Siemens

is an organization that deals with different areas of concern such ashealth, industries, energy, infrastructure and cities. In thisorganization, the business’ goals and objectives are divided intostrategic goals and business goals towards ensuring that therespective entities within the society while also ensuring customersatisfaction. The preceding analysis encompasses the respectiveobjectives under each of the stipulate categories.

Thereare vast objectives that the company seeks to achieve. This is aimedat ensuring that the specific mission of the business is achievedwhile also ensuring that the health of our customers is largelysafeguarded. The business seeks to avail the respective targetedcustomers with a unique taste based on the products that the firmseeks to offer. By ensuring healthy standards are met through thepackaging and manufacturing process, the firm seeks to integrate therespective healthy and environmental standards. Through intensive andextensive online marketing strategy, the firm seeks to embrace someof the essential dynamic approaches that ensure the targeted marketis availed with vital information in relation to the products andservices offered. The firm seeks to extend the respective serviceoffering by targeting local and some of the cerebrations. Throughmaximization on effectiveness, the firm seeks to ensure quality andworld class service delivery.

AlternativeStrategies

Demingprovide fourteen points of transformation of a company and it isbased on this that will use them as the alternativestrategies to improve on their quality. Quality is a major concern inmost organization across the world today all manufacturing companiesare working to ensure that the products have quality. However, notall people know how to differentiate between quality products andsubstandard goods but it determine how a particular product sales inthe market. It is based on this notion that many companies andmanufacturers implement quality development techniques that willenable them become the top or the best manufacturers in the market.

QualityTools and Methodologies in use, in contemporary manufacturing, canstill be improved through the implementation of Deming’s points.Quality can be improved by breaking down barriers within departmentsin an organization and allowing free, fast communications between thedepartments. This is the ninth point that Deming suggests that can beused to improve quality development in a modern manufacturing companybecause the entire department in a company should work as a singleunit. Each department should strive to give their best because whatthey produce is directly consumed by other departments in theorganization. So, when barriers within departments are solved anddone way with the organizations function will work perfectly andquality will be improved with time.

is one of the companies that have tried to implement the point intheir manufacturing company, and it was successful. hasshowed that logical operational difficulties that faced whileattempting to make inroads into the overall general focus and thesubsequent operational metrics, ’s offshore performance inthe 1920s as compared to 2009 has been more than triple. In 2010, sought out to find a solution to their problem and it wasthen the implementation of Deming’s fourteenth point wasintroduced. After breaking down barriers within departments,’s performance improved in the years that followed, and theyare currently doing much better in their manufacturing, distributionand sales of the products.

Thenext point is to institute leadership because there is a greatdifference between having a supervisor and leadership becauseleadership helps in running the organization, which is very differentfrom having a supervisor who will just be interested in seeing thingsdone (Deming, 1986). The introduction of leadership can still workfor a modern organization to achieve better performance in theirmanufacturing system. The past decades in operationalplatform demonstrated huge significant operational platform withinwhich the car manufacturer has gone through strategic leadershipchange. Leadership is one important factor that used toimprove its performance. This is a required processing order tosustain overhauls in structural developments within the company. Thesuccess of the company revolves around changes made both internallyand externally within the different times and leaderships. In 2010, created a much stronger leadership within its selectedquality development strategy. The developed capabilities that act asa link which give success considerations to better implementation aimat avoiding unplanned gaps which are fundamentally dangerous. Assuch, effectiveness of leadership is summed through the adoption ofmodest requirements such as illustrated outcomes, transformedcapabilities and improved concentration of functions.

Trainingis one way through which organizations can improve qualitydevelopment. According to Deming’s fourteen points, institutingeducation and self-improvement techniques is one way through whichtotal quality management can be achieved in different departments andthe organization as a whole. Training is used as a way of introducingcompany workers to new technology, ideas and by reminding the workersof what they are supposed to be doing within the organization(Deming, 1986). has been faced by high resistance fromexisting workers who believe that change in technology and system ofmanagement would be responsible for various issues such as loss ofjob and or having the system becoming too complex for them. However,certain important factors were installed in order to generateimproved standards of managing workers and giving them in-servicetraining to adapt to new changes in their environment. The trainingusually helps the workers fit in the new structure and technologythat is introduced making them perform much better in theirrespective work stations and through the training, there has beengreat improvement in performance in the last two years of theimplementation of such training sessions.

Lastly,the organization will perform better if slogans are eliminated thisis because, in most cases, it is the processes that are in theorganization that contributes to the various mistakes that happen andnot the workers (Deming, 1986). Total quality management does notrequire that the workforce be harassed by the management, but theorganization should improve the processes manufacturing to ensurethey use counter-productive.

Revenueand earnings (in millions of €)

ProForma

Pro Forma

Year 1

Year 2

Year 3

Sales

€442,822

€967,265

€1,071,877

Cost incurred directly to Sales

€1756,729

€386,906

€428,751

Other Costs of Production

€0

€0

€0

Total Costs of Sales

€175,729

€386,906

€428,751

Gross Sideline

€264,093

€580,359

€643,126

Gross Sideline %

60.02%

60.02%

60.02%

Expenditures

Payroll

€269,620

€323,960

€331,960

Sales and Advertising and Additional Expenses

€8,4100

€8,410

€8,410

Devaluation

€1,700

€1,700

€1,700

Rented Equipment

€0

€0

€0

Services

€4,810

€4,810

€4,810

Coverage

€3,500

€3,500

€3,500

Rent

€24,500

€24,500

€24,500

Payroll Levies

€40,292

€48,445

€49,645

Other

€0

€0

€0

Total Operational Costs

€352,417

€412,908

€423,100

Revenue Before Interest and Tariffs

(€86,304)

