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TheAceStudent
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first LEARN then EARN
first LEARN then EARN

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JIT2 Risk Management JIT2 Task 2 – WGU. Get an A++.
JIT2 Risk Management JIT2 Task 2 – WGU. Get an A++.
JIT2 Risk Management JIT2 Task 2 – WGU. Get an A++.
JIT2 Risk Management JIT2 Task 2 – WGU. Get an A++.

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JIT2 Risk Management JIT2 Task 3 – WGU. Get an A++.

JIT2 Risk Management JIT2 Task 3 – WGU. Get an A++.
JIT2 Risk Management JIT2 Task 3 – WGU. Get an A++.
JIT2 Risk Management JIT2 Task 3 – WGU. Get an A++.

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JIT2 Risk Management JIT2 Task 1 – WGU. Get an A++.

A1.  Global Marketplace Activities
 
One of the above identified risks eminates from an aspect of the company’s global marketplace activities and that is the environmental risks around the issue of sustainability:
 
Sustainability (Environmental)
 
Our priority at  Joshy Jeans Company is to help preserve our planet through our ongoing efforts to increase energy efficiency and address climate change.  We optimize our efforts through advocacy for public policies designed to reduce greenhouse gases through our participation in: Business for Innovative Climate and Energy Policy (BICEP).
 
 
 
ENERGY   At  Joshy Jeans Company, we understand that carbon dioxide emissions are a key contributor to climate change.  Therefore, in our operations and throughout our supply chain, we are dedicated to reducing these and other greenhouse gases by maximizing energy efficiency and by using 100% renewable energy.
 
Some examples of the ways we have improved energy efficiency in our facilities and retail stores are by using next-generation lighting systems as well as maintenance programs that increase the efficiency of heating, ventilation and air conditioning (HVAC).  We continue to seek innovative solutions that reduce energy consumption and minimize our contribution to climate change.
 
 
 
•Manufacturing facilities and distribution. We perform energy audits at our owned and operated manufacturing facilities and distribution centers to identify ways to better reduce energy consumption. From 2008 to 2011, energy use at these two facilities decreased by more than 9 percent and 21 percent respectively.
 
 
•Retail stores. Since 2007, average kWh/ft at our U.S. retail stores has decreased more than 36 percent by implementing high efficiency lighting systems that result in an average energy savings of anywhere from 25 percent to 45 percent.
•Global headquarters. Our  Joshy Jeans headquarters has been redesigned and now features a variety of eco-friendly upgrades including insulation made from recycled denim throughout the building, up cycled flooring, daylight harvesting light fixtures and sensors, high-efficiency plumbing fixtures, and furniture and construction materials that were either recycled or locally sourced.  (levistrauss.com)
                                      Logistics and Supply
 
Evaluating energy use in our transportation logistics and global supply chain is critical to achieving our goal in minimizing impact and creating more sustainable international operations.  For example:
 
•U.S. Inbound Logistics. In 2006, we reduced our fuel usage, and as a result, our greenhouse gas emissions in some of our shipping lanes by 55-65 percent. We accomplished this by using a combination of trains and trucks for our U.S. domestic transportation. We have recently started expanding our use of intermodal transport on other routes.
•Supply Chain. We have implemented a new information management system which enables us to collect and track data on our suppliers’ energy use, as well as, optimize our data collection. We have also partnered with our supply chain suppliers on a variety of initiatives that help to reduce our carbon footprint across our supply chain.  Some of these initiatives include:
Direct operations. Water usage supporting our direct operations is a minimal piece of our overall water footprint (only about one percent of the water is used in manufacturing our products). Examining water usage, quality and availability inside our direct operations not causes a reduction in our environmental footprint, it also makes good business sense to operate as efficiently and cost effectively as possible. We remain committed to measuring and reporting our water footprint on an ongoing basis.
 
 
 
•Measurement. We have been collecting water usage data throughout our owned and operated facilities since 2008. Using this data, we are able to analyze across regions and facility types and create target goals for water reduction at each individual facility.
 
 
•Tracking supplier usage. In 2009, we started accumulating water usage data directly from our suppliers and our operations. The facilitation of this data collection effort had inspired our:  Social and Environmental Sustainability Information Management System (SESIMS).  This system enables us to monitor detailed environmental performance at the supplier level.
 
 
•Water use in the supply chain. More than fifty percent of the water needed for our products is linked to activities in our supply chain – from cotton production to retail sales. Supply chain, therefore, is the main focus of our water stewardship activities. For example, through our Better Cotton Initiative, our goal is to help reduce water and pesticide consumption within the cotton industry.  (levistrauss.com)

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Decision Analysis WGU JGT2 Task 1. Get an A++.

Task 1 is a memo including a recommendation of how to improve workflow in the plant along with output from a chosen decision analysis tool and an explanation of why this tool was used, an analysis of the initial and ongoing costs for the new sandal line, a discussion of the impact of costs on the decision to continue the line along with output from a chosen decision analysis tool and an explanation of why this tool was used, and recommended staffing plan for the assignment of machine operators along with output from a chosen decision analysis tool and an explanation of why this tool was used, and an outline of short-term scheduling techniques and rules to achieve efficient movement of units through Shuzworld’s production systems. 

