Censorship Its Restriction On Minds - 2549 Words

Censorship: Its Restriction on Minds as Well as Materials Books are some of the most powerful tools in education. They contain knowledge, thoughts, beliefs, wisdom, and insight. When these valuable instruments of learning are taken away, the results can be detrimental. Censoring is an age-old tactic used to control the thoughts and actions of people. Today, it poses one of the largest threats to learning. The censorship of books in America’s schools must be avoided due to its violation of the First Amendment, its restrictions on student’s critical thinking abilities, and its negative effects on learning. As long as there have been people with power over others, there has been censorship. The act of censoring has been present for†¦show more content†¦The founders of the United States wrote protections into the Constitution and established the government in such a way as to prevent tyrannical leaders from censoring others’ viewpoints. The First Amendment states, â€Å"Congress shall make no law†¦abridging the freedom of speech, or of the press†. This amendment guarantees free speech, and censorship is a direct violation of the First Amendment rights promised in the Constitution. There will inevitably be issues of controversy among people and stances that the majority finds incorrect. However, the purpose of the First Amendment is to give everyone the opportunity to speak his or her ideas and opinions, no matter how controversial. While addressing the legality of censorship, many censors argue that it is the responsibility of the government to protect and preserve the safety of the nation’s youth, and this responsibility trumps students’ First Amendment rights. However, the U.S. Supreme Court formally recognizes that â€Å"students do not ‘shed their constitutional rights to freedom of speech or expression at the schoolhouse gate’† (Chmara 18). It has been established that the First Amendment not only guarantees the right to free speech, but also the freedom to receive information and the right to read. However, it is true that minors’ rights are not equal to that of adults. Because of this, schools do have restrictions, but the courts have established that book censorship can only occur in two circumstances. According to

The Effects Of Traumatic Events On Infants And Young Children

In recent years the research regarding trauma has shifted from adults to children. In the past, the impact of traumatic events on infants and young children has been passed over when in reality early childhood is the stage when a child is most vulnerable to the effects of trauma (Perry et. al., 1995). There are numerous interventions for early childhood trauma that focus on the child and the child’s primary caregiver. I wanted to design an intervention that will be able to go beyond the home environment of the child and into the school environment. Teacher can become secondary caregivers in a child’s life. They can also spend a significant amount of time with a child during the child’s time in the classroom. The teacher-training module was designed to offer a brief overview of early childhood trauma. The goal of the teacher-training is to provide teachers who work with children ages 0-5 with an overview of what early childhood trauma is, how it can present in the child’s behavior and to better equip teachers with an understanding of why difficult behaviors present in a child due to trauma. Reasoning behind effects of early childhood trauma will be discussed later in regards to attachment theory, stress and trauma theory, and psychoanalytic theory. Traumatic experience can occur to children under the age of six (Zero to Six Collaborative Group, 2010). Even though a child may not be able to vocalize or verbalize his/her own experiences regarding the traumatic experience, itShow MoreRelatedInfant Trauma1407 Words   |  6 Pagestragic event. The pain of the memories alone can be devastating. It takes time and support to find a sense of self again, to feel safe in the world again. But what if the trauma happened before life ever really began? Is there any lasting effect on a person that was merely an infant when the trauma was experienced? The research is growing on this topic and it reveals that there can definitely be some significant effects from infant trauma. As we look into the effects of trauma on infants, we firstRead MoreSetting And Attachment Theory Of A Family966 Words   |  4 PagesAdoption or Foster Care E.Moving Home F.Living Outside of the Home G.Family Breakdown H.Loss of