€166,450

€220,010

EBITDA

(€84,625)

€168,150

€221,720

Interest Expenditure

€0

€0

€0

Taxes Sustained

€0

€49,935

€66,005

Take-home Profit

(€86,320)

€116,510

€154,010

Net Profit/Sales

-19.51%

12.10%

14.41%

Sincegoing by the definition, yield is reflected by average price which ischarged per package, and for the fact that is reputable forbeing the most expensive carrier than competitors there is no needto be surprised that such company has higher Yields. However, priceor yield comparison is not the best measure in order to compare.Based on the volumes expected and the services mix, large customerswill negotiate prices with the carriers (Deming,1986).Even if takes more money or on average, it may be deemed as cheap byan individual customer. Since yield does not consider the projectedgrowth, it has a limit in value as an indicator. Because of thehigh-cost structure which is so fixed, it shows there is lag timeduring when the investors venture in to carrier business, and thetime when they enjoy their returns due to increased volumes. In otherwords, the ups and downs of profits are so akin to the company’snetwork size.

Planningis an important step in having an advantage to `sdecision-making processes, especially for the long-standingprofitability of the company. Itis through an environmental analysis that an organization can be ableto make an important decision that would contribute to thedevelopment and performance of the health organization. The purposeof this evaluation was to ensure the growth strategy of addingphysical therapy to the growing urgent care business.

Inthe addition of the physical therapy offices in the expansions,has made a difficultchoice about how to distribute different resources, which includepersonnel, capital and creative capacity. These choices are based onfacts and assumptions about the company setting that the businesswill face in its present and future activities and beyond. Ondifferent occasions changes are made at after the intended plans are implemented. In most cases differentother companies roll out various better strategies that are aimed atcountering the ’s advantage and togain greater market share. The environment usually presents differentchallenges for a business. At strategic plan is used to syncwith the environment and help tackle the challenges that arepresented (Deming,1986).

Capitalexpenditureplanning on theaddition of the physical therapy offices in the expansionsinvolve detailed accounting records and financial reporting processesin each quarter and on a yearly basis. To achieve better performancethe hospital has bookkeepers who work under supervision of seniorfinancial analysts accountants where they learn the ropes of theprofession. For the company to have asset purchase report, thebookkeepers ensure that they debit the plant, property and equipmentcredits and accounts of the organizations. The assets are subject todepreciation, which help the company manage the costs of fixedresources for many years. The bookkeepers have to keep on updatingthe depreciation of an asset on the credit and expense account(Deming,1986).

Capitalexpenditure strategies used by the organization need technicalacumen, mainly when it comes to evaluating the operational efficiencyof state-of-the-art machinery and equipment that make up heavyaccessories and tools. In other words, these approaches help thecompany leaders deliberate about the plans of maintenance when inview of long-term asset acquisitions. In order to draw an efficientcapital spending plan, relies on techniques like operating system software, enterpriseresource planning software and information recovery or searchapplications. Other tools that the company uses are defect-trackingprograms and, computer-aided design software, FAARS, which is knownas the Financial Accounting and Analysis and Reporting Software.

Contingencyplanning on theaddition of the physical therapy offices in the expansionshas not only been used for tackling the negative challenges thatoccur in the company, but also used as a tool for planning for thefuture and usually takes advantage of the opportunities that mayarise during the year. For example the hospital keeps some extrafunds that might be used to acquire other competitor whose ownerssuddenly announce that they are willing to sell (Deming,1986).

Contingencyplanning on theaddition of the physical therapy offices in the expansionsensures that the company’s managers sharpen their tacticalintellectual skills. They become more aware of the changing businessdynamics in which the health organization operates and how it caninfluence the business`s accomplishment. Having a contingency planenables faster reaction to unforeseen events and may reduce thedestruction on profit and revenues.

NetPresent Value analysis

Year (1) 2014

Year (2) 2015

Year (3) 2016

Actual to date

Projected

Budget

Expenses

9 Months

End of Year

Annual

Employees’ salaries and benefits

2,965

3,921

3,890

Rent and utilities

2,130

2,314

2,310

Insurance

150

160

162

Legal, accounting

150

230

320

Equipment

120

150

290

Supplies

105

100

135

Printing and copying

110

115

140

Telecommunications

115

118

130

Travel and meetings

325

330

450

Marketing and advertising

995

1,110

1,300

Staff training

650

750

900

Contract services

875

950

1,200

Subtotal cash expenses

$ 8,690

$ 10,248

$ 11,227

Total Expenses

$ 8,690

$ 10,248

$ 11,227

Revenue over Expenses

$ (8,690)

$ (10,248)

$ (11,227)

Inconclusion, the organization’sinternal resources and financial capabilities affected the additionof the physical therapy offices in the expansion planbecause thestaffing costs are very high and take up a lot in the budget, theserange from recruiting of new employees, benefits and staff training.This will require constant focus and deliberation in balancing wageswith the local hospital facilities. These internal sources maintain ahigher wage bracket that then declines longevity in the staffingdepartments. Thetotal quality management is every organization’s priority forensuring quality and performance in the market, which is oftendetermined by the quality development of the organization. It hasbeen proven in this paper that Deming’s fourteen points oftransformation of a company can still be used in modern companies toachieve quality development and performance.

References

Deming,E., (1986). Out of the Crisis: 14 Points of Transformation. VintagePress, New York, USA