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Robin Cooper is Robert Popper, BAFTA nominated writer and producer, and co-creator of the BBC2 hit comedy, Look Around You.
Another wacky collection of irritating letters covering such diverse subjects as purchasing, filteration “heads” for filteration of ant seed, getting sponsorship for the world’s biggest quiz, (all participants to be over seven feet tall), to enquiring what tennis whales might be. It’s all good Christmas giggle stuff that should end up in the loo for the rest of the year.
Rita fell down the stairs at twenty-two minutes past midnight.' Robin Cooper, author of The Timewaster Letters, turns his hand to diary writing in this hilarious new novel. The year starts badly for Robin, who is fired for writing too many letters on company time, and for his wife Rita, who sprains her ankle (yet again). But Robin has a cunning plan - his marrying of the crossword and Sudoku into his devilish 'crossoku' - which might just make their fortune...
So funny it will make you sick-Time Out For several years, Robin Cooper has been plaguing department stores, hotels, associations, fan clubs and a certain children's book publisher with his letters. From Prince Charles to the Peanut Council, Harrods to the British Halibut Association - no one is safe. So who is Robin Cooper? Architect, thimble designer, trampoline tester and wasp expert, Robin Cooper is all of these things - it just depends on the person he's writing to...
Four questions determine whether a company is using interorganizational cost management. Does your firm set specific cost-reduction objectives for its suppliers? Does your firm help its customers and/or suppliers find ways to achieve their cost-education objectives? Does your firm take into account the profitability of its suppliers when negotiating component pricing with them? Is your firm continuously making its buyer-supplier interfaces more efficient? If the answer to any of these questions is no , your firm risks introducing products that cost too much or are not competitive. The full potential of the supply network can be realized only when the entire supply chain adopts interorganizational cost management practices. Competitive pressure has led many firms to try to increase the efficiency of supplier firms through interorganizational cost management systems, a structured approach to coordinating the activities of firms in a supplier network to reduce the total costs in the network. It is particularly important to lean enterprises for two reasons: Lean enterprises typically outsource more of the added value of their products than their mass producer counterparts. Lean enterprises usually compete more aggressively and must manage costs more effectively. Interorganizational cost management can reduce costs in three ways: through product design, through product manufacture and through cooperative approaches between buyers and suppliers to build smoother interfaces. However, more than just cost management must cross interorganizational boundaries. Suppliers are also a major source of innovation for lean enterprises. Successful supplier networks encourage every firm in the network to innovate and compete more aggressively. Read this book to learn to manage the supply chain to forge competitive advantage while reducing costs.
What would happen if everyone in your company followed a disciplined approach to cost reduction? Go ahead -- imagine it. What would it look like? How can it be done? The answer -- smart cost management. Effective cost management must start at the design stage. As much as 90-95% of a product's costs are added in the design process. That is why effective cost management programs focus on design and manufacturing. The primary cost management method to control cost during design is a combination of target costing and value engineering.Target Costing Objectives: Identify the cost at which your product must be manufactured at if it is to earn its profit margin at its expected target selling price. Break the target cost down to its component level and have your suppliers find ways to deliver the components they sell you at the set target prices while still making adequate returns. Value Engineering: The connection to function: An organized effort and team based approach to analyze the functions of goods and services that the design stage, and find ways to achieve those functions in a manner that allows the firm to meet its target costs. The result: Added value for your company (development costs on-line with added value for your company; development costs on-line with selling prices) and added value for your customer (higher quality products that meet, possibly even exceed, customer expectations.)
When Lean Enterprises Collide presents a new theory of competition for manufacturers racing to create the most innovative product at the lowest prices. The author shows that the key to success in this environment is the integrative management of cost, quality, and functionality. Robin Cooper describes eight innovative and aggressive cost management techniques, including target costing and value engineering.
Situation Theory grew out of attempts by Jon Barwise in the late 1970s to provide a semantics for 'naked-infinitive' perceptual reports such as 'Claire saw Jon run'. Barwise's intuition was that Claire didn't just see Jon, an individual, but Jon doing something, a situation. Situations are individuals having properties and standing in relations. A theory of situations would allow us to study and compare various types of situations or situation-like entitles, such as facts, events, and scenes. One of the central themes of situation theory of meaning and reference should be set within a general theory of information, one moreover that is rich enough to do justice to perception, communication, and thought. By now many people have contributed by the need to give a rigorous mathematical account of the principles of information that underwrite the theory.
The Philadelphia Association, the therapeutic organization founded by R. D. Laing, illuminates its psychoanalytic perspective by a philosophical critique of psychoanalytic concepts themselves.
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