WEBER Surname Meaning and Family History

Weber is an occupational surname given to one skilled in the ancient craft of weaving, from the Middle High German word wà «ber,  a derivative of weben, meaning to weave.  The Weber surname is sometimes Anglicized as Webber or Weaver. Weber is the 6th most common German surname. It is also frequently found as a  Czech, Hungarian, Polish or  Slovenian surname.  WEBB and  WEAVER are English variants of the name. Surname Origin: German Alternate Surname Spellings:  WEEBER, WEBBER, WEBERE, WEBERER, WAEBER, WEYBER, WEBERN, VON WEBER, VON WEBBER Famous People With the WEBER  Surname Max Weber  -  19th-century German sociologist and one of the founders of modern sociologyCarl Maria von Webber -  German composer, conductor, pianist and  guitaristConstanze Weber - wife of Wolfgang Amadeus MozartAlfred Weber - German economist, geographer, and sociologistJohn Henry Weber - American fur trader and explorerJoseph Weber - American physicistLudwig Weber -  German Protestant pastor and social reformer Where Is the WEBER Surname Most Common? According to surname distribution from Forebears, WEBER is the 3rd most common surname in Germany. It is also very common in Switzerland, where it ranks 7th, and Austria, where it is the 19th most prevalent last name. While Weber is common throughout Germany, WorldNames PublicProfiler indicates it is most frequent in southwestern Germany, in the regions of Rheinland-Pfalz, Saarland, and Hessen. Weber is also a very common surname in Gussing, Austria. Genealogy Resources for the Surname WEBER Weber  Family Crest - Its Not What You ThinkContrary to what you may hear, there is no such thing as a Weber  family crest or coat of arms for the Weber surname.  Coats of arms are granted to individuals, not families, and may rightfully be used only by the uninterrupted male-line descendants of the person to whom the coat of arms was originally granted. Weber Y-Chromosome DNA  Surname ProjectWEBERs from all over the world are participating in this group DNA project in an attempt to learn more about Weber family origins. The website includes information on the project, the research done to date, and instructions on how to participate. WEBER  Family Genealogy ForumFree message board is focused on descendants of Weber  ancestors around the world. FamilySearch - WEBER  GenealogyExplore over 5 million results from digitized  historical records and lineage-linked family trees related to the Weber  surname on this free website hosted by the Church of Jesus Christ of Latter-day Saints. WEBER  Surname Mailing ListFree mailing list for researchers of the Weber  surname and its variations includes subscription details and a searchable archives of past messages. DistantCousin.com - WEBER  Genealogy Family HistoryExplore free databases and genealogy links for the last name Weber. GeneaNet - Weber  RecordsGeneaNet includes archival records, family trees, and other resources for individuals with the Weber  surname, with a concentration on records and families from France and other European countries. The Weber Genealogy and Family Tree PageBrowse genealogy records and links to genealogical and historical records for individuals with the Weber  surname from the website of Genealogy Today. References: Surname Meanings & Origins Cottle, Basil.  Penguin Dictionary of Surnames. Baltimore, MD: Penguin Books, 1967.Dorward, David.  Scottish Surnames. Collins Celtic (Pocket edition), 1998.Fucilla, Joseph.  Our Italian Surnames. Genealogical Publishing Company, 2003.Hanks, Patrick, and Flavia Hodges.  A Dictionary of Surnames. Oxford University Press, 1989.Hanks, Patrick.  Dictionary of American Family Names. Oxford University Press, 2003.Reaney, P.H.  A Dictionary of English Surnames. Oxford University Press, 1997.Smith, Elsdon C.  American Surnames. Genealogical Publishing Company, 1997.

Applied Behavior Analysis In Psychology - 852 Words

This method was implemented alongside of the student’s typical Applied Behavior Analysis interventions. The researchers addressed certain elements they wanted to monitor in the students. These were eye contact, length of time being seated, body posture, body awareness, balance and depth perceptions, imitation, receptive skills related to spatial relationships, and self-injurious behavior (Radhakrishna et al., 2010). The results from this study were broken up into three parts: baseline characteristics, impact on the symptoms associated with Autism Spectrum Disorder, and effects on the behaviors, communication skills, imitation, and repetitive behaviors. During the beginning practices, the behaviors that were coming up in the classrooms†¦show more content†¦Many researchers believe that individuals with Autism Spectrum Disorder receive input from their muscle movements better than from their eyes and ears, like a typically developing individual would (Goldberg, 2004). Some individuals respond well to deep squeezes or pressure on their bodies. An example of this would be weighted blankets or weighted vests that are often used as calming techniques in classrooms. The act of putting physical movement with language prompts improved the students’ ability to recall information, imitation skills, and receptive responses to verbal cues. Research suggests that the central nervous system in individuals with Autism processes information differently. This may cause an over or under stimulation. The use of repetitive behaviors is often used for students to cope with an over stimulation or a frustrating feeling that they may be experiencing. The repetitiveness of the Integrated Approach to Yoga Therapy may have made the children in the study experience a sense of calmness and comfort. Impaired social skills are often associated Autism Spectrum Disorder. Social skills are described as the abilities to interact with other people. 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Bae Assignment Free Essays

