Purchasing is one part of materials management alongside the other elements, namely transportation, warehousing, inventory control and supplier selection.
According to Griffin/Ebert purchasing is the acquisition of raw materials and services needed to make products and conduct daily operations. In regards to purchasing methods, there are two following possibilities: either using forward buying or hand-to-mouth pattern. The former refers to routinely bought quantities of material to fill long-term needs. In contrast to this, in hand-to-mouth patterns small orders are placed frequently. In this context, another aspect to be considered is its advantages and disadvantages. If a company uses forward buying, it has to consider holding costs, which are costs that arise because inventory is on hand, whereas such costs don't occur if the second method is used. Nevertheless, hand-to-mouth pattern requires fast delivery lead times, which can cause problems if the supplier doesn’t stick to it.
After all is said and done, the author would suggest using hand-to-mouth pattern. Although delays could pose problems, it is the most advantageous course of action also in consideration of holding costs.
Re: Exercise 11Original
The following report deals with methods of dealing with customers who are not satisfied with the products a company produce. In particular, it presents the difference between competitive product analysis and value added analysis. These two methods can help the company to improve the products so that the products suits more there customer wants.
After giving a short summary of the theoretical fundaments that are related to the competitive product analysis and the value added analysis I will suggest how this theory can be applied in practice to improve the products and the production processes.
They key question at hand is how to manage quality and how can companies improve the quality management. According to Griffin/Ebert, there are ten tools to improve quality management. These tools are the competitive product analysis, the value added analysis, the statistical process control, the process variation, the control chart, the quality/cost study, internal failures, external failures, quality improvement team and benchmarking. This report only focuses on the competitive product analysis and the value-added analysis because these two methods are the important wants for the above mentioned company. In more detail, the competitive product analysis is a process by which a company analyses a competitor’s products to identify desirable improvements. In this process the company have to identify the main competitors and also the product which are produced and sold by the competitors. Regardless of the fact that the products are different in many points the company have to evaluate the pros and cons of the competitors products and the own products. The next step is the value added analysis. This analysis is a process of evaluating all work activities, material flows, and paperwork to determine the value they add for customers. Companies often have steps in the production process included and these steps add no value to the customer and the customers don’t recognise the steps. These steps only generate costs and no value.
The abovementioned theoretical fundament is of high importance for companies which have high costs and there customers don’t feel that the costs are of high importance for them. Under closer consideration every company can use these tools to improve there processes. The first step would be that the company selects the main competitors and would look at the products of them in more detail. The company would have to analyse each step in the production process of the competitor. It would be necessary to identify the activities and the materials which the competitor uses.
After the company has followed all these tools, it has a list of the main competitors and also listed the step and material in the production process which value added to the customers. Now the company can improve there own process and so the company has the possibility to reduce costs and also find new customers and satisfactory there presents customers.
Korrektur
The following report deals with methods of dealing with customers who are not satisfied with the products a company produces. In particular, it presents the difference between competitive product analysis and value added analysis. These two methods can help the company to improve the products so that the products better suit customer wants.
After giving a short summary of the theoretical fundaments that are related to competitive product analysis and value added analysis, I will suggest how this theory can be applied in practice to improve the products and the production processes.
The key questions at hand are how to manage quality and how companies can improve quality management. According to Griffin/Ebert, there are ten tools through which to improve quality management. These tools are the competitive product analysis, the value added analysis, the statistical process control, the process variation, the control chart, the quality/cost study, internal failures, external failures, the quality improvement team and benchmarking. This report only focuses on the competitive product analysis and the value-added analysis because these two methods are the important tools for the above mentioned company. In more detail, the competitive product analysis is a process by which a company analyses a competitor’s products to identify desirable improvements. In this process, the company has to identify the main competitors and also the products which are produced and sold by the competitors. Regardless of the fact that the products are different in many points, the company has to evaluate the pros and cons of the competitor's products and its own products. The next step is the value added analysis. This analysis is a process of evaluating all work activities, material flows, and paperwork to determine the value they add for customers. Companies often include steps in the production process included that add no value to the customer and the customers don’t appreciate the steps. These steps only generate costs and no value.
The abovementioned theoretical fundament is of high importance for companies which have high costs and whose customers don’t feel that the costs are of high benefit for them. Under closer consideration, every company can use these tools to improve its processes. The first step would be that the company selects the main competitors and looks at their products in more detail. The company would have to analyse each step in the production process of the competitor. It would be necessary to identify the activities and the materials which the competitor uses.
