Why It Is Important to Criminalize Possession of Cigarettes Research Paper

Why It Is Important to Criminalize Possession of Cigarettes - Research Paper Example Cigarettes were mass produced and advertisements were set up in every city. Cigarettes became incredibly popular. For much of this time, and certainly, in the late 20th century, cigarette companies became aware that their product was extremely dangerous and was causing cancer. They hid these facts from everyone. At the same time, independent medical practitioners were saying the same thing based on experience with their patients. It did not take a rocket scientist to realize that people could die from smoke inhalation. And yet the cigarette companies kept selling their products and deceiving the public. Cigarettes should have been banned then and there. Politicians should have stepped up to the plate for the Average Joe who w was suffering from cancer. Unfortunately, nothing happened. It is quite sad to see that the government has taken very little interest in an issue that has such a strong and clear ethical dimension. We elect our leader to stand up for what we believe is right. Ho wever, the American government was more interested in throwing people in prison for smoking marijuana than they were for arresting cigarettes executives who had perpetrated a massive, deadly fraud on the American people. This was truly shameful. But it is not too late to change things. Cigarettes should be banned. They are a severe poison and they should not be permitted to be sold in the marketplace. No government should permit companies to poison its people; even less so should companies be allowed to lie to both citizens and the government. Unfortunately, the facts on this matter speak for themselves. Even the scientists hired by these companies indicate that they have lied to the public and to the government about what is really in their product. As one recent news report put it: cigarette scientists had been altering their findings to hide the toxicity of their product: They also found, after obtaining evidence that additives increased toxicity, that tobacco scientists adjusted the protocol for presenting their results in a way that obscured these increases.

Yum Brands China Business Strategy Research Paper

Yum Brands China Business Strategy - Research Paper Example Yum Brands Inc. entered the Chinese market in 1987, considering the fact that during this period, the Chinese economy had rapidly grown after its liberalization. The company was one of the early players in the Chinese restaurants’ business, which has enabled it to establish its operations in the Chinese market firmly. The company’s entry into China has provided Chinese consumers with a new and unique dining experience, where they get customized and clean ambiance service. The Yum Brand Inc. business strategies have focused on menus that include both western and local consumables, with focus being directed towards offering customer preferences in each province. Business Strategies The business strategy of Yum Brand Inc. in China encompasses providing a variety of consumables, customer preferences, franchise relationships, and employing locals to key positions of the company. The company focused on strategies of employing locals in its key positions alongside delivering s ervices according to customer preferences, which vary from one province to another. The company also has established franchise relationships and built its own logistics and distributions network. Moreover, the company has been keen on its business strategy of developing new markets through establishing widespread restaurant chains in China division to increase its market share. Apparently, mainland China is Yum Brands’ leading market according to worldwide restaurant development (Enz, 2010, p.945). Internationally, the company has built a vibrant global entity by focusing on key business strategies such as establishing leading brands all over the Chinese market, driving aggressive expansion of the international market, and building franchise value and long-term shareholders for industry needs. The Company has built a unique business culture that is filled with exciting opportunities and energy for both employees and customers. According to executives, the company believes in the people, encourages ideas from all and sundry, and trusts in positive intentions of its people. Through this, the company has been able to bring about diversity in style in its business operations and consumables, considering that customer needs and preferences can be best met through diversity. In a bid to establish a huge market for base in the Chinese market, Yum Brands Inc. in Beijing sought to take over the Little Sheep Group limited, which operates a popular chain in China. This move is among the many global business growth strategies, which have seen the company penetrating and establishing its groping in the largest Chinese market. The Chinese market of casual dining was seen to grow expansively, which befits the Yum Brands move to grow beyond the chicken and Pizza market being concentrated on by Pizza Hut outlets and KFC. The company’s stake holdings in the Little Sheep limited operations have enable massive growth on foodservice operators’ growth. Mergers and take over strategies being put in place by the company have propelled its market penetration in China to greater heights, although government regulatory measures have limited its international bid. The Little Sheep Company has contributed to Yum Brand Inc’s great leap forward in winning in China market due to its widespread operations of the cuisine where patrons are able to cook meat and vegetables themselves. China’s great market embraced such kind of an idea with enthusiasm, and thus enabling Yum Brand Inc. to take root into the market. The market has since grown tremendously, with the company adding up its popularity by introducing consumables such as seafood-topped pizza and fried

Operations Management in Daimond Manufacturing Essay Example for Free

Operations Management in Daimond Manufacturing Essay Definition Operation Management is the activity of managing the resources which produce and deliver goods and services (Slack et al, 2010). These activities commences from the very initial production stage of information gathering right up to the final stage of consumer consumption of the product. Every organization does operation management even if they do not notice it. All organizations produce goods and/or services and to create goods and/or services, the organization must perform a number of operations which must be effectively and efficiently managed. 1. 2 Role of Operations Management Operations Management is of prime importance in all sectors, cells, functions, units and groups within the organization. An organization is a system and according to the business dictionary, (http://www. businessdictionary. com/definition/system. html) a system is ‘An organized, purposeful structure that consists of interrelated and interdependent elements (components, entities, factors, members, parts etc. ). These elements continually influence one another (directly or indirectly) to maintain their activity and the existence of the system, in order to achieve the goal of the system’. Read more: http://www. usinessdictionary. com/definition/system. html#ixzz2QSyXAP1f . All employees are part of this system and have a common interest in making the consumer to receive goods and/or services in the best way possible. So I will say every manager in every part of the organization is to some extent an operational manager. According to James (2011), the role of operations manag ement is to manage the transformation of an organization’s inputs into finished goods and services using processes. Processes are actually present in all areas of the organization from Human Resource to Finance to Marketing to Procurement etc. 1. The ‘Input – Transformation – Output’ process Resources can either be transforming resources or transformed resources. After the transformation process is complete, transforming resources give rise to transformed resources. According to James (2011), there are 2 main types of transforming resources: * Facility which comprises of land, building, plant and equipment. * Staff which comprises of everyone involved in the operation process. There are 3 main types of transformed resources: * Material. Transformation can be physical (manufacturing), by location (transportation), by storage (warehousing), or by ownership (retail). Information. Transformation can be by property (accountant’s information), by p ossession (market research), by storage (libraries) or by location (telecommunication). * Customer. Transformation can either be physical (plastic surgery), by storage (hotel accommodation), by location (airline transport), by physiological state (hospital), or by psychological state (entertainment). Input Output Input that will be transformed * Material * Information * Customer Input that will transform * People * Facility * Goods * Services Transformation Input Output Input that will be transformed * Material * Information * Customer Input that will transform * People * Facility * Goods * Services Transformation Figure 1: The ‘Input-Transformation-Output’ process 2 Operations Strategy 2. 1 Definition Strategy is defined by Johnson et al, (2008) as ‘the direction and scope of an organization over the long term: ideally, which matches its resources to its changing environment and in particular its markets, customers or clients so as to meet stakeholder expectations. ’ 3. 2 Levels of Strategy Strategy can be viewed from 3 levels which are: The Corporate level: This level looks at the long term position of the company. It answers questions like ‘where will the organization be in 10 years? Or are we going to launch a new product in a new market? ’ The Business level: This level looks at the market and is concerned with the goods and services which the organization has to offer. It answers questions like ‘how do we compete? ’ The Functional level: This level deals with the functional aspect of the organization like finance, marketing, human resource etc. It answers questions like ‘how do we manage our financial resources’. . 3 Operations Strategy Operations strategy is the total pattern of decisions which shape the long-term capabilities of any operation and their contribution to overall strategy, through the reconciliation of market requirements with operations resources (Slack and Lewis, 2011). A 5 step structure has been designed by Hill (2005) so as to design and understand a goo d operation strategy. The steps are as follows: 1. Define Corporate Objectives Here, long term objectives are set-up so as to give the company balance and a good direction. At this stage, Sparkle does environmental scanning and the company also looks at its core competences, core processes and its global objectives. Performance Indicators (KPIs) are also established here so as monitor the accomplishment of these objectives. Top management uses a number of models which includes PESTEL, SWOT and Porter’s 5 forces. See appendix A. 2. Set Marketing Strategies Here Sparkle identifies the market it wants to compete in and then it looks on how to compete in these markets. Ansoff’s matrix is used. | New Product| Existing Product| NewMarket| Diversification| Market Development| Existing Market| Product Development| Market Penetration/ Market Growth| Figure 5: Ansoff Matrix. Source: Kaplan Financial Ltd, 2008. Sparkle uses the market penetration/market growth pathway for now. With time, they will start manufacturing out of the UK thus implementing the market development strategy. It is yet not known if they are thinking of one day starting up the production of a new product. 