Armco

  • Man Accounting

    rmco – implementation of the new performance measurement system My task was to write my opinion about the problems of the implementation of the new performance measurement system in Armco, Inc.: Midwestern Steel Division, Kansas City.  First, I think there wasn’t a problem with the new performance measurement system itself, as it was stated by the numerous employees. The old system suffers from lack of direction, as employees didn´t really understand the relationship between their responsibility

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  • Kansas City Works

    1.0 Introduction Armco Inc. is a steel manufacturer that used to be the sixth largest in its industry in US (in 1990). The Kansas City Works within its Midwestern Steel Division was hit by the decline in the business in the US steel industry despite its good performance in the past. Consequently, it downsized and incurred significant losses in most of the 1980s. This entity produces two primary products including grinding media and carbon wire rod, one being recognized in the industry for its durability

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  • Student

    Armco Inc. Armco Inc is a steel manufacturer that used to be the sixth largest in its industry in United States in 1990. The Kansas City Works within its Midwestern Steel Division was hit by the decline in the business in the US steel industry. The firm produces grinding media and carbon wire rod. The first on has been successful in the industry with its great durability compared to the competitors. Carbon wire rods on the other hand were non profitable and covered only some of its fixed costs through

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  • Armco

    - The implementation of the process was done so quickly, that the top managers could not trainother managers to use the new system. And they could not introduce the new system in a step bystep format so they can be more aware day by day on what is going to be changing in the future.Here are the changes that can be recommended for the new system:- Specify the different kind of costs (fixed and variable), so that managers can have an idea of thedifferences and variations of each type of costs.- Implement

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  • Transsctions and Economics

    sense for Ford when they took place. Why Steel Is De-integrating Today For the past 40 years, the percentage of America’s steel produced in vertically integrated firms like U.S. Steel has declined. Oncefamiliar names like Bethlehem, Inland, and Armco have vanished, to be replaced by newcomers like Nucor, Chaparral, and Bayou Steel.8 Commonly called mini-mills, they use relatively small electric furnaces instead of giant blast furnaces.9 Fill an electric furnace with scrap steel, feed in high-voltage

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  • Armco V New Horizon

    construction company that purchased pipes from Armco, Inc., a pipe manufacturer, to be used in the construction of a passive solar heating system. Armco’s ten foot pipes were designed to be able store water horizontally but had also proven to be successful in previous construction projects when installed vertically. New Horizon’s solar heating system design called for five, thirty foot, vertically installed pipes which had not been tested. However, Armco didn’t manufacture this length of pipe so ten

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  • Karen

    learning labs to build and apply concepts to work operations (Senge, P. 1993). Various organizations are attempting these practices “including Ford, Harley Davidson, Electronic Data Systems, Federal Express, AT&T, Philips North America, Herman Miller, Armco Steel, and Intel”(Senge, P. 1993). For example “Ford has adopted a three-stage ‘architecture of engagement:’(1) finding those predisposed to this work, (2) core community-building activities, and (3) practical experimentation and testing. “(1993).

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  • Homework Airtex

    solve some lack of direction problems, since it’s very loosely defined and doesn’t give a clear course of action. However, with the use of the above steps the problems could be solved with a high probability. 2. What Personal & Cultural Controls do Armco use, and what Personal & Cultural Controls could they use? While cultural control is used to create a certain culture and mutual monitoring, personal control is used to control who the organization works with and what resources the organization allocates

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  • Or- Bernard Taylor

    content; mine 2 produces limonite ore, which has a 60% iron content; mine 3 produces pyrite ore, which has a 50% iron content; and mine 4 produces taconite ore, which has only a 30% iron content. Exeter has three customers that produce steel—Armco, Best, and Corcom. Armco needs 400 tons of pure (100%) iron, Best requires 250 tons of pure iron, and Corcom requires 290 tons. It costs $37 to extract and process 1 ton of magnetite ore at mine 1, $46 to produce 1 ton of limonite ore at mine 2, $50 per ton of

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  • Rise of Information Technology in India

    Business school. Infosys has its IPO in 1993 and listed in NASDAQ (the first Indian company) in 1999. There were interesting products too-Installing from Wiper, compilers from softek, Tally accounting software from Tally systems and marshal from Armco that had global customers; the core banking software products Flex cube from iFlex solutions has today become the market leader in the global market. The formation of NASCOM in 1988 (that sprang into action from 1990) gave a fillip to the nascent

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  • System Thinking

    and Goals for Mankind, a Club of Rome project. Mr. Gharajedaghi has been involved with the following sponsoring organizations to redesign businesses, product(s), and/or processes: Aluminum Company of America (ALCOA) ANGLOVAAL, Limited (South Africa) Armco (Latin American Division) Butterworth Health System Carrier Corporation Chrysler Corporation Clark Equipment Company Commonwealth Energy Systems Edgars Stores, Ltd. (South Africa) Ford Motor Company Health Care Forum Marriott Corporation Martin-Marietta