After the company has applied all these tools, it will have a list of the main competitors as well as an overview of the steps and materials in the production process which add valuefor the customers. Now, the company can improve its own processes and so the company has the possibility to reduce costs,to find new customers and to satisfy its present customers.
Gute Arbeit und bald ist es überstanden!
1) "so that the products suits more there customer wants.": "Besser Bedürfnisse treffen" ist "better suit X wants"
2) "These tools are the competitive": Hier ist "the" als bestimmter Artikel ok, es wäre aber auch im Plural ("These thools are competitive product analyses, X analyses, X charts...") richtig.
3) Achtung! Du hast hier häufig das Zeitwort in Zusammenhang mit "company" im Plural verwendet (z.B. "have" statt "has"). Setze das für morgen auf Deine mentale 'End-Checkliste' an möglichen Fehlern zum Überprüfen.
4) "there" bedeutet "dort". "Ihre" buchstabiert man "their".
Re: Practicing Reporting Phrases March-April 2006Original
How can the managers of Fuchs GmbH successfully implement a material requirement planning system?
The following report deals with this question. In particular, it explains how a material requirement system can help managers of Fuchs GmbH in controlling operations and how to implement such a controlling tool.
After giving a short summary of the theoretical fundaments that are related to Fuchs GmbH I will suggest how this theory can be applied in practice to control operations at Fuchs GmbH.
According to Griffin/Ebert, a material requirement planning system is like a Just-in-time planning system. In a Just-in-time system the material requirement is still co-ordinated to the production process. The materials are delivered just-in-time when the materials are needed to produce the finished goods. In more detail, this means that material planning seeks to deliver the right amounts of materials at the right place and at the right time. MRP uses a bill of materials as a recipe for the finished products. It specifies necessary ingredients, the order for combining them, and the quantity of each for making one batch. The recipe is fed into a computer that controls inventory and scheduling at each stage of production. This has clear consequences for the company because the result is fewer stock shortages and lower storage costs. The same applies to manufacturing resource planning II. This system is an advanced version of MRP that ties all parts of an organisation into its production activities.
The abovementioned theoretical fundament is of high importance when considering Fuchs GmbH and that this company has no ideas about the advantages of such a system.
As a first step, Fuchs GmbH should group the various production processes it carries out and which suppliers deliver the materials required in the production process. The second step, Fuchs GmbH would have to speak with the suppliers that they want to introduce a manufacturing resource planning system. Fuchs GmbH would reduce the delivery time of the material and the suppliers would have to be more flexible about the demand required.
After all is said and done, developing such a formal system would allow Fuchs GmbH to reduce the storage cost of the materials and to work more efficient with their suppliers.
Undoubtedly, a few suppliers would not like the idea that Fuchs GmbH introduce this system because the suppliers would have higher cost to storage the materials and to deliver when Fuchs GmbH it wants.
Nevertheless, this system can help to save money and to organise the production process more efficient.
Korrektur
How can the managers of Fuchs GmbH successfully implement a material requirement planning system?
The following report deals with this question. In particular, it explains how a material requirement system can help managers of Fuchs GmbH in context of their controlling operations and to implement such a controlling tool.
After giving a short summary of the theoretical fundaments that are related to Fuchs GmbH, I will suggest how this theory can be applied in practice to control operations at Fuchs GmbH.
According to Griffin/Ebert, a material requirement planning system is like a Just-in-time planning system. In a Just-in-time system, the material requirement is directly co-ordinated by the production process. The materials are delivered just-in-time, namely when the materials are needed to produce the finished goods. In more detail, this means that material planning seeks to deliver the right amounts of materials at the right place and at the right time. MRP uses a bill of materials as a recipe for the finished products. It specifies necessary ingredients, the order for combining them, and the quantity of each for making one batch. The recipe is fed into a computer that controls inventory and scheduling at each stage of production. This has clear consequences for the company because the result is fewer stock shortages and lower storage costs. The same applies to manufacturing resource planning II. This system is an advanced version of MRP that ties all parts of an organisation into its production activities.
The abovementioned theoretical fundament is of high importance when considering Fuchs GmbH and the fact that this company has no idea of the advantages of such a system.