3. How do we gain competitive advantage? At this stage of Hill’s structure, the organization is to find ways to make its product win other products in the market. For this to happen, the organization must have a base to make its competition and this base is usually one or more of the following performance objectives: speed, quality, cost, dependability and flexibility. See chapter 3. Sparkle uses the above performance objectives to gain competitive advantage but it must be noted that, competitive advantage must: * Be real * Add value (to the consumer) and * Be difficult to imitate. 4. Choose a delivery system Here, the organization has to choose an appropriate delivery system so as to meet up with speed and maybe dependability. In Sparkle, most orders are icked up by the customer but if not, Sparkle uses their vans which have a high level of security for close distances or they post the jewelry for faraway distances. 5. Choose your Infrastructure The company at this phase has to choose all necessary infrastructures that it has to obtain so as to gain an edge over its competitors in the market. Different organizations in different industries wi ll need different types of infrastructures. But in the diamond manufacture industry, the infrastructures are almost the same and can hardly give competitive advantage. 3 Performance Objectives In the present congested and very competitive business environment, companies must do something extra so as to stand out of the crowd. For them to do this, they must react to what customers value and these fall into the following category. They are called performance objectives. 1. Cost 2. Quality 3. Dependability 4. Reliability 5. Speed Sparkle is aware of the tight competition in the diamond market and it takes its performance objectives very seriously so as to gain competitive advantage. Before achieving the above performance objectives, they must achieve the 4 Cs (see appendix B). * Cost. The principle of cost is doing things cheaply. Sparkle changes its processes, its materials and its suppliers every now and then so as to operate on a lower cost scale. They buy rough diamonds directly from the companies who buy them from the mine and sometimes the make orders directly from the mine so as to reduce cost because the more intermediaries there are, the higher the final price. They sometimes buy more rough diamonds than what the actually need so as to gain discount for bulk buying. They automate most of their processes to reduce the number of hours worked by human beings thus reducing total wages. Quality. This involves producing durable high standard error-free goods that consumers perceived to the good. In the fashion business, quality is king because consumers are becoming more conscious of what they wear. One can say that everything in the diamond industry is of good quality so in this kind of high standard industry, quality is not the issue but superb quality. Spark le buys the best of the rough stones which are hand-picked one after the other so that their final product will be of the best quality and they will have very little waste during production. * Dependability. This is doing everything on time so as to keep commitments and promises made to customers. Sparkle has a track record and reputation of never keeping its customers waiting. Customers’ diamonds are always fully processed before the pick-up date. Customers love coming to this organization because they know they can rely on them when it comes to delivery. There was a scandal in March 2008 in Real Diamonds where a couple arrange for their wedding rings costing thousands of pounds to be manufactured but the company was unable to meet up with the due date so the couple had to use different rings for the wedding. Flexibility. This is being able to change what you produce or how you produce it. Sparkle is very flexible in regards to their products because they produce apparently anything requested by the customer. We pride ourselves on being different, you won’t find our jewelry just anywhere, we appreciate that you want something special to you (Source: sparlediamonds. com/abo ut). They manufacture dressing rings, marriage rings, engagement rings, necklaces, earrings, bracelets, bangles and designers jewelry out of diamond. Over the years, they have come up with different diamond designs thought by others as impossible and have now gained a name as being the company that uses diamond to manufacture anything and everything. On the other hand, their production process is flexible too but not very flexible. They change little bits of their production process all the time to cut down cost and to increase the quality of the diamonds but this change is never a big change (process improvement). Figure 5: Different items made out of diamond. Source: * Speed. This can be described as how responsive an organization is to the customers’ demands and complain. It is a measure of the time between a customer’s order or complain to the time when that customer’s order or complain is sorted out fully. Sparkle is very fast in dealing with complains. Any customer who comes to the company with a complaint is not allowed to leave when the matter concerned has not been resolved. Complains made online take a maximum of 2 working days to be dealt with and those by post takes a little more time. Figure 5: Different colors of diamond. Source: 4 Product Design . 1 Definition Product/service design is the process of defining the specification of products and/or services in order for them to fulfill a specific market need (Slack et al, 2009). According to Russell and Taylor (2009), new product designs can provide a competitive edge by bringing new ideas to the market quickly, doing a better job of satisfying customers’ needs, or be ing easier to manufacture, use and repair. Product design is of great importance in any organization because consumers are becoming more and more conscious of the products they consume and their contents. Almost everybody in the organization is involved in product design because bringing in a new product design is not just about the market requirement but it is also about anticipating future demand and this needs imagination and creativity. In coming out with a good product design, market requirements, technical issues, cost, quality, investment information and the target market must be considered and dealt with appropriately. Diamond design ‘step by step’ Various steps are followed when coming out with a good diamond design. 1. Generating Ideas Ideas to bring up a new diamond designs can come from anywhere and comes from everywhere. Some organizations look only within the organization and come up with a diamond design but this approach is very dangerous because it can easily back fire leading to a poor design. Ideas in Sparkle usually come from: * The customers who will use the product. Most at times, the customer comes to the organization with a design in mind. The design team in the organization then sits with the customer and adds ideas to perfect the customer’s request. * The employees who serve the customers. These groups of persons know exactly what customers wants because they are the people who take customers specifications, demands and complaints. They play an important role in the creation of a new design. * Competitors and any new technology. Sparkle sometimes looks at the designs of its competitors like Avi Paz and tries to modify it so as to create something better than theirs. * Research and Development (Ramp;D) Department. One of their major roles in the organization is to look for new possible designs which will entice customers. It is at this stage that the diamond color, size, weight, cut grade, clarity grade, carat weight, laser inscription and shape is decided. Figure 4: Computer simulated diamond designing in progress. Source: www. sparklediamonds. com 2. Product Screening According to Slack et al (2009), not all concepts and ideas generated will be capable of being developed into products and/or services. Each idea generated is taken and examined to see whether or not they are acceptable, feasible and vulnerable. Fig 5 illustrates. Figure 5| Some typical evaluation questions for marketing, operations and finance. | Evaluation Criteria| Marketing| Operations| Finance| Feasibility| Is the market likely to be big enough? | Do we have capabilities to produce it? Do we have access to sufficient finance to develop and launch it? | Acceptability| How much market share could it gain? | How much will we have to reorganize our activities to produce it? | How much financial return will there be on our investment? | Vulnerability| What is the risk of it failing in the market place? | What is the risk of us being able to produce it acceptable? | How much money could we lose if things do not go as planned? | Fi g 5: Slack et al (2009) Some typical evaluation questions for marketing, operations and finance [e-book] p. 89 3. Preliminary Design At this stage, the design is reviewed by the cutters and polishers to see if the can really produce the diamond and any unnecessary complexity in the diamond’s design is eliminated because such complexities can build cost. For example; there are some unnecessary and unnoticed cuts in a diamond’s design but these cuts could split the whole diamond if not done carefully. Because customers will not even notice the additional cuts and even if they do, they will not be willing to pay an addition for it so the cuts are eliminated. Figure 4: Different diamond designs (drawing). Source: Figure 4: Different diamond designs. Source: 4. Final Design After all the above has been done, a prototype is then created out of glass and tested to see if it meets market requirements, technical requirements and the financial limit. Tangible prototypes are created and virtual (computer simulations) model too to properly assess the diamond before production goes any further. Sometimes, customers are called in to see the prototype and give their feedback from which some adjustments may be made on the product’s design. An after acceptance, diamond cutting commences. Figure 5: Prototype diamond made out of fine glass. Source: 5 Process Design 5. 