Inferences for One Population Standard Deviation Essay Example for Free

Inferences for One Population Standard Deviation Essay The Standard deviation is a measure of the variation (or spread) of a data set. For a variable x, the standard deviation of all possible observations for the entire population is called the population standard deviation or standard deviation of the variable x. It is denoted ÏÆ'x or, when no confusion will arise, simply ÏÆ'. Suppose that we want to obtain information about a population standard deviation. If the population is small, we can often determine ÏÆ' exactly by first taking a census and then computing ÏÆ' from the population data. However, if the population is large, which is usually the case, a census is generally not feasible, and we must use inferential methods to obtain the required information about ÏÆ'. In this section, we describe how to perform hypothesis tests and construct confidence intervals for the standard deviation of a normally distributed variable. Such inferences are based on a distribution called the chi-square distribution. Chi is a Greek letter whose lowercase form is χ. A variable has a chi-square distribution if its distribution has the shape of a special type of right-skewed curve, called a chi-square (χ2) curve. Actually, there are infinitely many chi-square distributions, and we identify the chi-square distribution (and χ2-curve) in question by its number of degrees of freedom. Basic Properties of χ2-Curves are: Property 1: The total area under a χ2-curve equals 1. Property 2: A χ2-curve starts at 0 on the horizontal axis and extends indefinitely to the right, approaching, but never touching, the horizontal axis as it does so. Property 3: A χ2-curve is right skewed. Property 4: As the number of degrees of freedom becomes larger, χ2- curves look increasingly like normal curves. Percentages (and probabilities) for a variable having a chi-square distribution are equal to areas under its associated χ2-curve. The one-standard-deviation χ2-test is also known as the χ2-test for one population standard deviation. This test is often formulated in terms of variance instead of standard deviation. Unlike the z-tests and t-tests for one and two population means, the one-standard deviation χ2-test is not robust to moderate violations of the normality assumption. In fact, it is so non robust that many statisticians advice against its use unless there is considerable evidence that the variable under consideration is normally distributed or very nearly so. The non-parametric procedures, which do not require normality, have been developed to perform inferences for a population standard deviation. If you have doubts about the normality of the variable under consideration, you can often use one of those procedures to perform a hypothesis test or find a confidence interval for a population standard deviation. The one-standard-deviation χ2-interval procedure is also known as the χ2-interval procedure for one population standard deviation. This confidence-interval procedure is often formulated in terms of variance instead of standard deviation. Reference: http://classof1.com/homework-help/statistics-homework-help View as multi-pages

