MAT105-0801B-13 Business Math-Phase 1 Individual Project Essay

MAT105-0801B-13 Business Math-Phase 1 Individual Project - Essay Example The choice of the printer is out of the questions. Since I will be receiving resumes and other files from my clients, I really need to buy a printer in order for me to review these documents more easily. Lastly, I also required a fax phone in recognition that some of the documents cannot always be attached through e-mails noting that some clients may not have scanners. A telephone is also essential since I will also be dealing with customers through phone conversations especially if issues cannot be easily resolved through e-mails. The major problem that I encountered in my online shopping is the fact that I cannot purchase the same set of products from the three retailers. It should be noted that HP’s online website carries only its manufactured brands. Thus, the choice is limited. In order to remedy the situation, I chose to purchase products which have the same features from the three different online retailers. I also find it difficult to calculate tax rate in CompUSA as it shows zero tax rate for my zip code. Thus, what I did is to look it up in the other websites. Lastly, I cannot compare the results of my shopping list in the three stores thus, the need to calculate using an Excel spreadsheet. I believe that Table 2 best satisfies my requirement. Sourcing from manufacturer allows me to get a warranty of one year on my purchases which I can directly transact with them. Price-wise, Shopping HP also entails the lowest cost which is consistent with my goal of minimizing

Ancient Greece and Rome on film Essay Example | Topics and Well Written Essays - 2500 words

Ancient Greece and Rome on film - Essay Example Nero eventually threatened to destroy the peaceful order of the Rome and the main issue was the conflict between Christianity and debauchery of the Roman Empire (LeRoy, 2008). The film narrates the story of Roman military commander who fell in love with a devout Christian woman known as Lygia, who was a Roman captive because she was raised up as an adopted daughter of Aulus Plautius. The military commander, Marcus Vinicius slowly became intruded by the religion of Lygia. Their love story is narrated in a broader historical context of earlier Christianity and its persecution by Nero (Scodel and Bettenworth, 2009, p. 9). The acts of Nero became highly outrageous; thus he ended up burning Rome and started blaming Christians. Marcus went to save Lygia and her family but Nero captured them and demand both of them, as well as, Christians to be killed. However, Petronius, the trusted consultant of Nero cautioned Christians that they will be made martyrs and since he was tired of madness act s of Nero, Petronius decided to kill himself (Scodel and Bettenworth, 2009, p. 11). Marcus was later arrested due to an attempt of saving the family of Lygia and another person known as Peter was killed by being crucified upside down. Peter returned to Rome and married the couple arguing that it was a sign of the lord but he was eventually killed. In short, the story ends where Marcus is released from the prison and marries Lygia. Marcus replaced Nero and eventually people realized that he was the one who burnt Rome but not the Christians. People wanted to kill Nero but he escaped into the palace where he strangled Poppaea to death claiming that he was the one who attempted to scapegoat the Christians. In the palace, the slave of Nero appeared and offered to help Nero to terminate his life. After the death of Nero, Marcus and Lygia became free; thus they left Rome. By the roadside, the crosier that Peter had left after his return to Rome had already miraculously sprouted flowers; th us the radiant light uttered â€Å"I am the way, the truth and the life† (Scodel and Bettenworth, 2009, p. 12). The Way Filmmakers Use Roman Stories to Discuss Christianity Themes Filmmakers use Roman stories in order to discuss Christianity themes in diverse ways. One of the filmmakers that attempt to reveal the themes of Christianity is the Quo Vadis, which is an American epic film of 1951 that was directed by Mervyn LeRoy. An epic movie is a kind of film, which lays emphasis on human tragedy on a grand level and it is more ambitious in scale that any other genre films. Quo Vadis is one of the epic films because it attempts to reveal real human dramatic events or actions that took place in the ancient Roman. It attempts to reveal the way Christians were persecuted by some powerful leaders of the historical era in Rome. Quo Vadis is a Latin idiom meaning that â€Å"where are you going† but the modern usage of the idiom refers to a Christian tradition regarding Saint P eter (Scodel and Bettenworth, 2009, p. 21). The Filmmakers use Roman stories to discuss the theme of persecution or martyrdom in the life of Christians. For Christians, persecution or martyrdom is one of the significant aspects that strengthen their faith. The crucifixion of Christ and his death at the cross is what altered everything including the live of Christians. For instance, the epic film of Quo Vadis offers an example of people like Saint Peter and among other Christians who were persecuted because of their

Si chuan earthquake Essay Example | Topics and Well Written Essays - 250 words

