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PlastiPharm has been on its lean journey for five years, and senior management has fully embraced the lean business methodology. Management requires a minimum number of monthly kaizen bursts, which are to involve all personnel involved in the improvement process. Why is it necessary to have everyone participate in these continuous improvement efforts?

  • Involving people from all levels of the company helps them to buy into the improvements and aids them in developing a lean mindset.
  • Having everyone involved in the monthly kaizen bursts allows people to get acquainted and understand what everyone does in the organization.
  • Participating in continuous improvement efforts will help all employees understand the challenges management faces as they seek to improve.
  • The continuous improvement efforts of the company signals to all employees the importance of the company’s lean journey.
 
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Amazon Go supermarkets in the UK.
The cashier-less supermarkets use technology to allow customers to pick up items and walk out with them, instead, charging their Amazon account so they don’t have to stand in a checkout queue.
According to The Sunday Times, the retailer is looking for “a significant number” of sites sized between 4,000 square feet and 5,000 square feet across the UK.
Amazon initially launched the concept back in 2016, allowing Amazon staff to trial the new technology. Since then, it has opened five stores in the US across Seattle and Chicago.
Customers download an Amazon Go app before entering the store. They have to use the app to enter the store, which registers their Amazon account, and then they can put their phone away and start shopping.
Amazon’s “Just Walk Out Technology” uses computer vision, sensor fusion and deep learning to detect when products are taken off a shelf, or later returned.
The technology keeps track of all the items in a virtual cart so there is no scanning involved. Once customers are done shopping, they can leave the store and Amazon will charge your account.
Amazon now has five Amazon Go locations across the US.
There is a difference between having the no checkout stores strictly for Amazon customers and allowing the general public in to try them out. In 2017, the Wall Street Journal reported that the technology faced problems when there were more than 20 people in the store, something Amazon has been working to correct and, as a result, has delayed the expected roll out of further locations.
At the moment, it’s unlikely that Amazon Go will arrive to compete with your local Tesco or Sainsbury’s. The stores stock ready-to-eat items for breakfast, lunch and dinner, with some grocery essential ranges too, however, stock varies depending on which store you are in.
But, when it does arrive in the UK, it will no doubt be celebrated by busy Londoners. The idea of being able to pick up some lunch and walk out of the door without queueing is a dreamy one, we admit.

Your local small business association has read about Amazon Go and is concerned about the potential competition. They wish to offer strategic marketing advice to local businesses, have asked you to prepare a presentation in which you should analyse and evaluate key marketing concepts as well as the marketing planning process by using Amazon Go as an example.

Please prepare presentation with speaker note and you should include:
An introduction, evaluating the purpose of strategic marketing

A diagram of the marketing planning process.

A critical review of at least three marketing concepts/models/theories and how they relate to the marketing planning process.

A critical discussion of the significance of branding using Amazon as an example.

Illustrate the concepts of ‘brand pyramid’, ‘brand positioning’ and ‘brand management’, and how and why these concepts should be integrated into marketing planning

 
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A client ordered 1,000 2D medical device bags from PlastiPharm. Unfortunately, delivery was delayed by two days, and the client was not pleased. A bottleneck analysis was conducted to determine where the problems were in the process. Target times in all steps of the process were compared to actual times. Interestingly, the analysis showed that the client did not respond to questions for two days (someone was out sick, and no one covered for them). While the two-day delay was explained, PlastiPharm determined that improvements could be made to avoid such a delay in the future and took steps to ensure there would be multiple people in the client organization with whom they could ask questions. The client was satisfied with the analysis results and appreciated the effort. Why was it important for the company to perform a bottleneck analysis and then take action?

  • The bottleneck analysis allowed the company to identify the problem, determine a solution so it would not happen in the future, and maintain client satisfaction.
  • Keeping a client happy is always of highest priority, and the bottleneck analysis helped the company to do that.
  • The bottleneck analysis allowed for the collection of relevant qualitative data that they could show the client and explain the delay.
  • Analyzing where the problem occurred made it possible for the company to demonstrate that it was not to blame.
 
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The Rover 6 is a new custom-designed sports car. An analysis of the task of building the Rover 6 reveals the following list of relevant activities, their immediate predecessors, and their duration:2

a) Draw a network diagram for the project.

b) Mark the critical path and state its length.

c) If the Rover 6 had to be completed 2 days earlier, would it help to:

i) Buy preassembled transmissions and drivetrains?

ii) Install robots to halve engine-building time?

iii) Speed delivery of special accessories by 3 days?

d) How might resources be borrowed from activities on thenoncritical path to speed activities on the critical path?

 
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