efficiency

Kroger’s Enhanced Technology for a Quicker Checkout

Posted on by spr1324ismal

We live in a society dependent on technology and in the world of business, technology has helped in developing various systems to improve day-to-day business activities and satisfy both the consumers and the producers.

Customers are always anticipating the endless wait in checkout lines.  Sometimes if feels like the line has not moved for the past 10 minutes, but switching to a different line puts them at a risk that it might be even longer. Is the item really worth waiting in line for? Is it easier to bail and just buy it online or at a different store? Numerous retail stores are trying to find new ways to get the shoppers through with ease as online shopping is increasing and as long lines threaten sales and loss of loyal customers. 

 Kroger Co., a supermarket giant, has installed infrared cameras to aid in lengthy checkout lines in about 2,400 its stores. The cameras, which detect body heat and have been used in the past by the military for surveillance purposes, are paired with Kroger’s in-house software in order to decide the number of lanes that need to be open. Not only has this new technology allowed the stores to operate with lower labor expenses, but it also has reduced the customer’s average wait time spent in line. 

Competition in the retail industry is high and for companies to enhance the shopping experience and speed up service for each of their customers is a top-notch priority. Since the checkout lines are the last thing the customer experiences, the longer the  time is wasted waiting in line, the less satisfied the customer is leaving the store. The ultimate focus for Kroger and any other business is its consistent customers, and according to Kroger’s surveys, the customers believe the checkout speed has been much quicker since the installment of the cameras.

Kroger’s system, QueVision, which is now in about 95% of its stores, forecasts the length of time customers spend shopping based on the time and day as well as determines the number of lanes that need to be open. In addition, QueVision data shows the amount as well as type of items purchased by the times of day, and by adding more express lanes and boosting certain orders, Kroger has improved its operations as sales have increased by 13% in the past year.

Kroger’s goal is to please their customers so that they enjoy their entire experience so much that they will come back again and again. They are gradually improving the QueVision software system to predict shopping behavior and fix the checkout lanes procedure in order to get the shoppers out more quickly and make the checkout experience the best that it can be.

The most important way to create loyal customers is to understand their shopping trips and make them as personalized as possible so they will always come back. Making improvements is a continuous process. What other approaches could retailers take to better the overall shopping experience?

Article: http://finance.yahoo.com/news/krogers-weapon-infrared-cameras-011800830.html

 

Bidding for Luxury: A New Way to Fly?

Posted on by spr1333cshepherd

The allure of flying first class has clearly diminished in recent years, leaving Airlines scrambling for an initiative to maintain their organizational element of luxury. What has become of this growing issue is an interesting concept that will be implemented quite soon. Airlines have begun the transition to auctioning off business class seats, and not in the conventional manner of going to a Kiosk. According to the Wall Street Journal, “Bids for premium seats that otherwise might fly empty begin online weeks in advance and typically close 48 hours before takeoff.” These auctions are also applicable to other seating arrangements that may be more appealing to customers. Essentially, those seated in coach can upgrade to premium (if that option exists on the particular flight), and premium customers can bump themselves up to the elite business class. Plusgrade, the company responsible for designing the auctioning system, allow carriers to determine exactly how they will handle premium seat bidding, and which customers will be given the chance to participate. Rather than let many of these seats go unfilled and thus wasted, airlines are considering organizational efficiency in finding a way to get people to buy in. There is a strong correlation between overall economic certainty and luxurious commodities such as business class seating, and this relationship is evident in the statistics. Figures show a parallel decline in business class purchases and the economy, the former of which has yet to truly recover since the downturn.

The auctioning concept, which has yet to reach domestically, represents the quality management idea of reengineering, a portion of breakthrough improvement. The concept is considered radical redesign because it is a complete change of pace for the industry. In a time where most airlines seem to be ignoring the common customer’s needs in an attempt to cut costs, auctioning provides mutual benefits for both parties. Airlines can still charge insane face values for top tier seating, while giving the average customer an opportunity to experience first class. There is also the element of the unknown, and risk associated with an auction, which livens up a usually dull experience.

