Wednesday, January 29, 2020
Food Cart Businesses Management Practices Essay Example for Free
Food Cart Businesses Management Practices Essay A. Environment * Linis Ofis Program Translated as â€Å"clean office†, this internal program is an integrated approach to solid waste management in support of the Philippine Government’s Ecological Solid Waste Management Act (RA 9003). It deals with waste segregation by instilling in SMC employees the 4R discipline – Reduce, Reuse, Recycle and Recover. It aims to educate its workers to value their environment by practicing segregation, collection, reuse and recycling of disposable waste in the workplace. SMC’s Head Office Complex located in the Ortigas Center hub provided three waste receptacles placed in strategic spots for food scraps or compostable waste, recyclable items (such as plastic bottles and aluminum cans), and nonrecyclable items or disposable waste (such as plastic and tetra-pak containers). This is also being implemented in SMC’s other facilities nationwide. A separate chest of drawers is provided in each department for solid waste with market value, such as used bond paper, magazines, newspapers and empty ink cartridges. The program generated P26,000 from the sale of recyclable materials on its first month, and an average of P12,000 per month. It has also helped in reducing the amount of solid waste, which normally finds its way to landfills and dumpsites, and easing up on manpower in the collection of waste. * Task Force Hangin Task Force Hangin is responsible for helping plants comply with the Clean Air Act. The word â€Å"hangin†means â€Å"air†. The Task Force is composed of representatives from CTS-EMG, CTS-Engineering, Corporate Planning and Development, and Corporate Purchasing Unit. It is tasked to pinpoint the best available fuel and control technology for the plants’ fuel burning equipment. It conducted numerous studies and came up with recommendations to utilize low sulfur fuel oil (LSFO) and scrubbers as the most effi cient options for solving the problem, and maintain the level of sulfur content in its fuel to about 0.7%S. It also studied the range of fuel cost that determines when LSFO fuel is advantageous to use versus scrubbers, and when a plant needs to shift from LSFO to scrubbers. The study enabled the Task Force to guide the plants in their compliance efforts. All SMC-owned plants are expected to institute the necessary actions congruent with the Clean Air Act. The u se of electric heaters at the Mandaue Glass Plant’s furnace reduced the consumption of bunker fuel oil and the generation of combustion flue gas. B. Human Resources * Benefits Program Employee Protection – Employees are entitled to sick leave benefi ts that will provide fi nancial security even if they have lost the ability to earn in times of sickness or injury. Time Off With Pay – Employees are also entitled to leave benefi ts that will allow for the continuity of their wage earnings even if they are on vacation or have to attend to emergency matters requiring their presence. Health Care – The Corporation provides a comprehensive medical program for employees and their dependents to protect them against the financial burden that comes with illness or injury. Flexible Loan Facilities – The Corporation offers an interestfree loan facility that is tailored to address the various fi nancial needs of the employees. Its fl exibility lies in the loan purpose, amount, and guidelines. Educational Program – This helps meet the fi nancial requirements of employees who desire to pursue further studies. It includes loan facilities for the educational needs of employees’ dependents. Rice and Clothing Allowances – The Corporation provides a monthly sack of rice to each rank-and-fi le employee. Employees also receive a clothing allowance for their proper work attire. Insurance and Death Benefits – Financial assistance is extended to the bereaved family to help defray expenses incurred as a result of the demise of the employee or an immediate family member of an employee. * Employee Relations Sports and Recreation – The program aims to nurture camaraderie and unity among the employees through various sports activities, such as basketball, bowling, aerobics, street dancing, gym workout sessions, volleyball, etc. The Corporation tries to meet the employees’ varied sports preferences. There are also interest clubs being formed for enthusiasts of golf, running, taekwondo, etc. Summer Outing – The Corporation provides a yearly venue for employees and management of each division to interact with one another’s families in an informal environment marked by fun and games. Songfest – This is an annual nationwide search for employees who have exceptional talent for singing, a common trait among Filipinos. Employee Service Awards – The annual recognition program honors employees for their years of service to the Corporation. Baratillo – The monthly event allows employees to purchase various San Miguel products at discounted prices. The venue is the Head Office Complex, and employees from other SMC units and offices come to take advantage of the reasonable offers. Christmas Tiangge – Employees are given the opportunity to develop their entrepreneurial spirit by selling various products during the two-day event. It is held regularly at the Head Office Complex in November before the onset of the Christmas season to allow employees and their families