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BAE Business Case Study Submitted by: Susan Pacheco April 17, 2013 Table of Contents Part 1: Executive Summary3 Part 2: Main Issue4 Part 3: Systemic Issues4 Leadership Project Management issues4 Political Pressure to Fast-Track Project5 Design Issues5 Communication Breakdowns6 City Involvement (Delays)6 BAE Conditions on Contract Signing (April 1992)6 Part 4: Environmental Root cause Analysis7 Qualitative Analysis:7 Project Management7 People (Unqualified):8 Build-Design8 Economic Political Considerations8 Success with United Airlines9 Part 5: Alternatives and/or Options:9 Alternative A9 Alternative B11 Part 6: Recommendations and Implementation11 Recommendation:11 Recommendations Implementation Plan:12 Part 7: Monitor and Control:13 Part 8: Conclusion:13 Part 9: References, Exhibits and Appendixes13 Part 1: Executive Summary In order to address the immediate issue of the letter received by the City Mayor holding us responsible for the delay of the new baggage system by charging BAE a penalty of $12k/day backdated to October 29, 1993 and also requesting a charge back for the $50M tug-and-cart baggage backup system, immediate action and priority needs to be given to address this accusation. A prompt analysis of our project plan and missed milestones with reasons and factual data is critical in defending our position. We need to prove where certain milestones outside our control were missed and the domino effect it created and where dependencies to our commitments were broken and by whom. We will write a custom essay sample on Bae Assignment or any similar topic only for you Order Now There were many points at which we voiced our concerns on the project delays and access issues that further hindered our ability to perform but no one took responsibility or acknowledged the delay. In addition, the Build-Design approach has in itself created many hurdles and time delays outside our control as well as created unfavourable working conditions that were unsustainable for our teams. Our current situation is a mere symptom of a lack of a proper project management structure and qualified personnel at DIA. Also lack of sponsorship by the city Mayor has created silos and a negative effect on the project flow. The build-design approach is one of the biggest issues but with proper management it can be overcome. Based on BAE’s experience and successful past projects, we can confidently recommend a new structure that has worked in past projects. Given that history I feel we need to propose a drastic change to DIA’s Project Management team and propose a new structure which includes a new Project Manager to oversee the entire project team, appointment of additional team members (see Appendix 1) and new hires with the right skill sets. See Appendix 2 to see RACI Matrix proposal. The proposal is to continue with the new airport wide baggage system implementation only under the condition that DIA restructure their project management team and obtains sponsorship from the City Mayor and Aviation Director. A team approach must be understood by all parties involved as there are too many moving parts and it is impossible to expect BAE to independently manage all moving parts for what is out of our control especially with a Build-Design plan. This new platform will allow BAE and DIA’s members to educate, make timely critical decisions, identify risks and critical milestones and hold members accountable for their respective roles. Assuming our proposal is accepted, the overall expected timing from initial contact to identifying risks under the new team structure is 9 weeks. With this plan, a backup system would not be required, thereby avoiding this $50M additional cost. The seriousness of this accusation would put BAE at permanent financial risk if not bankruptcy. Promptness and priority in handling this situation is critical. Beyond the financial impact, there is also the reputation BAE has always enjoyed as being a leader in the marketplace worldwide can also have a negative effect on current and future projects with other institutions. Part 2: Main Issue City of Denver issued a penalty request of $12k/day backdated to original start-up completion date of October 29, 1993 including a $50 M charge back for a tug-and-cart baggage backup system. This main issue is a result of the systemic issues which are listed below. Part 3: Systemic Issues Leadership Project Management issues Shared leadership between city of Denver Consultant team created many inefficiencies, duplicate work and lack of real ownership. Additionally no organizational structure change at DIA was ever made to accommodate this new baggage system project. Further complicating the matter was the communication channels and roles between city, PMT and consultants were not defined or controlled. All were working in silos. Engineers are inefficiently creating piles of change documentation that are not really managed or communicated. Waste of time just to cover their tracks. There is NO real qualified Project Manager to oversee the entire project and bridge the gap between DIA and their top Carriers United Continental, City Council and BAE. We have been expected to manage the project with everyone working in their silos with no real support or team goal or management as a whole. In order to keep things moving along, we need a DIA counterpart to produce engineering alternatives and make quick decisions on cost, alternatives, scheduling etc. Currently there are too many chefs in the kitchen with no real one person in charge. They had to balance project administration political and social responsibilities. The Working Area 4 Managers that was assigned to us have no experience in airport construction, baggage system technologies or new technologies, their main experience is in construction project control management. As such they don’t know how to properly support our requests and needs to keep the project going forward. In addition to this since there is no project manager in charge and lack of proper structure we have to liaise with and to obtain feedback from each Concourse Senior manager and Main terminal manager. It is apparent that they each operate independently making any agreement difficult as we need to transcend the decisions and get agreement across all four managers. It is apparent that they each are making independant decisions and trying to tie them all together is very difficult. You read "Bae Assignment" in category "Papers" This creates further bottlenecks for us. Lack of a designated project manager to oversee and manage inputs/outputs from the City, DIA and BAE created a painful process, hurt relationships and lack of accountability and control. Head of DIA project resigned and death of Chief Airport Engineer Walter Slinger (Oct. 1992), a strong proponent of the baggage system and closely involved in negotiations with us had a significant impact on the project. He was a decisive, empowered decision maker who knew how to address problems and get them resolved promptly. His successor Gail Edmond was not successful in carrying ut the same duties as she was much less experienced and lacked the autonomy, experience and guts to make much needed quick decisions. Her hands were tied with red tape and took much longer to make any decisions. Overall we had a poor relationship with the management team who had no prior baggage handling competence or experience. The project was mainly treated as a major public works project resulting in a lack of support when we needed it for any of our complaints on timing, access etc†¦ Political Pressure to Fast-Track Project There were many factors that influenced and pressured this project to a fast-track pace which had some resulting serious consequences both in delays and