Village Of Skokie Vs. The Aclu Essays - Skokie Controversy

Village Of Skokie Vs. The Aclu Essays - Skokie Controversy Village Of Skokie Vs. The Aclu Skokie In the case of Village of Skokie vs. The ACLU(American Civil Liberties Union) I would definitely stand with the ACLU. The ACLU was defending the First Amendment Right. They were not defending the Nazis. We might not agree with what the Nazis are saying but, they still have a right to say it. Herb Lewison of the ACLU and the attorney for Collin stated to the judge Your Honor, this is a simple First Amendment case. The Village of Skokie seeks and order, preventing the exercise of free speech before the speech has even occurred, in spite of the fact that it has been proposed as an orderly exercise, taking place for only 20 minutes on public property in front of the Skokie Municipal Building. This section of the quote from Herb Lewison is simply saying that Skokie is just trying take away the first amendment right of the Nazis. Everything that they are asking for falls within their first amendment right. All they are just proposing is an orderly march. An orderly march for 20 minutes on public property. This is okay in my opinion because everything is offensive to someone. But you still have the right to voice your opinion. The second quote Lewison states is, This is a classic case in which government officials are asking a court of equity to impose a prior restraint on the speech of persons advocating unpopular ideas. Lewison is saying in this part of his summary argument that the government is asking the court to issue a prior restraint on the speech because they dont agree with their ideas. Another part of his quote states The Village of Skokie has shown only that the political views of Collin and his party are offensive and outrageous, which of course they are. They have failed to show any reason that the defendant planned to engage in any sort of illegal activity whatsoever. Lewison shows a very good understanding of the case he is involved in. He knows that Collins views are stupid and have no place in society. But Collin has made no threats to do anything illegal in his rally or march. All of the threats of violence have been made against him understandably. I strongly support Herb Lewison on thi s case. One of the best quotes in this whole legal battle came from the Judge who said, I believe he (Collin) intends to make trouble, to incite to riots and cause bodily harm. The Constitution certainly doesnt give a person like Collin the right to come into a peaceful community and cause violence. The Judge is looking at this from a point of view that most people would it is a very good analysis of what Collin intends to do. I understand the Judge on his standpoint but, like Lewison said he has not made any threat of illegal activity. I still say Collin has the right to speak under the First Amendment. I support the ACLU. No matter how brainless your statements might be you have the right to say it. If I wanted to say something and someone doesnt agree should I not be allowed to say it, truth or no truth to what Im saying.

