“PART 1” Assignment 1: Risk Comparison (NEED 5-7 PAGES)

You have been tasked with selecting a qualified country for your company’s international expansion. Note: You may create and/or make all necessary assumptions needed for the completion of this assignment. The business can be any business of your choosing, although it is recommended that you choose a field in which you are currently working or have previously worked so that you are starting with more knowledge. If your selection is a private organization, we ask that you remove any identifying information that would enable someone to identify this organization(s). For this assignment, you will utilize the different resources listed below (plus your own research strategies) to select a qualified country for your company’s international expansion. To begin, go to the World Bank Group’s Website and review the “Economy Rankings” report located at http://www.doingbusiness.org/rankings. Choose two (2) countries from the list (one [1] from the top of the rankings and one [1] from the bottom) to complete a comparison of risks. The goal of the risk comparison is to examine the risk factors associated with expanding into the selected countries. You may discuss any of the eleven (11) categories on the report when examining the risk to technology, payment security, physical good / product security, etc. in your risk comparison. For additional information on the selected countries, you can visit the Central Intelligence Agency’s (CIA) “World Factbook” found at https://www.cia.gov/library/publications/the-world-factbook. You may also use the academic internet resources to conduct any additional research.

Use the basic outline below to draft your paper. Organize your responses to each question (except Questions 1 and 6) under the following section headings:

· Higher-Ranking Country is Considered the Safer Strategy for Expansion. (for Question 2)

· Lower-Ranking Country is Considered the Risky Strategy for Expansion. (for Questions 3)

· Identify which Country You Selected and Why. (for Questions 4 and 5)

Write a five to seven (5-7) page paper in which you do the following:

1. Provide a brief (one [1] paragraph) description of the organization you have selected for this project. Present the main drivers supporting the decision to expand internationally. Select your expansion strategy (Export, International, Multinational, or Global) and explain this decision.
2. Provide a brief description of the higher-ranking country you have selected for this project. Next, analyze the various rankings (provided by the World Bank or CIA World Factbook sites) and discuss the strengths, weaknesses, and key benefits of this selection. You will then examine this country’s major existing trade agreements and predict whether they will assist or deter your venture.
3. Provide a brief description about the lower-ranking country you have selected for this project. Next, analyze the various rankings (using the same websites as stated above) and discuss the strengths, weaknesses, and key benefits of this selection. You will then examine this country’s major existing trade agreements and predict whether they will assist or deter your venture.
4. Based on your research of comparative advantage, present the primary risks (economic, political, cultural, language, etc.) associated with expanding into the lower-ranking country versus the higher-ranking country. Next, provide the competitive advantages (economic, political, cultural, language, etc.) associated with expanding into the lower-ranking country versus the higher-ranking country.
5. Based on this comparative advantage study, suggest which country is the better choice and provide a rationale for your selection. Next, state which key factors you can identify to support your decision.
6. Use at least three (3) quality references. Note: Wikipedia and other websites do not qualify as academic resources.

Your assignment must follow these formatting requirements:

· Be typed, doublespaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions.

· Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length.

The specific course learning outcomes associated with this assignment are:

· Evaluate the economic, political, legal, financial, and cultural factors of global trade.

· Analyze global segmentation, positioning, and research essential for developing a comparative advantage.

· Evaluate the importance of risk mitigation associated with implementing a global market strategy.

· Analyze the main drivers associated with market entry, pricing strategies, and frontline sales in the global marketplace.

· Use technology and information resources to research issues in global marketing management.

· Write clearly and concisely about global marketing management using proper writing mechanics.

RUBRIC

“PART 2” Online Discussion (NEED ABOUT 200 words)

“Global Segmentation, Positioning, and Marketing Strategies” Please respond to the following:

Companies utilize market segmentation to meet the needs of various consumer preferences. It is difficult, if not impossible, for one company to meet the needs or wants of every customer. Describe three (3) ways that the global marketing approach to segmentation differs from the domestic marketing approach to segmentation (possible classifications: geography, culture, language, political, wealth, population, age, macro, micro, etc.). Next, determine the main advantages or disadvantages that a regional marketing strategy has compared to a global marketing strategy.