As a first step, Fuchs GmbH should group the various production processes it carries out and analyze which suppliers deliver the materials required in the production process. In a second step, Fuchs GmbH would have to inform the suppliers that it wants to introduce a manufacturing resource planning system. Fuchs GmbH would reduce the delivery time of the material and the suppliers would have to be more flexible concerning the demand required.
After all is said and done, developing such a formal system would allow Fuchs GmbH to reduce the storage cost of the materials and to work more efficiently with its suppliers.
Undoubtedly, a few suppliers would not like the idea that Fuchs GmbH has introduced this system because the suppliers would have higher storage costs and would have to deliver goods exactly when Fuchs GmbH wants them.
Nevertheless, this system could help to save money and to organise the production process more efficiently.
Ist gut gelungen.
1) "The second step," geht als Einleitungsphrase nicht. Varianten "In a second step,...", "As a second step,...", "Secondly,..."
2) Auch hier wieder Achtung auf Plural/Singular (eine Firma ist z.B. immer im Singular, d.h. "its")
Re: Exercise 11Original
High quality among a company's products and therefore, satisfying its customers is typically one of the largest challenges of a company.
The following report will discuss the term "total quality management" in general, and how TQM (i.e. the abbreviation for total quality management) is implemented. Furthermore, this report will elaborate on specific tools that can be used in context of such a system. Thereafter, it will offer suggestions for how these basics could be applied by the company in order to prevent quality or process failures.
The key question at hand is how to assure quality among a company's products by implementing TQM in a firm. First of all, total quality management refers to all activities involved in getting high-quality products into the marketplace. Concerning TQM, it can be said that it's essential that a company focuses strongly on customer wants and to motivate all employees to continually improve the quality of company processes. Therefore, customer focus is the starting point for TQM. For implementing a system like TQM, a company has to consider four basic managerial activities, namely planning, organizing, directing and controlling for quality. As mentioned above, the first step is planning for quality. In the predesign stage, managers must set goals for both the performance quality, which refers to the performance features of a product, and quality reliability, which can be defined as the consistency of product quality from one finished product to the next. As a next step, the responsibilities for specific aspects of TQM are often assigned to a special department. It's of particular importance that employees are motivated to accept quality ownership, which is the idea that quality belongs to each person who creates it while performing a job. This process is referred to as "directing for quality". Last but not least, managers have to control for quality. Put simply, they set specific quality standards and monitor them in order to take corrective actions if necessary.
After having explained the theoretical fundaments that are necessary for understanding this task, the report will now take a look at various tools that can be used to improve the quality of a company's products. First of all, there is the competitive product analysis. This term refers to the process by which a company analyses a competitor's product to identify desireable improvements in its own. In contrast, the second tool is used for the evaluation of all work activities, material flows, and paperwork to determine the value they add for customers. This tool is known as "value-added analysis". Alternatively there are some further tools, such as statistical process control, quality/cost studies and benchmarking.
Which tool is now the most suitable one if customers aren’t satisfied with the company’s products?
The author would suggest conducting a competitive product analysis in order to find out why the customers are more satisfied with the competitor’s products. Thereafter, the company should realise these improvements in its own products.
After all is said and done, implementing such a system like TQM would help the company to avoid quality and process failures.
Undoubtedly, a few employees would have trouble adapting to the new system, nonetheless, the above strategy clearly appears to be the most advantageous course of action.
Ich hätte eine kurze Frage: Wie kann man verhindern, dass man TQM andauernd verwendet?
Korrektur
High quality in a company's products and therefore, satisfying its customers, is typically one of the largest challenges of a company.
The following report will discuss the term "total quality management" in general, and how TQM (i.e. the abbreviation for total quality management) is implemented. Furthermore, this report will elaborate on specific tools that can be used in context of such a system. Thereafter, it will offer suggestions for how these basics could be applied by the company in order to prevent quality or process failures.