Si chuan earthquake - Essay Example ion System, reveals that most of the local governments in China lacked the Decision Support System for daily management; thus, even during emergency situation, they did not have this crucial tool. (Liu & Ren, 2009). This evidence supports my argument because it shows that there was no preparedness to handle emergency situations such as earthquake. Decision Support System is a crucial tool in handling management and emergency issues; hence, it should not lack in local government because earthquake is prone in rural areas (Liu et al, 2006). An article on the China Earthquake Geospatial Research Portal suggests that it was possible to predict the magnitude, and in addition, former researcher, Geng Qingguo of Institute of Geophysics claims that he handed a confidential written report about his prediction of the earthquake to the State Seismological Bureau (Pekevski & Mavrodiev, 2008). This article is essential in providing evidence because it reveals that the necessary agencies were warned of the impending earthquake disaster, but they failed to take necessary actions. Thus, they also failed to establish adequate preparedness to minimize loss of lives and property destruction. Finally, a two year UNICEF report dated May 2010 also indicates that much could have been done to create preparedness, for example, aligning emergency response initiatives or programs with upstream policy programs (UNICEF, 2010). This report reveals that there were no policies in place to deal with such emergencies, for instance, enhancing intervention in emergency situations require coordination of emergency programs with policy initiatives, which were lacking in this case. I will still need to get evidence on statistical data regarding the degree of loss of lives and connect it with poor preparedness. I will also need to get evidence on what the government authorities say about the predictions and their level of preparedness. These I will get from the Chinese government department’s

Concept analys Assignment Example | Topics and Well Written Essays - 500 words

Concept analys - Assignment Example They are proven to have logical connections, physical connections and causal relations (Sassen, 2000, p. 240). Concepts must provide explanations to certain phenomena or events using intuitive thinking which may provide a better understanding using reasons, symbols and cause-and-effect. In addition, concepts have been created by people to represent things to provide meanings to them so that people may get explanations leading to understanding (Novacek and Smrz, 2006, p. 70). In short, concepts do not need to be physically tested as they can be products of intuitive thinking. Concepts are developed when certain phenomena exist with little or no explanations (Dashiff, 2010). People look for the explanations for the events that happen around them so they can better act and solve if ever problems exist. New concepts may also be formed when the established concepts are already out-of-date which require ground-breaking explanations to adapt to the current state of the phenomena (Dashiff, 2010). Change has been constant and some concepts may not be able to adjust to the environment and development so new concepts must be created. Concepts may also come out when there are gaps between practice and research (Dashiff, 2010). Research has been present to provide evidences and support to improve the practice of certain professions. In nursing, it has been necessary to have concept analysis to provide further development for the practice of that profession. Concepts provide the framework for nurses and nursing students to understand certain phenomena in their profession by providing meaning and connections with abstract ideas (Fitzpatrick and Kazer, 2012). For concept analysis to be successful, various traditional approaches have been developed. Concept analysis started with the approach created by Wilson which is composed of 11 steps (Meleis, 2012, p. 372). The steps must come to conclusion in choosing the words that best fit the meaning and concept applied

Profile of Honda Motor Company Ltd Essay Example | Topics and Well Written Essays - 1500 words

Profile of Honda Motor Company Ltd - Essay Example Japan was a fuel and transport starved nation after the Second World War. Soichiro Honda seized this opportunity to provide cheap transport from small two-stroke motorcycle engines developed in the Honda Technical Research Institute in Japan. (History). This resulted in the launch of Dream D 98cc motorcycle in 1949 (Honda). From then on there has been no looking back for this multi-national company leading to a wide range of products, and a presence in nearly every part of the world. It is the leading manufacturer of motorcycles in the world, and an automobile manufacturer of repute. The name Honda in the modern era has been equated with value for money. The business activities of Honda Motor Company Ltd. include the development, production and manufacture of motor products in many places around the world. The motorcycle business activity consists of the manufacture of motorcycles, all-terrain vehicles, and personal watercraft. The engine capacities of the motorcycles manufactured by Honda have a range from as low as 50cc to as high as 1800cc cylinder displacement. The models of Honda motorcycles consist of sports, business, and commuter models. Passenger cars in the automobile range of Honda consist of the Legend, Accord, Civic, City, and Acura brands. Honda also offers multi-wagons, sports utility vehicles, sports coupes, and mini-vehicles under different brand names. Financial services to customers and dealers also form a part of the business activities of Honda. This activity facilitates the purchase of vehicles by the dealers and the customers. Honda also manufactures a range of other power products, which include power tillers, portable generators, general-purpose engines, grass cutters, outboard engines, water pumps, snow throwers, power carriers, power sprayers, lawn mowers, and lawn tractors. The products of Honda are made available to its customers through various outlets, wholesalers, and independent retail dealers (Honda Motor Co. Ltd. (HMC)).