Significant People I.Moving Between Settngs or Carers I.There are a number of Significant theories of ATTACHMENT that we should be aware of when considering children s overall development.ATTACHMENT is important as it affects a child s long term social and emotional development. A.John Bowlby s THEORY of ATTACHMENT -he recognised and devised one of the most important theories,which is that of ATTACHMENT.HeRead MoreEmotional Abuse : Cause And Effects1344 Words   |  6 PagesEmotional Abuse: Cause and Effects Abuse comes in many forms such as physical, sexual, verbal, or even emotional; feelings or emotions have the ability to cut as deep as any weapon; causing long term damage in the lives of children. Larry James was once quoted in saying: â€Å"Emotional abuse is just as damaging as physical abuse. The only difference between the two is with physical abuse you are wearing it on the outside for the world to see and the other is felt deep inside. Others cannot see the bruisesRead MoreThe Plasticity At A Young Age1693 Words   |  7 PagesThe brain is constantly changing and molding from new experiences. The plasticity at a young age presents itself in an enormous amount which allows the brain to change and adapt. When a child is bestowed with a traumatic experience at a young age they learn from that and are effected tremendously, because that’s all the knowledge they contain. Traits are hard wired into people and that coming from parents it already sets a path to follow and in a way already makes them who they are, but an environmentRead MoreDomestic Violence and Social Problems1268 Words   |  6 Pagessexual orientation, socioeconomic backgrounds, or education levels. While the systems primary focus targets adult victims of abuse the new attention is being focused on children who witness domestic violence. Witnessing a violent crime is commonly defined as being within visual range of the scene as the crime occurs. Children are expected to unfold in a secure and nurturing environment. When the environment is injected by fear and violence all of the normal task of growing up are unfavorablyRead MoreEffects Of Maltreatment On Brain Development And Its Consequences1150 Words   |  5 Pages Effects of Maltreatment on Brain Development and its Consequences Abuse and neglect is , unfortunately, not an unusual occurrence in the lives of young children. The maltreatment that they experience often have harmful long-term effects that depend on many factors. These factors are dependent on the age of the infant/child at the time of the occurrence, the question of whether the abuse was a single event or a ritual norm, and the relationship with and the identity of the abuser, as well as whetherRead MoreThe Effects Of Substance Abuse On A Person s Life Essay1528 Words   |  7 Pagesclassified as. With that being said, researchers have found that traumatic experiences and dysfunction endured at a young age is highly correlated with the abuse of substances later in life. 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Individuals sustaining mild brainRead MoreDefinitions Of Memories In Wrights Black Boy By Richard Wright895 Words   |  4 PagesBoy as an autobiography, he made the book fictitious when expressing his memories. The first example is on the first page when Wright talks about the time he set his grandmothers house on fire at the age of four. Four-year-old children are not capable of remembering events in g reat detail. He also expresses the conversation he and his three-year-old brother had. This makes no sense whatsoever because toddlers cannot have full conversations. Perhaps he did this in a way to make the novel more interestingRead MoreLong Term Effects Of Early Trauma On Children1521 Words   |  7 Pages The Long Term Effects of Early Trauma on Children in Foster and Adoptive Settings Alyssa Lodhi Amberton University October 25th, 2014 â€Æ' Personal Journey When I was five years old, my mom told me that there were some children who didn’t have moms. I was shocked, and told my mother frankly that I’d be their mom. Caring for children with early trauma has been the driving passion of my life. When I was six and again when I was eight, my parents adopted children from Vietnam. Having siblings

Growth Strategies in Soft Drinks Free Essays

