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An attorney works for the state social services office for three years period while serving in that position other employees of the office investigate and accuse for suspected child abuse and neglect. The attorney does not participate in that investigation and it is not the subject of media reporting. After leaving the office is employed the attorney joins the law firm that handles family law matters. Subsequently the accused is charged with child abuse and neglect pursuant to the offices investigation. The accused seeks to retain an attorney in responding to those charges. The attorney refuses to accept the accused as a client, but indicates that a partner lawyer another member of the law firm might accept him as a client. The partner lawyer reviews the case and accepts DQS just in a client. The attorney neither aids the partner lawyer was defending the queues nor is in any way compensated. Will the partner lawyer be subject to discipline for accepting representation. Discuss the reasoning and /or rules supporting your answer,
 
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You work as the purchasing officer for a medium-sized Safety Solutions business that sells safety products (Protective Equipment) to its clients as part of its exclusive product range. Your main clients are workers at the nearby mine and you are the only distributor of safety gear in the area. Your organisation usually buys the PPE hard hats wholesale from a company based in the nearest capital city 500km away in boxes of 30 units each and resells them at $50.00 per unit with a mark-up of 100%. On average, they sell 10 items of ‘Product A’ and 45 items of ‘Product B’ over a two-week period. The stock control system is configured to keep only one month of stock on hand. Stocks are replenished monthly.

You have been looking at your perpetual stocktaking system and have noticed that ‘Product A’ is often out of stock for periods of up to two weeks. You have also noticed that ‘Product B’ stock levels are often down to less than 5 boxes when re-stocking orders are placed.

Prepare a short report that contains responses to the following points. Make sure that your report is accurate, brief and written clearly using plain English.

1. What information would you need before advising your supervisor about future purchase requirements?

2. Outline the advice you would give to your supervisor about the situation with the product line.

3. Are there any legislative requirements to take into consideration?

4. What recommendations would you give to improve organisational procedures for record keeping?

5. Describe the different ways in which your supervisor could present your report contents to relevant stakeholders within the organisation.

 
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Business was booming at PlastiPharm, and the swing shift supervisor needed to hire 60 new employees on his shift alone to meet production demands. His first hires were two trainers, a deviation from how the two other shift supervisors were hiring. Which statement best explains how hiring trainers might lead to an improvement in the process-management culture on the swing shift?

  • The training of new employees becomes a focus when enough trainers are hired and allows employees time to learn what their jobs are, which reduces stress and improves morale.
  • Hiring two trainers sends a signal to the new employees that they will always have someone on whom they can rely to ask questions.
  • Training new employees on customer needs and doing the job right the first time promotes an attitude of continuous improvement that leads to successful production processes.
  • Providing adequate training for the new employees indicates that they will be expected to learn their jobs well in order to succeed but that they will have the resources needed to do well.
 
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As a buyer, Juan’s responsibility was to get the material his company needed, when they needed it. He was primarily responsible for buying standard components and materials, so he had hundreds of catalogs from all possible suppliers of these standard commodities. When he needed to place an order, he would typically use the catalog price or the quoted price from a supplier as long as they could meet the delivery time he needed. He had little concern for transportation cost or even quality, since for these standard components the quality from all possible suppliers was roughly equivalent. There were a few cases in the past when quality did prove to be a problem, but the supplier could usually respond quickly with an appropriate replacement. Even though the supplier would typically give the company credit for any rejected parts, changing schedules around the problem or carrying safety stock to protect against problems would both end up costing the company more money.

Juan was promoted to a head buyer in an effort to move the company in a more cost-competitive direction. The president wanted Juan to develop and implement a plan that would accomplish the following:

  • Reduce purchased raw material inventory levels.
  • Improve delivery speed and reliability of purchased material.
  • Improve the quality performance of suppliers.
  • Reduce the overall cost of purchased materials.

These actions were important to reduce the overall cost and stay ahead of the pack on price competitiveness. The following gives a little indication of the current position of the company:

Annual cost of goods sold: $14,827,527

Direct material cost: $8,517,323

Inventory (on balance sheet): $2,352,117

Supplied parts transportation expense: $256,103

Number of suppliers: 2872

Inventory holding cost: 21% per year

Average total processing cost for products: 3 hours, 27 minutes

Number of different designs for end product: 72

1. What additional information should Juan gather to help him develop his plan?

2. Once you know what other information he needs, develop a purchase plan for Juan. If information is required, you can make it up and develop the plan according to that information as well.

 
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