MGT 496 finalAnswers 1Bids 1Other questions 10

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Final Paper Focus Strategic Warehouse Management, Inc. (SWM) is a U.S. based warehousing organization in the construction and management of warehouse operations. The CEO’s market development team has determined that there is an opportunity to open a warehouse in Australia that could serve multiple businesses. The CEO plans to open a “non-resident company” (Land and Tax News, 2012). The CEO has also decided that the warehouse can be opened in any city in Australia. Some clients in Australia have also asked SWM to manage the flow of goods from Australia to U.S. locations. The CEO wants to get a preliminary plan developed as soon as possible before going further.The CEO asked you to design a supply chain that includes warehouse operations in any city in Australia. In addition, the CEO has a number of items he’d like to see you cover in the report. He has asked you to:Develop requirements for the warehouse design and to provide an organization structure to manage the warehouse in Australia. Present considerations for Workforce ManagementInvestigate key regulations and other key issues (e.g. labor climate) related to managing a warehouse in Australia as a foreign entity.Develop export procedures and import procedures in the U.S. Discuss supply chain risks and possible mitigations. Analyze which operations SWM would outsource and which operations SWM would directly manage and explain why. Outline the budget line items that would need to be considered (it is not necessary to develop a budget with dollar figures). Determine the metrics you would use to measure success of the warehouse and the total supply chain. Your report should be an eight to ten page APA style paper (not including the title and reference pages) and submitted to the CEO (your instructor) by the last day of the class. You are required to include at least 6 scholarly sources Writing the Final PaperThe Final Paper:Must be eight to ten double-spaced pages in length, and formatted according to APA style as outlined in the Ashford Writing Center.Must include a title page with the following:Title of paperStudent’s nameCourse name and numberInstructor’s nameDate submittedMust begin with an introductory paragraph that has a succinct thesis statement.Must address the topic of the paper with critical thought.Must end with a conclusion that reaffirms your thesis.Must use at least six scholarly sources, including a minimum of three from the Ashford Online Library.Must document all sources in APA style, as outlined in the Ashford Writing Center.Must include a separate reference page, formatted according to APA style as outlined in the Ashford Writing Center.   Description:  Total Possible Score: 20.00 Develops a Warehouse Design, Organizational Structure, and Presents Considerations for Workforce ManagementTotal: 3.00Distinguished – Comprehensively develops appropriate requirements for the warehouse design and organizational structure to manage the warehouse in Australia. Presents extensive considerations for workforce management that are logical and realistic.Proficient – Develops appropriate requirements for the warehouse design and organizational structure to manage the warehouse in Australia. Presents sufficient considerations for workforce management that are realistic.Basic – Vaguely develops requirements for the warehouse design and organizational structure to manage the warehouse in Australia. Presents considerations for workforce management, but the considerations lack minor details or are somewhat unrealistic.Below Expectations – Attempts to develop the requirements for the warehouse design and organizational structure to manage the warehouse in Australia; however, the requirements are vague and lack significant details. The considerations for workforce management are mostly unrealistic.Non-Performance – The requirements for the warehouse design, organizational structure, and considerations for workforce management are either nonexistent or lack the components described in the assignment instructions.  Investigates Key Regulations and Other Key IssuesTotal: 2.00Distinguished – Thoroughly investigates key regulations and other key issues related to managing a warehouse in Australia as a foreign entity. Each of the regulations and issues are clearly described and fully supported by academic research.Proficient – Investigates key regulations and other key issues related to managing a warehouse in Australia as a foreign entity. Each of the regulations and issues are described and mostly supported by academic research, but some minor details are unclear.Basic – Minimally investigates the key regulations and other key issues related to managing a warehouse in Australia as a foreign entity. Most of the regulations and issues are described and somewhat supported by academic research, but some relevant details may be missing.Below Expectations – Attempts to investigate the key regulations and other key issues related to managing a warehouse in Australia as a foreign entity; however, many of the regulations and issues described are irrelevant and not supported by academic research.Non-Performance – The investigation of the key regulations and other key issues related to managing a warehouse in Australia as a foreign entity is either nonexistent or lacks the components described in the assignment instructions.  Develops Export and Import Procedures Total: 3.00Distinguished – Expertly develops export and import procedures in the US. The procedures include specific requirements and are fully supported by academic research.Proficient – Develops export and import procedures in the US. The procedures include requirements which are mostly supported by academic research.Basic – Minimally develops export and import procedures in the US. The procedures are missing some of the requirements and are only somewhat supported by academic research.Below Expectations – Attempts to develop export and import procedures in the US; however, the procedures are missing several requirements and are not sufficiently supported by academic research.Non-Performance – The development of export and import procedures is either nonexistent or lacks the components described in the assignment instructions.  Discusses Supply Chain Risks and Possible MitigationsTotal: 2.00Distinguished – Thoroughly discusses supply chain risks and possible mitigations. The discussion is fully supported by academic research.Proficient – Discusses supply chain risks and possible mitigations. The discussion is mostly supported by academic research.Basic – Minimally discusses supply chain risks sand possible mitigations. The discussion is only somewhat supported by academic research.Below Expectations – Attempts to discuss supply chain risks and possible mitigations; however, the discussion is not sufficiently supported by academic research.Non-Performance – The discussion of supply chain risks and possible mitigations is either nonexistent or lacks the components described in the assignment instructions.  Analyzes Which Operations SWM Would Outsource and Which Operations SWM Would Manage DirectlyTotal: 2.50Distinguished – Comprehensively analyzes which operations SWM would outsource and which operations SWM would manage directly, demonstrating a thorough understanding of warehouse management.Proficient – Analyzes which operations SWM would outsource and which operations SWM would manage directly, demonstrating a sufficient understanding of warehouse management.Basic – Partially analyzes which operations SWM would outsource and which operations SWM would manage directly, demonstrating a limited understanding of warehouse management.Below Expectations – Attempts to analyze which operations SWM would outsource and which operations SWM would manage directly; however, the analysis is minimal and fails to demonstrate an understanding of warehouse management.Non-Performance – The analysis of which operations SWM would outsource and which operations SWM would manage directly is either nonexistent or lacks the components described in the assignment instructions.  Outlines the Budget Line Items Total: 1.50Distinguished – Provides an accurate outline of the budget line items that would need to be considered to design a supply chain, demonstrating an extensive understanding of supply chain management principles.Proficient – Provides an outline of the budget line items that would need to be considered to design a supply chain, demonstrating a sufficient understanding of supply chain management principles.Basic – Provides a limited outline of the budget line items that would need to be considered to design a supply chain, demonstrating a rudimentary understanding of supply chain management principles.Below Expectations – Attempts to provide an outline of the budget line items that would need to be considered to design a supply chain; however, the outline is missing significant line items and fails to demonstrate an understanding of supply chain management principles.Non-Performance – The outline of the budget line items that would need to be considered to design a supply chain is either nonexistent or lacks the components described in the assignment instructions.  