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  • Armco Midwestern Steel Division

    I. Introduction In January 1991, the management of the Kansas City Works of Armco’s Midwestern implemented a new performance measurement system that was “designed to give us better management focus on the things that are most important for them to worry about, earlier warning problems and improved commitment to achieve objectives”. However, the changes top management wanted to institute and integrate into the system were met with less than favorable impressions, not excluding outright dissatisfaction

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  • Hidden Persuader

    important to the group." Iron Age in an article entitled "Psychology Sifts Out Misfits" told of Armco Steel Corporation's new enthusiasm for psychology, which the journal described as "a fancy word for a technique that lifts the 'iron curtain' that humans often hide behind...." (Increasingly industrial employees were finding, to use a popular phrase, that they had "no place to hide.") The pay-off for Armco, the journal said, was that the company had been able to cut from 5 to 1 percent the number of

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  • Fundamentals of Heat and Mass Transfer 7th Edition

    with the thermal conductivity value reported for this material in Table A.1. (b) By mistake, an Armco iron sample is placed in the lower position of the apparatus with one of the SS316 samples from part (a) in the upper portion. For this situation, the heater draws 0.601 A at 100 V, and the differential thermocouples indicate T1 T2 15.0 C. What are the thermal conductivity and average temperature of the Armco iron sample? (c) What is the advantage in constructing the apparatus with two identical samples

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  • Project Financing

    debt. Reserve Mining Project Sponsors Project Description Armco Inc. (“Armco”) Republic Steel (“Republic”) Reserve Mining Company (“Reserve”) was formed as a so-called “cost company” to mine taconite, a low-grade iron-bearing material, from the Mesabi Iron Ore Range in Minnesota, and to process the taconite into high-grade iron ore pellets for use as feedstock in steel mills owned by Armco and Republic. Reserve was owned equally by Armco and Republic. The two owners received equal amounts of output

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  • Performance Measurement

    Armco, Inc.: Midwestern Steel Division Armco Inc. is a steel manufacturer that used to be the sixth largest in its industry in US (in 1990). The Kansas City Works within its Midwestern Steel Division was hit by the decline in the business in the US steel industry despite its good performance in the past. Consequently, it downsized and incurred significant losses in most of the 1980s. This entity produces two primary products including grinding media and carbon wire rod, one being recognized in the

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  • Armco Inc

    | Management & Control Systems | Learning Group 4 | | [Geef de naam van de auteur op] | 9-2-2014 | This document contains all the cases made by learning group 4. | 1. What was wrong with the Midwestern Steel Division’s old system? (As part of your analysis, study Exhibit 3 carefully and figure out what the columns tell you, individually and in total.) Before 1991 the performances of the cost center managers and their superiors in the plant were evaluated in terms of cost

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  • Test2

    Arline/M Arlington/M Arlin/M Arluene/M Arly/M Arlyne/M Arlyn/M Armada/M armada/SM armadillo/MS Armageddon/SM Armagnac/M armament/EAS armament's/E Armand/M Armando/M Arman/M arm/ASEDG Armata/M armature/MGSD armband/SM armchair/MS Armco/M armed/U Armenia/M Armenian/MS armer/MES armful/SM armhole/MS arming/M Arminius/M Armin/M armistice/MS armless armlet/SM armload/M Armonk/M armored/U armorer/M armorial/S armory/DSM armor/ZRDMGS Armour/M armpit/MS armrest/MS

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  • Armco

    Introduction Armco Inc., is the sixth largest producer of stainless, electrical, and carbon steels and steel products in the United States, and the Armco Inc Midwestern Steel Division is its largest division. The largest subdivision of the Steel Division is the Kansas City Works which produces two products: grinding media and carbon wire rod. In January 1991, a new performance measurement system for Kansas City Works was implemented by Bob Nenni, the Director of Finance, with the aim of providing

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  • Critical Analysis of the Clift Village Shopping Centre Project Management Plan

    Australian and QBSA standards. TJA Industries was approached by Ingal civil who manufactures the anti-climb barrier system and asked if we would take on the project, from that point TJA dealt with the client. The anti-climb barrier system is a Armco barrier with a integrated handrail and mesh fill built into the system, which prevents a person from climbing over the barrier or stops a vehicle penetrating the barrier, which is ideal for this situation. 3.0 Project Management plan 3.1 Nature

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  • Republic

    personally the payment of the corporations debts, thus:   [P]etitioner did not sign in his personal capacity the solidary guarantee clause found on the dorsal portion of the trust receipts. Petitioner placed his signature after the typewritten words ARMCO INDUSTRIAL CORPORATION found at the end of the solidary guarantee clause. Evidently, petitioner did not undertake to guaranty personally the payment of the principal and interest of ARMAGRIs debt under the two trust receipts.     Hence, for the