1 Definition Process design is Sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc. ) into outputs. These outputs then serve as inputs for the next stage until a known goal or end result is reached (www. businessdictionary. com). Read more: http://www. businessdictionary. com/definition/process. tml#ixzz2QTQAtoBi When deciding a product design, it is advisable to simultaneously come up with a matching process design. This will entail the flow of the process and Barnes (2008) said that the design of processes is different in all organizations and these designs will be based on the volume and variety of the demand for the product in the market. He further categorized the processes under project, jobbing, batch, line and conti nuous. Types of Processes There are different production processes namely project, jobbing, batch, line and continuous. See Appendix C. Sparkle is in a business of very expensive products which are very small in size so they do jobbing. Customers usually give orders which are produced by the company (make to order). They usually hold little or no fully-processed inventory. The Production Process Diamond ore is sorted by density using X-rays. Before that technology became available, grease belts were used to separate diamonds from the rest of the ore, due to the diamonds greater tendency than other minerals to stick to grease. Rough diamonds are then set to be cut as gemstones in the cutting laboratory. A diamond has different cuts and different professional specialize on different cuts. This is the most daunting task of diamond production because a bad cut will cost the company a fortune. Figure 5: Diamond plan before cutting. Source Cutting produces the facets associated with a diamond. The angles of the facets maximize light, giving the diamond its greatest possible luster (dispersion of white light). The cutting process can take as much as 50% of a rough diamonds weight. Figure 5: Illustration of diamond facets. Source: A number of factors come into play when deciding how a diamond should be cut. X-rays are employed to analyze the stones crystallographic structure, its hardness and ability to cleave. The diamonds flaws are considered, and the cutter decides which to remove and which can remain. Either a hammer or a diamond saw can be used to split the diamond – the hammer is quicker, but the saw is surer. Figure 5: Diamond cutting. Source: A number of institutes in the diamond industry offer courses for diamond cutters, but the bulk and most crucial part of the training for this delicate trade take place during the cutters apprenticeship. A diamond may get its final cut from many skilled hands: the diamond marker or designer; the diamond sawyer; the diamond cutter or brute; the cross-worker; and the brillianteer. After the initial cutting, diamonds undergo the polishing stages, usually performed by a technician as the process is a standard one. Polished diamonds are reexamined for flaws, which can be addressed through enhancement techniques or disguised when set in jewelry. Figure 5: Diamond Polishing. Source: Finally, the polished diamonds are sold to individuals, retailers, wholesalers and jewelry shops. Figure 5: Diamond quality check. Source 6 Planning, Control ;amp; Innovation In any good type of project or manufacture to be successful, it must be planned at the very beginning and at the end, it has to be controlled to make sure that the planned processes and cost is not very different from the actual. Businesses must also continuously innovate so as to move line to line with the changing tastes of consumers and to beat numerous designs from competitors. 6. 1 Planning Eur says this about planning â€Å"It lists the phases and encapsulates all the main parameters, standards and requirements of the project in terms of time, cost and quality/performance by setting out the ‘Why’, ‘What’, ‘When’, ‘Who’, ‘Where’, and ‘How’, of the project. † Planning therefore looks at the entire process, product and project but in an imaginary form which has not yet happened but it is wished that it should happen that way. 6. 1. 1 Advantages of Planning 1. It gives direction of what has to be done and how it has to be done. 2. It assigns responsibilities on every person thus answering â€Å"Who does what? 3. A good plan will see problems a project, product or process will encounter before the problem strikes. 4. A plan helps us to manage cost, quality and design side by side with the profit we will want to make on the product. 5. Plans are used to assess how well a product, process, p roject or person has done. 6. 1. 2 Disadvantages of Planning 1. It is usually made up by top management and given to the employees down the management ladder who just follow it. 2. Plans are usually followed to the latter. Even when some changes have to done, it is not because a plan is being followed. 3. Plans are usually just estimates and it has no use in turbulent economic environments as the plan and the actual are usually very different. 6. 2 Control Control involves measuring the actual results against the plan and then taking action to adjust actual performance so that it moves in line with the plan. So in other words, control is only possible when we have a plan. Control has a feedback phase and this involves adjusting the actual to move in line with the plan or reporting differences between actual and budget so that there may be no such discrepancies in the future. 6. 3 Innovation Innovation is defined by the oxford dictionary as â€Å"changing something established by introducing new methods, ideas or products. † Just like there is no control where there is no plan, there is no innovation where there is no control. They all rely on one another. After control has been done, feedback is sent back and improvement or innovation is made. But in the complex business environment operating now, innovation just not just come from within the company but from outside the company like from competitors and especially from the consumers due to the rapid change in customers taste, design and fashion. In the diamond manufacture industry, there are many different innovative ways manufacturing diamonds and Sparkle has had the following innovations: 1. The Supercut design Sparkle has introduced the innovative supercut design into the industry: a patented ideal emerald cut, with more than twice the facets of a traditional Emerald – providing unparalleled brilliance and fire. The culmination of three years of research, the supercut gives extraordinary brilliance and reflection and this innovation gives Sparkle competitive advantage in terms of having good designs with extraordinary glittering. 2. Precision cutting Since 2010, Sparkle has brought in a technology of cutting the diamonds using computer software and this cut is so exact that less than 0. 000002% waste is created from diamond cutting. Waste use to be about 0. 5% during diamond cutting and this innovation has caused drastic cost saving making Sparkle to be more competitive in terms of cost. 3. Sparkle offers a wide range of jewelry manufacturing processes, including design, modeling, prototyping, grooving, setting, finishing and meticulous quality control; all featuring our own fine diamonds, and designed for clients to sell under their private labels. . 4 The ‘Planning – Control – Innovation’ Cycle. From the above notes, it can be seen that planning, control and innovation work together. Sparkle’s cycle looks like this. Plan Procurement of unrefined stones. Process the stones into fine diamond. Sell and make a reasonable gain. Actual Procurement of unrefined stones. Process the stones into fine dia mond. Sell and make a reasonable gain. Control Looks at the difference between what was planned and what actually happened. External Information Customer specific design New tastes and fashion Design from competitors Market Research (Ramp;D) Feedback and Innovation Plan Procurement of unrefined stones. Process the stones into fine diamond. Sell and make a reasonable gain. Actual Procurement of unrefined stones. Process the stones into fine diamond. Sell and make a reasonable gain. Control Looks at the difference between what was planned and what actually happened. External Information Customer specific design New tastes and fashion Design from competitors Market Research (Ramp;D) Feedback and Innovation Figure 7. The ‘planning-control-innovation’ cycle. 6. Changes happening in the diamond industry. * Researchers are on the verge of bringing in new materials which reflect light better than diamond and these materials are stronger and more durable than diamond. But, they will be far cheaper than diamonds and this is going to be a big problem to diamond manufacturers as the demand for diamond will surely drop. An example is synthetic stones. * In response to growing concern over illicit trade in conflict or blood diamonds, the United Nations General Assembly established the Kimberley Process Certification Scheme in 2003. This scheme is going to make sure of the source of every single diamond so as to ensure that they are from a genuine source. This happening will increase the price of diamond because more than 55% of diamonds are from Africa and the mines there are operated by very cheap labor and sometimes by slaves, women and children. The UN will come in and stop this practice thus increasing the cost of labor, working conditions and ultimately the price for diamonds. 7 Quality Management Quality is one of the performance objectives and it is taken very seriously by all organizations because if achieved, may give them competitive advantage. Some organizations rely on quality more than others and the fashion and health industry takes quality as primary considering the fact that people want to look good and in good health. Quality is a matter of perception so what can be called quality for A might not necessarily be called quality for B. According to Garvin (1984), the attributes in quality for a product are: * Performance * Features * Reliability * Conformance * Durability * Serviceability * Aesthetics * Other perceptions Parasuraman et al. (1985), on the other hand listed 5 attributes in defining what is quality of a service? nd they are: * Reliability – Are we always going to get on time delivery? * Responsiveness – Are the always going to respond quickly to our demands and complaints? * Assurance – Are we assured of their competence? * Empathy – Does the organization feel and understand customers’ needs and concerns? * Tangibles – Is the physical surrounding conducive? 7. 1 Qu ality in the Organization But in relation to Sparkle, the best definition of quality is that as per Slack et al. (2009) â€Å"quality is consistent conformance to customers’ expectation† and I will say and even surpassing those expectations. Sparkle uses total quality management as their quality management technique. They look for means and ways to maintain and continuously improve quality at each stage of the production process. All employees meet once a month to discuss on how to improve the organization’s present performance. Books by Deming, Crosby, Juran, Hill and other total quality management gurus are in the company’s library and research department for employees to read and be motivated to contribute into the organization’s performance. All employees are made to know that quality and customer’s requirements being met comes before any other thing. The organization has a suggestion box where employees can write any inspiring idea that comes in mind and this box is emptied every day and read by the research staff and it is summarized and sent to the manager examine. 