Determines the Metrics to Measure SuccessTotal: 3.00Distinguished – Clearly and accurately determines the metrics that would be used to measure the success of the warehouse and the total supply chain. The metrics are entirely appropriate and realistic.Proficient – Determines the metrics that would be used to measure the success of the warehouse and the total supply chain. The metrics are mostly appropriate and realistic.Basic – Partially determines the metrics that would be used to measure the success of the warehouse and the total supply chain. The metrics are only somewhat realistic.Below Expectations – Attempts to determine the metrics that would be used to measure the success of the warehouse and the total supply chain; however, the metrics provided are incomplete and/or unrealistic.Non-Performance – The determination of the metrics that would be used to measure success of the warehouse and the total supply chain is either nonexistent or lacks the components described in the assignment instructions.  Organization: Introduction, Thesis Statement, and ConclusionTotal: 1.00Distinguished – Paper is logically organized with a well-written introduction, thesis statement, and conclusion.Proficient – Paper is logically organized with an introduction, thesis statement, and conclusion. One of these requires improvement.Basic – Paper is organized with an introduction, thesis statement, and conclusion. One or more of the introduction, thesis statement, and/or conclusion require improvement.Below Expectations – Paper is loosely organized with an introduction, thesis statement, and conclusion. The introduction, thesis statement, and/or conclusion require much improvement.Non-Performance – The introduction, thesis statement, and conclusion are either nonexistent or lack the components described in the assignment instructions.  Critical Thinking: Explanation of IssuesTotal: 0.25Distinguished – Clearly and comprehensively explains in detail the issue to be considered, delivering all relevant information necessary for a full understanding.Proficient – Clearly explains in detail the issue to be considered, delivering enough relevant information for an adequate understanding.Basic – Briefly recognizes the issue to be considered, delivering minimal information for a basic understanding.Below Expectations – Briefly recognizes the issue to be considered, but may not deliver additional information necessary for a basic understanding.Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.  Critical Thinking: EvidenceTotal: 0.25Distinguished – Employs persuasive information from credible sources to develop an ample analysis or synthesis of the topic. Viewpoints of experts are scrutinized thoroughly.Proficient – Employs applicable information from credible sources to develop an analysis of the topic.Basic – Identifies applicable information from credible sources, but may neglect the application of such information toward the analysis of the topic.Below Expectations – Displays information from external sources, but such information may lack credibility and/or relevance. Neglects the application of such information toward the analysis of the topic.Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.  Creative Thinking: Solving ProblemsTotal: 0.25Distinguished – Develops a logical, consistent plan to solve a problem, identifies consequences of the solution, and can clearly communicate the reason for choosing the solution.Proficient – Carefully chooses among alternatives, and develops a logical, consistent approach to problem solving.Basic – Takes into account and eliminates less acceptable approaches to problem solving.Below Expectations – Takes into account a single approach and uses the approach to problem solving.Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.  Written Communication: Evidence and SourcesTotal: 0.25Distinguished – Demonstrates consistent use of reliable, appropriate sources and/or evidence to support ideas that are situated within the discipline and genre of the writing.Proficient – Demonstrates mostly consistent use of reliable sources that are appropriate to the discipline and genre of the writing. Sources offer some support to the ideas in the writing.Basic – Demonstrates somewhat inconsistent use of sources that are mostly reliable to the discipline and genre of the writing. Sources offer very little support to the ideas in the writing.Below Expectations – Inconsistently utilizes sources and/or evidence in the writing. Such sources/evidence may also be unrelated, offering no support to the ideas in the writing.Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.  Written Communication: Control of Syntax and MechanicsTotal: 0.25Distinguished – Displays meticulous comprehension and organization of syntax and mechanics, such as spelling and grammar. Written work contains no errors, and is very easy to understand.Proficient – Displays comprehension and organization of syntax and mechanics, such as spelling and grammar. Written work contains only a few minor errors, and is mostly easy to understand.Basic – Displays basic comprehension of syntax and mechanics, such as spelling and grammar. Written work contains a few errors, which may slightly distract the reader.Below Expectations – Fails to display basic comprehension of syntax or mechanics, such as spelling and grammar. Written work contains major errors, which distract the reader.Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.  APA FormattingTotal: 0.25Distinguished – Accurately uses APA formatting consistently throughout the paper, title page, and reference page.Proficient – Exhibits APA formatting throughout the paper. However, layout contains a few minor errors.Basic – Exhibits basic knowledge of APA formatting throughout the paper. However, layout does not meet all APA requirements.Below Expectations – Fails to exhibit basic knowledge of APA formatting. There are frequent errors, making the layout difficult to distinguish as APA.Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.  Page RequirementTotal: 0.25Distinguished – The paper meets the specific page requirement stipulated in the assignment description.Proficient – The paper closely meets the page requirement stipulated in the assignment description.Basic – The paper meets over half of the page requirement stipulated in the assignment description.Below Expectations – A fraction of the page requirement is completed.Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.  Resource RequirementTotal: 0.25Distinguished – Uses more than the required number of scholarly sources, providing compelling evidence to support ideas. All sources on the reference page are used and cited correctly within the body of the assignment.Proficient – Uses required number of scholarly sources to support ideas. All sources on the reference page are used and cited correctly within the body of the assignment.Basic – Uses less than the required number of sources to support ideas. Some sources may not be scholarly. Most sources on the reference page are used within the body of the assignment. Citations may not be formatted correctly.Below Expectations – Uses inadequate number of sources that provide little or no support for ideas. Sources used may not be scholarly. Most sources on the reference page are not used within the body of the assignment. Citations are not formatted correctly.Non-Performance – The assignment is either nonexistent or lacks the components described in the instructions.

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Hi please see attached files.  I need 4-5 pages  IMC Plan – Week FOUR DraftBy now, you should have done considerable research on your product/service on which your IMC Plan will be based, including research on the current marketplace into which your product/ service will be promoted.  A definition of your Target Market and other key areas should also have been completed at this time.Your Week FOUR Assignment is a Draft of key information around which your IMC Plan is to be developed.  By submitting this, you are letting your instructor understand in greater depth the product/service you will be introducing and the work that you have done to date towards a successful FINAL Draft that will be submitted in Week SEVEN.  Your Week FOUR Draft tells me that you know where you are going and how you plan to arrive at that destination.  Yet, the actual format that your FINAL Draft (due in Week SEVEN) will take is predicated on the format and information found in a separate document, i.e., the MKTG522 IMC Plan Key Content Considerations.  Thus, your Week FOUR Draft educates the instructor on your efforts to date and key information that lets the instructor know that you are on top of things.You can submit your Draft in bullet/outline format, but ensure that you have answered the questions to which you are asked to respond below.  Some of your content may also be in essay format.  Bullets are encouraged to keep your Draft simple.  You should be able to do this in 4-5 pages, at the max, not including your COVER PAGE and REFERENCES.The intent is one of providing crisp information that communicates to you and to your instructor that YOU know the direction of your IMC Plan. Do NOT submit a document of 10-15 pages that, essentially, would be seen as your completed IMC Plan.You must also include inline (intext) citations where appropriate and include the references at the end in APA format.  