string(165) " has been designed to provide soft drinks manufacturers and distributors of all sizes with the information they need to thrive in a hostile competitive environment\." Growth Strategies in Soft Drinks A management report from Business Insights The battle for ‘share of throat’ Positioning of new soft drinks launches aimed at children 29% 36% In spite of growing competition in the soft drinks market, many companies, ranging from multinationals to niche specialists, continue to see volume growth well in excess of the market average. Much of their success can be attributed to progressive attitudes to their competitive environment and by exploiting new production, packaging and distribution technologies, they are able to meet consumers’ needs more accurately and immediately than ever before. With leading players such as The Coca-Cola Company driving the battle Child as purchaser Parent as purchaser Planned purchase Impulse purchase for share of throat, soft drinks manufacturers of all sizes need to equip themselves with a wide variety of innovative strategic tools if they are to 4% 32% remain competitive. We will write a custom essay sample on Growth Strategies in Soft Drinks or any similar topic only for you Order Now Business Insights’ report, the Growth Strategies in Soft Drinks highlights emerging opportunities in the industry, and examines the ways that companies can best exploit them. From the emerging markets of Asia-Pacific, Eastern Europe and South America, to fast-growth niches in the developed world, this latest study is the definitive guide to innovation, main players, market sizes and growth prospects. â€Å"New manufacturing and marketing techniques are blurring traditional borders between soft drinks categories. With competition becoming increasingly fierce and share of throat thinking coming to the fore, targeting specific consumer needs and consumption occasions is going to become more and more important. The implications for the soft drinks industry could be considerable, particularly for smaller players. Marketing Director European soft drinks manufacturer Structure and scope Share of throat and market drivers: an in-depth investigation of product positioning, distribution, marketing and NPD strategies that are being employed in the pursuit of share of throat. New Age beverages Energy and sports drinks HIGH GROWTH Category growth versus rate of innov ation in the global soft drinks market Key market data: the report contains a data table for each category, listing the 10 fastest-growing country categories around the world. This Dairy drinks s supplemented in the final chapter with market data by category for 7 of the most important country markets in global soft drinks. Bottled water Carbonates Juices LOW GROWTH CONSOLIDATED Squashes cordials Powdered soft drinks FRAGMENTED Innovation and technology: analysis of over 350 new product launches in the global market, examining their marketing mix and specific consumer appeal, indicating the direction in which soft drinks NPD is likely to develop over the next five years. â€Å"With high volume growth rates and a low level of consolidation, New Age beverages is arguably the most attractive soft drinks category for new ntrants. † Future outlook and survey: a wide-ranging survey of industry executives in Western Europe and North America, focusing on issues of consumer targeting , fast-growth distribution channels and packaging formats and assessing their projected impact on the future development of the industry. Growth Strategies in Soft Drinks Business Insights Shifting industry dynamics Key bases of the success of energy and sports drinks in the global soft drinks market Performance enhancement Growth Strategies in Soft Drinks provides invaluable insight into the dynamics of the global soft drinks market. It looks at the increase in inter-category competition and the battle for share of throat, as well as trends in new product development and emerging market activity. With a global outlook, it provides you with the information you need to increase profitability, no matter the size of your company. Isotonic drink Sports drinks Lucozade Sport †¢ What are the main ‘share of throat’ strategies being used by the leading multinationals? Energy drinks Tonic functional dairy drinks Yakult Health needs Red Bull Recreation Lipovitan How do these strategies impact on smaller companies? †¢ What are the current and future trends in soft drinks new product development? †¢ Where do the key opportunities lie: in healthy or in indulgent â€Å"Much of the success of energy and sports drinks can be attributed to the ability of a relatively small number of brands to satisfy a relatively large number of specific consumer demands. † positionings? †¢ How large is the children’s market for soft drinks? What is the potential of the elderly market? Growth