7. 2 The Cost of Quality Quality has a cost which is like a double-edged sword meaning that good quality will have a cost and bad quality will also have a cost. 7. 2. 1 The Cost of Good Quality This is also known as the cost of quality assurance. Sparkle has a lot of this cost because they are continuously always trying to get better in quality all over the organization so as to better serve customers’ needs. The cost of quality assurance is further divided into prevention cost and appraisal cost. * Prevention cost is the cost of trying to make everything right on first attempt and some of this cost are: * Sparkle does not give a command for precious stones and wait for the stones to come. They go to the supplier’s premises and pick the stones one after the other and not in groups to ensure the best stones are taken. The supplier charges more for this. * The cost of designing the jewelry in a computer automated system and running several checks with other very expensive bespoke software before the design is confirmed. Sparkle trains its employees every 6 months and buys books to update them on new technologies and to keep their skills up and awake. * All employees are taught a wide variety of skills so that if a certain employee is not available to do a specific thing, there will always be another to do it. * Appraisal cost is concerned with controlling quality and this is achieved by testing the process before the product is manufactured and testing the product before it gets to the customer. Some of these costs are: * The cost incurred in testing all equipment, machines and ensuring staffs are fit and able before any diamond is processed. The cost of checking the diamond after manufacture by employees and with the use of a computer aided personalized software which is very expensive to make sure that the diamonds are flawless. * The time spent in testing the diamonds ensuring the pass all the set of test before and after manufacture. 7. 2. 2 The Cost of Bad Quality All organizations including Sparkle wants to evade this cost because it is very dangerous and it can even bring down the entire organization in a blink of an eye. The cost of bad quality is divied into internal failure cost and external failure cost. Internal failure cost is cost incurred before the product reaches the customer. Some of this cost are: * The cost of scrap. Diamonds are very expens ive so any little scrap of badly shaped diamond is worth a whole lot. So Sparkle makes sure the best quality diamond is procured and diamond cutting should be not less than perfect. * The cost of reshaping ill-shaped diamonds and gluing broken once. * The resources lost in repairing diamonds. Labor, machine time, and electricity are used which should have if the diamonds were made right the first time. External failure cost arises after the product has been received by the customer and some of this cost include: * The cost listening to customer complaints and responding to them. * The cost of replacing a defective diamond which a customer has rejected. This can cause the organization a fortune. * The customer might have to take the company to court and the organization will pay a huge sum if the lost the lawsuit. Some compensation may run to millions of pounds and could bring the organization to its end. * One of the most dangerous costs is that which we don’t see. An example is the lost sale and contribution. When a customer is dissatisfied, he will most at times not want to come back and he will discourage a potential customer who will discourage another customer to come to us. Saying all this, quality should be treated like an egg in the midst of rocks. 8 Supply Chain Management 8. 1 Definition Supply Chain is the management of the interconnection of organizations that relate to each other through upstream and downstream linkages between the processes that produce value to the ultimate consumer in the form of products and services (Slack et al. 2010). A supply chain is a holistic network starting from the sourcing of material, through its transportation to the organization’s premises, to manufacturing, to storage and warehousing and finally to consumers. So it is a whole system and it works as one therefore is one part of the chain is broken, the whole system will fall apart and consumers’ will not be satisfied. 8. 2 Sparkleâ⠂¬â„¢s Supple Chain Stage 1 Sparkle’s supply chain starts from the diamond mines in Africa which produce more than 50% of total diamonds to mines in India, Russia, Canada and Australia. The mines usually dug very deep but the deepest diamond mine runs for about 160km passing through sand, rocks, and gravel to be blasted drilled, crushed and processed. It should be noted that only 20% of diamonds from mines can be polised and used for jewelry; the rest is used for industrial use. The stones picked here are very rough still with no beauty (see figure 10). Stage 2 Companies and independent buyers go to these mines and buy the rough stones from the mine owners and take them to their premises for processing. These stones are then processed to make them a little bit more presentable so that diamond manufacturers can then buy them and further process them into diamonds. Diamonds at this stage looks like that in figure 11. Figure 8: Trapping stones to look for diamonds in an African mine. Source: Figure 9: A typical unprocessed diamond. Source: Figure 10: Unprocessed diamonds directly from the mine. Source Figure 11: Diamonds which have been slightly processed. Source: Stage 3 Sparkle buys the diamonds in fig. 11 and examines them with the use of a computer aided personalized software. After a series of checks, rejected diamonds will be sent back to the suppliers and the good ones will be cut into different shapes so as to give the greatest value. After cutting, the diamond goes through computer aided software to confirm its perfection and after this, it is polished and cleaned. Sparkle will also buy what the diamonds are going to be fitted on because people will scarcely buy a chunk of diamond. Diamonds are usually fitted on rings, pens, earrings, belts and many more (see figure 14). These things are usually bought from top manufacturers with good design and quality and they are usually very expensive. Figure12: Diamond cutting in Sparkle. Source: Figure 13: Diamond polishing in Sparkle Source: Stage 4 After polishing and the diamond have an unblemished shine, shape and color, it is then taken by the customers. Some of the customers ordered just a few and sometimes even just one special diamond while other big customers like jewelry shops order bigger quantities at ones. It is either Sparkle delivers the diamond to the place agreed by the customer or the customer comes to the organization’s site on an agreed date and after a phone call to pick up the diamond. The supply chain ends after the diamond has reached the customer. Figure 14: Finished diamond ready for the customer. Source: Figure 15: Diamonds bought by jewelry shops. Source: The Mine The Cutting Company Polishing Customers Jewelry Shops Manufacturing The Mine The Cutting Company Polishing Customers Jewelry Shops Manufacturing The supply chain of Sparkle is a good and effective. Its success can sometimes be attributed to the information technology they use. They use the Enterprise Resource Planning (ERP) system which brings in data from all sources and this is used to know when suppliers have diamonds and the variouse categories, to know when jewelry shops are running short of iamonds, and many more (all discussed in chapter 9). Figure 16: Sparkle’s Supply Chain 9 Information Systems As seen in chapter 1, â€Å"Operation Management is the activity of managing the resources which produce and deliver goods and services† (Slack et al, 2010). For these activities to be properly managed, it needs the help of automated process and compu ter aided techniques. Information systems are found throughout an organization and if used well reduce costs and can be a source of gaining competitive advantage. 9. 1 Computer Aided Techniques Sparkle uses information systems in many ways in its business. Listed below are some specialized computer aided programs used. 1. They use Computer Aided Process Planning (CAPP) which gives an optimum layout of the cutting steps and their sequence (this is different for different diamonds). There are many diamond cutting machines and they all have different cutting styles and they are operated by specialist in the different cutting sectors. So the CAPP examines a diamond and gives different possible steps on which machine to use first and which not to use so as to minimize waste and give the diamond the best possible cuts so as reflect light in an optimal way. 2. They use Computer Aided Designs (CAD) to design the shape of diamonds on a computer and finished diamonds can actually be seen even before processing starts. If an error is made in the design, it can be corrected but this could have been impossible without CAD. 3. The also use Computer Aided Engineering (CAE) which takes the drawings and designs from the CAD and test them for perfection. Different test are administered and the flawlessness of a diamond can be confirmed even before manufacture. 4. Automated Material Handling (AMH) system is also used. Diamonds are very expensive and so care must be taken at each step. The AMH system improves efficiency in diamond movement, storage and retrieval. 5. The Laser Security System (LSS) is used where diamonds are kept be it rough stones, semi-processed diamonds and fully processed diamonds. Invisible laser rays crisscross the diamonds and it needs a password to be deactivated. Only top managers have the password and the password of each of them is different making it easy to know who accessed the diamond safe. If someone tries to pass through the laser rays, it can kill or paralyze them and the security alarm is automatically triggered and an automated call goes to the nearest police station. . Security Camera Systems (SCS) make use of Closed-Circuit Television (CCTV) at all times to monitor the whole building especially where inventory is held. 7. The Inventory Control System (ICS) gives detail information about each diamond rough, semi-processed or fully processed held in inventory at any point in time. Management must no go into the safe to see what t hey have in stock because the ICS does it all. This system is also used online to make customers see the diamonds, its specification and all other relevant information. Figure 16: The CAD system used to design a blue diamond. Source: Figure 17: The virtual version of the diamond in fig 16. Source: 9. 2 Pros and Cons of Information Technology (IT) IT is a very necessary tool in any organization be it a big or a small one. IT has advantages and disadvantages. They are listed in Appendix D including ‘Why IT cannot replace Human Beings’. 9. 