To learn more about proper APA format, including the APA running HEADER atop each page, go to http://owl.english.purdue.edu.In this Draft, you should include the following sections that will eventually make their way into your FINAL Draft that will be submitted in Week SEVEN.  Be sure to SUB-TITLE each section!No Executive Summary is required for your Week FOUR Draft.A.  IntroductionHere you want to provide, in ESSAY format, an overview of your IMC Plan. Your Introduction will be short (one page, double-spaced, should suffice – 12 Point Times New Roman). Tell the reader around what product/service is your IMC Plan is focused, the marketplace in which the product/service will be promoted (How is this marketplace doing?  Trends?  Competition?  Growth opportunities for revenue and profit?  Yes, scholarly RESEARCH is necessary.)    B.  IMC Communication and Marketing Objectives (Quantify)Identify the brand and the principle objectives of the campaign and quantify where possible.  You will have two kinds of objectives:   marketing objectives and communications objectives.  Examples of each will be share in the threaded discussion, but to simplify, this will be helpful.Marketing objectives are measurable goals in number, percentage, and by a date.  Provide measurable objectives that your marketing efforts are designed to accomplish, e.g.,·       Increase product sales from $11.5M to 13.2M by 31 December 2017·       Gain 38% of the market share (vs. current 36% market share) by 30 November 2017·       Sell 140,000 units of our company’s three key products by 30 June 2017·       Move from #5 to #4 producer within the industry of ‘widgets’ by 31 March 2018Communications objectives are measurable goals and focus specifically on communicating a message and how effectively this communication occurs so that it is RECALLED by the target market (as ascertained by follow-up marketing research).  In effect, we have a MESSAGE and we want to measure the new percentage of the target market that recalls that message.  An example of an IMC communications objective might be:·       Increase from 26% to 45% the percentage of our target market of women, ages 25-45, with some college, and who have children, and who reside in the greater Chicago area, including seven surrounding counties, who NOW recall that “Tide Liquid gets out stains best” by  31 March 2017.Recognize that if you are bringing a new product or new service to market, your audience awareness is essentially “0%”.  Thus, your IMC communications objective might be to “Increase from 0% to 45%….”Yes, you can make up the percentage number.  What is important is that you HAVE a percentage number that you wish your target market (essentially, a slogan) to NOW recall.  This section can be covered in about one-half page. C.  Market AnalysisA detailed analysis will provide the specific details for decision-making:a)     SWOT – You will find excellent insights relative to what comprises a SWOT analysis in the “MKTG522 IMC Plan Key Content Considerations.”  Provide your SWOT in bullet form, with each bullet one line, two lines at most.   A SWOT is not submitted in essay format. b)     Segmentation and Targeting — You will find excellent insights relative to what comprises the target market in which you will promote your product/service offering in the “MKTG522 IMC Plan Key Content Considerations.”  Ensure that your target market description includes both demographics (gender, age, income, education, etc.) and geography, at a minimum.  NOTE:  If your product/service around which your IMC Plan is based would be national in scope, your instructor recommends that you focus, instead, on a specific geography, e.g., Atlanta.  The assumption is that your IMC Plan’s characteristics for Atlanta would generally be applicable to other metropolitan areas around the country.  To write an IMC national plan would require research and the creation of documentation that would be too lengthy for this eight-week term. c)     Positioning – “Positioning” is what you want your target market to immediately think when they hear your company’s product or service BRAND name.  What wordsdo you want to have pop up in their mind upon hearing/seeing your BRAND?  That is what you want to describe here. Indicate those words, e.g., “prestige” “luxury” “economical” “effective” etc.  This would be no more than one-quarter of a page, double-spaced. d)     Product/Service – Describe this so that the reader understands WHAT this product or service does and the problem that its usage will solve for the target market that you have described. e)     Marketing Channels – Describe the channel structure that your company will use to make its product/service available to the ultimate consumer or business that you are targeting.  Will you sell direct?  Via a retailer?  Will there be a wholesaler involved?               Section C should require a total of two-pages, double-spaced (NOTE:  The SWOT can be single-spaced) D.  Communications Strategy PlansNOTE:  Sections D, E, and F suggest the thinking that you need to demonstrate as you prepare your Week FOUR assignment.  You will present the gist of what you see in Sections D, E, and F to let the instructor know the direction in which you are headed.  You do NOT need to go into specifics, as you see outlined below. Sections D, E, and F are designed to trigger your thinking as you prepare your content that will include such specifics for your Week SEVEN FINAL Draft of your IMC Plan.For Week FOUR’s OUTLINE, one page should allow you to provide the instructor the gist of what you have in mind for your use of traditional media, non-traditional media, public relations, sales promotion, direct marketing, and personal selling… as appropriate for your means.NOTE:  Don’t rely on just social media.  Not everyone in your target market is on Facebook, etc.As a tutorial…Listed here are the typical options available that form the communications strategy mix – marketers must think about how they need to match competitors or provide novelty, each strategy requires a specific objective, a media strategy, a media plan, and a budget. Each communications strategy (e.g.,       a traditional media campaign involving a print ad in a magazine) requires:·       Specific Objective – What is the measurable objective you wish to accomplish via each media tool that you want to utilize?·       Media strategy: Big idea, Message, Copy, Visuals — What is your rationale for using the media that you have suggested, e.g., why print ads in magazines?  Why social media?  Why radio?  Etc.·       Media Plan: Reach and Frequency – Look up the definitions for both terms in our text.  How will your IMC Media Plan be designed to reach those in your target market?  How frequently?·       Budget: How much will this cost? – You will need to do research for this.  “Guessing” will not suffice.  Allocate time prior to Week SEVEN to contact media that you would use in the metropolitan area that you have chosen.   KNOW what it will actually cost you to utilize such media and over what window of time (“continuity”).  Don’t “guesstimate” – your instructor can tell when you are “guestimating,” as he has a background in advertising sales. a) Traditional MediaA paid for, mass-mediated, attempt to persuade, use to build brand identity, this is a big investment of dollars:·       Television, Print (magazines/newspapers), Radio, Outdoor advertising (e.g., billboards) b) InternetAs advertising became more expensive and the Internet grew – online communications have become a cost effective option with the added benefit of being measurable (closed-loop marketing) – this area has become highly specialized:·       Search engine optimization (SEO) strategy: Google AdWords·       Online advertising: Banners, reciprocal links·       Social media: Facebook, Twitter, YouTube, Pinterest, Instagram…·       Website  c) Direct MarketingDirect marketing evolved from the catalog business, which involved gathering customer information – this approach is database driven and is used to send personalized messages either by mail, phone, email or text messages, inviting a direct response. There is an important role for direct marketing in branding as it facilitates relationship building and customer retention. This is becoming integrated into a web campaign. Direct marketing might include:·       Post cards·       Personalized mailings·       Emails concerning special offers·       Newsletters d) Sales PromotionAlongside traditional advertising, there are many options for communicating with customers and building positive associations with the brand – sales promotion is growing in popularity and can be incorporated into a direct marketing piece such as a postcard or email.Sales promotion is instant demand stimulation, it creates a perception of greater value through contests and samples, it complements the longer term advertising campaign, it motivates trial use, and encourages larger purchases or stimulates a repeat purchase.  Sales promotion is helpful when launching new products and new product samples can be attached to existing brands.  