Prepare a typed, single-spaced one page (one page at the most) executive summary of the major points made in the following articles and websites and YouTube video below.

Learning Goal: I’m working on a supply chain question and need an explanation and answer to help me learn.

HW1…

Prepare a typed, single-spaced one page (one page at the most) executive summary of the major points made in the following articles and websites and YouTube video below.

Friedman, Thomas L. “ It’s a Flat World, After All” New York Times Magazine, April 3, 2005 (this is a classic business read of epic proportions):

http://www.nytimes.com/2005/04/03/magazine/03DOMINANCE.html?pagewanted=1&_r=1

I attached the above article if it does not open up for you.

and,

https://medium.com/@jonmertz/on-business-milton-friedman-is-wrong-about-social-responsibility-9fef2c749643

 

I attached a copy if you cannot open the link above,

and,

http://www.youtube.com/watch?v=jbkSRLYSojo

Hans Rosling’s 200 Countries (over 10M views), 200 Years, 4 Minutes – The Joy of Stats – BBC Four (make sure you mention this video in your executive summary).

Note, this video uses a presentation format and technology that will eventually become the “norm” for giving presentations (watch out PowerPoint).

In the last concluding paragraph, indicate three implications for international business of a “flat world”. Note, Friedman’s entire model of being driven by profits has come under fire. A lot of companies are claiming to shift their corporate strategy away from being profit driven towards social responsibility. If this shift becomes mainstream, it will have an impact on the ISM curriculum and your careers (https://fortune.com/longform/business-roundtable-ceos-corporations-purpose/). It would blow away a manager if you could even remotely have this type of high level business strategy conversation.

Again, just a one page summary (in total) that covers all of the above (be succinct).

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HW2…

Also, go to the following website and perform the exercise (you have probably done this in previous classes):

http://slaveryfootprint.org/

Click the red arrow first to read “Slaves work for me?”

Then, click the blue arrow to take the survey.

Simply screen shot the last page and email it back to me (with your slavery footprint number). Please do not feel uncomfortable with your score. Life is all about becoming a better person and putting others ahead of yourself, and that is a process which never ends.

Here is my score:

63
Slaves Work For You

I just bought a larger home and have 4 rental properties in the Vine neighborhood on Davis (just sold them, thank you thank you thank you!). A lot of slave labor is linked to construction material in countries such as Pakistan and India. However, almost all construction material used in the U.S. is made here or in Canada. However, when we use construction material in the U.S., it changes global supply and demand conditions which has an affect on slave labor. Likewise, I just got married and we bought a diamond ring and platinum wedding bands. While I can almost guarantee these were not conflict minerals or blood diamonds, our purchase did impact global supply and demand conditions. The American consumer is the most powerful lobbying power in the world. America is around 20-25% of the global GDP and we are 75% of America’s GDP. That means we drive the geopolitical climate. Note, if you drive an EV, your score will sky rocket because of the cobalt that goes into the battery (child slave labor in Africa).

FYI (the U.S. just now is starting to take this seriously): Great read from WSJ this week: https://lnkd.in/gMPb78i4. Uyghur Forced Labor Prevention Act. This is also a very good quick read from a SCM perspective. https://lnkd.in/gwqVhdDM. My quick take (notice how I use words like “might”):

https://www.linkedin.com/posts/sime-curkovic-61617a115_forced-labor-a-top-tier-compliance-issue-activity-6987745930192056320-CCYM?utm_source=share&utm_medium=member_desktop

If you want to fix the world’s problems, then you have to begin in the supply chain because all products and services have a supply chain.

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HW3…

Advice: I would first simply knock off the ones that are blatantly obvious to you and then move on to the less obvious ones. The problem with this HW is that once you get one wrong answer, it tends to snowball. So, just ask! I will give you some answers if you just ask! I want you to get full credit and an A in the class. It serves me zero purpose to have this class hurt your GPA. I know matching terms and definitions seems like something from high school. However, we have to get you acclimated to these SCM buzzwords. Warning, many of these supply chain terms are dry and boring (even to me).