ZARA Clothing Performance Analysis

ZARA Clothing Performance Analysis Zara is the largest division and flagship brand of the Spanish retail group Inditex. It sells up-to-the-minute fashionability at low prices, in stores that are clearly focused on one particular market (Slack, 2006). The first store opened by accident in 1975 due to a large pyjamas order cancellation. This typically can be said to be an emergent strategy as the Zara store today was not an intended strategy. Vertically integrated, Zara controls most of the processes in the supply chain whereby 50% of the products are manufactured in Spain, 26% in the rest of Europe and 24% in Asian countries. Zara outsources products of high labour intensive processes but maintains in-house capital intensive processes, protecting knowledge and know-how. It takes less than two weeks for a skirt to get from Zaras design team in Spain to a Zara stores in any part of the globe, as much as 12 times faster than the competition. And with shorter lead times, Zara can ship fewer pieces, in a greater variety of styles, more often and they can more easily cancel lines that dont sell as well, avoiding inventory backlogs. (Thinking Made Easy, 2009) This quick response capacity of Zara is made possible by the 3 main stages that define the competitive edge of the company: design, manufacturing and distribution. This strategy is embraced to focus on the operations which can enhance cost efficiency and hence Zaras internalization. Other production activities are completed via a network of about 500 subcontractors in close proximity to Zaras operations at La Coruna. Mr. Ortega the CEO of the Inditex, the parent company of Zara, once said that the secret to retail success is to have five fingers touching the factory and five touching the customer. (Nigel Slack, 2008) This paper uses the models and frameworks of the Operations Strategy module to describe analyze how Zaras operations strategy led to a sustainable competitive advantage in the global apparel industry. What is Operations Strategy? Just as there is no overall agreement about what strategy means, there is no universal agreement on how operations strategy should be described. Four distinct perspectives have emerged on the description as illustrated in Fig. 1 below (Nigel Slack, 2008): Top down vs. Bottom up: Zara boosted its innovation in a fast changing market by adapting the bottom up perspective of strategy in its operations. This is a key driver of competitive advantage through constant innovation to develop new-products that provide customers with new perceived benefits. Zara benefits from an organizational culture that allows information exchange, risk taking, experimentation and learning from failures. Market Requirements vs. Operations Resource: Whatever the operations strategy of an organization, it must in some way reflect the requirements of the organizations market. The fashion market is a fast changing one characterized by quick shifts in consumer demands. As described by Inditex CEO, Jose Maria Castellano, the fashion world is in constant flux and is driven not by supply but by customer demand. We need to give consumers what they want, and if I go to South America or Asia to make clothes, I simply cant move fast enough. How do Zaras operations resources help it to compete in its market? Zara has remained focused on its core philosophy that creativity and quality design together with a rapid response to market demands will yield profitable results. Its business model incorporates the following operational goals: To develop a system the requires short lead times To decrease production quantities and inventory To increase variety of styles/choice. We can deduce that operations strategy is concerned with the reconciliation of market requirements and operations resources. Key drivers of this reconciliation are the importance of setting appropriate performance objectives and understanding the decision areas that determine resource deployment. Factors affecting Zaras Strategic Decisions: Capacity Zara employs a chase demand capacity management in its operations. Spare manufacturing capacity is mirrored in the companys storage function, where up to 400 extra staff can be drafted in during busty periods. As new stock delivery schedules are regimented, customers know when new stock is due and traffic in stores is heavier at such times. As a result, the company is able to adjust its resources to match the demands as appropriate. Procurement and production planners make preliminary, but crucial, estimates of manufacturing costs and available capacity. The cross-functional teams can examine prototypes in the hall, choose a design, and commit resources for its production and introduction in a few hours, if necessary. (Ferdows Kasra, 2005) A small change in retail orders, for example, can result in wide fluctuations in factory orders after its transmitted through wholesalers and distributors. In an industry that traditionally allows retailers to change a maximum of 20 percent of their orders once the season has started, Zara lets them adjust 40 percent to 50 percent. In this way, Zara avoids costly overproduction and the subsequent sales and discounting prevalent in the industry. Supply Networks The vertical Integration advantage can be seen in Zaras centralized logistics and distribution. Zara designs around 10,000 new models every year and replenishes ranges within every one of its 650 retail stores twice per week, but in strictly limited quantities of stock. This ensures Zaras brand promise to customers of exclusivity, and also of design freshness. But it also avoids build-up of large quantities of unpopular stock. Zaras system has to deal with something in the realm of 300,000 new stock-keeping units (SKUs), on average, every