Workmens Compensation Law Ghana Essay Example for Free

Workmens Compensation Law Ghana Essay Section 1-Application to employees employed by the Republic This Act applies to employees employed by the Republic as well as private persons, except in the case of persons in the Armed Forces. Section 2-Employers liability for compensation (1) Where an employee sustains personal injury by accident arising out of, and in the course of employment, the employer is liable, subject to this Act, to pay compensation in accordance with this Act. (2) An injured employee shall not suffer a diminution in earnings while the employee undergoes treatment for injuries sustained through an accident arising out of, and in the course employment. (3) Where an attending medical officer assesses an incapacity in respect of an injured employee, the employer shall pay the injured employee compensation commensurate with the incapacity so assessed. (4) Subject to sections 3 and 4, where the injury results in death or serious and permanent incapacity, the Court on consideration of the circumstances, may award the appropriate compensation under this Act. (5) The employer is not liable to pay compensation in respect of an injury to an employee resulting from an accident which is attributable to the employee ha ving been under the influence of drink or drugs at the time of the accident (6) For the purposes of this Act, an accident resulting in the death or serious and permanent incapacity of an employee arises out of and in the course of employment, (a) although the employee was at the time when the accident happened acting in contravention of a statutory or any other regulation applicable to the employment, or was acting without instructions from the employer; (b) if the act was done by the employee for the purposes of and in connection with the employers trade or business. (7) Compensation is not payable under this Act in respect of incapacity or a death resulting from a deliberate self-injury. (8) Compensation is not payable under this Act in respect of an inc apacity or a death resulting from personal injury, if the employee has at any time represented to the employer that the employee was not suffering or had not previously suffered from that or similar injury, knowing that the representation was false. Section 3-Compensation in fatal cases (1) Where death results from the injury, (a) if the employee leaves dependants, the amount of compensation shall be a sum of money equal to sixty months earnings: but where in respect of the same accident compensation has been paid under section 5, 6 or 7, there shall be deducted from the sum payable under this paragraph the sums so paid as compensation; (b) whether the employee had dependants or not, the employer shall pay the medical expenses; (c) if the employee did not leave dependants, the employer shall bear the expenses of the burial as required by custom; (d) if the employee left dependants, the employer shall bear the expenses of the burial to the sum of five million cedis or as stipulated in the relevant Collect ive Agreement, whichever is the higher. (2) Where an employee survives an injury, whether the employee has dependants or not, the employer shall pay the medical expenses in respect of the injury. Section 4-Employer to pay medical expenses In an injury under this Act, the employer shall pay the medical expenses in respect of the injury. Section 5-Compensation for permanent total incapacity Where permanent total incapacity results from the injury the amount of compensation shall be a sum of money equal to ninety-six months earnings. Section 6-Compensation for permanent partial incapacity (1) Where permanent partial incapacity results from the injury the amount of compensation shall be, (a) in the case of an injury specified in the Third Schedule, a percentage of the compensation which would have been payable in the case of permanent total incapacity specified in the Third Schedule as being the percentage of the loss of earning capacity caused by that injury; and (b) in the case of injury not specified in the Third Schedule, a percentage of the compensation which would have been payable in the case of permanent total incapacity and proportionate to the loss of earning capacity permanently caused by the injury. (2) Where more injuries than one are caused by the same accident, the amount of compensation payable under this section shall be aggregated, but shall not exceed the amount which would have been payable if permanent total incapacity had resulted from the injuries. Section 7-Compensation for temporary incapacity (1) Where a temporary incapacity, whether total or partial, results from the injury, the compensation shall be the periodical payments or a lump sum of money calculated accordingly, having regard to the probable duration, and probable chan ges in the degrees, of the incapacity. (2) The periodical payment shall be the difference between the monthly earnings the employee was earning at the time of the accident and the monthly earnings which the employee is earning or is capable of earning in any other suitable employment or business after the accident; but (a) the aggregate of the periodical payments or the lump sum of money payable under this subsection shall not exceed the lump sum of money which would be payable in respect of the same degree of incapacity under section 5 or section 6, if the incapacity were permanent; (b) a period of absence from duty certified necessary by a medical practitioner shall be regarded as a period of temporary total incapacity irrespective of the outcome of the injury and a period subsequent to the first period but preceding the final assessment of disability shall be regarded as a period of temporary incapacity; (c) the maximum duration of periodical payments under this section shall not exceed twenty-four months except where the chief labour officer directs the continuance of periodical payments during the continuance of a disability for a further period not exceeding six months; (d) a lump sum of money payable under section 5 or 6 shall not be disturbed by r eason of periodical payments having been made under this section in the event of permanent incapacity following or after temporary total incapacity or temporary partial incapacity. (3) In fixing the amount of the periodical payment the Court may consider a payment, an allowance or a benefit which the employee may receive from the employer during the incapacity. (4) On the ceasing of the incapacity before the date on which a periodical payment falls due, a sum of money proportionate to the duration of the incapacity in that period is payable in respect of that period. (5) Where