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New product types are continually being introduced at PlastiPharm as new clients, with their diverse needs, are added to the company’s portfolio. The new products are designed by the R&D team and prototyped, often on one of the company’s 3D printers. However, when the products are first produced on the production line, a lot of product is scrapped. In a lean environment, which PlastiPharm espouses, why is it important to eliminate the waste?

  • Eliminating waste increases the efficiency of the process and allows the equipment operators to meet customer demands.
  • Eliminating waste encourages the R&D team to consider production needs and processes instead of just the design process.
  • Eliminating waste reduces overprocessing and allows for simplification of the production process.
  • Eliminating waste requires that quality improves, which increases the company’s ability to compete
 
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Systems and Processes, Application
Western Digital Implements New ERP System

Western Digital, a developer of storage devices and solutions, has grown dramatically since it was established in 1970. Based in San Jose, California, they employ more than 61,000 with locations around the world. Much of their growth has occurred through mergers and acquisitions. Managing operations and generating timely information in a multi-billion dollar, global organization can be difficult, but what happens when you combine three such companies? How can systems be integrated and processes refined, so that the business can stay competitive? Steve Phillpott, CIO of Western Digital, explains that each of the three organizations had their own ERP. Some tough decisions would need to be made to integrate all three companies. Because each company had been using their own ERP, when they merged, these systems were no longer enterprise-level. Data was isolated, processes were disjointed, and efforts were duplicated. The team could choose one of the three ERPs, and the other two-thirds of the company’s employees would need to change over to the selected system, or they could start from scratch and implement a new ERP across all divisions of the new, larger Western Digital. They chose to start from scratch and implement a new ERP and related processes across all three companies. The first phase was rolled out in 2017, and the implementation is currently ongoing.

The decision to choose a new ERP was a great opportunity to update technologies and transform processes at Western Digital. They took this opportunity to redesign processes and build applications that were more likely to scale as they grew to be a $20+ billion company. Communication and collaboration are essential to integration efforts, so the team focused on setting up those standards and integrated tools first. These new tools and processes not only helped the ERP project succeed, but they removed barriers to communication across all areas and locations of Western Digital, putting them in a better position for possible mergers or acquisitions in the future.

Change management plays a huge role in implementing Western Digital ERP. As the processes and technologies are integrated, the people that use the systems must adjust. By ensuring that users are ready when the system integration is complete, Western Digital is able to attain much larger benefit from the system, more quickly. Phillpott stresses the importance of these underlying structures of communications and change management to the successful implementation and use of an ERP and the resulting competitive advantages.

ERP implementations usually have long timelines, especially in such large organizations. Phillpott says that they are “two years into a four-year (plus or minus) journey.” They are phasing the implementation as outlined below:

Systems and Processes, Application Western Digital Implements New ERP System Western Digital, a...

Phillpott and his team realized that they could not wait until the ERP was fully implemented to receive the benefits of the reports the system would eventually produce. So, to derive the most benefit as soon as possible, they implemented an interim reporting capability. They reviewed the business objectives and decided on the reporting priorities to deploy a predictive analytics platform early in the process. According to Phillpott, this platform “supports manufacturing and operation capabilities, trying to look at how we improve yields and the performance of our manufacturing operations.” He also states that not only do these interim reports help improve performance, but they act as a testing ground or prototype for the reporting system that will be rolled out in later phases. As the ERP matures, they will implement various technologies for data analysis, from less to more complex, starting with predesigned reports and a dashboard, moving on to custom reports, predictive analytics, and business intelligence powered by artificial intelligence. They will be able to answer such questions as the following:

How can we improve our time to market?

How do accelerate innovation in manufacturing?

How can we reduce the costs in our product development lifecycle?

Using their analysis and incorporating integrated cloud technologies, they have been able to reduce the time it takes to conduct manufacturing simulations from 30 days down to nine hours or less.

Many of the benefits of an ERP can be realized through the implementation and change process. How can updating and integrating processes and activities, as part of an ERP implementation, provide benefits to the organization? Provide specific examples.