Airlines have taken a cautious approach to implementing auctions for seating, and have used a method quite similar to the Deming Cycle of Plan-Do-Study-Act. Rather than introduce the market to an idea this revolutionary in relation to the industry, many airline companies have done trial periods to gauge the level of consumer interest. After some successful trials in 2012 multiple companies, including El Al a popular Israeli airline, have introduced the concept in full in 2013.

I was once lucky enough to fly first class because of an error made by the airline company, and can say for certain that is an amazing experience. Still, the luxury associated with premium travel has declined in recent years, and for many it is frankly unattainable. By offering these unsold seats to others at a potentially discounted rate, it will hopefully introduce a whole new class of people to a whole new class of travel.

http://online.wsj.com/article/SB10001424127887323335404578442702374097108.html

http://www.learnvest.com/2013/04/would-you-wager-to-fly-first-class-123/

It’s Not Easy Growing Green

Posted on by spr1313aperrotin

They call it weed because it can grow anywhere but it requires rigorous effort.

 

Making a legitimate business out of marijuana requires high labor costs and extreme costly maintenance. Hundreds of Medicinal Marijuana Entrepreneurs have gone under because of competition or cost. The CEO of Pink House Blooms, Elliot Klug (pictured above) explains, “In order to survive in any business, you’ve got to be cost effective, so that was one of our drivers.”

Pink house and other commercial growers are required to document the life of each plant from the time it’s a cutting to the time its flowers are sold and the state of Colorado requires cameras in every room that has plants to prevent marijuana from entering the black market. These extra requirement are not comparable to any other industry or cheap either.

The Marijuana flower is trimmed by hand because the machine would damage their Trichomes, the part of the plant that is rich in the high-inducing THC. This results in high labor costs.  Payroll can make up more than a third of production costs. Retaining employees who learned their trade by growing clandestinely, is also a challenge because “they aren’t used to being part of a regular society”, says Jason Katz, chief operating officer of Local Product of Colorado.

Growing space can cost $100 or more per square foot and Pink House Blooms has a 6000 square foot warehouse. To have operation costs as inexpensive as possible they use every inch of their warehouse. To save on air conditioning costs, Pink house developed a system that uses water to cool the powerful lights that make marijuana grow.  Those lights, causing a $14,000-a-month electric bill, are on 24/7 making their electricity bill a huge portion of their expenses and preventing the company from paying back the borrowed money.

The employees may have gauges and there are Pink Floyd posters covering the walls but it is not as mellow as one would think, It is a tough business. They have supplier issues because many companies do not want to be associated with a pot-growing business.

Is this still a touchy subject or is there something  operations managers do to convince suppliers to work with them?

Operations Management for this industry is not typical at all. They have to create new equipment specialized for their product because it cannot be found on the shelf. This business could have high costs because it is relatively new.

Is it possible that over time, operation managers will find better ways to lower their costs? Any specific ideas?

Colorado and Washington has approved the use of Marijuana for Medicinal use and recreational use effect by next year. Will a higher demand leading to higher profits  make it possible for these companies to increase production efficiency?

What methods might this industry use to forecast. Why might the naive approach lead to too much forecasting error?

Source: http://online.wsj.com/article/SB10001424127887324345804578426963236807452.html?KEYWORDS=marijuana

JIT – Just-in-Time or Just-in-Trouble?

Posted on by w13walney

The importance of managing risk through the supply chain has become painfully evident as a result of natural disasters which have occurred in recent months and years. Despite the obvious human cost and tragedy that ensued, catastrophes caused by the earthquakes, tsunamis, flooding, factory explosions and volcanic eruptions have all impacted enterprises who source globally, and who have embraced Lean/JIT practices at least to some degree.