3 Information Systems ‘Information system can be defined as a set of interrelated components that collect, process, store and distribute information to support decision making and control in an organization’ (Laundon amp; Laundon, 2006). Most organizations use some form of computer-based technology to accumulate, organize and distribute information’ (Ted, 2011) and Sparkle is not an exception. They use a set of interrelated information systems. 9. 3. 1 Transaction Processing System (TPS) This system is used to account for day by day transactions of Sparkle. It records all sales, purchases, expenses, income, tax, bills paid, equipment bought and all other transactions performed by organization. This system is also used to account for employee’s attendance, absences, pay, overtime, bonuses, remuneration, and all other things concerning the employees. . 3. 2 Supply Chain System (SCS) This system deals with customers and suppliers. It monitors the stock in the jewelry shops so as to know when to give the shops an offer. It monitors the stocks which are demanded more and those demanded less so as to know when to produce. It tracks frequent and valuable customers and grades them into groups so as know how to give discounts. This system also monitors the stock in the cutting companies. It looks at the new stocks and compares price side by side quality so as to know which supplier to order rough diamonds from. 9. 3. 3 Knowledge Management System (KMS) In Sparkle, all manufacturing processes are recorded and stored in the KMS. Any ideas gotten either by inspiration, customer’s requirement, employees’ suggestions or business intelligence are stored in the KMS for future use. Sparkle is said to be very innovative and has this edge over its rivals because of its mastery of the KMS. When a new employees is recruited, he has 2 weeks probation where he is taught how to operate in the organization and how processes function. Before the implementation and use of the KMS, probation was 3 months so this system has greatly reduces learning time. 9. 3. Management Information System (MIS) This system takes all the information from the above systems and summarizes them into financial statements and reports. It is used by management to make decisions on how to run and control the business. 9. 3. 5 Decision Support System (DSS) This system looks like an advance of the MIS. It takes data from all sources (internal and external) and su mmarizes them for top management to make decisions on the long term plans of the organization. Information from this system appears as statements, reports, charts, graphs, ratios, statistics and trend analysis. . 3. 6 Enterprise Resource Planning (ERP) This can be called the overall system. It takes information from all sources of the organization and brings them together in one large database. From there, required information is taken out and implemented or used to make decisions in Sparkle. It should be noted that all other systems deposit their information in ERP. Figure 18: Example of ERP. Source: LSBF MBA Intake 14, SOM Lecture 3, Session 9, Slide 34. 9. 6 Intranet and Extranet Sparkle uses intranets to deal with its employees and management. Staffs all have a particular passcode which the use and your code depends on your position within the company. Some passcodes can access some areas which other codes can’t. They also use extranets to communicate and share information with customers, suppliers, some competitors and the government. This system is more secured and less vulnerable to attacks as compared to the internet. 10 Job Design It is said that the blood stream of any organization is money and I will say the skeleton holding an organization and making it stand up straight is its workforce. An organization manages resources so as to be able to deliver acceptable goods and services to its customers and one of these resources is its workforce. An organization’s workforce is its most valuable and the most complicated of all its resources because unlike other resources, humans have a mind of their own. To be able to deal with human beings, you must know what they like and this is different for different people but these needs though different are similar. In providing this, it motivates the employees and when motivated, they produce better output eventually yielding higher profits, quality and flexibility. 0. 1 Motivation Motivation is the urge to take action to achieve something or to avoid something (BPP, 2010). Motivation can either be intrinsic (wanting to satisfy an internal urge like being happy to be able to help others) or extrinsic (reliant on tangible rewards like money, fame and power). Continues in Appendix E. 10. 2 Empowerment This is the act of delegati ng work to employees making them feel more superior because of the added responsibility and new accountability. This is good motivation for many employees. ‘Job design is about how people carry out their tasks within a process. It defines the way they go about their working lives. It positions the expectations of what is required of them, and it influences their perceptions of how they contribute to the organization. It also defines their activities in relation to their work colleagues and it channels the flows of communication between different parts of the operation. But, of most importance, it helps to develop the culture of the organization – its shared values, beliefs and assumptions’ (Slack, 2009). In designing any job, the following have to be put into consideration. * Safety. Jobs should be design in a way that it will bring no harm to the employee be it physical, psychological, mental or emotional harm. Workers in the mines especially those in Africa are exposed to a lot of risk and still earn less than the minimum wage. The mine owners wanting to make more profits cut down on cost by reducing expenditure on employees’ safety. The employees of Sparkle all have safety equipment like hats and new ideas are being implemented to make the process safer. The organization has also fully insured its entire staff. * Legal and Ethical Issues. Jobs should be design in such a manner that those doing the job will not go against the law or their code of ethics. * Own time. Job design should create time for the employees to catch up on something other than work. For example visiting new places, being with their families or performing other social activities. Employees working in the mines have little of this, but Sparkle’s employees all have right to a paid holiday and taking permission to be out of work if the need arises. * Employee’s Ability. An employee’s ability to do the job or a range of task should be considered before designing the job. For example; only heavy built men carry cargo from the trucks into the warehouse because of their physical ability to carry heavy weight unlike their colleagues. * Wage and Benefits: In designing any job, the wage and benefits to be paid for the job should be considered if not the employee can be over-paid or under-paid for the job. 10. 3 Division of Labor Unlike traditional production approaches that stipulated that one person should know everything in the company so that he can serve any function, Henry Ford came in with the idea that one man should only know one thing and should be an expert in that thing. He suggested that with specializing in a particular function, the whole organization will be specialized and will give the best quality goods and services. So jobs should be broken down into smaller portions and given to different individuals who will specialize and bring forth quality cost-effective products. 10. 3. 1 Advantages of Division of Labor (Slack, 2009) * It is easier to learn. Short and simple tasks are easier to learn compared with long and complex tasks. This will be very advantageous when training new recruits because training will take a shorter time and it will be better mastered. Automating. Short and simple task are easily automated as compared to long and complex task. * Time. More time is spent on one long task compare to time if that task was broken down. This extra time is as a result of picking different tools up and putting them down, looking for equipment, thinking of what to do next etc. 10. 3. 2 Disadvantages of Division of Labor (Slack, 2009) * Monotony. The same small task will be repeated every hour, week, month and year. This will make the job boring and less fulfilling thus resulting to absenteeism, staff turnover and errors. Over-reliance. If one employee is absent, no other will be able to perform his duty and this may bring the whole production process to a halt. * No flexibility. Employees let to do one particular thing over the years turn to lose the skill of being able to learn another thing. So if the production process was to change, many employees will not be able to cope with learning how to perform a new task. * Physical Injury. The repetitive use of one part of your body let’s say arm or wrist will in the long run cause pain to that part. This is known as Repetitive Strain Injury (RSI). Sparkle teaches their employees a wide range of task during their probation but the employees are assigned to do just one thing when they fully start work. Teaching them a wide range of task is to expose them to the processes of the whole organization so that they can contribute ideas in the development of a department or process which does not involve them. Another reason for giving employees holistic training is to make an employee being able to do an absent employee’s work. This tactic was also implemented because the organization did not want an employee to feel indispensable. 0. 4 Job Design Approaches In coming out with a good job designing, the following approaches should be implemented:- 1. Job Simplification: The organization tries to the range of task and their complexities. Polishing diamond use to be a very complex task at Sparkle but with the introduction of DiamondShines TM a specialized software where diamond polishing is programmed with exact details. 2. Job Ro tation: This is periodically interchanging employees performing different task to do the task of the other. Sparkle does a lot of job rotation and this makes the employees’ job more exciting. Job rotation is successful in this organization because they train their employees to perform a number of task but if division of labor was strictly implemented, this approach could have been impossible because employee A will not have a clue of employees B’s task. 3. Job Enlargement: This involves integrating same level tasks to the ones already performed by the employees to make the job more exciting. This is not practiced in Sparkle. 4. Job Enrichment: This involves integrating different level tasks to the ones performed by the employees. The new tasks are usually higher level tasks giving employees more responsibility and decision making power. Sparkle once a week picks an employee randomly and gives him the power of a supervisory manager so as to see the changes and innovations he is going to bring to the organization. Sparkle also makes employees work in small teams and the organization creates a competitive strain amongst the teams. The competition amongst the teams brings a lot of hard work, efficiency and effectiveness.