 
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Hi folks, the managerial skills and four functions of management readings can be found in our text for this week’s discussion – Chris.

Post a total of 3 substantive responses over 2 separate days for full participation. This includes your initial post and 2 replies to other students or your faculty member.

Due Day 3

Consider the various managerial skills and how these skills work within the different levels of an organization.

Respond to the following prompt in a minimum of 175 words:

  • How does the use of these skills help organizations to outperform others in their industry?
  • Assess how the four functions of management (e.g., planning, organizing, leading, and controlling) are effective in helping organizations meet their goals.
 
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LUCY v. ZEHMER

Supreme Court of Appeals of Virginia. 1954

196 Va. 493, 84 S.E.2d 516.

BUCHANAN, JUSTICE. This suit was instituted by W.O. Lucy and J.C. Lucy, complainants, against A.H. Zehmer and Ida S. Zehmer, his wife, defendants, to have specific performance of a contract by which it was alleged the Zehmers had sold to W.O. Lucy a tract of land owned by A.H. Zehmer in Dinwiddie county containing 471.6 acres, more or less, known as the Ferguson farm, for $50,000. J.C. Lucy, the other complainant, is a brother of W.O. Lucy, to whom W.O. Lucy transferred a half interest in his alleged purchase.

The instrument sought to be enforced was written by A.H. Zehmer on [Saturday] December 20, 1952, in these words: We hereby agree to sell to W.O. Lucy the Ferguson Farm complete for $50,000.00, title satisfactory to buyer,” and signed by the defendants, A.H. Zehmer and Ida S. Zehmer.

The answer of A.H. Zehmer admitted that at the time mentioned W.O. Lucy offered him $50,000 cash for the farm, but that he, Zehmer, considered that the offer was made in jest; that so thinking, and both he and Lucy having had several drinks, he wrote out the memorandum” quoted above and induced his wife to sign it; that he did not deliver the memorandum to Lucy, but that Lucy picked it up, read it, put it in his pocket, attempted to offer Zehmer $5 to bind the bargain, which Zehmer refused to accept, and realizing for the first time that Lucy was serious, Zehmer assured him that he had no intention of selling the farm and that the whole matter was a joke. Lucy left the premises insisting that he had purchased the farm.

Depositions were taken and the decree appealed from was entered holding that the complainants had failed to establish their right to specific performance, and dismissing their bill. The assignment of error is to this action of the court.

The defendants insist that the evidence was ample to support their contention that the writing sought to be enforced was prepared as a bluff or dare to force Lucy to admit that he did not have $50,000; that the whole matter was a joke; that the writing was not delivered to Lucy and no binding contract was ever made between the parties.

It is an unusual, if not bizarre, defense. When made to the writing admittedly prepared by one of the defendants and signed by both, clear evidence is required to sustain it.

In his testimony Zehmer claimed that he “was high as a Georgia pine,” and that the transaction was just a bunch of two doggoned drunks bluffing to see who could talk the biggest and say the most.” That claim is inconsistent with his attempt to testify in great detail as to what was said and what was done. It is contradicted by other evidence as to the condition of both parties, and rendered of no weight by the testimony of his wife that when Lucy left the restaurant she suggested that Zehmer drive him home. The record is convincing that Zehmer was not intoxicated to the extent of being unable to comprehend the nature and consequences of the instrument he executed, and hence that instrument is not to be invalidated on that ground. C.J.S. Contracts, §, 133, b., p.483; Taliaferro v. Emery, 124 Va. 674, 98 S.E. 627. It was in fact conceded by defendants’ counsel in oral argument that under the evidence Zehmer was not too drunk to make a valid contract.

The evidence is convincing also that Zehmer wrote two agreements, the first one beginning “I hereby agree to sell. Zehmer first said he could not remember about that, then that “I don’t think I wrote but one out.” Mrs. Zehmer said that what he wrote was `I hereby agree,” but that the “I” was changed to “We” after that night. The agreement that was written and signed is in the record and indicates no such change. Neither are the mistakes in spelling that Zehmer sought to point out readily apparent.