The supply chain effects of these catastrophes have lead to a JIT rethink, but it is clear that many companies have failed to put in place back-up plans to cope with emergencies like the Japanese catastrophe. They were content to place all their eggs in one basket like Japan or China owing to low production costs while ignoring the obvious risks of natural disasters. But even where companies had a disaster-recovery plan in place, room for maneuver depends largely on the nature of the industry.

The production philosophy born on the factory floors of Japanese car companies is a global management practice and has saved companies billions of dollars. The idea behind JIT, or lean manufacturing, is to have the supplies a firm needs at the exact moment that they are needed. Most of the companies, with production systems based on just-in-time inventory management, understand keeping minimum inventory has its risks.

The problem for many global corporations is that they are mesmerized by cheap production costs in disaster-prone countries. They know the natural disaster risks but feel that their infrequent occurrences on a major scale justify the risks. Nature is not the only threat to the supply chain; there are also significant political risks to be considered in many politically unstable countries.

The rising production costs in China will favor a shift of production back to countries concerned to have a more secure source of supply unaffected by natural disasters. There are, however, other reasons favoring a production shift back to regions close to their markets, like flexibility to react to market changes more responsively.

There are number of avenues open to risk mitigation strategies to deal with large scale disruptions of supply chains, including:

–        Challenge suppliers to develop disaster plans so that they can make provisions to move to alternate sites for production, in the event that they are unable to produce product at their main plant.

–        Eliminate sole-source suppliers, and developing the capabilities of additional companies. Having one supplier is probably too few, but having five suppliers is too many in terms of achieving economies of scale.

–        Analyze where suppliers are located, and limiting the number of critical component suppliers that are geographically situated in a risky area.

–        Review insurance policies and consider taking-out contingent business interruption insurance that protects against losses relating to the inability of suppliers to deliver.

Experts have been recommending for years that manufacturers diversify their supply base. After all, recent history is full of examples of widespread supply chain disruptions and their consequences for manufacturers reliant on too few sources, such examples are: attacks to WTC and Hurricane Katrina in USA, flooding in Thailand, factory explosions in Germany, volcanic ash from Iceland and earthquake and tsunami in Japan.

References:

Japanese Earthquake-Tsunami Show Flaws In Just-In-Time

http://nhne-pulse.org/flaws-in-just-in-time-production/

Reducing Risk in The Automotive Supply Chain

http://businesstheory.com/reducing-risk-automotive-supply-chain-2/

Japan’s earthquake must force JIT supply changes

http://logisticswithballs.blogspot.com/2011/04/japans-earthquake-must-force-jit-supply.html

Auto companies relook at just-in-time mantra

http://articles.timesofindia.indiatimes.com/2011-05-18/india-business/29555380_1_shekar-viswanathan-toyota-production-system-tsunami

 Japan One Year Later: What Did Supply Chain Practitioners Learn from the Tsunami?

http://supplychainalmanac.com/2610/japan-one-year-later-what-did-supply-chain-practitioners-learn-from-the-tsunami/

Black Friday shopping… minus the shopping??

Posted on by f1234csaucedo
Boats and Cargo Containers on the NJ Transit Cheesequake Creek Draw Bridge

 

There is no questioning the importance of supply chain management to a successful business.  A supply chain disruption causes production to come to a screeching halt and has negative effects on business performance and shareholder value.  When we discussed this topic in class, I could not help but think about the magnitude of issues that results from a disruption to the system.  Especially with the pressure to improve efficiency and reduce operating costs, supply chain systems are becoming increasingly more complex and involved that one major disruption could end up costing a company a significant amount of money.  Not long after discussing OM in the News examples in class of disruptions to supply chain management did we experience a devastating hurricane that not only affected the lives of those on the East Coast but also affected businesses everywhere.

Hurricane Sandy was unforgiving as she tore through the East Coast.  Articles such as Holiday Shopping Is Being Threatened By Crippled Supply Chains are surfacing everywhere speaking about the devastating consequences that came from damages to supply chains.  Retailers suffered a huge blow because of all the damages to ports and rail lines, along with destroyed warehouses full of merchandise.  The effects of Hurricane Sandy may carry over into the holiday season and affect forecasted sales for countless businesses.