Strategies in Soft Drinks Business Insights What are the fastest-growing niche soft drinks markets in the developed world? †¢ Where are the key growth opportunities in emerging markets? Key benefits Forecast development in soft drinks innovation in North America 100% Line extensions based on existing technologies With the competitive environment in the global soft drinks industry becoming increasingly intense, no company can afford to ignore emerging growth potential. Growth Strategies in Soft Drinks enables you to identify a wide range of opportunities in a variety of countries, categories, channels and formats. Composition of NPD (% new products) 80% 60% Line extensions based on new technologies †¢ Understand how the leading players are shaping the competitive environment and how their activities impact on your business. 40% 20% †¢ Learn how NPD trends are evolving and the channels, packaging Completely new products formats and positionings that are likely to be most successful over 0% 1998 2003 the next five years. †¢ Identify fast-growth areas for your products from 46 country markets in 5 continents. North American manufacturers will focus on using new technologies to add extensions to existing lines rather than create new brands. † †¢ Quantify emerging categories, such as energy and sports drinks and New Age beverages and their potential impact in the vital North American and Western European soft drinks markets. Growth Strategies in Soft Drinks Business Insights †¢ Use the findings of the Business Insights survey to understand how the industry predicts th e soft drinks market will develop over the coming five years. Who can benefit from the report? Forecast development in specific consumer group targeting in soft drinks innovation in Europe Not important now but important in 5 years Important now and important in 5 years Children Young adults Families Growth Strategies in Soft Drinks has been designed to provide soft drinks manufacturers and distributors of all sizes with the information they need to thrive in a hostile competitive environment. You read "Growth Strategies in Soft Drinks" in category "Papers" Company type Soft Drinks Multinationals Strategic Planners Marketing Managers Product Managers v v v v v v v v v v Soft Drinks Niche Specialists v v v v v v v v v v v v Retailers, Wholesalers and Distributors v v v v v v In 5 years Pensioners Not important now and not important in 5 years Now Important now but not important in 5 years Job title Market Research Managers Managing Directors Distribution Managers NPD Managers Export Managers Brand Managers Sales Managers â€Å"In Europe, creating single-serve products aimed at members of specific age groups is likely to become a key marketing issue in the next five years, whereas multi-serves aimed at families will decline in importance. Growth Strategies in Soft Drinks Business Insights Research methodology Business Insights is a series of management reports designed to help you make informed, timely business decisions. Written and compiled by independent experts, the reports evaluate interviews with key industry executives and quantify the issues that will be of 14 12 10 8 6 4 2 0 -2 -4 -6 1993-94 1994-95 1995-96 1996-97 Bottled Water Carbonates Squashes cordials 997-98 New age beverages Juices Energy sports drinks Year-on-year category growth diffe rential over soft drinks market average (% volume) % category growth differential over market average greatest strategic sig- nificance in the industry’s future. †¢ We conducted a qualitative industry opinion survey of over 500 executives in soft drinks companies across the globe to ascertain their current and future strategies and obtain their opinions and projections on the future of the market. The report provides inter-category and international comparison of growth rates and degrees of consolidation to identify key market entry opportunities. â€Å"Of the traditional categories, only bottled water is outperforming the soft drinks market average growth, having benefited both from the boom in flavoured water sales and the evolution of new bulk and impulse packaging formats. † †¢ It provides analysis of over 350 soft drinks launches on the basis of their competitive positioning and consumer appeal indicating underlying current trends and forecasting future developments. Growth Strategies in Soft Drinks Business Insights †¢ The report evaluates the markets for bottled water, carbonates, dairy drinks, energy and sports drinks, juices, New Age beverages, powered soft drinks and squashes and cordials. Table