cost. This pushed the project into a Build-Design project which had created some major delays and cost increases. Some of the other influencing factors are as follows: * DBO Date of Beneficial Occupancy payback date of January 1, 1994 * Project Management Team pressured to push project ahead at all cost due to long periods of assessment, negotiation and final approvals. Political pressure from Mayor to force project through a fast-track for their own political stature gain and public optics Design Issues The decision to install a new large scale airport-wide baggage system came after the building design was already determined and we were faced with fully defined project specs which underplayed the importance and significance of some important requirements of a baggage system (space, electrical power needs, building structure requirem ents, ventilation and air conditioning to dissipate) These issues created further bottlenecks and delays in our implementation. Further delays and changes resulted from DIA’s lack of consulting with and conducting a needs assessment with their two top carriers United Continental which accounted for more than 70% of passenger traffic prior to project start. Their needs were never incorporated into the initial design and program, as a result further changes were requested to design and software just 6 months prior to the needed opening date. We had to deal with this even though the mechanical and software designs were supposed to be frozen. Communication Breakdowns We communicated to United we would need 1 more year to get system up and running but no one listened nor was the message passed along to DIA or the City. We also at many points tried to engage DIA about the delays, access issues and construction bottlenecks that was causing direct delays in our work and we were not given precedent or access when needed. Infact the attitude was that these construction workers were not reporting to BAE to have to listen. City Involvement (Delays) Law restrictions forcing 30% of minority-owned firms and 6% women. This law forced us to forgo our original proposal of using our own qualified employees in lieu of external outside contractors which estimated an increased cost of approximately 60%. Some of our expertise was lost due to this fact in addition to causing further delays to our project. In Sept. 1993 we went into maintenance negotiations which lead to a 2 day strike of 300 millwrights that was joined by 200 electricians over a $8/hr delta pay dispute. We lost the maintenance contract as well as a 2 day delay. BAE Conditions on Contract Signing (April 1992) The conditions and milestones we placed upon accepting the job was not respected by the city or adhered to, nor was there any provisions made to address issues along the way. ( i. e. freeze dates for mechanical design, software design, power requirements and the like, all around access, timely completion of certain areas, provision of permanent power, computer rooms†¦ these were all set as milestones in our project plan. The city had agreed to these conditions with unrestricted access with priority for BAE equipment yet we didn’t even have reasonable access. For example: * Electricians had to leave work where concrete grinders were creating clouds of dust, * Fumes from chemical sealants forced others to flea * Trucks blocking and restricting * Design Freeze dates not adhered to: Airlines requested changes to system designing even though mechanical/software designs were frozen. (6 months prior to opening airport, still moving equipment around, changing controls and software design! * Energy issues – City unable to supply â€Å"clean† electricity to the baggage system. Motors and circuitry used in system extremely sensitive to power surges and fluctuations. Filters were purchased to correct the problem and a City Worker cancelled a contract without realising that the filters were part of it. Filters arrived several months later in March 1994. 1. Construction already begun on terminal and concourses with substantial changes needed on construction to accommodate expanded system. We wrote a letter to city (Jan, 29, 1995) to request prompt action advising of inability to complete project under these conditions with no response or support. Part 4: Environmental Root cause Analysis Qualitative Analysis: BAE is a highly qualified with a revered reputation, experienced in projects across the US, Europe and Australia in the development, design, manufacture and install and support of every project it undertook from start to finish. We established a strong position in the US accounting for about 90% of U. S. baggage sorting equipment sales. Since 1972 – 1994 we had successfully designed, manufactured and installed nearly 70 automated baggage handling systems worth almost $50M at major airports in the US, New York, Dallas-Fort Worth, Chicago, San Francisco, Miami, Newark and Pittsburgh. We also consulted in the installation of a $550M terminal for the New Seoul Metropolitan Airport in South Korea. Given our successful history and past accomplishments, it is without a doubt that our management capabilities and expertise in handling various types of projects, with various types of people and countries, proves our commitment, capabilities and expertise in handling complex variables and situations for every project we undertake. Knowing the strategic importance and complexity of this particular project, we had agreed to take on the project only upon acceptance of certain conditions which was accepted by the City. Many of these conditions were not honored throughout the process causing unnecessary delays, additional costs, strained relationships both with the City and DIA management and hurt our reputation Project Management Lack of communication, ownership and project management both at DIA the City of Denver was the source of this pivotal problem. Since the contract was awarded by the City, they were responsible to enforce the compliance of the agreed upon conditions and communicate and enforce these conditions to DIA and their employees. In turn DIA did not have a specific Project manager to oversee the entire project as a whole and to act as a liaison between us, the City and their Carriers. Instead we were forced to deal with their respective â€Å"Area† managers one on one which was counterproductive, time consuming and ineffective. We also had to deal with direct changes from the Carriers themselves which further haulted our project. We were setup for failure given the lack of direction and control at DIA’s side and the City’s dogmatic approach to making decisions. For a project of this magnitude, there was no consideration made to employ either Key Managers or Project Manager to oversee, manage and liaise between the three concourse areas. This created some major gaps and no one was there to keep the pulse on the project