MEMORANDUM

To: BUS 375-0 Students

From: Sime Curkovic

Subject: HW assignment

Date Assigned: November 14, 2022

Due Date: December 15, 2022

Every company competes on four basic dimensions (e.g., quality, service, flexibility, and cost). I usually say better, faster, cheaper, but I really mean quality, service, flexibility, and cost. These four dimensions are referred to as the competitive dimensions of value. Value is defined as the ability to lower costs while improving performance (e.g., quality, service, and flexibility). However, there are several different types of quality, service, flexibility, and cost. Match up the different sub-dimensions below with their definitions. Place the definition number next to the dimension it defines. The first one has been done for you. Also, all of the answers for these sub-dimensions begins with THE ABILITY…

Q Product Reliability #12

Q Product Durability

Q Conformance to Specifications

Q Design Quality

Q Company Reputation

S Pre-Sale Customer Service

S Product Support

S Procurement Lead-time

S New Product Development Time

S New Product Introduction Time

S Manufacturing Lead Time

S Delivery Speed

F Delivery Dependability/Reliability

F Delivery Flexibility

F Volume Flexibility

F Mix Flexibility

F Changeover Flexibility

F Modification Flexibility

C Low Production Cost

C Competitive Pricing

In order to generate value from the customer’s perspective, companies need to use action programs. These programs hopefully contribute to lower costs and improved performance. The list below shows several of the major action programs associated with supply chain management and world-class manufacturing. Match these action programs with their definitions.

Closer Customer Relationships #10

Benchmarking

Open Organization

Zero-Defects

Process Improvement

Measurement

Supplier Development

Statistical Process Control

Product Traceability

Computer-Aided Design (CAD)/Computer-Aided Engineering (CAE)

Computer-Aided Manufacturing (CAM)

Cellular Manufacturing

Concurrent Engineering

Continuous Improvement

Design For Manufacturability (DFM)

Integrated EDI

Group Technology

Integrating Information Systems

JIT Manufacturing

JIT Purchasing

Supplier Partnering

Manufacturing Lead Time Reduction

Modularity

Preventive Maintenance

Robotics

Setup Time Reduction

Standardization

Value Analysis/Product Redesign

Computer Integrated Manufacturing (CIM)

Flexible Manufacturing Systems (FMS)

Customer Compliance Bar Codes

Automatic Data Capture

Automated Materials Handling

General Purpose Equipment

Computerized Production Systems

Maintaining Extra Capacity

Contract Labor

Outsourcing

Broad Jobs

Employee Autonomy

Employee Impact

Cross Training/Job Rotation

Labor-Management Relations

DEFINITIONS
1. the ability to effectively respond to planned delivery dates

2. policies, procedures, and practices for assessing and improving supplier capability and performance in multiple areas such as quality, design support, and delivery

3. bringing all of the participants in the product life cycle into the process early on so even suppliers and customers can provide input to each others’ processes

4. a set of practices to foster a long-term cooperative labor-management relationship that permits things such as flexible job assignments

5. the ability to create a positive or favorable image in the customer’s mind when he/she hears the company’s name

6. the use of a computer to program, direct, and control an independent machine in the fabrication of manufactured items

7. the use of standard procedures, materials, parts, and/or processes for designing and manufacturing a product

8. job design that permits employees to do many different things at work, using a variety of skills and talents

9. training employees to do more than one job to enable job rotation

10. determining customers’(both inside and outside the firm) requirements, then meeting those requirements no matter what it takes

11. the printing and applying of bar coded labels to comply with customer shipping/packaging requirements

12. the ability to maximize the time to product failure or malfunction

13. the ability of a manufacturing system to effectively handle additions and subtractions to the product mix over time that result from new product introduction

14. the use of general purpose machines, tools, or transporting devices in the manufacturing operation

15. the process of developing interchangeable parts across products that can be configured into a wide variety of end products

16. the ability to offer a lower product price than direct customers

17. the ability to minimize the time from order placement to the delivery of the procured item, which includes supplier lead time, transportation, and receiving and inspection

18. an approach (using concepts such as design for assembly, design for serviceability, and design for test) for designing products that can be more effectively manufactured

19. the use of computers in interactive engineering drawing and storage of design to obtain graphical views of a part and its relationship with other parts

20. the use of computer systems (such as MRP or MRPII) for planning, tracking, and ordering components and products throughout the manufacturing operations

21. the ability to minimize the time from when the order was released to the shop floor to the time of its completion