“PART 3” Response a peer answer as below (NEED ABOUT 50 words)

“PART 4” Response a peer answer as below (NEED ABOUT 50 words)

1. Provide a brief (one [1] paragraph) description of the organization you

have selected for this project. Present the main drivers supporting the

decision to expand internationally. Select your expansion strategy

(Export, International, Multinational, or Global) and explain this decision.

Weight: 15%

1. Provide a brief description of the higher-ranking country you have

selected for this project. Next, analyze the various rankings (provided

by the World Bank or CIA World Factbook sites) and discuss the

strengths, weaknesses, and key benefits of this selection. You will then

examine this country’s major existing trade agreements and predict

whether they will assist or deter your venture.

Weight: 20%

1. Provide a brief description about the lower ranking country you have

selected for this project. Next, analyze the various rankings (using the

same websites as stated above) and discuss the strengths, weaknesses,

and key benefits of this selection. You will then examine this country’s

major existing trade agreements and predict whether they will assist or

deter your venture.

Weight: 20%

1. Based on your research of comparative advantage, present the

primary risks (economic, political, cultural, language, etc.) associated

with expanding into the lower-ranking country versus the higher-ranking

country. Next, provide the competitive advantages (economic, political,

cultural, language, etc.) associated with expanding into the lower-ranking

country versus the higher-ranking country.

Weight: 15%

1. Based on this comparative advantage study, suggest which country is

the better choice and provide a rationale for your selection. Next, state

which key factors you can identify to support your decision.

Weight: 15%

1. Use at least three (3) quality references.

Weight: 5%

1. Clarity, writing mechanics, and formatting requirements

Weight: 10%

Exceeds number of required references; all references are high-quality

choices.

0-2 errors present.

Thoroughly presented the primary risks (economic, political, cultural,

language, etc.) associated with expanding into the lower-ranking country

versus the higher-ranking country. Thoroughly provided the competitive

advantages (economic, political, cultural, language, etc.) associated with

expanding into the lower-ranking country versus the higher-ranking

country.

Thoroughly suggested which country is the better choice and provided a

rationale for your selection. Thoroughly stated which key factors you

can identify to support your decision.

Thoroughly provided a brief description of the higher-ranking country

you have selected for this project. Thoroughly analyzed the various

rankings (provided by the World Bank or CIA World Factbook sites) and

discussed the strengths, weaknesses, and key benefits of this selection.

Thoroughly examined this country’s major existing trade agreements and

predicted whether they will assist or deter your venture.

Thoroughly provided a brief description about the lower ranking country

you have selected for this project. Thoroughly analyzed the various

rankings (using the same websites as stated above) and discuss the

strengths, weaknesses, and key benefits of this selection. Thoroughly

examined this country’s major existing trade agreements and predict

whether they will assist or deter your venture.

Criteria

Thoroughly provided a brief (one [1] paragraph) description of the

organization you have selected for this project. Thoroughly presented

the main drivers supporting the decision to expand internationally.

Thoroughly selected your expansion strategy (Export, International,

Multinational, or Global) and explained this decision.

Exemplary

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The American Society for Quality www.asq.org Page 1 of 4

Making the Case for Quality

Six Sigma Green, Black Belts Help Manufacturer

Save Nearly $1.5 Million

The newest component • of Crown Equipment Corporation’s quality management program is Six Sigma. While lean is the systematized corporate effort, company managers apply Six Sigma to certain projects as needed and as resources are available.

The company now has 18 • certified Six Sigma Green Belts and 15 Black Belts in its North American manufacturing facilities.

To date, Green Belt efforts • have resulted in hard savings of $1.2 million for Crown, and Black Belt efforts have brought $285,000 in hard savings, with more expected as the projects proceed further.

While the time requirement • for the first 12 Green Belts to undertake training was a whopping 2,400 hours (total for all 12), the company has calculated that it has saved a little more than $500 per hour for each hour spent in training.

At a Glance . . . With a corporate commitment to helping customers lower costs and maximize productivity, it’s no surprise that Crown Equipment Corporation is itself dedicated to lean manufacturing and total quality management. Continuous improvement has been intrinsic to the company’s philosophy since its found- ing in 1945, as management has periodically adjusted product offerings and services to meet changing customer needs.