itself. This was not implemented thus creating a gap in communication, a silo-type attitude amongst decision makers creating no support-system for the major role we played in this implementation. It was apparent that roles between the City, PMT at DIA and Consultants were not defined or controlled. Everyone was working in silos. People (Unqualified): In addition to the management issues, our Assigned Area 4 Managers, lacked the experience in airport construction and baggage system technologies, therefore could not understand the importance and properly support our needs nonetheless handle our requests in a prompt manor. In order to keep things moving along, we needed a DIA counterpart who would be able to produce engineering alternatives and have the autonomy to make decisions. The death of DIA’s Chief Airport Engineer, Walter Slinger created significant impact to our operations as he was decisive and addressed problems promptly. This was an important critical role required for the success of this project. His successor, Gail Edmond lacked the experience, know-how, decision making capabilities and autonomy that further haulted the process. Build-Design The Political pressure to fast-track this project lead to a Build-Design approach to this airport construction which cau sed many unknown risks and design issues that we had to deal with upon commencement. We were unaware of the construction scope and details to be able to fully understand the scope of the project before undertaking. This also lead to a reactive vs. proactive planning. This posed many unknown risks, changes and modifications to our plans along the way. The instability of this process created many points of change, delays and cost additions and we did our best to manage what was in our control. The point is that many of these delays were NOT within our control, nor did we have any support from the city to enforce DIA’s construction project to meet our agreed upon milestones to meet our own obligations. Economic Political Considerations The economy in mid 1980’s was plummeting with a 37% job loss average across Stapeltons Employment Industries. The Pena administration aggressively promoted the airport relocation, marketing the new airport as a technologically advanced, state-of-the – art structure to draw businesses, import federal capital and fund the creation of new jobs with bonded debts to overcome the short-term decline in the economy. It was to become a grand project that would be the main showcase for the Public Works Department. The relationship between BAE and the City was strained primarily because their focus was on airport project speed and bond re-payment and not on the project itself. They were motivated by their own public perception in the political realm. Their â€Å"hands-off† approach was detrimental in the success of this project and served more as a crutch and hinderance. When it came to asking for support it felt like they were working against us and not with us. Their strength was not in project management but they had the power to make key decisions which influenced and affected our overall success. The added pressure of paying the DBO by Jan 1, 1994 forced quick management decisions, early construction without a full scope analysis and risk mitigation not just with BAE but also with DIA. Forced the Build-Design approach which inherently greatly affected our ability to succeed given the lack of adherence to the agreed conditions. Success with United Airlines Once the contract was signed with United exclusively things went smoothly. The successful implementation of the baggage system with United highlighted what was lacking in dealing with DIA and City directly. The success highlighted and confirmed our ability to manage the project with a partner who understood the technical and project management needs. Part 5: Alternatives and/or Options: Alternative A Continue with the contract for installing the baggage handling system conditional upon the following restructuring requirements: Hiring of new qualified members at DIA. 1. DIA to hire a dedicated qualified Project Manager for the baggage handling system overall project with prior project management experience. One whom understands the key tasks, key players has a strong construction and technological background with project management skills to document, track, address and facilitate the communications between all DIA parties and that of BAE and City Administration. A clear definition of this person’s role, decision-making authority and sponsorship by Senior Management is critical. 2. DIA to hire a new Chief Airport Engineer with strong decision making and leadership skills with the autonomy to make decisions and propose Gail Edmond work under him/her as Chief Associate Engineer. . The new Project Manager’s goal is to gather all appropriate key stakeholders as proposed in Appendix 1 to conduct 3 main initial sessions with all key stakeholders (*see Appendix 1) to: I. Conduct a full risk assessment whereby identifying all risks, prioritise them, have an action plan to mitigate some of them, formulate contingency plans and assign responsible persons to manage the risks. II. Est ablish a Project Objective Statement, and Create a new project master plan, III. Team member establishment: Establish who key players are, their strengths, weaknesses, outlining roles and create a RACI matrix *See Appendix 2 for DIA, BAE, and City for roles and responsibilities for all planning and execution tasks of the project 4. City to hire or appoint a qualified Liaison with construction, engineering and or technical background experience who is solely assigned to this project with no other conflicting priorities with the autonomy to make decisions. This person’s role is to ensure that legislation doesn’t interfere or adversely cause timing risks to the project plan and expedite issues/roadblocks when they arise between DIA, BAE and the city. This proposal is supported by the fact that our design has proven it will work given the proper management setup framework as demonstrated by our successful implemention of the new baggage handling system with United Airlines. The current lack of the â€Å"right† project team members will be addressed by this new proposed structure. With the right sponsorship and roject management setup, this will encourage all to be on the same page and working towards the same goal. The added benefit of this is that timelines will be clear and visible and will hold those truly responsible for delays in their respective areas and help them and all team members understand the domino affect and impact it can have on the entire project as a whole. This will discourage the current work â⠂¬Å"silo† mentality and will promote an integrated meeting of the minds where risks and opportunities for improvement can be quickly identified, communicated and