an employee in receipt of periodical payments under this section intends to leave the neighbourhood in which the employee was employed, for the purpose of residing elsewhere, the employee shall give notice of that intention to the employer who may agree with the employee for the redemption of the periodical payments by a lump sum of money or for the continuance of such periodical payments. (6) Where the employer and the employee are unable to agree, either party may apply to the Court which may order a redemption and may determine the amount to be paid or may order the continuance of the periodical payments. (7) A lump sum of money so ordered to be paid together with the periodical payments already made to the employee shall not exceed the lump sum which would be payable in respect of the same degree of incapacity under the section 4 or 5, if the incapacity were permanent. (8) Where an employee in receipt of periodical payments unde r this section leaves the neighbourhood in which the employee was employed, for the purpose of residing elsewhere, (a) without giving notice as provided in subsection (5), or (b) having given the notice leaves the neighbourhood without having come to a n agreement with the employer for the redemption or continuance of the periodical payments, or (c) without having made an application to the Court under subsection (6), the employee is not entitled to the benefits under this Act during or in respect of the period of absence. (9) Where the employees absence from the neighbourhood exceeds six months without justifiable cause, the employee shall cease to be entitled to the benefits under this Act. Section 8-Compensation for desfiguring injuries (1) Where in an employment personal injury of the description specified in an entry in the first column of the First Schedule by accident arising out of and in the course of the employment, is caused to an employee, the employer shall pay as compensation an amount of money for the injury determined by a medical practitioner recognised by the Government, not exceeding the percentage of the compensation payable in the case of permanent total incapacity that is specified in the corresponding entry in the second column of that Schedule. (2) The compensation payable under subsection (1) is irrespective of whether or not a compensation is payable under any other provision of this Act; but a mutilation in respect of which compensation is provided under the Third Schedule shall not rank as disfigurement under the First Schedule. (3) Where more injuries than one are caused by the same accident, the amount of compensation payable under this section shall be aggregated, but shall not exceed the amount which would have been payable if permanent total incapacity has resulted from the injuries. Section 9-Method of calculating earnings (1) For the purposes of this Act, the monthly earnings of an employee shall be computed in the manner that is best calculated to give the rate per m onth at which the employee was being remunerated during the previous twelve months if the employee has been so long employed by the same employer, but, if not, then for a shorter period during which the employee has been in the employment of the same emplo yer. (2) Where by reason of the shortness of the time during which the employee has been in the employment of the employer, or the casual nature of the employment, or the terms of the employment, it is impracticable at the date of the accident to compute the rate of remuneration, consideration may be given to the average monthly amount which, during the twelve months previous to the accident, was being earned by a person of similar earning capacity in the same grade employed at the same work by the same em ployer, or, if there is a person who is not so employed, by a person of similar earning capacity in the same grade employed in the same class of employment and in the same district. (3) For the purposes of subsection (1), employment by the same employer m eans employment by the same employer in the grade in which the employee was employed at the time of the accident, uninterrupted by absence from work due to illness or any other unavoidable cause. (4) Where the employee had entered into concurrent contract s of service with two or more employers under which the employee worked at one time for one employer and at another time for another employer, the monthly earnings shall be computed as if the earnings under those contracts were earnings in the employment o f the employer for whom the employee was working at the time of the accident. (5) The earnings of the employee under the concurrent contract shall be disclosed to any other employee at the time of engagement with the latter and shall be taken into account only so far as the employee is incapacitated from performing the concurrent contract. (6) On the request of the employee to the employer liable to pay compensation, that employer shall furnish in writing a list of the earnings which have been earned by t hat employee on which the amount of the monthly earnings may be calculated for the purposes of this section. Section 10-Persons entitled to compensation (1) Compensation is payable to or for the benefit of the employee, or where death results from the injury, to or for the benefit of the employees dependant as provided by this Act. (2) Where a dependant dies before a claim in respect of death is made under this Act, or, if a claim has been made, before an order for the payment of compensation is made, the legal personal representative of the dependants do not have a right to payment of compensation, and the claim for compensation shall be dealt with as if that dependant had died before the employee. Section 11-Distribution of compensation (1) Compensation payable where the death of an employee resulted from an injury shall be paid to the Court, and the Court may order the sum of money so paid (a) to be apportioned among the dependants of the deceased employee or any of them in the proportion determined by the Court, or (b) in the discretion of the Court, to be allotted to any one dependant, and the sum of money so allotted to a dependant shall be paid to the dependant or be invested, applied or otherwise dealt with for the dependants benefit in the manner determined by the Court. (2) Where, on an application made in accordance with the Rules, it appears to the Court that, on account of the differences of the circumstances of the various dependants, or for any other sufficient course, an order made under subsection (1) ought to be varied, the Court may make an order for the variation of the former order appropriate in the circumstances of the case.