The key question at hand is how to assure quality among a company's products by implementing TQM in a firm. First of all, total quality management refers to all activities involved in getting high-quality products into the marketplace. Concerning TQM, it can be said that it's essential that a company focuses strongly on customer wants and motivates all employees to continually improve the quality of company processes. Therefore, customer focus is the starting point for TQM. For implementing a system like TQM, a company has to consider four basic managerial activities, namely planning, organizing, directing and controlling for quality. As mentioned above, the first step is planning for quality. In the predesign stage, managers must set goals for both the performance quality, which refers to the performance features of a product, and quality reliability, which can be defined as the consistency of product quality from one finished product to the next. As a next step, the responsibilities for specific aspects of TQM are often assigned to a special department. It's of particular importance that employees are motivated to accept quality ownership, which is the idea that quality belongs to each person who creates it while performing a job. This process is referred to as "directing for quality". Last but not least, managers have to control for quality. Put simply, they set specific quality standards and monitor them in order to take corrective actions if necessary.
After having explained the theoretical fundaments that are necessary for understanding this task, the report will now take a look at various tools that can be used to improve the quality of a company's products. First of all, there is the competitive product analysis. This term refers to the process by which a company analyses a competitor's product to identify desireable improvements in its own. In contrast, the second tool is used for the evaluation of all work activities, material flows, and paperwork to determine the value they add for customers. This tool is known as "value-added analysis". Alternatively there are some further tools, such as statistical process control, quality/cost studies and benchmarking.
Which tool is now the most suitable one if customers aren’t satisfied with the company’s products?
The author would suggest conducting a competitive product analysis in order to find out why the customers are more satisfied with the competitor’s products. Thereafter, the company should realise these improvements in its own products.
After all is said and done, implementing such a system like TQM would help the company to avoid quality and process failures. Undoubtedly, a few employees would have trouble adapting to the new system, nonetheless, the above strategy clearly appears to be the most advantageous course of action.
Absolut spitzig.
1) "implementing such a system like TQM would": Entweder "implementing a system like TQM would" oder "implementing such a system as TQM would"
2) Ich hätte eine kurze Frage: Wie kann man verhindern, dass man TQM andauernd verwendet? Beim Lesen ist es zwar überhaupt nicht störend, aber Varianten wären "quality assurance" bzw. "business process reengineering"
Re: Exercise 9: Money supplyOriginal
Efficiently controlling its money supply is typically one of the largest challenges facing a country. The following report will discuss methods through which to control the money supply of a country. First, it will provide the theoretical fundaments that are necessary for this task. Thereafter, it will offer suggestions for how these basics could be applied by Cash Inc. in order to stabilize its money supply.
The key question at hand is how to control money supply by means of a fair monetary policy. There are four tools which can be used in this context, namely reserve requirements, discount rate controls, open-market operations and selective credit controls.
In the first case, the percentage of deposits a bank has to keep as a reserve is adjusted in order to affect the overall supply of money. In the second case, the discount rate at which banks borrow money from the nation's central bank is used. By increasing this rate the money supply is reduced as it becomes more unattractive for banks to borrow and loan money and vice versa. In the third case the central bank buys and sells securities in order to manage a countries money supply. Finally, in the last case, selective credit controls can be exercised by setting requirements and credit rules for consumer purchases.
The abovementioned theoretical fundament is of high importance when considering Cash Inc.’s situation. As a first step Cash Inc. should focus on open-market operations. Although all four tools should be applied in order to successfully control the money supply the author recommends this one as it is the most efficient tool.
After all is said and done, controlling the money supply of its country is a large challenge for Cash Inc. Undoubtedly, establishing a new currency is very risky. Nonetheless, when considering Cash Inc.’s situation, the above strategy clearly appears to be the most advantageous course of action.
Korrektur
Efficiently controlling its money supply is typically one of the largest challenges facing a country. The following report will discuss methods through which to control the money supply of a country. First, it will provide the theoretical fundaments that are necessary for this task. Thereafter, it will offer suggestions for how these basics could be applied by Cash Inc. in order to stabilize its money supply.
The key question at hand is how to control the money supply by means of a fair monetary policy. There are four tools which can be used in this context, namely reserve requirements, discount rate controls, open-market operations and selective credit controls.
In the first case, the percentage of deposits a bank has to keep as a reserve is adjusted in order to affect the overall supply of money. In the second case, the discount rate at which banks borrow money from the nation's central bank is used. By increasing this rate, the money supply is reduced as it becomes more unattractive for banks to borrow and loan money and vice versa. In the third case, the central bank buys and sells securities in order to manage a country's money supply. Finally, in the last case, selective credit controls can be exercised by setting requirements and credit rules for consumer purchases.