of Contents (abridged) CHAPTER 1 EXECUTIVE SUMMARY Introduction Share of throat Innovations in soft drinks Emerging markets Company profiles – global giants and niche players Survey results and forecasts Market dynamics CHAPTER 2 SHARE OF THROAT Introduction The causes of the expansion of the competitive space The impact of the decrease in volume growth How to gain from the share of throat concept Retail strategies Gaining increased shelf-space Installing more and better equipment in the marketplace Expanding availability into new outlets and channels Consumer strategies Expand consumer base and create a larger body of repeat purchasers Encouraging existing customers to increase their levels of consumption Conclusions CHAPTER 3 INNOVATIONS IN SOFT DRINKS Introduction Product Launch Opportunities The relationship between rate of innovation and growth The relationship between consolidation, innovation and growth Trends in NPD in Soft Drinks Introduction Innovation by category and by geography Innovation by category and by occasion Innovation by category and by target demographic group Innovation by category and by ingredients Conclusions CHAPTER 4 EMERGING MARKETS Introduction Fast Growth Opportunities in the Developing World Indonesia Philippines China New Zealand Hungary Brazil Pakistan CHAPTER 6 SURVEY RESULTS AND FORECASTS Introduction The relationship between product upgrading and true innovation The future of product positioning The future of targeting specific consumer groups The future of soft drinks packaging Summary of key findings CHAPTER 7 MARKET DYNAMICS Introduction Global Soft Drinks Market Data Overview Soft Drinks Market Data Overview: France Germany Italy Japan Spain UK US Portugal Vietnam Poland Emerging Opportunities in the Developed World New Age beverages Energy and sports drinks Bottled water Emerging markets data appendix CHAPTER 5 COMPANY STRATEGIES – GLOBAL GIANTS AND NICHE PLAYERS Introduction The Coca-Cola Company: Coca-Cola Product history Positioning SWOT Analysis Procter Gamble: Sunny Delight Product history Positioning SWOT Analysis Red Bull GmbH: Red Bull Product history Positioning SWOT Analysis Yakult Honsha: Yakult Product history Positioning SWOT Analysis Conclusions About Business Insights Business Insights appreciate the importance of accurate, up-to-date incisive market and company analysis and our aim therefore is to provide a single, off-the-shelf, objective source of data, analysis and market insight. FAX BACK TO: +44 (0) 207 900 6688 r scan and e-mail to marketing@globalbusinessinsights. com www. globalbusinessinsights. com I would like to order the following report(s)†¦ (Please use BLOCK CAPITALS) 1 Company detai ls 3 Company name: ________________________________________________________ EU companies (except UK) must supply VAT / BTW / MOMS / MWST / IVA / FPA number: ____________________________________________________________ _________________________________ 1. ____________________________________________________ 2. ____________________________________________________ 3. ____________________________________________________ Purchase Order Number (if required)_____________________________________ Ordering Multiple reports: Multiple report discounts 1 report 2 reports – save 15% 3 reports – save 20% 2 Enter total price below Payment method Please indicate your preferred currency: GB? EUR US$ 4 ___________________________ ___________________________ ___________________________ Total order value is ____________________________ I will forward a check payable to Business Insights Limited. Please invoice my company (please complete invoice address below) I would like to pay by bank transfer (email address required) Debit my credit/charge card: Amex Visa Mastercard 1. Price is for a ‘Single User’ licence 2. Discount applied to sum of total list price. Cannot be used in conjunction with other offers. 3. Contact marketing@globalbusinessinsights. com for more information on regional/global licences Hard Copy Please fill out recipient derails below if you wish to order a printed version of your report(s). Add ? 50/â‚ ¬75/$95per report Please allow 28 days for delivery ‘Interactive’ Version A new, innovative way to view our publications Customize, search, translate, contrast, manipulate and extract report content. Add ? 50/â‚ ¬75/$95per report Card No__________________________________________________________ ______________ Expiry Date _________ / _________ Signature ______________________________ – – Communications Feedback Please let us know if any of the following factors influenced your purchase†¦ Email/Fax/Postal promotion Brochure Table of Contents Colleague Recommendation Trade Press My Account Manager Conference materials Website/web search Payor details Title: Mr/Mrs/Ms First Name: Email Job Title (Please use BLOCK CAPITALS) Last Name: 5 Recipient details (If different from Payor) Department Title: Mr/Mrs/Ms First Name: Email City Job Title Country Department Tel Address Fax City Country Tel State/Province Post Code/ZIP Fax Post Code/ZIP State/Province (Please use BLOCK CAPITALS) Address Last Name: Sign here to confirm your order: ORDERS WITHOUT A SIGNATURE CANNOT BE PROCESSED How to cite Growth Strategies in Soft Drinks, Papers