and friends to purchase their Christmas presents early. C. Customer Relations, Productivity and Quality * Customer Care Center By setting up this Center, SMC re-affirms its responsibility to its customers. Advancements in information technology make it possible for the Corporation to establish a more personal communication link with its customers. The integrated SMC Customer Care Center provides alternative channels for easy access and fast response to varying types of customer needs and requests. The Center supports SMC’s businesses in strengthening customer relations, and indirectly market share as well. It is manned by a professional staff using superior technology and employing innovative solutions to ensure customer satisfaction and capture product loyalty. Walk-in customers who may prefer face-to-face interaction feel welcome amidst the Center’s warm atmosphere. The Center’s call handling services take care of both inbound and outbound calls, providing information on the quality, pricing, distribution and availability of a product or service, while operating as a call center. It also handles order taking, telemarketing, sales campaign, promotion of new products, and customer satisfaction surveys. Electronic customer linkages come through e-mail, faxes and SMS (short message services). The Center’s integrated setup makes it easy for SMC’s operating divisions to link up with it for their customer and product concerns. D. Corporate Governance * Compliance System In adherence to corporate principles and best practices, the Chairman of the Board designated a Compliance Officer reporting directly to him. As the position denotes, he is responsible for seeing to it that the organization complies with the provisions in the manual. The Board of Directors is responsible for the long-term success of the Corporation and its sustained competitiveness, consistent with its trusted role exercised in the best interest of the Corporation, its shareholders and other stakeholders. Forming working committees within the Board fosters open discussion, keeping Board members informed, and allowing them to become more sensitive to shareholders’ interests. * Disclosure System All material information are publicly disclosed. These include earning results, Board changes, and shareholdings of directors. The Corporation established an Investor Relations Unit to disseminate timely information to shareholders. SMC practices consistency, accuracy and timeliness in the delivery and communication of information and data. The Unit coordinates with the Compliance Officer and other SMC divisions in effectively communicating with stakeholders. * Monitoring and Assessment Each committee reports to the Board of Directors. The Compliance Officer established an evaluation system to determine and measure compliance against the manual’s guidelines.
Tuesday, January 21, 2020
Comparing Seamus Heaney’s Digging and Eavan Borland’s In Search of a Nation :: Comparison Compare Contrast Essays
Comparing Seamus Heaney’s Digging and Eavan Borland’s In Search of a Nation    Seamus Heaney’s â€Å"Digging†and Eavan Borland’s â€Å"In Search of a Nation†focus on issues involving identity. Boland’s essay reveals an individual uncertain in her personality, sexuality, and nationality while Heaney’s poem depicts a man who recognizes his family’s lineage of field laborers yet chooses the pen over the shovel. The benefit of reading the two works vis-a-vis reveals how Ireland has influenced their lives.     Heaney’s use of â€Å"digging†provides different metaphorical images. For example, as Heaney sits at the window he hears:        †¦a clean rasping sound        When the spade sinks in to gravelly ground:        My father, digging. I look down                          5        Till his straining rump among the flowerbeds        Bends low, comes up twenty years away        Stooping in rhythm through potato drills        Where he was digging (3). Heaney emphasizes the aspect of time claiming that his father has been laboring for twenty years. He implies that during the twenty years a shift took place from the potato drills to flowerbeds. The shift represents the possible retirement of his father from fieldwork to something more recreational, e.g. gardening, and hints at mortality. The image of a flowerbed invokes a flower arrangement for a gravesite. The imagery coupled with the use of past tense indicates that his father has passed away.    In addition to the aspect of time the fact that he is listening to his father dig suggests a sense of oral tradition that has been passed on to him. Heaney describes his father as being â€Å"Just like his old man†linking himself to his own grandfather (3). Though he has not actively participated in his father’s laboring Heaney would have been able to hear the stories of working in the potato fields. As a result Heaney has learned the historical 1importance of the previous generation. Boland relates well with Heaney in terms of a tradition that in her case is more literary than oral. In her teen years after reading the poem â€Å"The Fool†by Padraic Pearse she unearths deeply seeded emotions of Irish patriotism:        What I see is the way a poem about nationhood has suddenly included me†¦ The        inclusion is not by address or invocation but by a sweeping and self-proposing act of        language that speaks to all the longings I have for grandiloquence and certainty (53).