year. (Ferdows Kasra, 2005). It outsources less manufacturing (only labour intensive tasks mainly the sewing) than its competitors hence can react quickly to seasonality and unforeseen demand. Zara avoids building inventories in any part of its supply chain from raw materials to end user. Process Technology Zaras communication and coordination through high technology information systems is one of Zaras success factors relative to its competitors. Its customized handheld computers support the connection between the retail stores and headquarters. These PDAs transmit all kinds of information (hard data as orders and sales trends and such soft data as customer reactions and the buzz around a new style). The constant flow of updated data mitigates the so-called bullwhip effect-the tendency of supply chains (and all open-loop information systems) to amplify small disturbances. Development and Organization This fast fashion system depends on a constant exchange of information throughout every part of Zaras supply chain-from customers to store managers, from store managers to market specialists and designers, from designers to production staff, from buyers to subcontractors, from warehouse managers to distributors, and so on Zaras organization, operational procedures, performance measures, and even its office layouts are all designed to make information transfer easy. By having operations in close- proximity to its headquarters allowed for better and faster communication between functional areas for faster decision making. Key success objectives for Zaras Performance: Speed: Speed and responsiveness to Market, Zara has changed the way clothing industry works where deigning, production and delivery to the retailers requires period of six months. The design and distribution cycle of the company takes just 10-15days in the whole process. Zaras speed to market in product development exceeds the capabilities of its competitors. This in itself provides additional value to stakeholders, customers, and stores in producing quality clothing at affordable prices. The proximity of their manufacturing and operational processes allows Zara to maintain the flexibility necessary to design and produce over 12000 new items annually. This capability allows Zara to achieve their strategy of expedited response to consumer demand. The process of obtaining market information and relaying it to design and production teams expedites product development by shortening the throughput time of their products from design to store. Dependability: Due to Zaras ownership and control of production, they ensure timely delivery and service. Although most of their stores run out of stock, signifying that they have low dependability in terms of product availability, another perspective of dependability in terms of keeping to date with fashion is achieved. Quality: Zara brand is synonymous with the cutting edge of fashion at affordable prices. Another Quality advantage is the added sense of quality to the product as the tags would be labelled with made in Europe rather than made in China due to Zaras trade-off between Low labour costs in Asia and operational efficiency. Flexibility: Designers (of average age 26) draw the design sketches then discuss it with market specials and planning procurement staff illustrating a flexibility of ideas generation and on the other hand the huge number of designs reflects the ability to meet almost all the fashion requirements by customers of all ages (up to 55). This adaptive model rather than traditional merchandising is very different from its competitors. Many competitors rely on a small elite design team that plans both design and production needs well in advance. Stores have little autonomy in deciding which products to display or put on sale because Headquarters plans accordingly and ships quantities as forecasted. Zara owned many of the fabric dying, processing and cutting equipment that provided Zara added control and flexibility to adopt new trends on demand. The added flexibility helped Zara on two fronts: shorter lead times and fewer inventories. (OPPapers.com, 2010) Cost: Zara produces most of its products in Europe. Compared to their competitors, they outsource very little to Asia. Though the cost of production in Spain is 17-20% more expensive than Asia, Zara does have a competitive advantage over its competitors in regards to operations. Though there is a cost advantage in their approach in regards to labour, the lack of flexibility in changing orders based on current trends hinders their operational efficiencies. Inventory costs are higher for competitors because orders are placed for a whole season well in advance and then held in distribution facilities until periodic shipment to stores. Lower inventory cost is a key sustainable advantage as it enables Zara to manufacture and sell its products at cheaper prices. Conclusion The smooth integration between Zara business strategy and it is operation strategy as illustrated in the strategic matrix below brought about a promotion of innovativeness through a blending of its performance objectives and decision areas. This aligned Zara operations with its business strategy, ensuring comprehensiveness, correspondence and coherence to achieve its mark in the garment industry as a world leader today. Zara has demonstrated that market flexibility and lean inventories may be even more important than cheap labour, an insight that just might reverse the and its success is based on controlling all the steps of manufacturing clothes: from design to fabric to manufacturing, distribution and sales in order to cut costs and make huge gains in speed and flexibility. In the fashion industry, where trends change daily, Getting a good strategic mix in operations is key to a retailers survival.