Case study analysis of Ready Meals The WritePass Journal

Case study analysis of Ready Meals 1. Before and After Status of Ready Meals Case study analysis of Ready Meals 1. Before and After Status of Ready Meals2) Operation Management Laws and Theories and Cause Effect Relationships:3) General Advice:BibliographyRelated 1. Before and After Status of Ready Meals Ready Meals (RM) are a freshly prepared meals supply company with a major grocery retailer Strutt within its customer base. Strutt had previously employed a central ordering system that disregarded uncertainty and volatility factors in customer demand, where uncertainty is critical when designing any operational model. Koh (2004) defined it as the unpredictable event that has a disturbing impact on production and operations and causes model predictions to be different from reality. RM faced high demand, variability and uncertainty. On a weekly basis demand varied by 10 to 25% and, at times, exceeded 50%. The company had difficulty dealing with Strutt, which often charged them financial penalties in case of wastage or ill-timed supply. Variability and uncertainty has an impact on optimal safety stocks and lead times (Molinder, 1997). In the old system: Due to demand fluctuations orders were calculated sometimes two days prior to dispatch which extended supply lead time. A lot of sauce would go wasted due to demand variations. Trade-offs and buffering mechanisms were employed to solve volatility and uncertainty issues (Wazed, Ahmed and Yusoff, 2009). In the old system, a buffering mechanism changed working hours unannounced, which disappointed the employees and increased costs. Due to a central material requirement planning system (MRPS), impact of uncertainty was passed to suppliers. The orders were based on a provisional order because of required lead time. If the original/provisional order was low, the suppliers were pressurised for an urgent order. There was no mechanism to avoid wastage or stock from exceeding planned replenishment when the provisional order was higher. To increase availability of stock, the company had to either change the days in system or the planned coverage level. The former increased wastage risk, whilst the latter equated three times higher change in overall stock. The company needed a better designed system that addressed the weaknesses of the existing one. After implementing the new system: Because of the adjustment, it became possible for season and weekly schedules to be set and the uncertainty in demand was greatly reduced which lead to timely supplies and fewer penalties. The shelf –life of products for Strutt was increased by dispatching orders early and on production days. The quantities packaged were according to requirements of stores by specifying location of delivery depot two days prior to despatch. This further helped avoid delays in shipment. The wastage rate of the company was effectively reduced. This lead to an eradication of the requirement to use the annualised hours buffering mechanism. The suppliers were also able to deliver more efficiently according to demand. The overall impact was a 90% increase in the company’s products in stores. 2) Operation Management Laws and Theories and Cause Effect Relationships: The case of RM showed that in the old system, the company mostly followed the traditional operational management laws and theories. The old system was based on a trade-off model in which companies often compromise quality for cost minimisation. Ferdows and De Meyer (1990) theorised that in order to achieve cost efficiency, focus of management should first focus on quality, dependability and then flexibility of production. This cause and effect relationship can be seen within the new system employed by RM. In the new system, the focus of the company was not cost, but on quality, by increasing shelf life of products. Allowing for delivery order two days earlier, the company sanctioned dependability as well as flexibility. This meant that the penalties were effectively removed as well as the wastage. The new system can be said to be based on a just-in-time model (Ohno, 1998). According to the just-in-time concept, materials or parts are delivered when they are needed. This leads a reduc tion in wastage and no inventory. Regarding variability and use of trade off buffering, Hopp Spearman (1995) said that increases in variability decreases the performance of the system and it can only be buffered using capacity, time and inventory. Â  This was a traditional concept and the old system worked according to it. To deal with variability, the company used a capacity buffer (annualised hours for labour). This helped in dealing with variability but resulted in low morale among employees, thus low performance and an increase in costs. Fisher (1997) suggested the modern theory of accepting the uncertainty. According to him, uncertainty and variability are natural in products and adjustments have to be made in the production system to deal with them. Uncertainty can be avoided or reduce by increasing flexibility of supply chain and by cutting lead time. For hedging excess capacity or inventory, buffers can be employed. The new system accepted the uncertainty as they made adjustments for seasonal variations. Fu rthermore, dispatching on production day decreased lead time and such steps reduced the impact of uncertainty. The company, however, reduced the capacity buffer and was able to increase its availability by 90%. This is in accordance with the findings of Schmenner and Swink (1998) who gave a view that buffers should be avoided and when variations are reduced, the companies should avoid buffering for improved flow. This was found to be true in the case of RM. The company did have to use annualised hours or labour productivity buffers. This resulted in reduced costs and the performance of the company improved. 3) General Advice: On the basis of the RM case analysis, it is recommended that the company should accept uncertainty and volatility and make system adjustments accordingly. The buffer mechanisms, may appear effective at first, but the acquisition of an optimal level in trade off seems difficult therefore the company should try to find some other way to tackle this issue and rely less upon the trade-off buffering. For instance, fluctuations in demand can be dealt with by making the system more dependable and flexible. Bibliography Ferdows, K. and De Meyer, A. 1990. Lasting improvements in manufacturing performance: in search of a new theory, Journal of Operations Management, (9)2, pp.168-184. Fisher, M.L. 1997. What is the right supply chain for your product? Harvard Business Review, March-April, pp.105-116. Hopp W.J., and Spearman, M.L. 1995. Factory Physics, Singapore: McGraw Hill. Koh, S.C.L. 2004. MRP-controlled batch-manufacturing environment under uncertainty, Journal of the Operational Research Society, 55, pp.219-232. Molinder, A., 1997. Joint optimization of lot-sizes, safety stocks and safety lead times in an MRP system, International Journal of Production Research, 35(4), pp. 983-994. Ohno, T. 1988. The Toyota Production System; Beyond Large-Scale Production, Portland: Productivity Press. Schmenner, R.W., and Swink, M.L. 1998. On theory in operations management, Journal of Operations Management, 17, pp. 97-113. Wazed, M. A., Ahmed, S. and Yusoff, N. 2009. Uncertainty Factors in Real Manufacturing Environment, Australian Journal of Basic and Applied Sciences, 3(2), pp. 342-351.

Management of Change Essay Example | Topics and Well Written Essays - 1500 words - 1

Management of Change - Essay Example A company's market potential is necessary for its successful and efficient performance, the basic elements of the company's market potential being its resources, strategic planning system, leadership, and marketing. Strategic planning is closely interrelated with change management. E.g., K. Warren states that "[t]oday's performance [of a company] depends on today's strategic resources". (1999, p. 3) According to Kleiner, the process of strategic planning consists of the following stages: "establishing the ground for the company's activity by means of determining its mission; determining company's main goals; analysing the company's environment by indicating all factors influencing company's activity; determining company's market potential, and its strengths and weaknesses; developing several alternatives as far as strategic development is concerned; analysing these strategic alternatives from the standpoint of the company's goals, vision, mission, as well as conditions in the environment and on the market; forecasting the efficiency of each of these strategic alternatives; and, finally, forming the ultimate strategy of the company, i.e. choosing the strategy that looms the most favourable for increasing the company's competitive advantage. (Kleiner, 1998, pp. 46 - 50) In the quickly changing environment, the modern organizations have to change continuously. Very often, managers utilize reactive approach to changes, which often results in decrease in their companies' competitive advantage, and sometimes even in ruin of organizations. Proactive approach to introducing changes is considered to be much more beneficial, however it demands profound knowledge of the basic features of change process, sources of opposition to these changes, and methods of overcoming opposition. The world-known companies have considerable experience as far as managing changes is concerned. One of the most efficient approaches in this sphere is organizational development that presupposes introducing step-by-step deliberate changes into corporate culture with the goal of adapting the company to the outer environment. Organizational development influences, above all, social subsystem of organization, and is therefore inseparably connected with HR management. However, technological progress should not be neglected either, especially in the IT sphere, and every company undergoing changes should develop the methods of restructuring technical subsystem. A problem that managers often face when introducing changes into companies is the problem of natural resistance on the part of personnel, as well as the company as a system. It is important to combine organizational development with reengineering of business processes for achieving a better result and decreasing the level of resistance. The essence of proactive approach to change management is that all changes are introduced with considering all possible obstacles that