Capacity Management And International Operations Management Commerce Essay

Capacity Management And International Operations Management Commerce Essay Capacity management lies at the core of every successful operational strategy whether service or manufacturing. It is part of a larger corporate strategy which is a long term plan to achieve a certain target (Jones and Kutsch, 2007). It is imperative for every organization to know how well its capacity is being utilized as its long term success is based on it (Krajewski and Ritzman, 2002). Capacity measurement helps determine the overall operational costs and forms the basis of important decisions like expansion (Yu Lee, 2002). This paper will endeavour to resolve the capacity management issues of a health facility called Fitness Plus in Greensboro, North Carolina. Fitness Plus began its operations in a large suburban park in Greensboro, North Carolina in 1991. Under health and sports it provides fitness, relaxation and recreational facilities operating 7 days a week (For details see Appendix 1). Customers use the facilities having subscribed to yearly memberships. Lately the area of Greensboro has expanded in population and businesses. Growth in population increased health awareness in residents and has increased demand for fitness facilities. Other health centres have also opened namely YMCA, Oasis and Golds Gym. YMCA offers full range of facilities, Golds Gym has only cardiovascular and weight training and Oasis is restricted to only adults over 16 years of age. Available data indicates that by May 2002 members visiting Fitness Plus every hour during peak time (4 7pm) had doubled to 80 from 1997. The average visits per hour increased from 15 to 25 in a typical day resultantly the facility got overcrowded and complaints arose about non-availability of equipment. Most number of complaints arise in the specific areas of aerobics, nautilus and cardiovascular. The capacity of Fitness Plus needs to be measured and planned properly in order to form an effective operational strategy both in the long and short terms. There are two options available i.e. first is to effectively manage the existing facility which will take few months and second is to build a new facility in the downtown area which might take upto a year to become operational. Due to financial and time constraints a short term solution is needed for now and a long term later. In the following report the capacity issues of Fitness Plus will be discussed in three sections A, B and C. In section A the capacity of Fitness Plus will be measured and analysed to see whether there is sufficient capacity to deal with the immediate issues of overcrowding and non-availability of equipment. Section B will ascertain which capacity strategy would be appropriate for Fitness Plus with the necessary justifications. In section C the adopted strategy would be described in detail and linked with other types of operating decisions i.e. finance, HR, marketing and supply chain. Lastly in the conclusion the crux of main issues and solutions would be summed up. Section A / Question 1: Capacity measurement with details There is no fit for all formula for capacity measurement as businesses vary in their nature and details. A theatre measures capacity in terms of seats and a job shop can measure capacity in number of machine hours (Krajewski, Ritzman and Malhotra, 2010). Jones and Kutsch (2007) are of the opinion that space and equipment hold primary position in capacity measurement thus the measurement would be centered around them. Main complaints are from two issues i.e. unavailability of equipment (Cardiovascular, Nautilus and aerobics) and workout activities being overcrowded. Thus the focus of capacity management in aerobics should be on space and equipment for the workout activities in peak hours. According to the study it is noted that peak times are between 4-7pm and total number of members visiting between that time is 240 (80 per hour). For analysis purpose the figures from the conducted survey (Appendix 1) have been used as following: Nautilus: It consists of 24 pieces of equipment and it is assumed that on an average each member takes 45 minutes to complete the whole course. In one hour the total number of members able to use the equipment would be (60 minutes / 45 minutes x 24 equipments = 31 members). The current usage during peak time is 25% of capacity equalling 20 members per hour. Cardiovascular: It has 29 pieces of equipment and it is assumed that each member takes 45 minutes to complete the exercise. Thus in one hour the total number of members able to use the equipment would be (60 minutes / 45 minutes x 29 equipments = 38 members). The current usage during peak hour is 40% of capacity equalling 32 members per hour. Aerobics: The facility can accomodate 35 members in one session and normally each session lasts for one hour. Thus the current usage during peak hour is 30% of capacity equalling 24 members per hour. Free weights: The case study doesnt hold any details about the space or type of available equipment. There are no complaints arising and 20% of the members use the facility during peak hours which equals 16 members so we assume that it is being utilized appropriately. Recreational activities: There is sufficient room available to accomodate the members during peak hours. Six tennis courts can accomodate between 12 to 24 members to play either 6 single or double games where as currently only 8 members play tennis during peak hours. Same is the case for 8 racquet ball courts which can accomodate between 16 to 32 members for 8 singles or doubles matches. During peak time only 12 members play racquet ball. The assumptions are based on the average calcuaton of each game to last for 1 hour. In case of longer game sessions still there are plenty of courts available to accomodate the demand. Detail of equipment and space are as following: Further analysis: Yu Lee (2002) is of the opinion that correct measurement of capacity is a pre-requisite for the effective management because correct decisions are always based on correct observations. It is a dilemma that one can not precisely measure the utilization capacity for service organizations as it needs constant surveys and observations (Jones and Kutsch, 2007). It has been observed that all the capacity measurements which can be taken are based on the primary data i.e. equipment condition, physical space, type of members, frequency of use, the type of equipment and support system (Yu Lee, 2002). For Fitness Plus another useful capacity measurement