Evolution of British Policy in the Colonies: 1750 to 1776 Essay

Evolution of British Policy in the Colonies: 1750 to 1776 The relations between England and the British North American colonies could always be considered precarious. Prior to 1750 British essentially followed a policy of benign neglect and political autonomy in the American colonies. (Davidson p.97) The colonies were for the most part content with benign neglect policy, relishing in a â€Å"greater equality and representative government†(Davidson p.95) within the colonies. Competition among European Imperial nations began to effect British policy toward North America colonies causing rapid shifts from 1750 to 1776. During this period, the British Empire made a series of policy decision that sealed the fate of the British North American colonies and lead to the American Revolution. In 1745, the French, Spanish and British Empires began competing over international trade networks and natural resources. Subsequently, each empire began maneuvers to maintain and expand possession of their territory in North America. In 1750, England and France each concluded that â€Å"Ohio country† the land west of the Appalachians was vital to their interests. (Davidson p.102) This battle of over Ohio country led the British and the French into the Seven Years’ War. In the early years of the Seven Year’s war, the British struggled, suffering a significant defeat at Fort Duquesne and surrendering at Fort Necessity. (Davidson p.102-3) Their defeats were largely due to incompetent leadership and the British’s policy decisions. For example, General Braddock alienated the Native Indians, which then aligned with and fought with the French. The North American colonial troops despised commanding officer General Campbell, the Earl of Loudon. Many men we... ...ed Independence thus entering the America revolution. The British polices and leaders continually undermined the citizens of the colonies. It was the British elitist views that continually caused poor policy and leadership decisions. Instead of using a diplomatic approach Britain continued to try to assert dominance over the colonies. These same issues and arrogant attitudes would eventually cost them the war. In the end the battle was not over British policy, it was a battle between a monarchy and a democracy. It was not possible for the two sides to reconciled differing political ideologies. The British were naà ¯ve in thinking they could rule America like a monarch. After all most British Americans left â€Å"mother England† in search of a better life, many in search of liberties not granted at home. Maybe it was always America’s destiny to be independent.

History of Euthanasia in America :: Free Euthanasia Essay

History of Euthanasia in America 1973- The American Medical Association issues the Patient Bill of Rights. The groundbreaking document allows patients to refuse medical treatment. 1976- The New Jersey Supreme Court rules that the parents of Karen Ann Quinlan, who has been in a tranquilizer-and-alcohol-induced coma for a year, can remove her respirator. She dies nine years later. 1979- Jo Roman, a New York artist dying of cancer, makes a videotape, telling her friends and family she intends to end her life. She later commits suicide with an overdose of sleeping pills. 1985- Betty Rollin publishes "Last Wish," the story of her mother's battle with ovarian cancer. The book reveals that Ida Rollin killed herself with a sedative overdose. 1990- Dr. Jack Kevorkian performs his first assisted suicide, using a homemade machine, to end the life of Alzheimer's patient Janet Adkins. Meanwhile, after protracted legal wrangling, the parents of Nancy Cruzan, who has been in a coma for seven years, are allowed to remove her feeding tube. Friends and co-workers testify in court that she would not have wanted to live. 1991- Hemlock Society founder Derek Humphry first publishes "Final Exit." The controversial suicide "how-to" book later becomes a national best seller. 1994- Voters in Oregon pass a referendum making it the only state in the country that allows doctors to prescribe life-ending drugs for terminally ill patients. The hotly contested law was not put into effect until last year. 1995- George Delury publishes "But What If She Wants to Die?" a diary chronicling his wife's long battle with multiple sclerosis. The book describes the couple's agonizing decision to end her life with a drug overdose. Delury served four months in prison for attempted manslaughter for his role in her death. 1997- In a unanimous decision, the Supreme Court rules that the Constitution does not guarantee the right to commit suicide with the help of a physician. The decision upholds laws in New York and Washington state making it illegal for doctors to give lethal drugs to dying patients. 1998- In November, Michigan voters defeat a measure that would have made physician-assisted suicide legal. Michigan Poll On Dr. Kevorkian and Euthanasia22 1. After watching that segment which showed Jack Kevorkian administering a lethal injection of drugs, do you think it was appropriate or not appropriate for "60 Minutes" to show that scene on television? 56%Appropriate 35% Not appropriate 10% Undecided/Don't know/Refused 2. Did the experience of watching Dr. History of Euthanasia in America :: Free Euthanasia Essay History of Euthanasia in America 1973- The American Medical Association issues the Patient Bill of Rights. The groundbreaking document allows patients to refuse medical treatment. 1976- The New Jersey Supreme Court rules that the parents of Karen Ann Quinlan, who has been in a tranquilizer-and-alcohol-induced coma for a year, can remove her respirator. She dies nine years later. 1979- Jo Roman, a New York artist dying of cancer, makes a videotape, telling her friends and family she intends to end her life. She later commits suicide with an overdose of sleeping pills. 1985- Betty Rollin publishes "Last Wish," the story of her mother's battle with ovarian cancer. The book reveals that Ida Rollin killed herself with a sedative overdose. 1990- Dr. Jack Kevorkian performs his first assisted suicide, using a homemade machine, to end the life of Alzheimer's patient Janet Adkins. Meanwhile, after protracted legal wrangling, the parents of Nancy Cruzan, who has been in a coma for seven years, are allowed to remove her feeding tube. Friends and co-workers testify in court that she would not have wanted to live. 1991- Hemlock Society founder Derek Humphry first publishes "Final Exit." The controversial suicide "how-to" book later becomes a national best seller. 1994- Voters in Oregon pass a referendum making it the only state in the country that allows doctors to prescribe life-ending drugs for terminally ill patients. The hotly contested law was not put into effect until last year. 1995- George Delury publishes "But What If She Wants to Die?" a diary chronicling his wife's long battle with multiple sclerosis. The book describes the couple's agonizing decision to end her life with a drug overdose. Delury served four months in prison for attempted manslaughter for his role in her death. 1997- In a unanimous decision, the Supreme Court rules that the Constitution does not guarantee the right to commit suicide with the help of a physician. The decision upholds laws in New York and Washington state making it illegal for doctors to give lethal drugs to dying patients. 1998- In November, Michigan voters defeat a measure that would have made physician-assisted suicide legal. Michigan Poll On Dr. Kevorkian and Euthanasia22 1. After watching that segment which showed Jack Kevorkian administering a lethal injection of drugs, do you think it was appropriate or not appropriate for "60 Minutes" to show that scene on television? 56%Appropriate 35% Not appropriate 10% Undecided/Don't know/Refused 2. Did the experience of watching Dr.