cascaded to the right people. This will also ensure that the right decision makers are present to make judgement calls on plan changes as they come along and not further hold up the process. This should put the plan back on target and give us a working plan going forward where all key players are informed, consulted and responsible for outcomes. The cost of setting up this new structure is by far a more economical way to get the task done without the added financial burden of creating a new â€Å"backup† system. Pros: * Renewed Focus on project with key roles and responsibilities outlined set’s clear goals, accountability and ownership. Address risks and enable the team to mitigate them * Clear direction and leadership by all stakeholders and their inputs * Expedite critical milestones and ensure we are on the path * Maintain reputation * No further $ investment for backup system Cons: * New hires required Alternative B Cancel the contract with Denver. Discontinue involvement in any further developm ent unless directly contracted by Carriers. Pros: * Focus on core business Cons * Damaged reputation for BAE * Litigation costs * $12k / day penalty Law suit risk – Pay back of $50M Baggage system backup plan Part 6: Recommendations and Implementation Recommendation: Based on my analysis the strategic impact of cancelling the project at this point would further create a bad reputation for BAE, especially considering the current damage already made to BAE by the unsolicited test plan executed by the mayor and the bad press that has already caused. The decision to continue with the project conditional upon a new team structure is a reasonable request given our past successful history and project management expertise. I feel that we have a strong argument for our position backed up by facts that are undeniable and can thus prove our innocence and lack of responsibility for the delay. This will prove to be a sensitive topic as it appears that it is easier to blame us for the delays. With a mutual understanding about the current situation, I believe it will be easier to convince the Mayor and Aviation director the value the new structure would bring and that a new backup system is not the answer and would cause unnecessary further financial burden, hurt relationships and bad press which no one wants. The success of BAE in installing United’s baggage system will be highlighted as an example of the right team structure and how we can achieve the same if we are united in the goal and agree to this plan. Recommendations Implementation Plan: Some of the short term elements of the recommendations are already completed or in progress such as building our case / position with regards to reasons for the delays. The following outlines the steps required to make this happen. Task| Responsible| Timing| Build case. Engage with Project Manager BAE to identify original plan milestones and detailed reasons for incomplete tasks. Prepare PPT presentation with key dataWrite back to City Mayor, acknowledging letter and request for a formal meeting to present response with a set date. | BAE Project MgrBAE AdminGene DiFonso| 3 days2 days1 day| Invite to meet with DIA Director of Aviation to present challenges/issues faced throughout the project and the delay outcome. Explain the current position we are in with regards to the city’s demands with the objective to gain support for the new proposed structure. Gene DiFonso| 1 day fixed| Invite DIA Director of Aviation City Mayor to formal meeting to present project delay reasons/issues recommendation for continuation of project with recommended structure| Gene DiFonso| 1 day (fixed)| Prepare Present the proposed structure and Project Team Method Matrix and explain it’s criticality and past effectiveness in other successful projects and why this is necessary even if a backup baggage system is implemented | Gene DiFonso| 3 days| Assume DIA’s buy – in and that it takes DIA 1 month to hire Project Manager and restructure the Project Management Team| Director of Aviation| 30 days| Work with new Project Management Team to identify construction risks that interfere with our design/implementation plans come up with alternate solutions. | Gene DiFonso PMT| 1 week| Develop new Strategy with new key Milestones | Gene DiFonso, | 2 weeks| Obtain Buy-In Committment from key stakeholders| City Mayor, Director of Aviation| 1 day (fixed| | Total| 9 weeks| 1st Meeting with new Project Team Members| | | | | | Any critical changes to the original plans will be reported promptly to DIA Project Manager and voiced in Team Meetings. Any critical plan changes will equire Sponsor sign offs (acknowledgment and approval of change to plan for reasons outside BAE’s control) before BAE continues with implementation. Part 7: Monitor and Control: * Weekly internal meetings with BAE’s project management team will be conducted to keep pulse on project timelines and areas of risk. * Attend weekly Project Meeting Team meetings to identify risks, action items, schedule changes and react to them. * Submit bi-weekly reports on status to key sponsors stakeholders. * Hold monthly review meetings with Sponsors Part 8: Conclusion: In conclusion, the current difficulties we are experiencing with DIA and City Administration has served as a costly example of lack of poor management structure for a project of this magnitude. Our past successes can speak for itself in approaching DIA and City Mayor for their support to the new proposal based on our experience. If this new approach is accepted, this will save BAE millions of dollars in lawsuits and cost of new baggage system as charged by the City Mayor. The optics of getting back on track, having a strong management team and continuing with the original plan will serve in favour of all, the Mayor, our shareholders, as well as redeem our own reputation as leaders in the market. We will then be positioned without a tarnished brand and enjoy further growth opportunities. Part 9: References, Exhibits and Appendixes Appendix 1 – New Project Management Team Structure Appendix 2 – RACI Matrix example (for initial phase) of new structure How to cite Bae Assignment, Papers

Develop An Understanding About The Supply Chain Strategy - Sample