Although these situations are less than desirable, they occur.  I was curious about what businesses could do to soften the blow and be more prepared for these situations.  I came across an article in the Wall Street Journal that tackled these very questions and had some insightful suggestions.  Command and Control: Managing Supply Chain Risk interviewed Kelly Marchese, a principal with Deloitte Consulting LLP who specializes is supply chain management, regarding potential threats and risks the affect the supply chain and how business can be more prepared to sufficiently handle the situation.

Kelly’s response was that companies need to make updating their technology a priority.  Too many companies are attempting to manage global supply chains with technology that dates back 5+ years.  The most important tool is to use technologies that provide simulation, visualization, and analytical capabilities.  These new technologies have different benefits such as allowing managers to simulate different improvement initiatives and their impacts before actually implementing them.  Kelly also stresses the importance of updating information management architecture to better connect all of the facilities and sites in the supply chain, especially since critical supply chain data from specific locations or regions is often overlooked since it isn’t available.  However, these technologies do come at a cost and these costs may be difficult to justify, especially in our struggling economy.

Do you think that improving technology is enough to solve a problem that has severe consequences to businesses?  Is there anything else that supply chain managers should focus on to be better prepared for these moments of crisis?

 

 

 

Walgreens Inventory Management System

Posted on by f1234crobinson

 

As early as 1994, Walgreens has been ahead of its competitors regarding inventory systems. Taking on new technology, which is defined as SIMS technology (strategic inventory management systems), which previously had not been applied to the pharmaceutical sales industry. This early technological approach to dealing with issues of inventory, such as over and under stocking, greatly benefitted Walgreens in the long run. This benefit was able to be transmitted to consumers as well as net profits for Walgreens due to their ability to track their inventory in all facets of its movement. The systems implemented by Walgreens allowed it to eliminate a great deal of its excess as well as virtually eradicate under stocking. However ultimately, what was most significant is what this process allowed Walgreens relative to its consumers. Walgreens, as a result, managed to cut its customer wait-time in half.

Walgreens has been able to use this basis of efficient to expand to over 4000 locations in ten years. Moving from a locally recognized Chicago pharmaceutical retail company to a major corporation, which many argue in large part is associated with its focus on inventory management. Because Walgreens monitors its inventory through every step of its process it is more difficult for anything to be lost in addition this data collecting process, which is becoming more and more utilized allows Walgreens to stay ahead of the curve.

Walgreens has been able to become the company it is today as a result of its constant revising and tireless focus on technological internal opportunities in the inventory and customer care sectors. It is this technological focus that has lead Walgreens to become a major market share holder per the NAICS able to hold it’s own against CVS and RiteAid while acquiring smaller scale pharmaceutical retailers.

 

http://www.fundinguniverse.com/company-histories/walgreen-co-history/

http://www.hollandcs.com/retail2.html

 

First Time for Everything: NYC Marathon Cancelled

Posted on by f1233bnikolova

Due to the horrific damage that Hurricane Sandy has done to New York this past week, ING, the marathon’s leading sponsor since 2003, has been forced by the city of New York to cancel the long-awaited marathon that has held over 40,000 runners and 500 sponsors every year since it began. This will be the first time that the marathon has been canceled in over 70 years and has caused outrage among sponsors and consumers alike.

Although ING was originally planning on continuing to have the marathon even with the unbelievable damage that New York has experienced, public outcry about the unethical issues that ING as well as other sponsors are getting themselves into by ignoring the hurricane’s damage and continuing the marathon has been abundant. Because of this, ING has been forced to cancel the marathon and has put itself in a sticky situation when it comes to the revenue and promotion they and other sponsors will be losing because of it.