Executive Shirt Company Case Analysis Essay Example For Students

Executive Shirt Company Case Analysis Essay OPERATIONS MANAGEMENT EXECUTIVE SHIRT COMPANY CASE PGP1 – Section A Group 13 Manohar Vankadara Darshan Karkera Sukvinder Singh Sunil Kumar A Touseefullah Siddiqui Q. 1) Compute the following quantities for the current production process as well as for Mike’s and Ike’s plans, assuming the plans are implemented as described in the case. Solution: Current batch processing Sales for the Executive Shirt Company are constituted of only a few basic styles and colours. Hence the company has a limited number of varieties to produce. So, it has large batches of each kind of shirt (size and color). It has only one cutting machine, which is computer-controlled and can cut up to 60 layers of cloth at the same time. Also up to 8 patterns can be cut simultaneously. The cutting process by the machine takes 30 minutes irrespective of the number of patterns and number of layers. But, the set up time is quite significant. It takes 1. 5 minutes to roll out a layer of cloth and so for 60 layers; it takes 90 minutes setup time. The machine is being operated by 4 operators and the company is using its maximum capacity, i. e. 60 layers and 8 patterns at a time. So, Total number of shirts cut in one run = 60*8 = 480 Total time taken by one run = setup time + runtime = 90 + 30 = 120 minutes Regular shirts labor content (minutes per shirt) for cutting = 120 / 480 = 0. 25 min per shirt Number of workers = 4 |Operation |Regular Shirts Labor Content (minutes |Number of |Time taken per |Time taken per | | |per shirt) |workers |shirt (minutes) |batch (minutes) | |1. Cutting |0. 25 |4 |0. 06 |3. 75 | |2. Make collar |3. 9 |8 |0. 49 |29. 25 | |3. Make cuffs |2 |4 |0. 50 |30 | |4. Make sleeves |0. 65 |2 |0. 33 |19. 5 | |5. Make front |2. 5 |6 |0. 42 |25 | |6. Make back |1. |4 |0. 43 |25. 5 | |7. Join shoulders |0. 66 |2 |0. 33 |19. 8 | |8. Attach collar |1. 65 |4 |0. 41 |24. 75 | |9. Attach sleeves |1. 55 |4 |0. 39 |23. 25 | |10. Stitch down sleeves |0. 65 |2 |0. 3 |19. 5 | |11. Sew side seam |1. 8 |4 |0. 45 |27 | |12. Attach cuffs |1. 55 |4 |0. 39 |23. 25 | |13. Hem bottom |1. 7 |4 |0. 43 |25. 5 | |14. Inspect |1. 5 |4 |0. 38 |22. 5 | |15. Iron |1. 5 |4 |0. 49 |29. 25 | |15. Fold, package |1. 75 |4 |0. 44 |26. 25 | |Total |25. 76 |64 |6. 27 |374. 05 | Thus, the direct labor content (min. /shirt) = 25. 76 Thus we see that the maximum time taken by a process in 30 min / labor / batch, which forms the bottleneck and represents the cycle time. The cycle time / shirt = 30 / 60 = 0. min / shirt. The work-in-process inventory = Total number of batches in all operations * Batch size = (16 + 1 44 + 12 + 12 + 12) * 60 = 196 * 60 = 11760 shirts Now we can apply Little’s Law to calculate the throughput time which is equal to the manufacturing lead time in this case. By Little’s Law, Throughput time = Work-in-process / Throughput rate = Work-in-process * Cycle time = 11760 * 0. 5 = 5880 minutes Since production goes on for 8 hrs per day, manufacturing lead time = 5880 / (8 * 60) = 12. 25 days Total number of shirts produced per month is 16,000. The company works for 20 days a month. So, the output per day = 16000 / 20 = 800 shirts. In, 8 hours a day, the company can produce 60 * 8 * (1/0. 5) = 960 shirts, which is the current production capacity. But it needs to produce only 800 shirts. So, the capacity utilization = (800 / 960) * 100 = 83. 33% The actual labor utilized = Number of shirts produced * Direct labor content = 800 * 25. 76 = 20608 minutes The available labor for utilization = Total number of workers * Hours per day * 60 = 64 * 8 * 60 = 30720 minutes Therefore, the direct labor utilization = (20608 / 30720) * 100 = 67. 08% Direct labor cost ($/shirt) = (64 * 8 * 6) / 800 = 3. 84 Mike’s Plan In this plan, the new â€Å"low-ply† laser cutting machine would take 2. 