Yet even with decades of success that has made the Ohio-based manufacturer the world’s top-selling producer of electric lift trucks, the company still recently found ways to use Six Sigma strategies to improve processes, reduce scrap and gas usage, and fine-tune operations. The company now has 18 certified Six Sigma Green Belts and 15 Black Belts in its North American manufacturing facilities striving to lead the corporation toward even further improvement.

The Little Company That Could

Crown Equipment Corporation began as a one-product, one-room operation in the small, rural commu- nity of New Bremen, OH. Started just after World War II by the late Carl H. Dicke and Allen A. Dicke, the company manufactured temperature controls for coal-burning furnaces. By 1949, the enterprising brothers followed changing technology trends and switched to producing antenna rotators—devices used to enhance television reception. Even after diversifying into electronic components manufactur- ing in 1951 and then adding lift trucks in 1957, Crown Equipment continued as a leading manufacturer of antenna rotators until late 2001, by which time changing technologies had rendered them virtually obsolete.

Still privately owned and managed by descendents of the original founders, Crown’s full product line includes:

• Manual propelled pallet trucks and stackers • Power pallet trucks and stackers • Sit-down and stand-up counterbalanced trucks • Narrow-aisle reach trucks • Very narrow-aisle turret trucks • Order-picking equipment

The company’s electric lift trucks are used throughout the world for transporting materials and goods in warehouses, distribution centers, and manufacturing environments.

Still headquartered in the same, though renovated and expanded, offices in New Bremen, Crown is now a multinational corporation with regional headquarters in Munich, Germany, and Sydney, Australia. The company has 11 manufacturing facilities in seven U.S. locations and also has strong international

by Jeanne Chircop

July 2008

http://www.asq.org
manufacturing capabilities, building lift trucks in Sydney, Australia; Roding, Germany; Queretaro, Mexico (two plants); and Suzhou, China. Crown also owns branch sales and service cen- ter operations in Australia, Belgium, England, Germany, Korea, Malaysia, the Netherlands, New Zealand, Singapore, and more than 40 locations in the United States. In addition to the company- owned branches, a network of independent U.S. and international Crown dealers operates in nearly 100 cities.

Despite this diversification and global spread, Crown designs and manufactures 85 percent of its lift truck components. The company also assembles its own products and provides maintenance services to customers.

Such vertical integration cre- ates a strong competitive advantage, according to Mark DeGrandchamp, Crown’s director of quality and Lean/ Six Sigma. “We know our

products better,” he says, “because we design and build our own motors, cylinders, electronic assemblies, wire harnesses, and masts [the part that lifts the pallet].”

This intimate product knowledge significantly reduces client downtime due to maintenance, repair, and parts replacement. Crown’s multidisciplinary teams also have the ability to quickly adjust concepts during the design stages and provide supporting tools that lead to increased productivity, operator comfort, safety, and better fleet management.

“We have one of the lowest life-cycle costs in the industry,” DeGrandchamp says, claiming customers are willing to invest in the quality of Crown trucks and service because they feel it will benefit them with cost avoidance in the long term.

Flexible Enough to Change

Crown’s impressive history of growth stems from its leaders’ keen awareness of changing technology and market trends com- bined with a corporate culture that has embraced flexibility and challenge. A continuous focus on effectively satisfying changing customer needs is a hallmark of total quality management.

The company’s commitment to using formal quality tools and strategies dates to the mid-1990s. Traditionally engaging conventional production-line manufacturing, Crown manage- ment became interested in the concept of “focused factory” manufacturing in 1996 as a way to increase productivity and competitiveness. Focused factory strategies enable plants to focus on limited, specific tasks. Utilizing a “cellular” model, this manufacturing approach arranges production facilities and floor labor into work cells, or multiskilled teams, that manufacture complete products or complex components rather than single

parts. Cellular manufacturing is an integral part of lean manufac- turing, as it drastically reduces waste and duplication of effort. Properly trained teams can manage processes, defects, schedul- ing, equipment maintenance, and other manufacturing issues more efficiently and thus reduce waste of all kinds.