Question: Discuss about the Develop An Understanding About The Supply Chain Strategy. Answer: Introduction The following report is based on procurement evaluation, which includes the strategic issues faced by the organizations in the supply chain. The organizations often make changes in the supply chain activities to avoid the unnecessary obstacles in the operation. However, as the business environment has been dynamic in the recent time, the organizations might face different supply chain issues in the operation. Thereby, to learn and analyze those issues, the report considers the organization Toyota, Australia. Due to the unfavorable market environment in the automotive sector in Australia, Toyota is facing some strategic supply chain issues in the operation. The automotive manufacturing sector remains as an extremely competitive one and, many firms are focusing on their supply chain for the sources of competitive advantages. Thereby, this paper effectively presented the findings of an exploratory research that investigated the contemporary issues associated with the strategic supply ch ain in Australia. The report discusses those issues and applies some particular theories and models. Based on the evaluation of issues and theories, suitable recommendations have been provided that would help the firm to deal with the challenges. Evaluation of the Supply Strategy It has been identified that the large car manufacturing company Toyota in Australia is on the verge of leaving the industry and soon, they are going to close their door. Even though, the organization has made it clear that government subsidy is not the issue but the dynamic market environment, which creates big challenges in the supply chain network. The supplys demand in the car-manufacturing sector of Australia is high, the suppliers know the market trends and likewise, other existing car manufacturing organizations have become accustomed with the market. However, Barney (2012) mentioned that Japanese technology based firm Toyota did not understand the market and the economic relation with trade in Australia. A put forward by Christopher and Holweg (2011), Toyota Australia with the help of partner Sixtree- in the recent time developed a dashboard that surfaces the data regarding the dynamic status of car transition through companys supply chain. Even though, the firm seeks to devel op a wide supply chain network in Australia car manufacturing sector to meet the growing demands of the customers, several attempts made by the firm failed to implement the initiative. According to Roh, Hong and Min (2014), the organization wants to run the operation in Australia, it needs to work with the suppliers, stakeholders involved and the government to determine the possible steps. The major issue, which has been identified is that Australias car manufacturing sector teeters on the overall collapse in the wake of Holdens ultimate decision to stop producing vehicles. Thus, Toyota in Australia refuses to speculate on its future in Australia in the wake of Holdens decision. As the leading supplier decided to call off the operation, Toyota is in the need of making relationship with the suppliers. Holden is the second biggest vehicle manufacturer in the nation, which produce 75000 to 80,000 vehicles. Nevertheless, mentioned that the car manufacturing organization Toyota could be able to sustain its operation with the combination of imported as well as domestic parts (Mullan et al. 2011). Hence, Shaheen and Cohen (2013) mentioned that if a single component manufacturer supplies the firm can also be a useful option for Toyota. Nonetheless, if Toyota relies on such single component supplier, another supplier with the same volume could be difficult to continue and this probably remains as the major concern for Toyotas supply chain network in Australia. In addition to this, it is also observed that Toyota finds the supplier challenge due to the presence of other car manufacturing organizations in the sector. This means the organization faced the deficiency of suppliers and they failed to build a long-term relationship. The existing suppliers already have relationship with other car-manufacturing firms. Conversely, Ghadimi et al. (2012) mentioned that as Toyota has large market share in the Asian nations and thereby, a large proportion of the profits come from the Asian markets. Due to this factor, the firm did not pay the required attention to the competitive Australian market. The firm would have fulfilled the suppliers needs if the demands of products were observed to be high in the Australia market. In addition to this, even though Holden was the one major supplier of Toyota, the firm did not make or come into any long-term relationship with Holden. Moreover, the organization also did not pay required attention to other suppliers. Bennett and Klug (2012) mentioned that the reluctant nature of Toyota in Australian market observed because the firm did not experience high demands in the market. In this context, Dodgson et al. (2011) also mentioned that dynamic market environment and presence of lar ge competitors like Ford, Mitsubishi are the reason of poor market share of Toyota. Therefore, it can be mentioned that poor demands of vehicles created an indirect impact on the supply chain activities of Toyota. Application of theory and concepts The automotive sector in Australia has undergone a transformational evolution over the last two decades. In this context, Timmer et al. (2015) commented that conventional technique for developing an automotive supply chain requires a wholly, integrated as well as the lean materials. Historically, it is observed that supply chain operated under a Push model and hence, in this model the marketing as well as sales covers an appropriate speculation at the market demand and then feed the forecasts into the design to make model production volume. In this context, Farahani et al. (2014) commented that due to the boom of internet, the data has become much more accessible to both consumers and the manufacturers. The following are the supply chain theories and models that can be applied to Toyotas contexts. Lean supply chain The term lean refers to the series of activities or solution to decrease waste, as well as minimize the non-value added operation. In this context, Olugu and Wong (2012) commented that leanness referred to the action of developing a value stream to reduce all waste with the inclusion of time and ensure a level of schedule. However, in this context, Tian, Govindan and Zhu (2014) mentioned that lean is a systematic approach to identify and eliminate waste. It is also observed that lean is a supply chain strategy that manufactures just what and how much is required. The major objective of such supply could be realized by embedding the basic contents of data communication on stocks, delivery plans and fluctuation in the frame of Just in Time. The purpose of such integration is to ensure the commitment to quality and cost, gain least distortion of approaches and usual delivery of small amount of orders. It can be added that lean based philosophy is in general applied when the marketers could predict the demands of market. In addition, such philosophy is applicable when the decisions of buyers usually depend on the lowest price. In the case of Toyota, it is observed that even though the organization faced the crisis of suppliers in the market, it maintained thewaste management through the lean supply chain practices. This means