Problems arise because frequent sales promotions alter price perceptions and encourage consumers to become “deal-prone”. Examples include:·       Consumers:  Coupons, price-off, gift with purchase, contests, samples, mail sampling, newspaper sampling, on-package sampling, mobile sampling·       Trade/Business: Training, allowances, incentives, trade shows·       Internet: New opportunities for contests and trial subscriptions e) Public Relations (PR)PR is a communications function used to promote understanding between an organization and its various stakeholder groups. PR is a critical component of brand building and generates publicity for the brand, helps solidify the public’s opinion of the brand and defines the brand; seamlessly.Public relations involves:·       Creating publicity; buzz, viral messages·       Building media relations·       Corporate communication (issues management, community relations, government relations, industry relations)·       Building employee relations·       Maintaining financial/investor relations·       Crisis management·       Image building·       PR deals with what is difficult to control; but a company can be prepared·       PR amplifies the effects of other communications strategies The tools of PR include:·       Press releases·       Feature stories·       Company newsletters·       Press pack·       Interviews and press conferences·       Sponsored events To elaborate further on the Communications Strategy Section there are numerous options; marketers should consider a mix of the following depending on the problem being addressed – you may wish to provide additional strategies that you feel are more relevant. E.  Communications ScheduleUsing a calendar that covers the timeframe of the proposed IMC Plan indicates when the specific elements of the communications strategy mix will occur – including:·       Launch dates·       Key events F.  Budget and EvaluationDevelop a list of the planned communications strategy mix and estimate the costs of each component.  Again, you will want to contact the Account Executives from those media that you elect to utilize in your IMC Plan.  With many print publications, you MAY find their media kit online. Were this the case, you will save lots of time.  Remember, however, that many newspapers advertise in terms of “column inches” and will provide you their price PER COLUMN INCH. A column inch is about 1-5/8” across.  An ad that is six column inches wide by 5” deep is actually priced at 6×5 = 30 column inches.  If the price per column inch is $31.75, you will find that the cost for this newspaper ad will run $952.50 to run the ad in one edition, e.g., June 6, 2017. The same ad run multiple times, e.g., once a week for ten weeks, will usually result in a lower cost PER COLUMN INCH.G.  ConclusionsSummarize and tie the overall plan to the IMC objectives, both marketing and communications objectives.  This can be in ESSAY format.  Remember that your intent of your IMC Plan is to communicate crisply.  RUBRIC USED FOR GRADING the Week FOUR Draft:OutlinePoints%Description Good Quality Content   25  25Use of high-quality sources (Resources are scholarly and demonstrate the graduate adult learner’s strong commitment to understand their marketplace, their media costs, competition expected to be found, target market’s needs, etc. Wikipedia and other general information websites are NOT scholarly references and will lose points). Clarity   25  25Ideas expressed clearly (Graduate-level writing with good sentence structure (syntax), grammar, writing, punctuation, and spelling. The IMC Plan is written in THIRD Person – not FIRST Person (I, we, our, us, my, me…) or SECOND Person     (you, your…). Includes     all Sections   25  25Mapped out all sections of the plan (You have clearly stated content that reflects that which was requested per the guidelines provided you.  Sections are sub-titled. References are provided in APA format.  An APA Running Head is on each page) Relevance     and Accuracy   25  25Ideas and data are relevant and reported accurately  (Your IMC Plan Draft makes sense for what you plan to do and demonstrates a rational approach  to communicating a MESSAGE to your target audience.) In effect, your content reflects that you are well on your way to an executable IMC Plan that will accomplish your objectives (communications objectives and marketing objectives).

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Read a selection of your colleagues’ postings.Respond to two of your colleagues in one or more of the following ways:Compare the experiences your colleagues shared regarding divergent-thinking and convergent-thinking processes and how culture influenced them.Share an insight you gained from a colleague’s post and offer ways you and your colleagues can systematically apply divergent- and convergent-thinking processes to your work environment and management strategies.Offer an alternative viewpoint about the solution your colleague selected and provide a rationale.Offer an additional solution specific to each colleague’s problem that your colleague may not have thought about and explain the process you used to come up with your suggested solution.POST1In being asked what is the one problem that I am being faced with is getting my spouse to communicate. In the past I, didn’t know how to communicate as I was always taught that my opinion doesn’t matter.  I am from two cultures Iranian and Indian where females are taught to speak when spoken to and that the husband or male figures in the house who opinion matter.  Divergent thinking refers to a way to solving the problem wherein a variety of possible solutions are proposed to find one that works.  This contrasts with convergent thinking which relies on focusing on a timeline number of solutions rather than proposing multiple solutions (study.com).’Change like the weather, is a natural part of life.  In fact, we would argue that change is not just inevitable, it is essential to us as human’ (Puccio, Mance, Switalski, & Reali, 2012, p. 4).  With that stated the following five solutions are ways that I feel can help with my current situation:Learn to listen without always interrupting as this may make her feel as though what she must say is not important.Stop expecting her to react the way I would or to communicate the way I do.  We are individuals.  It took me time to communicate so I should give her time.Stop expecting her to change overnight.Make her feel that what she must say does make a differenceConduct an assessment that will help us determine how we like to communicate and from there we will understand how one another communicates best  In reading our required reading Principles for divergent and convergent thinking, I can say that I have learned a lot about divergent and convergent thinking that I feel will help me not only in my personal life but in my professional life.  Per such reading, it gave four key principles to effectively enhancing divergent thinking.  Those principles are Defer judgment, go for quantity, make connections and seek novelty (Puccio, Mance, Switalski, & Reali, 2012, p. 2) Defer judgement- this is something I need to learn to do because the moment my spouse say something that is not true or if I feel I know where she is going with that I need to interrupt her immediately instead of just being silence and allowing her to have the floor. Go for Quantity-instead of wanting her to communicate like I do I need to help her search for other ways to communicate with me such as sending me a text with her thoughts, recording her thoughts then allowing me to listen to them or sending me an email, Make Connection-find an effective way of communication even if we are in need of a mediator to help us to really hear one another, Seek Novelty- this is most important that we create new ways to communicate with one another as what may have been acceptable in other marriage may not be accepted in this marriage. In regards to convergent thinking, there are also four key principles guide for effective convergent thinking ‘apply affirmative judgment, keep novelty alive, stay focused, check your objectives” (Puccio, Mance, Switalski, & Reali, 2012, p. 10).  Apply Affirmative judgment- I am determine to have a marriage where our communication is good and I know in order to accomplish that I must have faith and be patient through the storms, keep Novelty alive- know that there is a light at the end of that dark tunnel, anything worth having is worth fighting for so we will come up with solutions to get us over this hump, Stay focused- with everything that you want you must be persistent in order to see that light at the end of the tunnel if we just stay focused, check your objective- we will have to stay aware of the end results and work our butts off in order to accomplish such so that we have a happy marriage.As I mentioned in the beginning of my posting I come from two different cultures where communication coming from a woman was unheard of unless a question was being asked. As I read the paradox of Samsung’s rise I could relate to the Japanese customs in regards to not allowing outsiders in to our world and culture we were not allowed to date who we want, our marriages were arrange and if you did bring in an outsider there was much to pay for that; but as times has change some people have broken away from such traditions as their heart wanted something more than what was embedded with us through our culture and custom.  