technique would be Utilization which is used for equipment, workforce or space. Utilization is the ratio between actual average output of the equipment and the maximum capacity (Krajewski et al., 2010). Utilization = (Average output rate / Maximum capacity) x 100% From the data available in (Figure 1) we can measure the utilization of diffferent equipments as following: Nautilus utilization = 20/31 x 100% = 64.5% (35.5% below capacity) Cardiovascular utilization = 32/38 x 100% = 84.21% (15.79% below capacity) Free weights utilization = 16/16 x 100% = 100% (Full capacity). Tennis courts utilization = 8/12 x 100% = 66.66% (33.33% below capacity) Racquet ball courts utilization = 12/16 x 100% = 75% (25% below capacity) Aerobics Utilization = 24/35 x 100% = 68.5% (31.5% below capacity) For aerobics the full capacity of the room is 35 members at one time which is way above the peak time average of 24 members. Scheduling of aerobics room can be the cause of the problem as the same room is twice a week dedicated for classes of yoga. Based on the above results it can fairly be said that Fitness Plus has enough capacity to effectively manage its existing facility and reduce complaints. There is also a need to determine the type of memebers using the facilities in peak hours i.e. family groups, under 16 students and working adults etc. It will be essential for both short and long term capacity strategies to cater for these groups separately in order to gain the competitive edge. A study should also be conducted to check the codition of the equipment as complaints might have arose partially due breakdown. It should also determine popular machines among the members specially for the cardiovascular and nautilus so the least popular be replaced with the more popular ones to increase the existing capacity. All capacity management plans not only determine the current usage of capacity but also take into account the future fluctuatins in demand. Existing or planned capacity should always leave sufficient cushion for adjustments (Krajewski et al., 2010). Capacity cushion is calculated as 100% minus the percentage of utilization. Upto 10% is considered sufficient to adjust demand fluctuations over time. Capacity cushion = 100% Utilization rate (%) In case of busy health facilities any number of customers can come at any time to use the equipment or space varying the demand significantly thus 20% capacity cushion would be more appropriate to maintain good customer service levels and to suatain any membership increases. Calculations are as following: Nautilus cushion = 100% 64.5% (utilization rate %) = 35.5% Cardiovascular cushion = 100% 84.21% (utilization rate %) = 15.79% Free weights cushion = 100% 100% (assumed utilization rate %) = 0% Tennis courts cushion = 100% 66.66% (utilization rate %) = 33.33% Racquet ball courts cushion = 100% 75% (utilization rate %) = 25% Aerobics cushion = 100% 68.5% (utilization rate %) = 31.5% Fitness Plus equipment and facilities have sufficient existing cushion. The only exceptions are cardiovascular equipment with 15.79% which is not too low and free weights equipment. There is no data available for free weights thus an assumed utilization of 100% is considered which can not be true in reality. On the basis of above calculations and analysis it can be fairly said that Fitness Plus has sufficient capacity to deal with current and future demand fluctuations. An efficient capacity management can result in a significant decrease in complaints and increase service levels and customer satisfaction. Section B / Question 2: Capacity strategy and justification One of the most difficult challenges service managers face is to cope well with uneven demand. The frequent flucuations in demand can lower service levels or result in under utilisation of resources. To avoid these consequences service firms can either adjust their capacity according to the changing demands, influence a change in demand patterns to suit their capacity or a combination of both (Krajewski et al., 2010) (see below figure 2): There are three main capacity strategies i.e. level capacity, chase demand and demand management. Each of these strategies should be adopted when its advantages out weight the disadvantages. Most often operation managers are required to keep low costs, decrease investments and at the same time provide excellent customer service levels making it all the more important for organizations to adopt a mixture of these approaches (Jones and Kutsch, 2007). Fitness Plus should adopt a mixed capacity plan for both its short and long term strategy as explained and justified in the following paragraphs: Level capacity: The capacity is maintined at a constant level all along the planning period and any fluctuations in demand are ignored. High under utilization of resources can make this capacity option very expensive but also very useful where the opportunity cost of single lost sale is very high like in jewellery retailing or real estate (Jones and Kutsch, 2007). At Fitness Plus there is always a possibility of a large number of members coming in any time and very low number of members in off-peak season resulting in either a waiting line or under utilization thus a pure level capacity plan would not be suitable. Chase demand: Chase demand is opposite to level capacity as it tries to match the capacity levels according to the changing demand patterns. It is very difficult plan to act upon as it needs flexible working hours, different number of staff and often different number of euipment in each period. It is suitable for companies which produce either perishable goods or cannot store their outputs such as customer processing. It has a clear advantage of having the appropriate level of staff all the time according to the demand of a particular season (Krajewski et al., 2010). This method requires adjustment of capacity through different means i.e. offering over time in peak and lesser hours in off-peak periods, varying number of employees according to the seasonal requirements, part time contracts and subcontracting (Jones and Kutsch, 2007). Fitness Plus would need to chase demand in the below aspects: As per available data members complain about waiting for the availabiliity of equipment. Application of a waiting line model will increase the service levels by effectively managing the existing capacity and chasing the current demand. A survey is proposed to check which machines are in demand, increasing their numbers and decreasing the least used ones to be in line with the existing demand. A waiting line