Erich Fromms Disobedience as a Psychological and Moral Problem Essay e

Erich Fromm's Disobedience as a Psychological and Moral Problem In "Disobedience as a Psychological and Moral Problem," Erich Fromm (1963) argues that society will self-destruct without achieving freedom through disobedience. Fromm begins with analogies of Hebrew and Greek mythology showing how disobedience to a god freed humans. Using this correlation, Fromm shows freedom as a condition for disobedience, and vice- versa. Therefore, Fromm proclaims that without disobedience the human race could destroy itself within a generation. Fromm’s article, first published in 1963, stems from fear of a third world war. Despite the â€Å"outdated† comment by Behrens and Rosen in the introduction, the article still applies to suggestion human nature during the War on Terrorism. Fromm (1963) Fromm predominately uses logos, with underlying pathos (appeals to emotions) when discussing religion. Fromm adds a section near the end about Hitler’s right hand man, Adolf Eichmann, which seems out of place. However, in 1963 the reference to individual players of the Holocaust such as Eichmann probably equates to the 21st century usage of Cindy Sheehan. The flow of Fromm’s article lacks logical arguments while ignoring religious values of his biblical examples, especially Adam and Even. Believers of both Judaism and Christianity believe God created everything including man and woman. First, God created man (Adam) to live in the Garden of Eden, and then woman (Eve) from Adam's rib for companionship. God gave all of his glorious creations to them provided fruit from The Tree of Knowledge stayed uneaten. As the myth goes, Eve ate the fruit from the tree resulting in banishment for both. Fromm (1963) claims this act resulted in Adam and Eve’s freedom... ...l itself off until the majority becomes authority. Fromm (1963) believes the need for disobedience grows as this authority increases. However, he neglects to suggest when disobedience should stop. When the majority continually stops any outbreak of disobedience, I believe over time we will accept the initial concept they wanted to fight. When we win the War on Terrorism, the people of Iraq will be free with their own constitution and government. At that time, any attempt to disobey the government might shake their foundation, but it will not â€Å"free† the insurgency as Fromm suggests. Sources Cited Childbirth.org. (2001). Pregnancy & Childbirth Information. Retried October 10, 2005, from http://childbirth.org/ Fromm, E. (1963). Disobedience as a Psychological and Moral Problem (Ed.), Writing and Reading Across the Curriculum (pp. 357-361). New York: Pearson.