Monday, January 13, 2020
Wankel Rotary Engine: A History by John B. Hege
Conceived in the 1930s, simplified and successfully tested in the 1950s, the darling of the automotive industry in the early 1970s, then all but abandoned before resurging for a brilliant run as a high-performance powerplant for Mazda, the Wankel rotary engine has long been an object of fascination and more than a little mystery. A remarkably simple design (yet understood by few), it boasts compact size, light weight and nearly vibration-free operation. In the 1960s, German engineer Felix Wankels invention was beginning to look like a revolution in the making. Though still in need of refinement, it held much promise as a smooth and powerful engine that could fit in smaller spaces than piston engines of similar output. Auto makers lined up for licensing rights to build their own Wankels, and for a time analysts predicted that much of the industry would convert to rotary power. This complete and well-illustrated account traces the full history of the engine and its use in various cars, motorcycles, snowmobiles and other applications. It clearly explains the working of the engine and the technical challenges it presented–the difficulty of designing effective and durable seals, early emissions troubles, high fuel consumption, and others. The work done by several companies to overcome these problems is described in detail, as are the economic and political troubles that nearly killed the rotary in the 1970s, and the prospects for future rotary -powered vehicles. Personal Review: Wankel Rotary Engine: A History by John B. Hege Wankel Rotary Engine: A History A fascinating read not just for crankheads but anyone interested in how things get done and how so very often they don't get done at all. Of particular interest is the chapter on G. M's entry into the wonderful world of Wankel–perhaps a small insight as to why they're #2 today. A hearty thank you to John Hege for a well researched book. Get in touch with me John and I'll send you a copy of my book.
Saturday, January 4, 2020
Schaeffer IT Outsourcing Essay - 719 Words
Case IV-3: IT Infrastructure Outsourcing Schaeffer (A) Schaeffer Corporation must have improved information technology services in order for them to achieve their ambitious growth goals. Schaeffer’s IT is not one of their core competencies and they are able to save some money by outsourcing and expending into additional countries and acquiring these new companies will require extraordinary IT support efforts. Schaeffer Corporation has five challenges associated with their decision to outsource. In order of priority, the first challenge is that what if there is a problem with the contract? If new situations arise that weren’t in the contract, Schaeffer is unable to renegotiate contract thereby losing lots of money in the process. This†¦show more content†¦The third challenge is that ABC Corporation has a higher cost than they stated in their RFP. Schaeffer needs to have a project budget for the total project to outsource. Cost estimations can be very complicated by many types of unknowns not in the contract including lack of precedents, unpredictable technical problems and shifting business requirements (418). Schaeffer will need a budget that has some layaway in case of issues with cost arise. Challenge number four is that the Colbert Division does not want to outsource because it is very expensive and risky. The outsourcing decision will have risks just like every other d ecision but Schaeffer should look into more firms and research so that this important decision does not interfere with their planning and that no one better fits their dynamic and growing Reitzel Division. Colbert Division does not want to outsource because it is too expensive and risky for their division. Schaeffer needs to let the Colbert Division know the advantages to outsourcing all the divisions. Some advantages are the reduced need for internal IS resources because all of the resources will be based out of Vilona and that it takes less time to implement (402). The fifth problem is to outsource all of its IT operations for Reitzel but keep systems development in-house. The best plan has to be put in process in order to achieve the revenue targets. It does not seem right to only outsource some of IT’s operations while leaving some systemsShow MoreRelatedOutsourcing At Schaeffer : Outsourcing1707 Words  | 7 Pages Case Study 1 : Outsourcing at Schaeffer Gayathri Kadiyala Wilmington University TABLE OF CONTENTS Outsourcing definition †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 3 Concept of outsourcing †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...†¦Ã¢â‚¬ ¦. 3 Outsourcing at Schaeffer †¦Ã¢â‚¬ ¦.†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦....†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 4 References †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 8 Outsourcing: Outsourcing is a process of a company obtaining the services from an outside vendor. 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