model will not be suitable for aerobics because the class is preplanned and majority of the members arrive just before the start thus mixing schedules between aerobics and yoga can solve the problem. The number of employees would need to be rescheduled to increase the current service levels. It will reduce excess staff during slower times shifting them to peak times resulting in more personal attention, interaction and customer satisfaction. Developing a new facility will also chase the increase in demand which is expected due to new businesses down town. Demand management: The objective of this strategy is to shift the burden of peak period to off-peak period. Either the demand is changed through various methods or alternate products or services are offered to fill off-peak capacity. The most widely applied method in service industry is pricing to shift the peak demand to off-peak when people are not very interested in buying. Advertising also helps to smooth demand but is expensive and if is un-planned can result in financial loss. Organizations with different demand patterns develop new products and services covering the whole year i.e. univerities filling the lecture rooms during vacations (Jones and Kutsch, 2007). Fitness Plus will be managing demand in certain aspects of its startegy: It is proposed that Fitness Plus should either slightly rise prices during the peak times or provide services which cost lesser to manage demand. They should offer different types of memberships with different prices called price optimization. A non-pricing strategy of advertising off-peak services to waiting customers during peak times would also balance the peak and off-peak demands. Distributing off-peak service coupons during peak times, discounted tickets for relaxation services like massage, health supplements or energy drinks can be offered to balance the demand year round. Through a system of reservations Fitness Plus can fill its capacity and move the excess memberships to the off-peak period by booking a slot when capacity is available to manage it more effectively. Another option can be to partially restrict access of members during peak periods. During peak times mostly members would be working executives thus a restriction can be applied on under 16 members. To compensate them student membership rates can be offered in the off-peak period to encourage members to come more often in off-peak. Employee scheduling should reduce the excess staff during slower times by shifting more employee to peak times. It will result in more customer satisfaction and effective demand management. Often service companies have to opt a mixed capacity strategy as it is very hard to forecast demand and balance existing capacity (Jones and Kutsch, 2007). Operational capabilities do not always match one of the three strategies thus a mixture of chasing and managing demand would be most suitable for Fitness Plus. Section C / Question 3: Capacity strategy and other operational decisions Any capacity decision an organization makes should always be in line with the supply chains and processes within the organization. Taking into account the bigger operational picture is essential for a successful capacity strategy (Krajewski et al., 2010). Both short and long term strategies are discussed in this context below (See Figure 4): Short term strategy: Waiting line model: Peak demand most frequently results in waiting time increases for customers. Waiting line model is considered very useful for service organizations in resolving the problem (Krajewski et al., 2002). This model can be applied to the workout equipment as the waiting line is resulting in bottlenecks. Currently the system is catering for members individual service needs in multiple lines with a mixed arrangement of facilities on first come, first served basis. The arrival and service time distributions need to be calculated including line lengths, number of customers in the system, waiting time, total time in system and utilization of service facilities. After analyzing this data a new layout of the facility might be needed increasing the peak capacity and space for some equipment and reducing or eliminating some. Total 32 members visit the workout room during peak hours taking 45 minutes in completing their routines. On an average each member uses 2 machines during their stay with 20 minutes on each machine plus 5 minutes for the next one. Three customers get served with 20 minutes and an average the arrival rate comes to 2.5 times during an hour. If we take into account repeated visits we get a 80 per hour arrival rate (30 x 2.5) thus members wait approximately 8.6 minutes for a machine. To resolve it the most appropriate model would be a multiple channel, single phase as it will have a single line and more staff to deal with customers ( See Figure 3 below): Operationally this model will facilitate the marketing, HR, finance and supply chain aspects as during peak hours the waiting customers would be in a single line making it easier to display the marketing material on surrounding walls or screens. Financially it will save the expensive investment in media advertising and will make off-peak brochure distribution easier and to more interested existing customers. To serve on multiple service counter HR will need to schedule employees i.e. reducing the excess staff during slower times by shifting more employee to peak times resulting in better customer service. This model will also stream line the supply chain processes and increase service levels. During waiting line news telecasts and entertainment like BBC, Sky Sports etc with seated customer will create a calmer waiting environment and defuse any possible difficult situation. Price related strategy: Fitness Plus can reduce demand during peak hours by diverting surplus users either slightly rising prices or providing services which cost lesser. It can offer different types of memberships with different prices. The best price should be determined keeping in mind that no capacity constraint occurs which is called price optimization. Financially, increasing prices would generate extra revenues as per Shugan (2004) price optimization moves demand from peak to off peak times and increases revenues. But service firms are often hesitant due to its long term negative effects on the business. The presence of strong competitors often makes price increase decisions difficult as a customer can try competitor services and it might result in customer loss. Price increase startegy can also increase pressure on the over all supply