Inward Cheque Clearing Process

Inward Cheque Clearing Process The paperless environment has evolved and booming now. Nowadays, financial institutions constantly enhance the choice of the products and services to win the customer. Furthermore, this is the era where banks strive to become excellent service provider by exceeding customers expectation. With electronic documents allow a company to save time, increasing efficiency and providing excellent customer service. Hence, imaging technologies gives the required platform that needed to achieve this competitive edge. Check clearing process in Malaysia has evolved from paper pushing to paperless. Day by day, customer deposit and issue out checks. Despite many payment methods available in Malaysia such as Internet banking, mobile banking, Interbank GIRO, Rentas (Real Time Fund Transfer System) and others, check instrument remains an important payment method used in Malaysia. According to the statistic from Bank Negara Malaysia (Malaysian Central Bank), it is evident that check payment is the most preferred payment method now and in times to come. Although there is sign of decline from year 2007 onwards which is due to an emergence of electronic banking, but cheque will remain high as the funds movement exceeded trillion. As such, BNM has implemented Cheque Truncation and Cheque Conversion (CTCS) process on 16th June 2008 where all espick participants duly implemented and in operation since then. Manual Processing Image-based cheque clearing process, replaces the physical cheque flow with electronic data and image flow throughout the clearing cycle. The process eliminates the movement of the physical cheque from various intermediary levels in the clearing process and hence, reduces the delays in the clearing process. Ideally, the movement of the physical cheque should stop at the bank/branch of first deposit (The collecting bank branch). This, in return, increases operational efficiency through expedient payment and receipt of funds, reduces the operational cost through the reduction or redeployment of redundant resources used for handling cash and cheques, and expedites the clearing process in the industry. Due to CTCS introduction, the physical cheques will be kept by the collecting bank after their images and MICR ( Magnetic Ink Character Recognition(MICR) code line data have been captured and the readability verified. To ensure the quality of images that have captured, cheques will be required to adhere to image friendly design standards and specifications. Electronic imaging places new requirement on the overall design of cheques so that they are readily legible when viewing their images, rather than the physical cheque itself. The design standard has to ensure that all essential information, including hand-written data and machine-printed date, will be captured by the imaging process. The captured images will be usable and legible, and that the file sizes of images will be small enough so that they can be stored and moved in a cost justified manner. Furthermore, check truncation has been implemented in many countries like US, Singapore, Sri Lanka and Hong Kong. Due to banking secrecy, the name of the bank that will be used in this report is Kaybank Berhad. This is an international bank with 11 branches in Malaysia which is mostly in urban and semi urban area. Hence, this bank has huge customer base including consumer and corporate business. There are 4 types of processes for cheque clearing Inward Cheque Clearing Kaybank cheques Outward Returned Cheque Clearing Kaybank cheques that need to be returned due technical error, stop payment or insufficient funds Outward Cheque Clearing Other banks cheques deposited at Kaybank Inward Returned Other banks returned check due to technical error, stop payment or insufficient funds The author will discuss about the Inward Clearing process in this report as it is an important process and high in volume. There is cut off time to complete the process within BNM clearing window (1.00pm) daily. And resources required to perform this task is high. Attached is the process of Cheque Clearing for the industry. Process Flow of Cheque Clearing Source : www.myclear.org.my To elaborate further on this process, if a customer deposited a Kaybank Cheque of RM 20,000.00 into his/her account at Citibank, the image and the data of the check will be transmitted to Myclear (Subsidiary of Bank Negara Malaysia) via a gateaway system (NWI). Base on the MICR data, the said account will be debited of RM 20,000.00 and the funds will be credited to customers account with Kaybank. In this case, the collecting bank will be Citibank and the paying bank will be Kaybank. The turnaround time for the availability of funds is 2 days. Process Map for Inward Clearing process at Kaybank Image Verify Approve Data transfer to Check verification System Download of Inward file from Myclear Upload of espick data to Kaybank system Reject the image Yes No Second level checking Yes No Reversal of customers account Upload Returned file to Myclear Performance Objectives Kaybanks key strategy is to grow their Consumer business and Corporate business. The consumer business division continuously invests in new products and service innovations to increase its presence in Malaysia and to expand its private banking segment. However, its Corporate business has a core group of customers to which Kaybank leverages global presence to provide excellent quality financial products and services. However, both businesses have continues to improve the customer experience. It has also improves operational efficiency by constant reengineering programs. The main objective of Cheque Clearing Unit is to support both businesses by delivering excellence service to the customers by managing their Current Accounts with error free and to manage operational cost effectively. By shifting to CTCS process, Kaybank has improved the performance objectives of operation in clearing process as follows; Dependability Banks are losing million of money due to fraud cheque. With CTCS process, banks reduced the losses tremendously as the liability to pay in the event of fraud check has been shifted to collecting bank. The collecting bank has to check under the Ultra Violet and the security features on the check and tag the item if it is fraud to preempt the paying bank. System is controlled by Myclear and quarterly testing been conducted to ensure no vulnerability of the system. Continuity of business plan has been established in the event there is a crisis due to network issues or others. Automation where cheques been automatically debited by the system instead of manual posting. Straight through processing been achieved where no manual invention is required. Reduced customers complaint on missing cheques when mailing out as it could be lost in transit. Now, with image base returned item, customer cant use back the same cheque for representment. Data file will be encrypted before sending files to respective branches or clearing house. High security features established and files sent or received would not be compromised. Better reconciliation and fraud prevention Speed Customers are happy as float days of cheque was reduced from 8 days to 2days. And house check payment is given an immediate credit. Under the manual environment staff needs to perform 500 physical cheques verification for 5 hours but with CTCS each staff can perform 750 checks in 4 hours. Customers complaints will be resolved within a day as under the manual environment it takes 3 days. Staff productivity increased and performing multi tasking. Cost Staff overtime has been reduced tremendously and having quality time with their family. Manual process requires 12 working hours for each staff compare to just 8 hours now. Calculation of saving are as follows: Cost saving on Overtime = 30 Staff x 4 hours = 120 hours a days x 23 days = 1760 x 22.50 per hour = RM 39,600.00 per month Hence, for month the bank has saved an approximately RM 39,600.00 in overtime due to CTCS process. Cost of purchasing the system is only one time and maintenance and licensing rental is lower compare to physical cheques management. Staff transport claims and meal allowances were reduced to none as theay are not required to work long hours anymore. No shipment of cheques to Clearing House is required now due to transmission of data. There are 30 staff been employed previously to manage inward clearing volume of 40, 000 daily but now only required 18 staff. The other 12 staffs were redeployed. Retention period of cheque is only a year under CTCS as compare to 7 years previously. Daily a total of 40,000 cheques processed daily and requires 10 boxes to place the cheques. The saving calculation is as follows; = 10 boxes x 23 working days = 230 boxes x 2.50 monthly storage per box = RM 575.00 x 12 (months) x 6 (Years) = RM 41,400.00 Hence, for month the bank has saved an approximately RM 41,400.00 due to CTCS process. Flexibility Maintain Audit Log where it monitors the user details and accessibility Prepares or generate MIS report for volume tracking and for departmental budget planning. It is also a core banking system online approach to upload or download data or batches. Interfaces with internal and external system like signature verification system, Cheque deposit Machines and clearing house. It has provided centralized cheques clearing processing and supporting branches from Penang and Johor Bahru where previously under difference clearing zone. Quality Customers are happy with the service as their cheques are now safe from fraudsters. Inward Clearing process is simple and the staff can perform multi function and deliver good quality of work as they are not required to work long hours. Each transaction under CTCS is controlled by Unique Identifier Code (UIC) which is a unique reference number printed on the back of the cheque by the collecting bank and it will make the retrieval for investigation ad presenting of unpaid items are easier. Better controls established due to simplified process and enhancement and will not lead to financial losses or customer issues. Cheque Verification System Kaybank has invested in a E-flow system for check verification. This system is supported by in house Technology team. Once Inward Clearing data downloaded from the Gateaway system, it will be downloaded to the E-flow system for verification. Each workstation will have a single Central Processing Unit (CPU) and 2 monitors. One to view the image and the other monitor is to display the signature. There are 7 types of cheques processed and each will have a different process and approach. Hence, images and MICR data downloaded to E-flow system and will get sorted and channel to the respective station. For control purpose, the main function for this system is display the image for verification purpose and reconciliation. Kaybank has also emphasized on second level verification for certain threshold to avoid any mistake done by the first level verifiers. However, there are some flaws in this system as follows; The system has limited products. As of now, the system was designed to cater 7 products and if there is an additional product in the market and Kaybank wanted to implement it, there will be an issue. It may mix up with other products. If a particular product it to be ceased, then the station will be remain there. For example, Credit Card cheque has been stopped by Kaybank due fraud vulnerability since Septemeber 2010. The station is there and it cant be removed as it would involve cost. Any changes or addition into this system involve cost and it is expensive. Tagging of checks as altered by the collecting bank is subject to readability of the person who verify the said cheque. Hence, the CTCS ruling astablised by myclear is unclear. As it is subjected to apparent alteration sight by the processor. In the event, the cheque has been washed and altered and the alteration on the check is not apparent, then the collecting bank is not liable for the losses. In turn, it will be shifted to the paying bank to pay the losses. This rule in unclear and it is not good for the industry. Inward Clearing Volumes from January 2010 till October 2010 Source : Internal MIS for Inward Clearing Transactions Emerging Technologies On the other hand, cheque fraud costs Malaysia millions of losses a year and presents severe challenges to the industry. Hence, a better system needs to be deployed for the effectiveness of the current process. Payee Match Positive Pay Application technology has already started in U.S as it was developed by Parascript, LLC, Niwot, Colorado, U.S. The main objective of this system is to combat cheque fraud. The system is designed to read a cheques payee line information and cross validate the data provided to the bank by the customer via Cheque Issue File. This system assures accuracy and significant reduction of check fraud. Furthermore, with if this system should be implemented, funds can be made available in T + 1 (One day Clearing). If the adoption of this technology is feasible, then they will be no impact to the process as it works the same and the only difference is the system. Referring to the projected volume, for product like Paylink, Manager Check, Payment Order and to some extent corporate customers the verification can be automated. Since companies update Kaybank with their list of the cheques issued out the beneficiary, this system can perform auto match and approved the transaction without manual intervention. The system could be expensive but in long them, there will be no fraud cheque . Genichi Taguchi (Nigel Slack, Operation Management), has highlighted to test the robustness of a design to ensure it withstands any change. However, in this case the changes only affect the system as all verifiers need to verify some number of cheques daily. The terminal is stationed at their respective workstation. Hence, there is no impact on the job design, layout and flow or operations. Although, the volume will decrease to some extent as with current capacity, staff may need to verify cheque lesser. On the other hand, with the implementation of new system, staff has to be trained and they could be error prone as this will be totally a new system. Recommendation With regards to the system enhancement, Myclear as a regulator should take the lead and supervise clearing process. Internally, Kaybank may able to deploy a good system but Positive Pay system is very new and extremely expensive where a single bank will hesitate to buy the system. However, with the involvement of Myclear and all member banks, all should share the cost to bring the system to Malaysia to develop together. With this, the cost will be cheaper and can be affordable and all the intermediaries will have a common platform to work with. Conclusion Although, the current system deployed by Kaybank is reliable, there will be no assurance when the fraudster will strike the banking industry with their sophisticated technologies. Hence, BNM, Myclear, ABN (Association of Banks) and member banks must pursue other alternative to prevent fraud attempt by the fraudsters sooner. The Police too have to amend laws to draft severe punishment to nab the fraudster.