Crown’s focused factory initiatives paved the way toward a formal commitment to lean manufacturing in 1999. A pilot project in the company’s New Knoxville motor plant brought such significant benefits that the company has since applied lean strategies to every process in every one of its facilities.

Six Sigma: A Winning Strategy

The newest component of Crown’s quality management pro- gram is Six Sigma. While lean is the systematized corporate effort, company managers apply Six Sigma to certain projects as needed and as resources are available.

“When you’re in a lean system,” explains Jeff Caudill, Crown’s main manufacturing leader for the New Bremen campus, “it may be that you have a problem that requires a more powerful problem-solving tool, and Six Sigma provides that tool.”

In general terms, Six Sigma enables a company to address specific areas targeted for improvement by providing:

• A structure to identify root causes • Advanced tools to achieve desired outcomes

Six Sigma supports lean manufacturing by reducing variation and waste. Data-driven strategies focus on defect prevention, with no more than 3.4 defects allowed per million opportunities.

Some quality experts refer to Six Sigma as a philosophy, while others consider it a methodology. ASQ identifies four basic themes common to Six Sigma:

• Use of teams that are assigned well-defined projects that have direct impact on the organization’s bottom line.

• Training in “statistical thinking” at all levels and providing key people with extensive training in advanced statistics and project management. (These key individuals are designated as either Green or Black Belts.)

• Emphasis on the “DMAIC” approach to problem solving— define, measure, analyze, improve, and control.

• A management environment that supports these initiatives as a business strategy.

Every Six Sigma project needs organizational support, and tar- geted Six Sigma training enables professionals at every level of a company to assist with implementation. At the organizational level, specially trained “champions” and “executives” set the direction for selecting and deploying projects. At the project level, those professionals actually conducting projects and implementing improvements are “Green Belts” or “Black Belts,” depending on the level of training they have received.

The American Society for Quality www.asq.org Page 2 of 4

Like nearly all large manufacturers, Crown Equipment owns production facilities in several countries; however, the majority is still found stateside:

New Bremen, OH (five plants)•

Connersville, IN•

Greencastle, IN•

Kinston, NC•

Celina, OH•

Fort Loramie, OH•

New Knoxville, OH•

U.S. Manufacturing Operations

http://www.asq.org
Crown initiated its Six Sigma program in 2005 with four-day “Champion” training for key upper-level managers. Rather than addressing any particular challenge, the training was a natural extension of the ongoing improvement philosophy championed by company management.

Green Belt Training

In late 2005, all of Crown’s U.S. business unit managers were invited to submit names of potential candidates for Green Belt training. Managers were directed to consider candidates who were:

• Personally motivated to do their best • Recognized to have a mathematical mind that would be

well-suited to the statistical nature of the improvement effort • Willing and able to pass an internally developed test on

quality tools and statistics

Each candidate was required to suggest a project that would bring improvement to the com- pany. Members of a Six Sigma steering committee ultimately selected 12 Crown employees to participate in the company’s Green Belt training and cer- tification, basing selection primarily on the potential long- term benefits of the projects.

The Green Belt training was conducted at company headquarters by a certified American Society for Quality (ASQ) trainer. Six Sigma Green Belt training is typically conducted in two week- long increments one month apart. The Crown sessions were held in October and November 2005. At about the same time, a half-dozen Crown employees from the company’s Kinston, NC, facility attended similar training conducted at North Carolina State University.

Both the ASQ and NC State training sessions followed similar formats. All of the Green Belt candidates presented basic details of their proposed projects to the group, and work began. Projects ranged from general process improvement to scrap reduction, improved machine operation, and more efficient gas usage, among others.

The first week of training was devoted to strategizing how to organize resources and eliminate roadblocks; the second week was devoted to creating PowerPoint presentations about each project that participants could take back to their local manage- ment to begin actual on-site implementation. At the end of the second week, participants took a four-hour 100-question exam about Six Sigma concepts and received certification upon pass- ing. Group participants continued to meet via teleconference every couple of weeks thereafter to ensure each of the projects remained on track. Each Green Belt was tasked with completion of a project within the following six months.