chain as customers will start expecting higher service levels and seamless operations. By offering different type of memberships HR might need to recruit more staff to attend customer in both seasons. It can indirectly increase marketing costs as less expensive methods of selling to regular customers in peak season will become less effective due to lesser number of customers. Non-pricing strategies: Peak time is best to contact customers who might be interested in the off-peak offers and services (Kotler, 2001). It is highly likely to come across potential cusomers during Peak periods rather than less direct methods of advertising. In the earlier case customers have already shown their interest in the services and facilities. Thus it is far easier to sell them the off peak services or packages. While waiting for their turn customers can be shown different adverstisements to promote off-peak services which will save money for more expensive marketing campaigns. For regular members off-peak coupons can give further discounts or additional services with minimal incurring costs like massage, health supplements or energy drinks. Another strategy would be to develop a reservation system. It helps to shift the members to off-peak period who would otherwise be waiting during the peak period. When a customer calls to reserve a service or facility he should be given the slots with available capacity. The system works best if it is automated thus optimizing and balancing demand and capacity at the same time. These systems do improve the over all supply chain but also affect financial and HR related operational decisions as they are expensive and need trained staff to operate them. Fitness Plus can also partially restrict access of members during peak periods. A detailed study of the type of members visiting the facility would be needed. Once the data has been gathered on the usage pattern the decision of categorical restrictions can be applied. For example during peak times of 4-7 mostly members would be working executives thus in order to reduce access and optimise the capacity a restriction should be applied on under 16 members using the facility in the same period. To compensate them student membership rates can be offered during the off-peak period. This will encourage the excluded members to come more often during off peak periods. Fitness Plus should also have a survey to determine the popular equipment. The number of popular equipment should be increased and the least popular ones be decreased which will help fill the gap in member requirements. Operationally it can create a supply chain problem of disposing off the least popular equipment and can increase financial pressure of buying new machines. In case of aerobics section complaints there is a possibility of a mixed schedule between aerobics and yoga. A rescheduling of classes on the basis of members demand can ensure that the classes do not clash. It will affect the HR decisions as employee scheduling would be needed and over time might need to be paid. The employees of Fitness Plus also need to be scheduled in order to increase the service levels and reduce the excess staff during slower times. Shifting more employee to peak times will result in more customer satisfaction by having more personal attention and interaction. It will benefit the supply chain by improving process times and facilitating seamless operations. Long term strategies: There are three alternates in the long run which should be based on both qualitative and quantitative bench marking of competitors, capacity and cost estimates: Opening of a new facility downtown Minimal expansion within the current facility on available land Waiting and watching the demand conditions before making any expansion Because customers are already complaining and equipment is being used lesser than its maximum capacity there is some room for minor expansion of the existing facility but is limited due to lack of available land. As the population is increasing steadily and the only full range competitor is YMCA option 1 would be the best choice. It will create sufficient capacity ahead of customer demands. Once the new facility is announced it will be difficult for competitors to expand as it might over burden the market. Financially it is a big decision and would very much depend on the success of the short term strategies. Profits gained through short term measures will ease the financial pressure. Secondly going ahead with new facility downtown will need thorough supply chain planing as the distance between the facilities will make logistical decisions difficult and expensive. Lot of new job will be created and HR department will need to recruit and send and recieve staff between facilities for training and development purposes. It will be a big opportunity for marketing deparatment as lots of new campaigns, hoardings, billboards and advertisements would need to be developed. Conclusion: In this report the capacity issues of Fitness Plus were discussed in details in three sections. A measurement of existing capacity, justification of adopted strategy and links of proposed strategies with other operating decisions were sought. Both short and long term strategies are considered important but the immediate concern of Fitness plus should be to resolve the existing complaints of over crowding and non-availability of equipment. Firstly, in the short term price optimizing strategy of increasing peak prices and offering off-peak packages can work. If it is considered detrimental for the business non-pricing strategies can produce the desired results. Secondly, all the employees should be taken on board in the strategic decisions so that they can handle customer queries more professionally and maintain the desired service levels. Lastly, periodical reviews of the demand forecasting, complaints, equipment and service levels will ensure effective capacity utilzation. Accuracy of data should be maintained by comparing the existing demand with the forecasted demand so that a clear picture of the financial, operational and service needs is obtained. In the long run Fitness Plus needs to refer to its corporate objective and act accordingly either to effectively manage the current equipment and space or build a new branch over time. The earlier the long term strategy is initiated the better. Once the expansion plan is announced new memberships will prove to be a guage for its success and continuous monitoring of population growth, market trends and competitors will keep Fitness Plus ahead of its competitors.