In the sense of Samsung, the choice to allow outsiders in was not an easy task but a task that needed to be done.  I feel just because you allow outsiders in doesn’t mean you forget where you come from it just means with change of time different measure must be in position to deal with such changes. Reference:Khanna, T., Song, J., & Lee, K. (2011). The paradox of Samsung’s rise. Harvard Business Review, 89 (7/8), 142–147.  Puccio, G. J., Mance, M., Switalski, L. B., & Reali, P. D. (2012). Welcome to the world of change: Life in the 21st century.Puccio, G. J., Mance, M., Switalski, L. B., & Reali, P. D. (2012). Principles for divergent and convergent thinking: Becoming a better creative thinker. In Creativity Rising: Creative thinking and creative problem solving in the 21st century (pp. 51–70). Buffalo, NY: ICSC Press. http://study.com/academy/lesson/divergent-thinking-in-psychology-definition-examples-quiz.html   POST2Problem: I have worked in the Customer Service (CS) industry for a decade and would like to change career paths to become a Senior HR Manager. I find it challenging to break away from what I know and pursue a career path that is foreign to me which is Human Resources.  Convergent possible solutions:Attend school for this field and work as an HR intern to become familiar with the requirements of the job and to build my resume. Utilize my CS experience to my advantage.Gain experience. Ask to shadow HR personnel while expressing interest in the field and networking to build connections with colleagues who may help me with my transition.Seek out experts and mentors for tips and advice about how to make my dream a reality.Present a PowerPoint to my current management team explaining why I would make a great HR manager for the company.Seek out businesses who are actively looking to hire a Sr. HR Manager and have a face-to-face meeting with hiring officials on why I would be the best candidate for the job. This is a different approach than the traditional online application in which you cannot make a personal connection with them.Reach out to firms and ask what it would take for me to hold an HR position with them? Complete their checklist and then exceed their expectations of the type of candidate they’re looking to hire. This shows I am willing to go above and beyond the current standards.The convergent solution I choose is letter A. My justification: It is a very systematic way of overcoming my problem and reaching my goal of becoming a Sr. HR Executive. It provides a step-by-step approach to the problem.Step 1: Go to school, Step 2: Apply for internships, Step 3: Build my resume, and so forth. This type of action plan represents my affirmative judgment or positive perception of the problem.The novelty or originality of my approach comes from the way I plan on using my extensive CS experience to give me leverage in the HR world. I know how important CS skills are when dealing with employees and co-workers; you have to know how to talk to people. Using my CS skills is my way of staying true to my uniqueness and using what I bring to the table. This is a refined skill of mine that other candidates may not possess.By strictly outlining my steps it allows me to stay focus and focus all my energy in the right direction.Once all my energy is channeled towards my goal, I will check my objectives by reminding myself of the milestones I have to accomplish before becoming a top executive. Some questions I may ask myself are: I’m I on track for graduation? Am I utilizing Career Services to look for assistance in finding internships? Did I attend a resume or CV writing seminar for tips on how to make mine stand out from the crowd? Divergent thinking solutions:I will do my research on a particular hiring manager, discover their favorite things and use it to my advantage. If I find out the person responsible for hiring likes cake, I will have my resume printed on a cake and present it to them in the interview. Small things like this gesture will leave a lasting impression.While I am waiting in the office for an interview, I would offer assistance to employees nearby. For example, if I notice the hiring manager’s secretary making photocopies, I will offer to help. This technique generates good word-of-mouth about me and my work ethic.One way I could make my HR dreams come true is to present ideas to my interviewer about ways the company can efficiently improve its practices. Most people show up for interviews to answer questions about themselves, but in this case, I am taking the initiative to show management what I can bring to the table. I will stand out from the crowd using this method, therefore one step closer to becoming HR personnel.During the interview, I will ask for a task to complete to showcase my abilities on the spot. This approach allows me to show that I am capable of carrying out HR duties, even though my background is mostly in Customer Service.Outside of the office that I’m trying to work, I could pay for a billboard and advertise my qualities on it in hopes that management will see it. I could make a video CV versus a traditional written CV. It would be slightly easier to establish a connection with the interviewer when they can see my face. Papers sometimes get lost in the crowd, but a video would stand out. The Divergent solution I chose is D. My Justification: This option does not worry about the possible judgment from others who may think I’m under qualified due to my lack of experience. Also, it represents me putting my fear aside, which is rejection and promoting myself in a positive light. This solution is innovative because it is a step up from the norm which is to tell officials what you can do for them. Here I am showing them what I can offer to the company. I am physically putting myself in front of executives to show them I am confident in my abilities to deliver results.  Analysis of my experience with both forms of thinking: The experience of using divergent thinking and convergent thinking was an arduous mission. I am so used to thinking in a convergent way that divergent thinking was tough for me. The demanding part of the divergent thinking was having to think outside the box of what I’ve been taught and brainwashed to do. I would not have arrived at the same solution without using the divergent and convergent thinking process because it challenged me to be creative in ways I didn’t think was possible. For example, using the four principles of each process helped me to systematically order my thoughts in the direction they needed to go. If I had not used these two theories, my solution to the problem would be quite basic. Convergent and divergent thinking motivated me to add layers to my solutions and not settle for the first idea that popped in my mind. The first idea that popped in my mind was always very common, but I challenged myself to think deeper on how to tweak my thoughts into something greater. As a future leader, I will use “these principles as guidelines to align thinking and ensure that everyone (my team) is pulling in the same direction” (Puccio, Mance, Switalski & Reali, 2012).  Aspects of culture that could either inhibit or support this creative process:One aspect of culture that could inhibit divergent and convergent thinking is cognitive laziness. Individuals who do not challenge themselves to think of new solutions will significantly interfere with this process. “One of the many ways in which we have become cognitively lazy is to accept our initial perspective on problems” (Michalko, 2012).  Our culture supports this creative process by encouraging and acknowledging the unprecedented success of companies such as Samsung. In our resource, we learned that “twenty years ago, very few people would have predicted that Samsung could transform itself from a low-cost original equipment manufacturer to a world leader worth more value than Pepsi, Nike, or American Express” (Khanna, Song, & Lee, 2011). They were able to do this by using a few of the divergent and convergent thinking principles such as remaining focused on their goal. Advertised success like the Samsung example helps to support the creative process.   References Khanna, T., Song, J., & Lee, K. (2011). The paradox of Samsung’s rise. Harvard Business Review, 89(7/8), 142–147. Retrieved from http://cb.hbsp.harvard.edu/cb/pl/20331266/20331388/b1ca78190cf840a2086fb2cb6756c076 Michalko, M. (2012, September 28). Cognitive Laziness inhibits creative thinking. Retrieved January 24, 2017, from The Creativity Post, http://www.creativitypost.com/create/cognitive_laziness_inhibits_creative_thinking Puccio, G. J., Mance, M., Switalski, L. B., & Reali, P. D. (2012). Principles for divergent and convergent thinking: Becoming a better creative thinker. In Creativity Rising: Creative thinking and creative problem solving in the 21st century (pp. 51–70). Buffalo, NY: ICSC Press

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MADAM CASTER Quality Management Week 2 and 3 Re-doAnswers 1Bids 1Other questions 10