Conflict and Negotiation Essay

Decision making is about coming to agreement on the perceptibly best (optimal) course of action, given several competing odds and scenarios. In many cases, there is more than one person involved in the decision making process. Given the realities faced by the various parties involved in deliberations that must lead to decisions, and the shades of information and viewpoints available to these parties, steps that lead to decisions must be clear on desired outcomes and accommodate different perspectives. Conflicts and the need to negotiate must arise sometimes become people are need-driven and see things from their own points of view – for good reason. For instance, in my experience, I have encountered several instances where HR, business units and IT seemed to be working at cross-purposes even though they insist they are all focused on doing the best for the same organization: †¢The HR manager was looking at employee time-tracking software from the standpoint of compliance and what needed to be in or out to protect the company from reputational risks such as litigations and regulatory penalties. The frontline business unit manager’s focus was on quick delivery so as to book the next sale and achieve his target profitability. †¢The IT manager serving both the HR and business manager was looking at both group’s needs from the standpoint of overall company priority since IT resources were limited. It thus becomes important for participants to be clear on the overall goal, even though they come from different points of view. There is always the need to do some give-and-take with regards to points of view, so the final decision has the coverage, goodwill and support it needs to serve the needs of all concerned and the organization as a whole. Conflict can be either functional (constructive) or of dysfunctional (destructive), depending on whether or not the negotiation process is focused clearly on solving problems or distracted by a selfish investment in rigid viewpoints. When conflicts are functional, they lead to creative tensions that challenge orthodoxy, lead to creative ideas and enhance organizational performance. When conflicts are dysfunctional, they result in narcissistic negotiations. Kofman, F (n. d) In this case, the potential advantage in group decision making of â€Å"drawing from the experiences and perspectives of a larger number of individuals† is lost. Instead, individual/groups mistakenly view themselves as ‘the organization,† thus fueling frustration and wasting the larger rganization’s time and resources. Has anyone encountered individuals who are very self-centered in negotiations? Did you feel frustration and why? How did you get past the frustration point and get to some resolution? 1. Kofman, F (n. d) axialent. com Productivity Killers: Narcissistic Negotiation Retrieved May 15, 2013 from http://www. axialent. com/resource/article_details/79 2. Bauer, T. , & Erdogan, B. (2009). Organizational behavior . (Vol. 1. 1, p. 270). Irvington, NY: FlatWorldKnowledge, Inc