Free Essay: A Closer Reading of Hawthornes Young Goodman Brown :: Young Goodman Brown YGB

A Closer Reading of Young Goodman Brown Last year, in my final year of high school, we were assigned to read Nathaniel Hawthorne's "Young Goodman Brown."Â   At the time, I didn't read the story too closely and I missed much of the symbolism. However, upon reading it this semester, I now appreciate it much more because it brings the reader through a roller coaster of emotions and forces him to think introspectively. When it starts off, I felt suspense; his wife's urging him not to go set off emergency flashers in my mind. I could feel in my bones that something bad was going to happen. Once he had begun his "journey," the setting of that journey was once again pretty creepy. "He had taken a dreary road, darkened by all the gloomiest trees of the forest, which barely stood aside to let the narrow path creep through, and closed immediately behind" (376). I was fearful for Young Goodman Brown, and I was hoping that he would get to return to his wife, aptly named Faith. The fact that her name was Faith seemed symbolic to me. I made a mental note to analyze after I had finished reading, why Hawthorne had named her Faith. The surreal characteristics of the path and the forest he was in, only added to the suspense when he met his companion. Based on the description of this traveler, I came to the assumption that this was Young Goodman Brown in the future. I'm not really sure if that assumption is valid or not, but that was my initial response. I think it's interesting that my initial response is a supernatural one: a Back to the Future kind of response, where a person meets himself or herself in the future. This story gave me a creepy feeling, like a good horror story. The suspense of not knowing what was going to happen next, while all the while expecting something dramatic, quickened my heartbeat. Young Goodman Brown then meets his catechism teacher, which is symbolic of a person he assumed was very pious and automatically going to go to Heaven. It seemed to me that this story is all about hypocrisy, and how even the most pious-seeming people still have skeletons in their closet. This was later evidenced again when he finally got to the "altar" in the middle of the forest and he sees the spectacle. Free Essay: A Closer Reading of Hawthorne's Young Goodman Brown :: Young Goodman Brown YGB A Closer Reading of Young Goodman Brown Last year, in my final year of high school, we were assigned to read Nathaniel Hawthorne's "Young Goodman Brown."Â   At the time, I didn't read the story too closely and I missed much of the symbolism. However, upon reading it this semester, I now appreciate it much more because it brings the reader through a roller coaster of emotions and forces him to think introspectively. When it starts off, I felt suspense; his wife's urging him not to go set off emergency flashers in my mind. I could feel in my bones that something bad was going to happen. Once he had begun his "journey," the setting of that journey was once again pretty creepy. "He had taken a dreary road, darkened by all the gloomiest trees of the forest, which barely stood aside to let the narrow path creep through, and closed immediately behind" (376). I was fearful for Young Goodman Brown, and I was hoping that he would get to return to his wife, aptly named Faith. The fact that her name was Faith seemed symbolic to me. I made a mental note to analyze after I had finished reading, why Hawthorne had named her Faith. The surreal characteristics of the path and the forest he was in, only added to the suspense when he met his companion. Based on the description of this traveler, I came to the assumption that this was Young Goodman Brown in the future. I'm not really sure if that assumption is valid or not, but that was my initial response. I think it's interesting that my initial response is a supernatural one: a Back to the Future kind of response, where a person meets himself or herself in the future. This story gave me a creepy feeling, like a good horror story. The suspense of not knowing what was going to happen next, while all the while expecting something dramatic, quickened my heartbeat. Young Goodman Brown then meets his catechism teacher, which is symbolic of a person he assumed was very pious and automatically going to go to Heaven. It seemed to me that this story is all about hypocrisy, and how even the most pious-seeming people still have skeletons in their closet. This was later evidenced again when he finally got to the "altar" in the middle of the forest and he sees the spectacle.

Business Ethics Essay -- Philosophy Morality Papers

Business Ethics Business ethics is a multifaceted field that cannot be defined with a single definition. This area addresses numerous issues, problems, and dilemmas within the management of businesses. It does this through numerous perspectives and methods. Of course, in order to present the complexities of business ethics, we must explore the types of issues that business professionals are confronted with all the time. Business ethics not only portray to humans, but also to how businesses treat the environment. My father stated to me that the enterprise in which he is engaged in, and the products or services that they market, should serve an inherently ethical purpose and that a companies primary ethical responsibilities are defined by the nature of their objectives and also of the relations when formulating their company's ethical standards. This usually requires statements of corporate responsibilities. Most of the codes describe the company's commitment toward certain groups rather than prescribing ethical conduct for specific situations. His responsibility is not only to our stockholders, but also to our clients, the other employees and their families, our local community residents, and all of society at large. Our profit comes about through our effort to promote the prosperity of the community as a whole. Does your company take advantage of clients, due to the fact that they have money? In some ways they do for the fact that we will quote a price to have the complete seal designed and manufactured to a client. The actual cost and materials it takes to make the seals is a lot less than they are charging. I mean that one rubber mold can make two seals and yet we charge them for one seal and then use the excess to make ... ...y's Americans have a belief that they have set for themselves and for the rest of the world a high example of individual freedom. Americans became a nation with the understanding that government action should not restrict the freedom of individuals to follow their own consciences. Employees are the first to know if something within an organization is not legally or ethically right. Unfortunately they are also the last to speak out about such problems. Know body wants to be a whistle blower on the very company that they are working for. Each corporation should provide an employee bill of rights as well as a system of appeals to guarantee these rights and as a condition of employment, workers at every level should be allowed to voice their concerns about the company's activities or policies. They should also be afforded a fair hearing in order to voice these concerns.