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  • Armco Case

    Case – The Armco Kansas City Works The previous performance measuring system at Armco was based on cost and safety factors, which were considered the primary desired results parameters. But looking at the nature of operation of the company, which is based on manufacturing, the higher management recognized that these parameters of measurement were not adequate to measure the performance and efficiency of the process. In other words, more knowledge of the desired results was to be gathered and performance

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  • Economic Nexus in Washington State

    Transit test, which includes a prong for fair apportionment, was developed in the context of a gross receipts tax. In addition, the mere risk of “multiple burdens” has been sufficient to invalidate an unapportioned gross receipts tax. Moreover, in Armco Inc. v. Hardesty and Tyler Pipe Industries v. Washington State Department of Revenue, consolidated with National Can Corp. v. Washington State Department of Revenue, the Court applied a internal consistency doctrine analysis to strike down gross

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  • Armco Case Study

    1. Context 1.1 Brief analysis of the situation The management of Armco, Inc.: Midwestern Steel Division began implementing a new performance measurement system in January 1991. Bob Nenni, Director of Finance for the Midwestern Steel Division, explained the rationale for this new system: The old system had managers spending more time explaining why changes in cost were due to accounting system problems than they did fixing the problems. The new system will provide for management better

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  • Armco Executive Summary

    ARMCO INC. CASE CHAPTER 2 Armco Inc. is a producer of a variety of steel products such as stainless, electrical, and carbon, and many more. Armco was a leading steel manufacturer in the United Stated, being ranked sixth in 1990. Within Armco Inc., their Midwest division, Kansas City Works, was the largest. In 1990, Kansas City Works division approximately accounted for $250 million in sales, but within the last decade, sales declined. Two products were primarily produced in Kansas City Works

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  • Project Management

    solve some lack of direction problems, since it’s very loosely defined and doesn’t give a clear course of action. However, with the use of the above steps the problems could be solved with a high probability. 2. What Personal & Cultural Controls do Armco use, and what Personal & Cultural Controls could they use? While cultural control is used to create a certain culture and mutual monitoring, personal control is used to control who the organization works with and what resources the organization allocates

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  • Armco Case

    Team 4 Case #4 Armco, Inc.: Midwestern Steel Division 1. The old performance measurement system had the following problems: - It did not provide information on the product mix being produced. It provided data on total tonnage produced, but did not breakdown “what” was produced. - The system compared “actual” to “objective” but did not provide data on what factors caused variance. - Costs were not broken down by: o Fixed costs o Variable

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  • Test

    able to monitor sales as well as pending, shipped and cancelled orders on their own using the seller centre portal. The program first launched in Kenya by Jumia in July 2014 became an overnight success with companies like Bata, Nairobi Sports House, Armco and Toy World among others moving to open their virtual shops on the website while international brands like Infinix, Innjoo, Microsoft, Fly Mobile, Maybelline and Binatone among others opted to use the platform as an exclusive Launchpad to penetrate

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  • Chapter1

    shares of Armco, Inc. Armco has 100,000 common shares outstanding, the majority of which continue to trade on the New York Stock Exchange. During the next two years, Armco reports the following information: Common Shares Total Fair Value at December 31 $1,900,000 1,870,000 Year 2010 2011 Net Income $158,000 125,000 Cash Dividends $25,000 25,000 Westwind elects to adopt the fair-value reporting option and accordingly makes the following journal entries for its investment in Armco over the

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  • Accounting

    Case Armco Case Study: Armco, Inc.: Midwestern Steel Division What do you think was the problem with the implementation of the new performance measurement system? In January 1991, Top management of the Kansas City Works of Armco’s Midwestern Steel division began implementing its new performance measurement system. It was designed to give better management focus on the things, which are most important. The new system included less data’s: it allows managers to focus on the 5-6 more important

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  • Dgfdg

    eam 4      Case #4      Armco, Inc.: Midwestern Steel Division  1. The old performance measurement system had the following problems:      - It did not provide information on the product mix being produced.   It provided data on total tonnage produced, but did not breakdown “what” was produced.      - The system compared “actual” to “objective” but did not provide data on what factors caused variance.      - Costs were not broken down by:        o Fixed costs        o Variable costs        o Relevant

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  • Armco Case

    Armco, Inc.: Midwestern Steel Division 34. J. Roberts, The Modern Firm: Organizational Design for Performance and Growth (New York, Oxford University Press, 2004), p. 181; and D. L. Wenner and R. W. LeBer, “Managing for Shareholder Value From Top to Bottom,” Harvard Business Review, 67, no. 6 (November–December 1989), pp. 2–8. 35. S. Datar, S. L. Kulp and R. A. Lambert, “Balancing Performance Measures,” Journal of Accounting Research, 39, no. 1 (June 2001), pp. 75–92; G. A. Feltham and J. Xie

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