Black Belt Training

The next phase of Crown’s Six Sigma effort occurred the fol- lowing year, with 15 individuals moving on to take Black Belt training. As in the Green Belt program, each participant sug- gested an improvement project for the group to undertake. Black Belt projects focused on:

• Elimination of defects • Optimization of processes • Elimination of nonvalue-added steps, such as secondary

handling of goods • Improvement of overseas operations in order to eliminate

secondary handling of goods in the United States

Also like the Green Belt program, participants represented varied experience levels and a range of disciplines:

• Manufacturing engineers • Quality engineers • Quality management system (QMS) trainers of machinists • Quality technicians • Plant managers

Six Sigma Black Belts lead problem-solving projects by training and coaching project teams at their facilities. Black Belts must thoroughly understand and use all aspects of the DMAIC model in accordance with Six Sigma principles. In addition, Black Belts must understand and use other key Six Sigma tools, such as:

• Quality function deployment (QFD) • Failure mode and effects analysis (FMEA) • Basic robust design process tools, including noise strategies,

tolerance design, and process capability tools • “Design for X” strategies

Crown’s Black Belt training occurred in the New Bremen facili- ties during December 2006 and January 2007. Two certified ASQ trainers led the effort, which culminated with a four-hour 150-question written exam for the 15 participants.

Million-dollar Results

Every successful quality improvement program has both tangible and intangible results—concrete, measurable results (tangible), and beneficial though impossible to measure results (intangible), such as improved morale, increased loyalty, higher employee self-esteem, and enhanced customer satisfaction. Crown has cho- sen to focus on tangible, hard savings for measuring the success of its Six Sigma efforts.

To date, Crown’s Green Belt efforts have resulted in hard sav- ings of $1.2 million for the company. The company’s Black Belt efforts have brought $285,000 in hard savings so far, with more expected as the projects proceed further. While the time require- ment for the first 12 Green Belts to undertake training was a whopping 2,400 hours (total for all 12), the company has calcu-

The American Society for Quality www.asq.org Page 3 of 4

The Six Sigma perspective views all work as processes that can be defined, measured, analyzed, improved, and controlled. Processes require inputs (x) and produce outputs (y). If you control the inputs, you will control the outputs, generally expressed as y = f(x).

Design for X

http://www.asq.org
The American Society for Quality www.asq.org Page 4 of 4

lated that it has saved a little over $500 per hour for each hour spent in training.

“Strongest Tool”

Crown’s results indicate Six Sigma is the “strongest improve- ment tool you can use,” according to John Daeger, quality engineering manager of the New Bremen headquarters facili- ties. Company managers learned one important lesson, however: Timing is everything. While the Green Belt training rendered an almost immediate $1.2 million in savings, the Black Belt effort has moved at a much slower pace because of its timing and because participants weren’t assigned to the effort full time. As the Black Belt candidates didn’t have the opportunity to focus on their Six Sigma projects full time, the timelines languished.

Now that demands have stabilized, Crown management is re- energizing the Black Belt effort. The team’s plan is to move the 15 projects from the process development stage into the imple- mentation and control phases. Budgets have been approved to include full-time commitment to the Black Belt program. Full- time dedicated positions are currently being filled for a Master Black Belt and a Black Belt.

The company also has plans to train a minimum of 10 Green Belts each year, with the intent that the growing number of Green Belts will help spread training throughout all branches of the company. In the broader scope, the company is also evaluat- ing how its Six Sigma and lean programs should work together for total ongoing quality improvement.

In the meantime, Crown has been recognized with numerous awards, including outstanding achievement in waste mini- mization and pollution prevention. The U.S. Environmental Protection Agency has designated Crown as a “Waste Minimization Partner,” one of only 27 in the country. The award recognizes the company’s success in substantially reducing the amount of hazardous waste involved in manufacturing by eliminating the chromium from paint formulations. Additional waste minimization occurred because of installation of a power painting operation. This equipment has reduced the generation of waste paint sludge and air emissions.

Crown has also received the Governor’s Award in Ohio for Outstanding Achievement in Pollution Prevention. One of only eight award recipients, Crown earned the nomination not only because of its actual achievements in pollution prevention, but also for serving as a role model for other industrial generators by demonstrating the feasibility of pollution prevention.

For More Information

For more information about Crown Equipment Corporation, visit http://crown.com.