As we learned in class, the project triangle consists of time, cost, and performance. The time it took to plan a New York City Marathon is over a full year. The cost to get the over 500 sponsors to sponsor the event is over 1 million dollars, and performance is based on how smoothly the marathon runs. With these three contributing factors as well as many others, I understand why ING was hesitant to cancel the NYC marathon, but understand why the public was outraged as well. The amount of money and planning that went into making the NYC marathon what it is every year means that a lot of people are counting on it, and I believe this is why ING was reluctant to cancel it right away.

Furthermore, in a desperate final effort to save themselves from looking unethical, ING decided to donate $500,000 dollars to aid victims of the hurricane, and donate the generators that were going to be set up around the marathon for the runners, to the millions of people who need help in New York. While this was the right decision, thousands of runners, both from the U.S. and internationally, who have been training for this marathon for over a year, are devestated and feel disrepected that they were told about the cancellation last minute. As customers of the marathon for a number of years, the customer expectation for most of the runners is that they would be running no mater what.

Overall, I believe that this was the right decision to make and while people are still so angry at ING for not canceling it right away, I understand why ING didn’t.

How do you think this will affect ING’s future revenue? Do you think ING made the ethical choice to cancel the marathon? What would you do as president of ING to please both the runners and the people of New york that were affected by the storm?

 

http://www.businessweek.com/articles/2012-11-02/as-sponsor-of-new-york-city-marathon-ing-comes-under-fire#r=hpt-ls

A Storm’s A Brewin

Posted on by f1231ivboneva

storm

With hurricane Sandy quickly approaching the East coast, it is hard not to wonder why these storms are coming in stronger and later than ever. The Chicago Tribune published an article today examining the factors contributing to these “super storms” and all facts point to global warming.

Amanda Staudt, a climate scientist for the National Wildlife Federation, explains that climate change is not the sole cause of catastrophic weather events, but instead intensifies their damage and severity. She believes that since the Earth has become increasingly warmer, the length of hurricane season has increased, and the numbers support her conclusions. As industrial societies began burning fossil fuels “in great quantities in the late 19th century… the average global temperature has risen between 1.5 and 2 degrees Fahrenheit.” In addition, the water temperate in the Mid-Atlantic is 5 degrees higher than the average. Because of these warmer climates, out atmosphere retains 4% more moisture than it once did 40 years ago. Scientist predicts that by the end of the 21st century “hurricanes could dump 20% more rain than it does now.”

This article relates directly to the ethical and social responsibilities companies have in an effort to preserve the environment. Along with providing ethical working conditions and accurate financial statements, companies should use environmentally friendly resources and dispose of their products in a safe way. It is the manager’s duty to ensure their business is not harming people or the environment in any way.

Alternatively, city officials of New York, New Jersey, and other large cities on the East coast are taking every precautionary measure to ensure people stay safe during hurricane Sandy. Officials have closed down the entire subway system in New York, hired additional electricians from all around the US, and canceled hundreds of flights and trains to and from LaGuardia.

I find this forecasting to be a great sign of successful management by the city officials, but what do you think? Do you feel that they are over-hyping this storm, like many believe happened last year with hurricane Irene? Will the increase of this ‘Super Storms’ encourage companies to become greener?

http://www.chicagotribune.com/news/nationworld/la-na-nn-hurricane-sandy-heads-to-northeast-20121027,0,177959.story

Best Buy Boss: Bolster Business By Bettering Bungling Bureaucracy

Posted on by f1232skrissanov

Just as the title has way too many “B’s”, Best Buy believes it has too many upper-management positions in their organizational structure. With the company’s stock hitting a 10-year low recently, Best Buy believes leadership and organizational roles must be revamped to turn Best Buy back in the right direction.

Best Buy used to be known as the place to go (sometimes the only place) for any and all electronic needs. They had been leaders in the consumer electronics retail industry. Unfortunately, Best Buy has been relatively slow and complacent in terms of evolving and innovating their operations strategy. However, competitors have leap-frogged Best Buy from all angles. The last few years have seen internet retailers like Amazon and other large retail stores like Wal-Mart and Target capitalize on Best Buy falling asleep at the wheel.