Internal Control and Home Improvement Essay

Lowe’s Home Improvement is a chain of retail home improvement based in the United States. It was founded in 1946 in North Wilkesboro, North Carolina. Lowe’s Home Improvement has expanded internationally into Mexico, Canada, and joint venture with Woolworths Limited in Australia. Lowe’s Home Improvement ranked 54 in Fortune 500 for 2012, decreasing four spots in 2011 (â€Å"Cnn money,† 2012). Lowe’s Home Improvement is the second largest retail home improvement chain, behind The Home Depot. There are 1,724 Lowe’s stores throughout United States, Canada, Mexico operating with more than 234,000 employees (â€Å"Lowe’s home improvement, 2012†). Stakeholders are individuals, groups, or organizations that have a stake in the business. Stakeholders are categorize into two types: internal or external. Internal stakeholders can be owners, managers, and employees. External stakeholders can be suppliers, lenders, and customers (Worthington, 2009). Human Resource (Safety) There are many safety rules in Lowe’s Home Improvement. â€Å"We strive to sustain a safety culture that integrates safety into all parts of our business. Safety is a core value of our company. We hold our leadership teams accountable for creating and maintaining a safe environment to work and shop. Safety practices are incorporated into each job task, and we believe training is critical to ensuring safety awareness and knowledge are maintained at the highest level† (â€Å"Focusing on safety,† 2012, p. 1). When I was the Department Manager of Product Service, I was in charge of 70 percent of all resets in the store including display changes, merchandising refresh, and general product rotation. As an internal stakeholder (manager), I knew all the rules. However, some of these rules prevented me from accomplishing my job. Sometimes resets require me to get inside the bay to maneuver the products, beams, or shelves. This is strictly against Lowe’s policy, which states I should get an order picker (machine to hold me up). I understand the need for the rules, but sometimes they cannot be followed exactly (prior thoughts as a Department Manager). If I were to get hurt while doing, Lowe’s is liable for my injuries or death. Even though it clearly states it in our policy not to do these actions, it could not be proven that I was properly trained or ever informed about it. This is why it is important for all incidents to be reported. As an Assistant Store Manager, I must constantl y coach and train my associates and document (validate). I must ensure every decision my employees makes is what is best for the business. Employee incidents are known as workers’ comp claims that directly affect profitable. When the store reports the incident to our claims department, we are automatically deducted profits to pay for the expense. This can range from $10,000 to whatever. . Just recently, we had to pay for knee surgery for our outside sales representatives. Unfortunately, these claims can take many years to close, because the individual can continue to get treatment even after surgery. Typically, workers comp will attempt to pay the individual out before paying for surgery. If the individual accepts the buyout, they will lose their job. An external stakeholder is the customers that come in the building. Lowe’s is just as liable for any injuries or damages caused to a customer as an employee is. Every morning an Assistant Store Manager must walk the Daily Safety Review (DSR) to verify the store is clean, clear, and safe. We must verify that all top stock, product, safety procedures, locks, and safety chains are up and operational. Recently, someone did not properly place a stack of trashcans in top stock. The trashcans were not standing on the tops and fell around 11:30am, luckily no customers or employees were hit with ten trashcans as they fell. Customer incidents are known as general liability claims that directly affect profitable. When the store reports the incident to our claims department, we are automatically deducted profits to pay for the expense. This can range from $2500 to $25,000. Anything over $25,000 is distributed among the rest of the district. To make up $2500 in pure profit is to sell roughly $6,000 when you calculate employee salary, utilities, and facility cost. Marketing (Deceptive Advertising) The Federal Trade Commission (FTC) oversees any deceptive claims of products or services. Recently, the FTC won a $40 million settlement against Sketchers’ toning shoes and apparel. Sketchers falsely represented clinic studies claiming their Shape-Ups, Toners, Tone-Ups, and Resistance Runners would help people lose weight, and tone and strengthen their butts, legs, and abdominal muscles. The most deceptive ad was used during Super Bowl featuring Kim Kardashian firing her personal training for a pair of Shape-Ups. Sketchers truly believed they would win the multiple lawsuits in different states, but choose to settle out for the ease of the company and individuals (Bachman, 2012). Deceptive advertisement can negatively affect internal and external stakeholders. Customer service is the most important aspect of any business. Deceptive advertising can create a negative experience for customers, which directly affect employees. A bad customer service experience can dramatically cost any business thousands of dollars. The internet is the playground for anyone. This can create a bad reputation when individuals post on their Facebook, Twitter, or other social media sites. If a business loses its customers base, it cannot support its employees. Recently, at my Lowe’s Store we had the state department conducting an internal audit on pricing. The last time this audit was done was in 2004. The audit required scanning 50 products and verifying the correct price is labeled. If the price was incorrect, this would be considered false advertisement or deceptive advertisement and Lowe’s would be fine thousands of dollars. Fortunately, we passed the audit with no issues. Accounting (Unethical Practices) Accounting fraud will continue to happen if there is opportunity. There must be provisions that prevent opportunity. Olympus Corporation covered up $1.7 billion in accounting fraud. The three executives inflated company’s net worth for five years. Three executives pleaded guilty to covering up and firing the chief executive who originally found the discrepancy. This is one of the largest corporate scandals in Japan. The United States put in place corporate governance reform after the Enron scandal. These unethical behaviors can result in lawsuits from shareholders. After the Enron scandal, Senator Paul Sarbanes and Representative Michael Oxley (Sarbanes-Oxley Act of 2002) pushed a law through that changed regulation of financial practices and governance of corporations. Internal stakeholders have large investments into their company. First, it is their livelihood. Second, they could own company stock. Lastly, if the corporation goes under what value does that company add to the individuals resume? Employees of large corporation rarely see their importance in the big picture of things. The employees build companies. No matter how low your position is you can directly affect the business positively or negatively. As managers it is my job to ensure that my employees are align with the company’s vision and mission. External stakeholders can also be affected by unethical accounting practices. The most obvious example would be if the customer were also a stakeholder in shares. This can directly affect the value of the stock. Another example would be customers affected in small towns. For example, if in their small town there is no other hardware store but Lowe’s Home Improvement. What would happen if that Lowe’s store closed, where would citizens of the town go to get their supplies? How much farther would they have to travel? This creates a huge inconvenience and provides opportunity for other small convenience/gas stores charge more for product. Conclusion Awareness is the number one preventer in safety issues. Companies must develop incentives for employees to remain and operate safely. At Lowe’s if, a store goes 60 days accident free, there is a cook out that is hosted by the store. One time at my store, we went 265 days accident free, we held the highest accident free days in the division. Companies must develop and promote these incentives for employees to remain safe. This includes knowing when to get help and when to do it yourself. The saying â€Å"work smarter not harder† must be in every employees forefront. Deceptive advertising is typically dealt with at corporate levels in retail. However, these corporations typically do not deal with the problem. The store level associates deal with the deception. At Lowe’s, we are told to take care of the customer. Depending on the situation, as managers we may be able to substitute items to appease the customer. I believe there should be a separate department that evaluates all marketing and advertisements. This may save the company millions of dollars from lawsuits of deceptive advertisements. Companies that violate these ethics share common elements. Three common elements enable individuals to violate ethical or criminal misconduct in a corporation. 1. The availability of an opportunity 2. The existence of some form of pressure leading to an incentive 3. The capacity to rationalize. These three elements are arranged in a pyramid. Opportunity is the top of the pyramid. Opportunity is at the top because without opportunity nothing would exist. To reduce or eliminate opportunity, companies must implement effective internal controls. These can include policies and procedures, audits, and departments who oversee (checks and balances). The best example of these internal procedures is a bank securing its money in a safe. These are designed to keep unwanted people out. Pressure is located at the bottom left corner. Pressure can come from managers using intimidation, family expectations (standard of living), personal vices, and poor decision-making. For example, a manager may use intimidation and say, â€Å"You will be fired if you do not achieve your sales numbers†. This type of pressure can cause certain employees to go too far. The last element is rationalization located at the bottom right corner. The individuals we are talking about do not think they are evil; rather they justify their own misconduct. Some rationalization would be everyone does it, I deserve this, I am only borrowing the money, and the company can afford it. Unfortunately, there will be individuals who cross the ethical line. It takes the personal integrity of an individual to resist the opportunity. The best indicator of these individuals is there past performances (â€Å"Fundamental managerial accounting†, 2006). To fix these issues requires appropriate checks and balances. Corporations must ensure they have policies and procedures to prevent such opportunities from existing. In addition, these policies must be validated consistently and frequently. References Bachman, K. (2012, May 16). Sketchers settle deceptive ad case with FTC for $40m. Retrieved from http://www.adweek.com/news/advertising-branding/skechers-ad-case-ftc-40m-140577 CNN money. (2012, May 21). Retrieved from http://money.cnn.com/magazines/fortune/fortune500/2012/snapshots/2686.html Edmonds, T., Tsay, B., & Olds, P. (2006). Fundamental managerial accounting concepts. Retrieved from http://highered.mcgraw-hill.com/sites/0073526797/student_view0/ebook/chapter1/chbody1/ethical_consideration s.html Focusing on safety. (2012). Retrieved from http://www.lowes.com/cd_Focusing on Safety_323526845_ Lowe’s Home Improvement. (2012). Retrieved from http://www.lowescreativeideas.com/social/our-vision-and-values.html Slodkowski, A. (2012, September 25). Japanese camera and medical equipment maker Olympus Corporation and three of its former executives pleaded guilty on Tuesday over charges related to a $1.7 billion accounting cover-up in one of Japan’s biggest corporate scan dals. Retrieved from http://www.reuters.com/article/2012/09/25/us-olympus-trial-idUSBRE88O01920120925 Worthington, I. (2009, February 09). Improvement and innovation. Retrieved from http://www.improvementandinnovation.com/features/article/stakeholders-and-how-they-affect-your-business/