The abovementioned theoretical fundament is of high importance when considering Cash Inc.’s situation. As a first step, Cash Inc. should focus on open-market operations. Although all four tools should be applied in order to successfully control the money supply, the author recommends this one as it is the most efficient tool in the short run.
After all is said and done, controlling the money supply of its country is a large challenge for Cash Inc. Undoubtedly, establishing a new currency is very risky. Nonetheless, when considering Cash Inc.’s situation, the above strategy clearly appears to be the most advantageous course of action.
Wirklich ganz toll gemacht - ich bin dermaßen stolz auf die Fortschritte, die Ihr alle gemacht habt!
1) "The key question at hand is how to control the money supply": Die Überlegung, hier kein "the" zu verwenden, war eigentlich völlig richtig. Das bei "supply" immer ein "the" ist, ist einer dieser Sonderfälle.
Re: Exercise 12Original
Purchasing is one part of materials management alongside the other elements, namely transportation, warehousing, inventory control and supplier selection.
According to Griffin/Ebert purchasing is the acquisition of raw materials and services needed to make products and conduct daily operations. In regards to purchasing methods, there are two following possibilities: either using forward buying or hand-to-mouth pattern. The former refers to routinely bought quantities of material to fill long-term needs. In contrast to this, in hand-to-mouth patterns small orders are placed frequently. In this context, another aspect to be considered is its advantages and disadvantages. If a company uses forward buying, it has to consider holding costs, which are costs that arise because inventory is on hand, whereas such costs don't occur if the second method is used. Nevertheless, hand-to-mouth pattern requires fast delivery lead times, which can cause problems if the supplier doesn’t stick to it.
After all is said and done, the author would suggest using hand-to-mouth pattern. Although delays could pose problems, it is the most advantageous course of action also in consideration of holding costs.
Korrektur
Purchasing is one part of materials management alongside the other elements, namely transportation, warehousing, inventory control and supplier selection.
According to Griffin/Ebert, purchasing is the acquisition of raw materials and services needed to make products and conduct daily operations. In regards to purchasing methods, there are two possibilities: either using forward buying or hand-to-mouth patterns. The former refers to routinely bought quantities of material to fill long-term needs. In contrast to this, in consideration of hand-to-mouth patterns, small orders are placed frequently. In this context, another aspect to be considered are the advantages and disadvantages that are related to these two strategies. If a company uses forward buying, it has to consider holding costs, which are costs that arise because inventory is on hand, whereas such costs don't occur if the second method is used. Nevertheless, hand-to-mouth patterns require fast delivery lead times, which can cause problems if the supplier doesn’t stick to them.
After all is said and done, the author would suggest using a hand-to-mouth pattern. Although delays could pose problems, it is the most advantageous course of action, also in consideration of holding costs.
Auch toll.
1) "in consideration of hand-to-mouth patternsEzCode Parsing Error: color=yellow],"EzCode Parsing Error: color=yellow]: "in context of" wäre hier ebenfalls richtig- habe es nur nicht angesetzt, weil es im Folgesatz vorkommt.
2) "Nevertheless, hand-to-mouth patterns require" bzw. "Nevertheless, a hand-to-mouth patterns
Re: Exercise 9: Money supplySo! Zum Abschluss möchte ich Euch noch einmal für Euren tollen Einsatz danken und Euch zu Euren zu erwartenden Erfolgen bei der morgigen Prüfung bereits heute gratulieren. (Diesen deutschen Satz muss mir vielleicht jetzt einmal einer von Euch korrigieren!) Seid stolz auf Euch und nehmt das, was Ihr Euch hier erarbeitet habt, gedanklich zur Prüfung mit - dann kann kaum noch etwas schiefgehen!Bearbeitet von: GerhardFenkart am: 4/18/06 23:04
Dankeschön!
Ich möchte mich nochmals ganz herzlich für deinen unermüdlichen Einsatz und die "Eselsgeduld" bedanken. Wünschte wir hätten mehr Lektoren wie dich.
Danke vielmals!
Auch von meiner Seite vielen Dank! Zuerst einmal die Idee dieses Forums, das ist absolut genial. Zweitens, danke für deinen Einsatz, für dein unermüdliches Korrigieren und für das "feedback". Außerdem kann ich die Meinung von Conny nur bestätigen, wenn es mehr solcher Lektoren gäbe, wäre es eine feine Sache!
Danke!
Danke vielmals!
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