Wal-Mart and Target have refined their operations efficiency enough to make them low-cost leaders. This is an essential part of why they can offer lower prices than many other outlets. They positioned themselves in consumer minds as the place to go to save money. Therefore, people figured if they save money at Wal-Mart for everyday items, the same must be for electronics. In addition, consumers also have the convenience factor of buying the electronics from Wal-Mart in that they could buy their groceries and other items there as well.

Amazon is also a big reason for Best Buy’s decline. While Best Buy and other retailers have an online store, Amazon’s specialization in online retailing has Best Buy “against the ropes”. Amazon beats Best Buy through lower prices, higher product variety, fast shipping, and in many states, tax-exempt purchases.

To stabilize the business, Best Buy’s new CEO, Hubert Joly, is condensing the management structure. They are cutting out high positions such as “President of U.S. Business” and “Chief Administrative Officer” organizing the company structure into three divisions. The heads of each division will answer to Joly directly. The reason behind the change is the hope that the company, can make a better connection to its functional-level employees (to be retrained as well) and customers. Best Buy has closed dozens of stores just this year and is reducing store sizes due to lack of in-store demand for certain products. With competitors doing the opposite, Best Buy’s relevancy  to consumers is fading.

It seems part of Best Buy’s sluggishness to be competitive had been a cumbersome organizational structure and the inevitable “bureaucratic red-tape” that hinders decision-making in an organization. In my opinion, this move by the newly appointed CEO is totally necessary for any long-term strategy to keep the company alive. However, I also feel it may be too little, too late for Best Buy to catch-up to its competitors. In the short-term however, I believe Best Buy will regain some traction due to the holiday shopping season and their new offer to customers of matching competitor prices on their items.

Will Best Buy eventually recover and be competitive in the market, or are their days numbered?

http://online.wsj.com/article/SB10001424052970204530504578077061835914282.html

Cash Strap? Need a Job this Holiday Season?

Posted on by f1224hpham

With the holiday season approaching fast, many major retailers are opening up more jobs in preparation for the high demand of the holidays. Experts estimated about 700,000 new, temporary jobs for this year, which is a slight increase from last year. As the economy is slowly moving out of the recession, many American families are paying back their debts, which give them the extra cash to spend this year. Hence, there is a great outlook for this holiday season for those of you who are looking for a little more income or just taking advantage of the employee discount that most of these retailers offer for their employees.

Looking at previous years numbers, most of these retailers are retaining their seasonal workers well over the holiday season. These temporary, seasonal jobs are turned into full-time positions, which for most workers are a good thing if they are looking for a permanent job. I have started seeing a lot of companies doing this nowadays. Rather than hiring full-time workers right from the start, companies would look into their pool of temporary workers first before hiring outside workers for any new positions. I’ve had a taste of this through the internships I have had done in the past. Most of the firms that I want to work for usually hire from their pools of interns and offer little to no position to those who have not worked an internship at their firm.

We’ve talked about forecasting in class, and this article ties in with this topic. With the increase in demand for goods and services this holiday season, major retailers are hiring more workers to meet this demand. Some even go as far as to open temporary stores, i.e. Toys “R” Us, in anticipation for the busy holiday rush. I think that this is a good boost for the economy as it may opens more, new jobs in the future for some people. Also, for companies, this is a smart move because they do not have to deal with making enough revenue to cover for the fix costs that come with permanent stores throughout the year. They can just rent a store for three to four months just in time for the holiday demand.

Questions to consider: Are you looking for a job? Would you be interested in becoming a seasonal worker? How are these companies handling their forecasts? What are the pro and cons of the increase in jobs during the holiday season?

 

http://www.forbes.com/sites/meghancasserly/2012/10/02/700000-new-retail-jobs-for-holiday-2012-heres-whos-hiring/