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Decision Analysis WGU JGT2 Task 2. Get an A++.

Task 2 is a memo that includes a distribution pattern that meets availability and demand constraints and minimizes total shipping costs along with output from a chosen decision analysis tool and an explanation of why this tool was used, an analysis of the reliability of the computer-driven shoe machines process and a recommendation of ways to increase the reliability of the system along with output from a chosen decision analysis tool and an explanation of why this tool was used, providing the optimum number of shoelaces to order and explaining how an economic order quantity amount relates to the problem along with output from a chosen decision analysis tool and an explanation of why this tool was used, comparing the characteristics of one-cashier and two-cashier waiting-line systems and recommending which system to use along with output from a chosen decision analysis tool and an explanation of why this tool was used.

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Decision Analysis WGU JGT2 Task 3. Get an A++.

Task 3 is a memo that includes a recommended method to use for the manufacturing of sneakers along with output from a chosen decision analysis tool and an explanation of why this tool was used, developing a sales volume forecast along with output from a chosen decision analysis tool and an explanation of why this tool was used, and discussing how to apply control chart metrics to improve quality.

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Decision Analysis WGU Graduate Program – COMPLETE COURSE. All 4 Tasks. Get an A++.

Decision Analysis WGU Graduate Program – COMPLETE COURSE – all 4 tasks RJGT JGT RJGT2 JGT2
 
 
This tutorial contains all of the attachments for the entire WGU Decision Analysis course.  This tutorial is based on the Shuzworld case study.  There are two attachments (one is all of the memos for tasks 1,2, and 3 in one document and the other is the power point for task 4).  All of the attachments in this tutorial passed in Taskstream.
 
Task 1 is a memo including a recommendation of how to improve workflow in the plant along with output from a chosen decision analysis tool and an explanation of why this tool was used, an analysis of the initial and ongoing costs for the new sandal line, a discussion of the impact of costs on the decision to continue the line along with output from a chosen decision analysis tool and an explanation of why this tool was used, and recommended staffing plan for the assignment of machine operators along with output from a chosen decision analysis tool and an explanation of why this tool was used, and an outline of short-term scheduling techniques and rules to achieve efficient movement of units through Shuzworld’s production systems. 
 
Task 2 is a memo that includes a distribution pattern that meets availability and demand constraints and minimizes total shipping costs along with output from a chosen decision analysis tool and an explanation of why this tool was used, an analysis of the reliability of the computer-driven shoe machines process and a recommendation of ways to increase the reliability of the system along with output from a chosen decision analysis tool and an explanation of why this tool was used, providing the optimum number of shoelaces to order and explaining how an economic order quantity amount relates to the problem along with output from a chosen decision analysis tool and an explanation of why this tool was used, comparing the characteristics of one-cashier and two-cashier waiting-line systems and recommending which system to use along with output from a chosen decision analysis tool and an explanation of why this tool was used.
 
Task 3 is a memo that includes a recommended method to use for the manufacturing of sneakers along with output from a chosen decision analysis tool and an explanation of why this tool was used, developing a sales volume forecast along with output from a chosen decision analysis tool and an explanation of why this tool was used, and discussing how to apply control chart metrics to improve quality.
 
Task 4 is a power point presentation which includes a recommendation of whether to build a stand-alone store, lease a strip mall store, or not proceed with construciton along with output from a chosen decision analysis tool and an explanation of why this tool was used, discussing two important factors to consider when evaluation location alternatives, recommending project techniques for the construction project plan, presenting a network diagram indicating the critical path, evaluating the trade-offs of allocation production line workers to minimize production costs, recommending a production mix that maximizes profits along with output from a chosen decision analysis tool and an explanation of why this tool was used, evaluating reordering practices utilizing a Monte Carlo simulation, recommending a human resources strategy to improve efficiency and effectiveness, and discussing applicable operations management philosophies that focus on reducing waste and increasing efficiency in production.

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Decision Analysis WGU JGT2 Task 4. Get an A++.

Decision Analysis JGT2 Task 4 
 
This tutorial is based on the Shuzworld case study.  This tutorial passed the Taskstream evaluation.
 
Task 4
 
is a power point presentation which includes a recommendation of whether to build a stand-alone store,
 
lease a strip mall store, or not proceed with construciton along with output from a chosen decision
 
analysis tool and an explanation of why this tool was used, discussing two important factors to consider
 
when evaluation location alternatives, recommending project techniques for the construction project
 
plan, presenting a network diagram indicating the critical path, evaluating the trade-offs of allocation
 
production line workers to minimize production costs, recommending a production mix that
 
maximizes
 
profits along with output from a chosen decision analysis tool and an explanation of why this tool was
 
used, evaluating reordering practices utilizing a Monte Carlo simulation, recommending a human
 
resources strategy to improve efficiency and effectiveness, and discussing applicable operations
 
management philosophies that focus on reducing waste and increasing efficiency in production.
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