22. a never-ending effort to expose and eliminate root causes of problems in an incremental manner

23. allowing employees to decide on their own how to go about doing their work

24. the ability to manufacture a product whose operating characteristics meet established performance standards

25. the use of mechanical devices or robots to perform functions, that were previously performed by people

26. the use of Automatic Identification technologies such as bar code and Radio Frequency Identification tags to support internal operations such as material and/or lot identification, inventory control, shipping and receiving, and/or production tracking

27. the ability to minimize the time to make product improvements/variations to existing products, or to introduce completely new products

28. selecting data and information for competitive comparisons to support performance planning, evaluation, and improvement

29. the use of conveyors, automated guided vehicles, automated storage and retrieval systems, automatic tool changers, etc., to efficiently move materials, fixtures, and/or tools

30. ensuring action is taken on employee input or suggestions

31. the ability to maximize the time to product replacement

32. the ability to effectively increase or decrease aggregate production in response to customers

33. the monitoring of a process by analyzing outputs using statistical techniques that provide feedback for maintaining or improving process capability

34. a formal process facilitated by computer technology which integrates the engineering, manufacturing, and business functions of the enterprise into a single, closed loop controlled system

35. the use of information technology that enables all functional areas to access and transmit information from one to another

36. the ability to provide a product with capabilities, features, styling, and/or operating characteristics that are either superior to those of competing products or unavailable with competing products

37. reducing waste and cycle times in all areas of the company through cross-departmental process analysis

38. the ability to effectively respond to changes in planned delivery dates

39. the use of techniques such as simpler dies, machine controls, faster methods of moving and storing dies, automation of feeding and positioning operations, to systematically reduce the set-up time of operations

40. a philosophy of eliminating waste, characterized by reduced set-up times and small lot sizes, in which components and products are pulled, as required, by the manufacturing system

41. the use of external suppliers to design and/or manufacture components or subassemblies

42. maintaining and using accurate records for lot tracking and material control, including finished goods, work-in-process, purchased parts and raw materials

43. the ability to service the customer during the purchase decision process (i.e., before the customer buys the product)

44. the ability to minimize the total cost of production (inclusive of labor, materials, and operating costs) through efficient operations, process technology, and/or scale economies

45. a manufacturing process that produces families of parts within a single line or cell of machines operated by machinists who work only within that line or cell

46. strategically operating at less than 100% utilization so that capacity is available when needed

47. the ability to service the customer in providing product support after the sale of the product to ensure continuing
customer satisfaction

48. the ability of a manufacturing system to effectively implement minor design changes in current product(s) that result from corrective actions or changing customer requirements

49. a computer controlled manufacturing system using semi-independent NC/CNC machines linked together by means of an automated material handling network

50. the grouping of products that have similar design properties (size,, shape, function, etc.) or manufacturing characteristics (process, process routing, etc.) into product families to simplify design and manufacturing

51. the planned use of either direct or indirect temporary personnel to deal with volume fluctuations

52. a system to spot and prevent defects as they occur, rather than through inspection and rework

53. requiring JIT deliveries from your suppliers to support your overall JIT strategy

54. overlapping activities in product and process development to ensure a match between design requirements and process capabilities, reducing time to market

55. the ability to minimize the time it takes to develop new products

56. a systematic investigation of the product manufactured to see how the design or materials can be changed to improve the product’s performance and/or lower its cost

57. activities including adjustments, replacements,and basic cleanliness, that forestall machine breakdowns

58. lean staff, open horizontal communications, and a relaxation of traditional hierarchy

59. the integration of paperless (electronic) documents into business systems with no manual intervention

60. the ability to reduce the time between receipt of customer order and final delivery to as close to zero as possible

61. a conscious effort to reduce total manufacturing lead time (including time spent as work-in-process, set-up time, move time, inspection time, and order preparation time)

62. goal-orientation and zeal for performance data, with constant performance measurement

63. the ability of a manufacturing system to effectively produce a wide variety of different products at a point in time

Advice (again): I would first simply knock off the ones that are blatantly obvious to you and then move on to the less obvious ones. The problem with this HW is that once you get one wrong answer, it tends to snowball. So, just ask! I will give you some answers if you just ask! I want you to get full credit and an A in the class. It serves me zero purpose to have this class hurt your GPA.

____

MEMORANDUM