5 minutes to produce 5 shirts. One additional worker needs to be hired to operate this machine. Therefore, the regular shirts labor content = 2. 5 / 5 = 0. 5 minutes. The time taken per shirt = 0. 5 minutes Since this is the same as the maximum time taken for a single sewing pro cess causing the bottleneck (make cuffs), the cycle time / shirt will remain equal to 0. 5 minutes Here the time taken is 2. 5 min / labor / batch, which forms the bottleneck and represents the cycle time. Alexander The Great EssayDirect labor content = Labor content for cutting + labor content for processing = 0. 5 + 25. 51 = 26. 01 minutes/shirt Direct labor utilization = (100 * 26. 01) / (16 * 8 * 60) = 2601 / 7680 = 0. 3387 Direct labor cost / shirt = (16 * 8 * 6) / 100 = $7. 68 The final outcomes of the analysis are shown in the table below. | |Current Process |Mikes Plan |Ikes Plan | | |Regular Shirts |Regular Custom Shirts |Regular Shirts |Custom shirts | |Actual Cycle Time (min. shirt) |0. 5 |0. 5 |0. 67 |3. 9 | |Manufacturing Lead Time (days) |12. 25 |2. 06 |12. 58 |0. 41 | |WIP Inventory (shirts) |11760 |1980 |9060 |50 | |Production Capacity (shirts/day)|960 |960 |720 |123 | |Capacity Utilization(%) |83. 33 |93. 5 |111. 11 |81. 25 | |Direct Labor Content(min/shirt) |25. 76 |25. 79 |25. 76 |26. 01 | |Direct Labor Utilization(%) |67. 08 |74. 39 |87. 62 |33. 87 | |Direct Labor Cost ($/shirt) |3. 84 |3. 47 |3. 43 |7. 68 | Q. 2) Compare the two plans, in terms of both regular s hirt production and custom-shirt production. Based on your analysis, what is your recommendation for Dwight Collier? Mike’s process of production has the following properties: It uses a uniform production method for both regular as well as custom-shirt production. Cycle time of production remains same as initial value of 0. 5. Manufacturing Lead time has reduced to 142 Min. as the batch size has been reduced to 5 from 60. Capacity utilization has increased from 83. 33% to 93. 75%. Direct labor utilization has increased and the cost has reduced to $3. 47 per shirt. Ike’s process of production has the following properties: For the regular shirt production, cycle time has increased and also the lead time. Capacity utilization has increased beyond 100% as a result of which workers now have to work overtime. Direct labor utilization has also increased and the cost of production per shirt has gone down. For the custom shirt production, cycle time has increased; direct labor utilization has reduced drastically. Cost of production of these shirts has more than doubled, when compared to regular shirt cost. Despite all these, Ike’s production process has reduced the Lead time for custom shirts. With the knowledge about these variables, we can infer the following: Mike’s solution provides a cost effective way of producing custom-shirts which are also delivered in a reasonable time frame. Due to small batch size of 5, work in progress inventory has reduced from the standard value. This shows that the time spend by raw material in the production process has also reduced. His process of production is efficient as it allows better direct labor utilization. Capacity utilization has also increased and hence the efficiency of production process has also increased. Mike’s solution has one drawback that it treats the production of regular and custom-shirts as same. This results in slow delivery of these shirts when compared to Ike’s way of production. Ike’s solution segregates the production process for regular and custom-shirts. Due to this there is no mix between these two. Custom-shirt production process has been decoupled from the regular process production. This leads to less complexity. There might be a possibility that skill set required to produce custom shirt might be high when compared to standard shirt production. Workers with higher skill set can work on separate production line. Low lead time allows the company to cater to the customers at earliest time possible. This leads to more customer satisfaction. But the costs of production of these shirts have doubled. This method would be feasible only when customers are impatient to get the shirt produced in least time possible and they are willing to pay more prices. Considering all the constraints and choices available, Mike’s production method can be used when the customer are averse to paying double the standard amount for custom shirt. Lead time is also high, so the customer will have to wait for a longer time. Ike’s production method can be used when customers are impatient and are willing to pay double the original price.