the suppliers who provide services to Toyota, have to follow the principles of Toyotas supply chain practices. Toyota asks its suppliers to reuse the wasted materials in the next part of the entire shield. So that the excessive use of resource can be controlled. Leagile supply chain It has been observed that several studies have demonstrated that lean as well as agility supply chain practices could be integrated in a variety of ways and this happens due to the general characteristics embedded with each theory. These characteristics can be linked to evolve a new manufacturing paradigm with the name of leaglie. Hence, Naim and Gosling (2011) defined legality as the combination of lean and agile paradigm within the whole supply chain practice by positioning and documenting point to perfectly meet the need for responding to a volatile demand. Kraljic Portfolio Purchasing Model Kraljic Portfolio model helps remains useful for the purchasers, as it helps the purchasers to minimize the supply security and decrease the cost by making the most of their purchasing power. Thus, in implementing so, the procurement moves from being a transactional activity to a strategic activity; this is because purchasing should be supply chain management. The application of the model has been discussed in the following. Purchase Classification While applying this model, the organization needs to classify all of the commodities, products, components as well as services that the firm is supposed to purchase in accordance to the supply risk and potential profit impact. Supply risk could remain high when the item is a scarce raw material, at the time when the availability can be affected by instability or natural disaster (Padhi, Wagner and Aggarwal 2012). Thereby, hence, delivery logistic are difficult as well as it could easily be disrupted. Likewise, the profit impact could also remain high when the items increase the significant value to firms output. This occurs as it makes up a high proportion of the output and it has direct impact on the quality. For example, the vehicles used by a high end-clothe manufacturer. Strategic items- This usually include (high profit impact and high supply risk) These items usually carry the most attention from the purchasing managers. Hence, the aspects in the form of options involve the long-term supply chain relationship (Ferreira, Arantes and Kharlamov 2015). The supply chain executives and managers have the opportunity to analyze as well as manage the risks on a regular basis for the purpose of contingencies. Leverage items- Hence, the managers or the organization should use the full purchasing power by substituting the products and by placing high volume orders. Bottleneck items (Limited profit impact and increasing supply risk) In this phase, the firm could use the approach of over-ordering when the items are available and the firm needs to look for the ways to control the vendors. However, in the context of Toyota, this approach could be unreliable because the availability of raw materials is restricted. Thus, the firm finds it difficult to deal with growing demands of vehicles and dynamic market environment. No critical-items- (Limited profit impact and low supply risk)- The approaches for buying such items could include use of standardized product items, optimization and supervision of inventory levels (Padhi, Wagner and Aggarwal 2012). In a competitive market like Australia, it is difficult for Toyota to stock the standardized products when the demand of vehicle is low due to the changing market needs. Moreover, the firm might not run the operation where the profit is limited but the cost of operation is high due to the increased cost of raw materials. Market Analysis Hence, the firm needs to investigate how stable and demanding the suppliers and the purchasing power that the firm has as their customers. In Australian automobile sector, Toyota observes a high supplier power, as suppliers are limited in the market, but the market has many players. For example, the major supplier Holden has several key customers like Ford, Mitsubishi. Thereby, Toyota is left with limited options when it comes to suppliers. Action plan Hence, the firm needs to develop an implementation plan for each of the products as well as materials on a regular basis. This approach is further divided into three different steps discussed below. Exploit- Here, the organization needs to make the most of their buying power to acquire good price as well as long-term contracts from few suppliers; thereby, they could reduce the supply risks engaged in these items (Knight, Tu and Preston 2014). Balance-Hence, the organization needs to maintain the balance status between the exploitation approach as well as the diversification approach. However, Toyota here finds the challenge of diversification; it cannot apply diversification because the organization is largely dependent on its core business. Diversity- In order to minimize the supply risk by acquiring alternative suppliers, the firm should depend on its core suppliers (Drake, Myung Lee and Hussain 2013). Hence, the firm could maximize its buying power by fulfilling by a single supply power. Nonetheless, in Toyotas case, the major supplier Holden stopped producing the items. Toyota is left with the options of relying on the small and medium size suppliers. It is observed that the physical flow of supply chain might include the information and the process associated with the status and the shipping of physical items in the inventory. As put forward by Estampe et al. (2013), in the supply chain practice of physical flow items, the components manufactured by the suppliers and shifted through inbound logistic to accumulate the plant. Carter, Rogers and Choi (2015) specified that at the assembly plant, a vehicle usually goes through the body shop, shift to the paint shop and then finally to the assembly. Eventually, it goes through the inspection phase. After all these procedures, once these vehicles have been produced, the product is transported to the dealership through outbound logistics. Similarly, in the context of Toyota, the physical flow of supply chain consists of the suppliers, inbound logistics, outbound logistics, production as well as the dealers. Suppliers As put forward by Wong, Boon and Wong (2011), the significant precondition to build supply chain practice requires a stiff integration of production schedule of suppliers, which amalgamated to the production schedule of customers. Hence, under this model, the suppliers usually deliver several parts and components that might fit into the vehicles and these elements generally obtained through outbound logistic network, where the organization has many tier-one suppliers. In Australia, Toyota has limited number of suppliers and they are located in remote geographical areas; thus, the time for