Allentown Materials Corporation

The analysis of the Allentown Materials Corporation case study reveals a number of issues mostly related to the untimely death of a respected leader, the subsequent change in leadership, and also the management style of the newly appointed upper-level managers. This paradigm shift in operational management strategy is one of the root causes of the conflict between departments, absence of teamwork, and low morale. Additionally, radical changes are required to bring Allentown Materials Corporation into a new era of manufacturing and ensure their continued success in the marketplace.The willingness to change is critical in a manufacturing organization where the means of maintaining a competitive advantage change frequently. (ReVelle) The former General Manager of the Allentown Materials Corporation Joe Bennett was very authoritarian in nature, preferring to make all nearly all important decisions by himself, and no decisions at all were made without Mr. Bennett’s approval. Many o f the managers reporting to Bennett were considered political and manipulative by their employees, and as a result few were willing to challenge his operational management style.When Don Rogers took over Joe Bennett’s position as general manager the aggravating factors of a major down turn in business were already present, but the effects were not necessarily being felt throughout the organization. A revolutionary change should have been implemented under Bennett when the business shifted from primarily military applications to private sector uses, however manager’s perspective may cause them to overlook important organizational changes or respond to these changes inappropriately. Both general managers are at fault for the current situation at Allentown; Mr.Bennett for overlooking when change was required and Mr. Rogers for responding to the need for change inappropriately. The military market revolved around highly reliable and consistent components for crucial milita ry equipment; and the military was willing to pay a premium to acquire such components. In contrast the consumer and private sector market also demands high-quality products, but at the lowest cost possible. (ReVelle) The secondary consequence of this shift from military to consumer markets is an increased presence in the extremely competitive Japanese market.Japanese manufacturing firms had long since developed and implemented their own manufacturing methodologies such as Just-in-Time (JIT) manufacturing and Total Quality Management. Allentown Materials Corporation is essentially attempting to compete in a market that has already seen revolutionary change at the hands of new methodologies and techniques. Changes do need to be made to ensure a manufacturing organization has the competitive advantage, and selecting the appropriate change methodology is equally crucial.The Six Sigma quality management program was originally developed by Motorola in 1986 and as a business strategy focu ses on improving the quality of outputs by removing the causes of defects, unacceptable variability in the manufacturing process, and discontinuing practices that do not add value to the final output. (CIT) One method in which Six Sigma accomplishes this is though improving processes already in place or creating new processes when the existing ones fail to meet business objectives. CIT) Motorola reported over 17 billion in savings in 2006 since the start of their Six Sigma initiative, and many other manufacturing companies have also achieved success with their own implementations of Six Sigma. (CIT) These tangible effects are the results of training in quality improvement methods, rearrangement of business processes to make them more efficient, initiation of projects that improve production or save money, and improved communication between management and employees.For a company to achieve Six Sigma any single process must not produce more than 3. 4 defects per million opportunities. (CIT) This in turn means increased profit for the company and potential bonuses or incentives for employees. We can also make comparisons between Six Sigma and the different Japanese methodologies and draw a number of conclusions†¦ Six Sigma addresses half of the revolutionary change required for Allentown Materials Corporation to remain competitive in the ever-changing manufacturing marketplace.The second component of the change required involves giving the entire organization a shared vision for the future which plays strongly on the core competencies of the Allentown Materials Corporation. The strength of Allentown Materials Corporation lies with its research and development, and manufacturing divisions. Part of this change will come about as Six Sigma is adapted and implemented at the Allentown Materials Corporation.Employees at all levels of the organization will recognize the potential benefits and rewards including increased job security, new opportunities with the comp any, and better performance evaluations and pay increases. Additionally, employees will be aware that if the company is deriving benefits from Six Sigma these benefits will eventually trickle down to them. (CIT) All of the new rewards and incentives will lend themselves to a shared vision within the company. One aspect of particular importance of the Six Sigma methodology will be the effect of training and teamwork on the various divisions.When a sense of teamwork is lacking the employees have a tendency to focus on the productivity of their particular department or division and fail to realize the impact of their actions on the entire operation. (CIT) For these changes to take hold at Allentown Materials Corporation a vital member of upper management must assume the role as the change champion. Don Roger’s seems like the clear choice to take on this position due to his position with the company and the fact that he has an established history of involving people in issues wit h the company and consulting them on decisions.The change champion at Allentown will have a number of new responsibilities related to ensuring the success of Six Sigma and simultaneously being the driving force behind the entire business revolution. In order to show demonstrable commitment to the program and the new shared vision the champion will need to be heavily involved in the change process, ensuring that it moves swiftly and that the change is real and positive. Encouragement, motivation, involvement with projects, removing the barriers to project success, celebrating successes when they occur, and recognizing achievements are all ways the champion can demonstrate commitment.In the course of implementing change the change champion should consider naming a steering committee consisting of him or herself, key managers from all the functional areas including the newly separated sales and marketing functions, and a new position; training manager. The steering committee would serv e to enact the changes, but would also provide crucial feedback from lower managers and employees about the practical implications of their changes.Among the responsibilities of the steering committee would be developing a new team handbook that clearly states the policies and goals of the company and a training program emphasizing teamwork, team interaction skills, and The issues effecting Allentown Materials Corporation may very well lead to its ultimate demise. It is therefore essential for Allentown Materials Corporation to institute a fast and positive change to ensure its long term viability and retain its competitive advantages in the marketplace. Six Sigma when implemented properly by a committed change champion can usher in a new era for Allentown Materials Corporation.