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Intro to Quality Management Week 3     Air Bag Recall   Assignment   Review the article “Blow Out” from this week’s reading assignment. This article pertains to the recall of air bag products. Assume you are the manager for a large automotive company that will be using air bags in your products. What risk assessment tools will you use in order to ensure that the product being installed into your vehicles meets safety standards in order to avoid a recall? Use your course materials and outside research to generate a solid analysis on why these methods would be helpful. Your analysis should be supported by research.    Directions for obtaining the file: Login to the Grantham University library by clicking on the Resources tab from the main page. You will then log into EBSCOHost. Once you have accessed the database, simply copy and paste the title of the article and press enter to search and you should now have the file accessible to review.   The requirements below must be met for your paper to be accepted and graded:   •Write between 750 – 1,250 words (approximately 3 – 5 pages) using Microsoft Word in APA style, see example below.   •Use font size 12 and 1” margins.   •Include cover page and reference page.   •At least 80% of your paper must be original content/writing.   •No more than 20% of your content/information may come from references.   •Use at least three references from outside the course material, one reference must be from EBSCOhost. Text book, lectures, and other materials in the course may be used, but are not counted toward the three reference requirement.   •Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.   Article   Section:    Features   Business: Cars    Keywords: Safety; Automotive industry; Driving; Accidents; Brain; Congress; Design; Regulations; Vehicles; Weight; Fariello; Cars   Air bags are meant to save lives. Now a massive recall shows how they sometimes can turn deadly   Forensic Investigator Sal Fariello, whose job is to deconstruct car crashes, has witnessed a catalog of carnage caused by air bags over the past two decades. In his collection, there is a photo of a woman who has been horribly scarred by an inflating air bag. There’s an X-ray of a driver’s broken wrists snapped in the ‘fling zone’ of an air bag that mashed both arms from a 10-and-2 position into the car’s roof. He can cite numerous drivers who suffered torn aortas or lacerated brain stems, all the result of being ‘punched’ by an air bag inflating at 200 m.p.h. (322 km/h). ‘What’s sitting in the front of the steering wheel is an explosive device,’ explains Fariello, the author of Airbag Injuries: Causation & Federal Regulation. ‘Nasty, unexpected events can occur.’   None have been nastier than the injuries and deaths caused by exploding inflators in air bags made by automotive supplier Takata Corp., based in Tokyo. Its air bags have been blamed for killing five motorists in the U.S. so far. More than 10 million cars from 10 makers—including BMW, Chrysler, Honda, Nissan and Toyota—have been recalled. On Nov. 26, the National Highway Traffic Safety Administration (NHTSA) ordered Takata to expand its most recent recall from a regional one to a national one. Takata declined on the basis that the problem is confined to areas like Florida with high relative humidity. Toyota and Honda are following NHTSA’s advice and issued a national recall. All the cars are from model year 2011 or older.   Takata’s suspect inflation canisters contain a propellant—tablets of ammonium nitrate—that is ignited at the onset of a crash to initiate a chemical reaction that produces nitrogen gas to fill the bag. Moisture may be destabilizing the ammonium nitrate. In the faulty inflators, the blast shatters the canister, sending metal shards through the air bag toward the driver. Arriving at the scene of one such incident, police thought the victim had been shot in the face before crashing. ‘My understanding is our products in this accident worked abnormally,’ said Hiroshi Shimizu, who is in charge of Takata’s global quality assurance, when prodded by Nevada Senator Dean Heller during Senate-committee testimony on Nov. 20.   On Dec. 2, Toyota called for a joint industry initiative to independently test the Takata bags. ‘The safety, security and peace of mind for our customers are our highest priority, and I believe this is shared with all the other automakers,’ said Simon Nagata, CEO of Toyota’s North American manufacturing unit.   Perhaps these scenes—accident reports detailing both gore and tragedy, congressional hearings well stocked with outrage, and executives who struggle for the right tone of response—should come as no surprise. It has, after all, been a very bad year for the auto industry. General Motors’ recall of 2.6 million vehicles earlier in 2014 stemmed in part from defects that led to air bags’ not deploying at all, causing injury and death.   But the Takata crisis once again reminds us that this foundational piece of auto safety equipment has always carried the risk of injury—and death—riding shotgun. People have been hurt because they are the wrong size, shape or age to get the optimal benefit from a device first designed for an average male. And now, in Takata’s case, because of a defect.   How Did We Get Here?   An air bag in deployment has to first measure—and then counter—the considerable inertial forces that are brought to bear when your car crashes into another vehicle or object. In a collision, your car stops abruptly, but you don’t. Your head and body keep moving forward, translating that energy according to Newtonian physics until some other force arrests it. Before the advent of air bags and seat belts, this ‘velocity debt’ was repaid—at terrible cost—when your head or body smashed into the steering column or dashboard.   To stop your head’s violent forward motion requires considerable counterviolence. After a car’s accelerometers and sensors detect a crash pulse—the rapid deceleration that signals impact—an algorithm in the electronic control unit (ECU) then decides whether to deploy the air bag and at what pressure. If the ECU says deploy, the explosion that rapidly expands an air bag also hurtles it toward your head at speeds ranging from 98 m.p.h. to 200 m.p.h. (158 km/h to 322 km/h). In fact, the bag should be deflating by the time your head makes contact, creating a cushioning force that dissipates the energy of the crash by distributing it over the larger surface area of the bag. The entire process of sensing and deploying the air bag has to take place in 20 to 30 milliseconds, by which time your head has already moved forward five inches.   Air bags have been saving lives since 1973, when General Motors produced 1,000 Chevrolet Impalas equipped with air bags as an option. According to Byron Bloch, an auto-safety expert who has long campaigned for better air bags, Chevy produced a good one: a dual-pressure system that protected children from a fully powered air bag’s potentially lethal force. GM was satisfied with the technology—the concept was patented in 1953—and Bloch said the company was ready to expand the program. ‘We were going to have dual-pressure air bags phased in the ’74—’75 model year,’ he says.   Instead, air bags disappeared for nearly 20 years. Why? The Big Three auto companies, led by Ford boss Henry Ford II and his deputy Lee Iacocca, convinced President Richard Nixon that air bags wouldn’t be cost-effective. The pressure on the Big Three to offer air bags ultimately came from smaller competitors, like Volvo, that made air bags standard equipment. With consumers clamoring for protection, Congress made air bags mandatory as of September 1998.   The design and testing standards of these late-1990s air bags, however, would not make them better than the ones GM used in the early 1970s. When two elderly women were killed by air bags in the early ’90s, it was a lethal indication that there were flaws. ‘The elderly die very easily in car crashes,’ says Fariello, who has been a paid expert witness for both plaintiffs and defendants in injury lawsuits. The force of the deployed air bag, even in low-speed fender benders, was causing fatal chest and brain injuries. Short women were being injured because they moved their seats forward to reach the gas and brake pedals. As a result, their faces were within 10 in. of the steering wheel, which experts say is the minimum safety margin.   Auto-industry safety organizations, consumer groups, the Society of Automotive Engineers, NHTSA and the Insurance Institute for Highway Safety have debated test conditions for decades. NHTSA’s frontal tests are run at 35 m.p.h. (56 km/h) into a rigid barrier using a crash-test dummy optimized for a 50th-percentile male—about 172 lb. and 5 ft. 9 in. (78 kg and 175 cm). Yet most crashes happen at speeds below 35 m.p.h., and they involve all kinds of people, objects and crash angles. Hitting a pole is different from hitting a wall or another vehicle.   The test method meant that passengers who weren’t perfectly average were ‘out of position,’ in the vernacular of crash analysis. ‘If you are not a 50th-percentile male, something else happens,’ says Fariello. Something very bad, it turned out, happens to women and children. According to NHTSA’s data, air bags killed 191 children from 1990 to 2009, as well as 39 women who were 5 ft. 2 in. (157 cm) or shorter.   ‘In the real world, crashes occur in all different directions, but we still need some standard test procedures to design around. The question is, What proportion of real-world crashes have you covered?’ says Priya Prasad, a safety consultant and expert in injury biomechanics who was formerly Ford’s top safety scientist. It would take several years of debate before NHTSA added a fifth-percentile female crash dummy to the test.   There’s no question that air bags can and do save lives, especially in combination with advanced seat belts. But frontal-air-bag performance hasn’t changed significantly in recent years, says Professor Richard Kent. He is deputy director of the Center for Applied Biomechanics at the University of Virginia, which does testing for the government and other institutions. The adoption of advanced air bags that depower in low-speed crashes, mandatory since 2006, and moving kids out of the front seat and into backseat restraints marked the last big survivability improvements. ‘As far as injury effectiveness, there’s no reason to think it’s substantially different than what it was five years ago,’ he says.   How Good Are Air Bags Anyway?   But the bottom line on air bags is that their contribution to an accident’s survivability has always been incremental. Seat belts are the first and most important line of defense. Studies show that if you wear a seat belt, you have about a 45% greater chance of surviving a potentially lethal crash. Adding an air bag improves that figure to 50%, with a margin for error in both cases. According to NHTSA, frontal air bags saved 2,213 lives in 2012, but seat belts saved 12,174 lives, more than five times as many. Keep in mind that 33,561 highway deaths were recorded in 2012. If you crash at a high speed and aren’t wearing a seat belt, having an air bag in the car is as useful as having a balloon.   Can air bags get better? ‘In my opinion, air-bag technology is mature. It has sort of done what it is supposed to do,’ says Kent. There’s more promise in advances elsewhere. Electronic stability control, for instance, is reducing rollovers, which are particularly lethal. More advanced seat belts and sensors offer even more possibilities. By sensing the weight and position of occupants, and whether they are belted, belts work with air bags first to pretension (that is, tighten) the shoulder strap and then let it unspool to apply the minimum force needed to restrain passengers without injuring their ribs or thorax, with the air bag arriving to cushion the head. That’s particularly important for the increasing number of older drivers, who suffer a disproportionate number of chest injuries.   It might be possible, says Prasad, to move to a smarter three-stage air-bag system. More likely, he says, is that black-box data recorders now in every car combined with newer anticollision warning and braking systems will improve the margin of safety. ‘You will be able to predict what type of crash. And once you start predicting, you could fire an air bag before the crash.’ Ultimately, self-driving cars may render the whole driver-safety issue moot. But that could take a decade or even two.   In the meantime, there are still a lot of old cars out there. Fariello recommends that you follow the New York State transportation department’s advice and hold the wheel in the 9 and 3 o’clock position, as opposed to the 10 and 2 that many people were taught. If you are short, consider pedal extenders to keep your face at least 10 in. (25 cm) from the wheel. And as far as car sizes go, in a collision big beats small. Newton’s laws won’t have it any other way.   Fariello, Bloch and others are concerned that overweight people still face greater danger. Current testing hasn’t accounted for them. According to Humanetics, a company that makes crash-test dummies, obese people are 78% more likely to die in crashes than average-weight people. The company is developing a test dummy that is 273 lb. (124 kg), with a body mass index of 35.   There is no precaution that protects you if your air bag becomes a weapon, as has happened in some of the Takata incidents. Bloch, a longtime advocate for safer air bags, believes carmakers should disclose the air-bag supplier for each model. Some inflate in a basketball shape, while others are pillow shaped, which is better. Some have tethers that limit the distance they can travel, which is potentially less damaging.   Amid all this sobering news, it’s worth noting that the death rate on U.S. roads is declining—it has fallen 23% since 2005 and should decrease again this year—and seat-belt usage is at a record high. We’re a lot safer—and will be even more so when the defective air bags are fixed.   HOW AIR BAGS WORK   THEY DEPLOY ONLY IN CERTAIN CRASH CONDITIONS. DEFECTS CAN HARM THE VEHICLE’S OCCUPANTS   [This article consists of 3 illustrations. Please see hardcopy of magazine or PDF.]   IMPACT   Sensors in your car detect the pulse of impact as well as the position of occupants, sending signals to the electronic control unit in the middle of the car. An algorithm decides whether to deploy the air bags and at what force—full or partial power.   PROPELLANT   STEERING COLUMN   FOLDED AIR BAG   IGNITER   INFLATOR   DEPLOYMENT   Air-bag inflators are small metal containers that hold an igniter and a propellant. In a crash, the ignited propellant triggers a chemical reaction that produces nitrogen gas, which fills the bag rapidly.   NITROGEN GAS   WHAT GOES WRONG   Takata’s propellant, ammonium nitrate tablets, may be degrading over time, particularly in humid climates. This could cause a violent reaction in a crash, in which the force blasts apart the inflator, causing injuries or death.   8—14 M.P.H.   Minimum crash speed (13—23 km/h) that could cause an air bag to deploy   2,213   Lives saved by air bags in the U.S. in 2012   AFTER A CRASH, IT TAKES:   0.02 SECONDS   for an air bag to deploy   0.06 SECONDS   for the passenger to hit the air bag     Intro to Quality Week 2   Product Recall   Review the article “USPlabs Recalls OxyElite Pro Supplements Amid Links to Liver Illness” which can be found in your weekly reading. This article pertains to a recall of a popular health supplement. Assume you are the manager for the OxyElite Pro supplement. How can you use focus groups and surveys to determine your customer’s feelings about their products despite the recall that has occurred? Use your course materials and outside research to generate a solid analysis on why these methods would be helpful. Your analysis should be supported by research.   READING   USPlabs Recalls OxyElite Pro   Supplements Amid Links   to Liver Illness   Dallas, TX-based USPlabs LLC has recalled   certain OxyElite Pro dietary supplement   products that the company markets after   receiving a letter from FDA stating that the   products have been linked to liver illnesses   and that there is a reasonable probability   that the products are adulterated.   The letter also notifi ed USPlabs that if   the company did not initiate a voluntary   recall, FDA could by law order the company   to immediately stop distributing the   products and immediately notify other   parties to stop distributing the supplements.   The action marks the second time   the FDA has exercised its recall authority   under the FDA Food Safety Modernization   Act (FSMA) by sending such a letter.   “We took this step to ensure that adulterated   and harmful products do not reach   the American public,” said Deputy Commissioner   for Foods and Veterinary Medicine   Michael Taylor. “We will continue to   work with our state, industry and regulatory   partners to prevent such products   from reaching the public.”   By letter dated Nov. 6, the FDA notifi ed   USPlabs about fi ndings indicating a link   between the use of several OxyElite Pro   products and a number of liver illnesses   reported in Hawaii. The FDA also noted   that cases of liver damage after use of these   OxyElite Pro products had been found in   a number of other states. In a review of 46   medical records submitted to the FDA by   the Hawaii Department of Health, the records   indicated that 27 patients, or 58%,   had taken a dietary supplement labeled as   OxyElite Pro prior to becoming ill. Seventeen   of the 27 patients (or 63%) reported   that OxyElite Pro was the only dietary   supplement they were taking. At least one   death has occurred among these patients,   and others required liver transplant.   In a warning letter issued to USPlabs   LLC on Oct. 11, 2013, the FDA informed   the company that OxyElite Pro and another   dietary supplement called VERSA-1   were deemed to be adulterated. The products   contained aegeline, a new dietary ingredient   (i.e., an ingredient not marketed   in the U.S. before Oct. 15, 1994) that lacks   “We will continue to work with our state,   industry and regulatory partners to prevent   such products from reaching the public.”   —Michael Taylor, FDA, on USPlabs recall   Global Sales of Non-GMO Food and   Beverages to Reach $800 Billion by 2017   Non-GMO products will account for about 15% of total   global food and beverage sales.   