Koss Corporation Case Q1. From the Koss Corporation case, we can see that there are many aspects are not functioned properly in the accounting and internal control systems of Koss Corporation. First, the CEO’s supervision and regulation is weak, which means Michael has not fulfilled his responsibility of internal control. Sue initiate and authorize wire transfers of Koss Corp. funds to Sue’s personal creditors for over $16.3 million without requiring or obtaining Michael’s approval. And because Michael trusted Sue, Michael did not fully review the financials before approving them.
Gary encountered ethical issues when the proposal was submitted that the material could withstand up to 155 degrees which is a stretch because the material could only withstand up to 130 degrees, using STI’s money to test new materials without informing them, withholding information about the age life of the new material and not sending out the technical data ahead of time to the clients so they could analyze it before the meeting allowed the clients to question Gary’s integrity. Gary encountered potential legal and contractual issues related to breach of contract due to the false information submitted in the proposal about the degrees the material to withstand and using STI money to text new materials without telling the clients. Additionally Gary did not communicate with his team or with the clients and was only able to focus on one task at a time. Gary did not utilize any project management tools or processes therefore he was unable to give proper oversight over the project. My recommendation to
Category : Mechanical Cost Estimate : R1450,000.00 (Discard and restore to basic condition) Spares Availability : No spares available from OEM(Non Existent). Generic spares are available from different overseas companies but can incur long lead delivery times of 12 weeks+ in many cases which can be very painful in a production environment. Lubrication System: Action required to repair/replace/modify or maintain equipment to restore integrity and performance: The original current lube system is a drip / brush feed to the ring gear and supporting in-feed and out-feed gear trains.
The systematic developed environment was removed to allow Alex and the team to meet the deadline and deliver the new and improved diesel engine within thirty six months. Even though certain engineers associated with the team weren’t “eager to work beyond the bounds of Ford’s familiar environment”. Another advantage that contributed to the team success was to obtain a type of synergy, “The whole is more than the sum of its parts. “Specialists use to working only with their own kind became more familiar with what other engineers were up to”. It illustrates the importance of what a difference it makes when the team works together as a group, rather than individuals.
1) It is apparent from the lack of receiving critical information that frontline construction workers / managers are either not aware of (or buy into) the aggressive timeframe for completing the towers. They also appear to lack a clear method to communicate issues beyond the weekly status meetings. While some of the strongest positive feedback received for Erik has been the organization of these meetings, there appears to be a disconnect in how they are perceived: Construction attendees apparently believe this is where all status, including emergencies, are communicated; Erik and Curt appear to expect it as a routine checkpoint with no surprises. 2) Erik's manager, Jeff Hardy, has not done well at clarifying the General Manager's role, or in helping Erik establishing boundaries for the position. No one has put the brakes on Erik's actions, implying agreement.
What obstacles did he confront in accomplishing these objectives? He accomplished above objectives by: * He had minimal support from the USMG organization for taking on a multicultural approach and instead they wanted him to focus on the U.S. rather than multinational approach. * He discovered that the interests of systems managers in various Xerox operating units did not always align with those of Xerox as a whole. * In order to build MDC he needed more staff because he was not allowed to transfer from parts and supplies administration. By adding more staff, he needed his peer’s agreement.
Staying on the Same Page in Business Negotiations Pacific believed that other elements of the contract might be discussed, but that no dramatic changes would be expected. Because of Pacific’s lack of strategic planning, they wasted valuable time, money, emotional stress and energy. They also risked losing other opportunities that could have been more favorable for them. Adding to the problem was Pacific’s assumption that Reliant would sign a new contract quickly. Because of the time and money spent on traveling and negotiating back and forth, and the potential need for new technology development, which would be based on the contract’s outcome, Pacific Oil Company became increasingly desperate to
Packard Electrical had previously experienced excellent results in the United States based on their traditional operational processes but had failed to impress in the overseas market, serving a different type of customer. This is due to a number of systemic problems in the customer serving processes inherent in the Rio Bravo plant operations. These problems are highlighted in the report and are: • A lack of proper planning led to the mismatch of resources, which includes human talent, infrastructure; • • • • Careless planning and poor execution of processes; A lack of customer focus; Poor communication across the supply chain; Misalignment in philosophies and value systems between Packard Electrical and NUMMI; • • Lack of a change management system and A dearth of continuous improvement The primary causes of the above stated problems were a lack of lack of proper strategic planning on behalf of Packard Electric’s management team. There was also a lack of planning in the design and development of the plant taking into account the demanding customer requirements. There are also appeared to be a lack of understanding of the exact customer requirements and how to deliver the exepcted quality.
The management lacks policies and visible support for quality standards. Although they have recently hired Hank Kolb to oversee their quality program, which is a good decision, the lack of support from senior management for quality is very apparent. It was evident in launching the Greasex line to gain market share without testing the processes involved in making the product as well as ensuring safety requirements are achieved. They saw quality as only a secondary added value. The personnel department is the first department to be interviewed.
Inventory, quality, vendors, management, and the workforce were all inefficient in the current operations. Various improvements were needed to create a lean operation, starting with buy-in from the managers. Henry Malone, manager of shop operations for thermocouple manufacturing, did not have a positive view of JIT. The facility did not have an integrated system to track inventory and viewed the shop’s floors a “no man’s land” due to goods disappearing after leaving the stockroom. Other issues included setup times and incentive programs.