parts required to arrive from each supplier could vary largely. Moreover, in Toyotas operation, it is observed that regional suppliers could be one or two days away from the assembly plant, while the suppliers located in the overseas area could require several weeks to shift the components to the factory or assembly plant. Olugu and Wong (2012) mentioned that such process could result in suppliers as well as customers acquiring inventories to keep a balance between the variability and the lead-time in the production timeline. Toyota, to ensure the flexibility and deal with the challenge of lead-time, implements the ideas such as supplier parks and modularization to minimize the lead-time needed to manage the possible deviation between the received order as well as plant production. The entire process of assembling the vehicles depends on delivery of components, w hich should be on time. Toyota follows the practice of Just in Time for the suppliers to distribute the ordered components of customers. Inbound and outbound logistics Carter, Rogers and Choi (2015) described logistic in a way where a connection between the supply chain and its sub-system remains visible. While focusing on Toyotas supply chain system, it has been identified that two general types of logistic functions in new vehicle supply chain are discovered-inbound and outbound logistics. In outbound logistic, car distribution of Toyota from the assembly plant of the vehicle to dealers is done appropriately, as such practice effectively maintains the awareness of the whole vehicle supply chain system by having a control over the lead-time from the plant to the customers. In this context, lugu and Wong (2012) commented quantity between the lead-time of production and the lead-time of distribution remains little, hence, customers only concern is the arrival of merchandise. Recommendation- Strategic Plan The above-mentioned discussion helps to conclude that the organization Toyota has some significant issues in the supply chain network. To resolve or deal with such issues, the organization should implement the following strategies. Develop alliance with the key suppliers When a business is largely dependent on the suppliers, it should closely work with the suppliers and this is known as supplier relationship management. Hence, Toyota needs to use the two-way communication, which requires both buyers as well as suppliers to collaboratively manage the relationship. To form such relationship, the firm needs to provide techniques to make sure that the relationship remains healthy and vibrant. This means, the purchaser and suppliers both need to ensure that their needs are fulfilled. The organization should ensure that their suppliers demands are satisfied and they are happy working with their customers. Both the parties in such relationship should create a platform for the problem resolution, where all issues and problems can be resolved. To do this, the firm could enhance continuous enhancement goals with the objective of achieving value for both parties. Engage in collaborative strategic sourcing- This strategic sourcing remains as the cornerstone of successful supply chain management. However, it is identified that but a collaborative strategic sourcing initiative could produce better outcome. Instead of considering strategic sourcing as just for the purchasing department, best in-class should try to have internal customers who are actively involved in the decision making process. In order to implement such initiative, the organizations both the supplier and purchasers need to solicit feedbacks as well as the information about their objectives and the strategies. Appropriately align and staff the supply chain organizations- It often becomes difficult to manage the supply chain function in a manner, which could increase its effectiveness and bring equal benefits to the firm. The organization could adopt a hybrid approach that combines a centralized strategy to acquire consensus with the centralized implementation to enhance service. Likewise, another emerging trend that the firm could include the placement of contract management, forecasting, demand planning and the supply chain leader. However, whatever structure, the organization adopts, appropriately staffing the supply chain network remains vital to success. Furthermore, it can also be added that enhancing staff members supply chain management skills and knowledge always remains as the priority but the senior leaders should focus on the strategy and they should be less concerned regarding the transactional capability. In addition, as the supply chain leaders tend to move up to join their organizations management team; thereby, they might have additio nal characteristics. Nevertheless, the firm could hire supply chain managers who acquire strong communication as well as relationship management skills. Hence, the leaders must think strategically and focus on the value creation. Utilization of technology In the advancement of technology, the organizations should take advantages of technology to make the supply chain practice more efficient. The organization needs to structure the workflow and implement the process with the help of selected technology. However, before implementing such practice, they need to review the processes or the practices that require enhancement. Based on the review, they need to select the technology that perfectly satisfies the processing needs. Australian market is technologically developed and thereby, Toyota might not find any challenges in terms of the technology. Particularly, the firm could implement the technology called enterprise resource planning with the information and as the solution, the firm might not find the difficulty in retrieving the type of data that they require for making the strategy effective. In addition to this, in adopting technology in the supply chain process, the supply chain managers should play the major role in finding ways to implement technology to manufacture beneficial information to perform different work arounds. The managers needs to recognize the significance of an efficient purchase to pay process and utilize the strategies to acquire benefits. Develop a governing supply chain council The major purpose of a governing council is to provide direction as well as help to align the supply chain strategy with organizations overall strategy. In the council, the membership needs to include the leader of the supply chain firm and the corporate executive, the production unit manager and other leaders. The council needs to hold scheduled meeting on a daily basis. On the other side, it is also observed that supply chain firm has often been seen struggling for the recognition as their objectives and strategies differ from their firms own objectives and strategies. 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