the PV cell is of import as it would order the sum of Sun ‘s energy that would hit the surface of the PV faculty, and its continuance. Therefore, a solar PV panel that can track the Sun as it moves from E to west during the twenty-four hours can bring forth the most sum of solar electricity at a location. Where such trailing solar PV is non executable, the solar panel should be mounted at an angle so that it hits the Sun sheer for most of the clip and gets the sunshine during most of the twenty-four hours, Similarly, shadowing will impact the sum of Sun received on the PV panel and will impact the sum of end p roducts. A Solar Pathfinder ( hypertext transfer protocol: //www.solarpathfinder.com ) or similar instrument should be used to find the optimal location of the faculty, and topographic point it. The UNDP has postulated that â€Å" The most basic demands for human development are to take long and healthy lives, to be knowing, to hold entree to the resources needed for a nice criterion of life and to be able to take part in the life of the community. Without these, many picks are merely non available, and many chances in life remain unaccessible † ( hypertext transfer protocol: //hdr.undp.org/en/statistics/indices/hdi/ , accessed 5/1/2010 ) . Since 1970s international Keynesiasm highlighted the planetary mutuality with two major countries of concerns: a new international economic order ( NIEO ) and transportation of resources to the hapless population of the universe ( the 3rd universe states, 3W ) to run into the basic demands in development ( Preston, P.W. , ( 1996 ) , Development Theory, ISBN 0-631-19554-8 ) . See figure below. The function of energy in human development was foremost highlighted in an UN Report, prepared by the Brundtland Commission ( Brundtland Report, ( 1987 ) , United Nations World Commission on Environment and Development ( WCED ) , 1987, hypertext transfer protocol: //en.wikipedia.org/wiki/Brundtland_Commission, accessed June, 2010 ) . Lack of entree to affordable energy was besides noted as one of the major causes of poorness and deficiency of human development. The disparities in energy usage between the developed universe and the under-developed universe was besides noted, with a suggestion that the developed universe take a broader function in taking this huge disparity. The authoritiess of the First universe states and the cardinal establishments of the post-second universe war broad capitalist systems, the IMF, the World Banks, the NGOs realized that they must suit to force per unit areas of reform, and pay attending to this NIEO by transportation of resources to the hapless stat es to run into their basic demands, and turn toing the energy poorness was on top of the docket. ( Preston, P.W. , ( 1996 ) , Development Theory, ISBN 0-631-19554-8 ) . We will discourse how this development attack for the full universe specially for the energy hapless states was addressed under this NIEO ( see Figure I.1 ) . Modern energy as provided by electricity provides many chances for human development. It reduces the clip needed to execute basic family jobs. The clip therefore saved could be used for income coevals, increased societal activities and educational intent. It has been determined that energy ingestion has important correlativity with GDP every bit good as HDI. A study published by IEA indicates that the states with high ingestion degree of per capita electricity, attain upper rank of both economic activities ( GDP per capita ) and HDI as shown Figs. I.4 and I.5, severally. Figures I. 4 and I. 5. Electricity Consumption and GDP ; and Electricity ingestion and HDI Income Generation -Enterprise development through electricity creates occupations -Higher productiveness through Mechanization–-Small scale industries such as, weaving, knitting etc. for rural development Education -Lights enable easiness of analyzing after dark–-Reduced clip needed for executing regular family jobs. The saved clip can be used for analyzing and fostering instruction – ( ICT ) Modern energy enables one to entree computing machine, communicating and information based chances which are causes for digital divide, and cognition based societies Health – Unhealthy pollutants such as ensuing from toxic dodo fuel based energy are reduced – – Arduous work related to roll uping firewood is reduced specially for adult females and kids–– Handiness of modern inoculation and medical specialty storage installations improves wellness of the local population Environment -Reduction in usage of fuelwood prevents devastation of trees and woods – Energy efficient contraptions could cut down energy wastes -Promotes climate protection -Fosters globalisation of community and more societal interaction