Global sales of non-GMO food and beverages are projected to rise   to $800 billion by 2017 at a compound annual growth rate (CAGR) of   15%, and will account for about 15% of total global food and beverage   sales at that point, according to Packaged Facts’ recently released   report, “Non-GMO Foods: Global Market Perspective.” Global   sales of non-GMO products reached $400 billion in 2012, accounting   for 8% of the overall global food and beverage sales of $5 trillion.   Excluding the U.S. and Canada, Packaged Facts identifi ed 10   countries that represent as much as two-thirds of the new global non-   GMO product introductions from 2009-2013. Russia is the leader with   15% share, followed by the U.K. with a share of 10%. From a comprehensive   global perspective, the U.S. share is roughly 40%. Aside from   the U.S. and Canada, Europe represents seven in 10 global non-GMO   food and beverage rollouts between 2009 and 2013. Europe is followed   at a considerable distance by Asia and Oceania.   Packaged Facts projected that non-GMO sales will increase in   all regions of the globe, as will the practice of labeling foods and   beverages with non-GMO verifi ed or certifi ed labels. Prompting   increases will be the inevitable expansion of GMO crops into territories   where they had previously been banned or limited. Concerned   shoppers will want GMO and non-GMO labeling to help   them distinguish between the two types of products. The BRIC   nations—Brazil, Russia, India and China—will be fertile territory for   non-GMO sales as their emerging middle classes look for healthier   eating options, according to David Sprinkle, research director for   Packaged Facts.   As other nations seek to clarify the labeling of their products,   both GMO and non-GMO, Packaged Facts projected the portion   of the global non-GMO market represented by sales in the U.S.   will decline through 2017. In addition, non-GMO labeling will become   more available as certifi ed testing operations, like NSF International,   join Cert ID in the non-GMO verifi cation market to take   advantage of a growing demand from marketers.   Non-GMO labeling will become more available as   certifi ed testing operations   join the verifi cation market.   16-31IndustryNews1213.indd 16 11/26/13 3:40 PM   Industry News   18 • Nutraceuticals World www.nutraceuticalsworld.com December 2013   a history of use or other evidence of safety.   The letter stated that failure to immediately   cease distribution of all dietary supplements   containing aegeline may result in   enforcement action.   U.S. Marshals Seize   Adulterated Supplements   Worth More Than $2 Million   At the request of FDA, U.S. Marshals   seized dietary supplements manufactured   and held by Hi-Tech Pharmaceuticals, Inc.,   located in Norcross, GA, after agency investigators   found the products contained   1, 3-Dimethylamylamine HCl (DMAA) or   its chemical equivalent in early November.   The retail value of the seized products is   more than $2 million.   A complaint fi led in the U.S. District   Court for the Northern District of Georgia   alleged that the products were adulterated   according to the Federal Food, Drug,   and Cosmetic Act because they contain   DMAA, an unapproved food additive that   is deemed unsafe under the law.   DMAA can elevate blood pressure and   could lead to cardiovascular problems, including   heart attack, shortness of breath   and tightening of the chest. Given the   known biological activity of DMAA, the   ingredient may be particularly dangerous   when used with caffeine. The FDA has   warned consumers about the health risks   of DMAA on its website.   On Nov. 12, U.S. Marshals seized more   than 1,500 cases of fi nished goods and   more than 1,200 pounds of in-process/raw   material goods from the Hi-Tech Pharmaceuticals,   Inc. facility.   “This company has a responsibility to   ensure its products are safe for distribution   and human consumption,” said Melinda   Plaisier, the FDA’s associate commissioner   for regulatory affairs. “We have taken action   to protect consumers and demon-   Trade Groups Defend Supplement Use   Following Multivitamin Review   Meta-analysis concludes more research needed on use of   vitamin/mineral supplements for CVD and cancer prevention.   A systematic review of published studies   found insuffi cient evidence that vitamin and   mineral supplements are effective for preventing   cardiovascular disease (CVD), cancer   or mortality from those diseases in healthy   adults, according to an article published in   Annals of Internal Medicine.   Two studies included in the review found   lower overall cancer incidence in men who   took a multivitamin for more than 10 years.   Those same studies showed no cancer protection benefi t for women.   Researchers cautioned that more research is needed before it   can be determined whether or not multivitamin supplementation   is benefi cial.   The evidence review was conducted by researchers for the U.S.   Preventive Services Task Force (USPSTF) to update its previous recommendation.   In 2003, the USPSTF found insuffi cient evidence to   recommend for or against the use of vitamins A, C and E, multivitamins   with folic acid or antioxidant combinations for the prevention   of CVD or cancer. At the time, the USPSTF recommended against   beta-carotene supplements alone or in combination with other supplements   because they had no benefi t and actually harmed patients   at risk for lung cancer. The current research review reconfi rmed the   beta-carotene fi ndings and also found good evidence that vitamin E   does not protect against cancer or cardiovascular disease.   In response to the review, industry trade associations offered   their analysis.   “Cancer is a complex disease, and the fact that there is even   some, albeit limited, evidence that a simple multivitamin could   prevent cancer demonstrates promise and should give consumers   added incentive to keep taking their multivitamins,” said Duffy   MacKay, ND, vice president, scientifi c and regulatory affairs, Council   for Responsible Nutrition (CRN), Washington, D.C. “We believe   the paucity of clinical trial evidence should not be misinterpreted as   a lack of benefi t for the multivitamin. We know for sure that multivitamins   can fi ll nutrient gaps, and as so many people are not even   reaching the recommended dietary allowances for many nutrients,   that’s reason enough to add an affordable   and convenient multivitamin to their diets.   “Further, given the encouraging results   from the Physicians’ Health Study (PHS) II   (Gaziano et al, 2012)—the study referenced in   this report as demonstrating benefi t for multivitamins   and cancer risk in men—academics   and government, as well as our own industry,   should continue to support and fund research   to clarify this relationship and to determine additional   benefi ts for vitamins and other dietary supplements.   Cara Welch, PhD, senior vice president of scientifi c and regulatory   affairs, noted the scope of this recent research has its limitations.   “The meta-analysis focused on studies that researched   generally healthy people, avoiding any instances for targeted   use of nutrients. Additionally, the researchers only concentrated   on studies with vitamins and mineral supplements as the primary   source of prevention. Multivitamin supplements should not   be expected, without the combination of a healthy lifestyle, to   prevent chronic disease. The results of this review should not   lead to widespread concern among consumers who take vitamin   and mineral supplements.”   John Shaw, executive director, NPA, added, “Dietary supplements   are used by more than 150 million Americans on a daily   basis. Research has shown that when taken in combination with   other healthy lifestyle practices, such as consuming a wholesome   diet and exercising regularly, people can benefi t from dietary supplements.   Consumers should be comfortable following a variety of   healthy habits, which includes supplementation. As always, NPA   encourages consumers to speak with their healthcare professionals   regarding their dietary supplement regimen.”   More than 150 million Americans use dietary   supplements on a daily basis.   16-31IndustryNews1213.indd 18 11/26/13 3:40 PM   Copyright of Nutraceuticals World is the property of Rodman Publishing and its content may   not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s   express written permission. However, users may print, download, or email articles for   individual use.       The requirements below must be met for your paper to be accepted and graded:   •Write between 750 – 1,250 words (approximately 3 – 5 pages) using Microsoft Word in APA style, see example below.   •Use font size 12 and 1” margins.   •Include cover page and reference page.   •At least 80% of your paper must be original content/writing.   •No more than 20% of your content/information may come from references.   •Use at least three references from outside the course material, one reference must be from EBSCOhost. Text book, lectures, and other materials in the course may be used, but are not counted toward the three reference requirement.   •Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.

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