The appearance of the contract, the fact that it was under discussion for forty minutes or more before it was signed; Lucy’s objection to the first draft because it was written in the singular, and he wanted Mrs. Zehmer to sign it also; the rewriting to meet that objection and the signing by Mrs. Zehmer; the discussion of what was to be included in the sale, the provision for the examination of the title, the completeness of the instrument that was executed, the taking possession of it by Lucy with no request or suggestion by either of the defendants that he give it back, are facts which furnish persuasive evidence that the execution of the contract was a serious business transaction rather than a casual jesting matter as defendants now contend..

If it be assumed, contrary to what we think the evidence shows, that Zehmer was jesting about selling his farm to Lucy and that the transaction was intended by him to be a joke, nevertheless the evidence shows that Lucy did not so understand it but considered it to be a serious business transaction and the contract to be binding on the Zehmers as well as on himself. The very next day he arranged with his brother to put up half the money and take a half interest in the land. The day after that he employed an attorney to examine the title. The next night, Tuesday, he was back at Zehmer’s place and there Zehmer told him for the first time, Lucy said, that he wasn’t going to sell and he told Zehmer “You know you sold that place fair and square.” After receiving the report from his attorney that the title was good he wrote to Zehmer that he was ready to close the deal.

Not only did Lucy actually believe, but the evidence shows he was warranted in believing, that the contract represented a serious business transaction and a good faith sale and purchase of the farm.

In the field of contracts, as generally elsewhere, “We must look to the outward expression of a person as manifesting his intention rather than to his secret and unexpressed intention. `The law imputes to a person an intention corresponding to the reasonable meaning of his words and acts.'” First Nat. Exchange Bank of Roanoke v. Roanoke Oil Co., 169 Va. 99, 114, 192 S.E. 764, 770.

At no time prior to the execution of the contract had Zehmer indicated to Lucy by word or act that he was not in earnest about selling the farm. They had argued about it and discussed its terms, as Zehmer admitted, for a long time. Lucy testified that if there was any jesting it was about paying $50,000 that night. The contract and the evidence show that he was not expected to pay the money that night. Zehmer said that after the writing was signed he laid it down on the counter in front of Lucy. Lucy said Zehmer handed it to him. In any event there had been what appeared to be a good faith offer and a good faith acceptance, followed by the execution and apparent delivery of a written contract. Both said that Lucy put the writing in his pocket and then offered Zehmer $5 to seal the bargain. Not until then, even under the defendants’ evidence, was anything said or done to indicate that the matter was a joke. Both of the Zehmers testified that when Zehmer asked his wife to sign he whispered that it was a joke so Lucy wouldn’t hear and that it was not intended that he should hear.

The mental assent of the parties is not requisite for the formation of a contract. If the words or other acts of one of the parties have but one reasonable meaning, his undisclosed intention is immaterial except when an unreasonable meaning which he attaches to his manifestations is known to the other party. Restatement of the Law of Contracts, Vol. I, § 71, p.74..

An agreement or mutual assent is of course essential to a valid contract but the law imputes to a person an intention corresponding to the reasonable meaning of his words and acts. If his words and acts, judged by a reasonable standard, manifest an intention to agree, it is immaterial what may be the real but unexpressed state of his mind. C.J.S. Contracts, §32, p. 361; 12 Am.Jur., Contracts, §19, p. 515.

So a person cannot set up that he was merely jesting when his conduct and words would warrant a reasonable person in believing that he intended a real agreement…

Whether the writing signed by the defendants and now sought to be enforced by the complainant was the result of a serious offer by Lucy and a serious acceptance by the defendants, or was a serious offer by Lucy and an acceptance in secret jest by the defendants, in either event it constituted a binding contract of sale between the parties. .

The complainants are entitled to have specific performance of the contract sued on. The decree appealed from is therefore reversed and the cause is remanded for the entry of a proper decree requiring the defendants to perform the contract in accordance with the prayer of the bill.

1. What are the facts?
2. What is the legal issue – using legal terms.

3. What did the court decide and why?

 
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