For more information about Six Sigma and other quality tools, visit the American Society for Quality Web site, www.asq.org.

Contributing to this Article

• Mark DeGrandchamp is director of quality and Lean/Six Sigma for Crown Equipment. With a bachelor of science degree from Purdue University and a master’s degree from the University of Indiana, he has more than 23 years of experience working with quality initiatives. DeGrandchamp, an ASQ certified quality engineer, has been with Crown for eight years and can be reached at mark.degrandchamp@crown.com.

• John Daeger is quality engineering manager for Crown Equipment, responsible for all New Bremen facilities. He joined the company in November 2004. Daeger holds ASQ’s quality manager, quality engineer, and quality auditor certifications and has completed ASQ’s Six Sigma Green Belt and Black Belt training programs. He holds a bachelor’s degree from Concordia University and a master’s degree from Indiana Wesleyan University. He can be reached at john.daeger@crown.com.

• Jeff Caudill is Crown’s New Bremen operations lean leader and has specific expertise in analyzing data and statistics. Though a relative newcomer to Crown—joining the company in 2006—he has long-standing career involvement with lean and Six Sigma activities and is an ASQ certified quality engineer. He can be reached at jeff.caudill@crown.com.

About the Author

Jeanne Chircop has been helping organizations share their suc- cesses for more than 20 years. She has written about quality efforts in the education, manufacturing, and natural resources sectors. She holds a master’s degree in journalism and resides in the Washington, DC, metropolitan area.

http://crown.com
http://www.asq.org
mailto:mark.degrandchamp@crown.com
mailto:john.daeger@crown.com
mailto:jeff.caudill@crown.com
http://www.asq.org

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Develop an essay that discusses the possible police corruption,

Watch the video of the Frontline documentary about questionable police shootings by the New Orleans Police Department in the wake of Hurricane Katrina. Develop an essay that discusses the possible police corruption, theories from your book that may explain the behavior, and whether or not the direction of managers in the police department and the mayor’s or governor’s offices contributed to these issues.

Instructions

Use the knowledge and resources that have been provided as well as other sources

Make sure that the essay is in APA format, all words are spelled correctly, and correct grammar is used

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Psychology Of Women Homework

This assignment requires you to create your own action plan that incorporates a Social Justice perspective as an implicit theme underlying the Psychology of Women. Ask yourself “What could I do to help make this a more just and fair world for girls and/or women?” Considering such basic course concepts as gender, power/privilege, race, class, ethnicity, media impact, socialization, gender theory, etc., what might YOU realistically do to impact positive change for women or girls? We obviously cannot all sing melodiously for a benefit concert, or go to Africa as a volunteer, but each of us has the potential to make at least some level of positive difference. Previous ideas have included a prom dress drive to donate to local High Schools where students cannot afford to purchase new ones; old cell phones or clothing collected on a campus and at work and donated to a local battered women’s shelter; creation of a “Young Women’s Club” to inform and empower the girls at a local school, etc. In your personalized plan, do not use the examples provided-instead, introspect thoughtfully about who YOU are; you might consider your major and the expectations for your own future; think about your “sphere of influence” (friends & family, coworkers and others with whom you interact), think about your values and the world you would like to shape for future females…Include the answers to the following questions in your essay.

1. What resources and support will you need to do make this happen, and how/from whom specifically will you acquire them?
2. What specific target group of women or girls will benefit from your action plan?
3. How much time could you realistically commit to this project if you were to actually implement it?
4. You may NOT propose creating a new business entity, corporation, partnership or non-profit. The associated legal process is too time consuming for this small project…

Please write enough detail that if I wanted to, I could actually implement your plan from the description you have provided, without having to ask further questions or clarifications from you. Be realistic, be creative, be honest, and make it “do-able,”a project you would be able to completeduring a single semester. Your written submission should be approximately 600-800 words, it must be cut & pasted within the text box (NO ATTACHMENTS) using the Blackboard Change Agent Assignment tool. Vocabulary and grammar are important, so write carefully and please take the time to spellcheck and to proofread. A well-written, thoughtful and practical action plan, submitted according to these instructions, can earn up to 40online assignment points.

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