Public Policy - Free Essay Example

Sample details Pages: 2 Words: 688 Downloads: 2 Date added: 2017/09/24 Category Advertising Essay Type Argumentative essay Topics: Government Essay Did you like this example? Provide a one paragraph definition of public policy. After researching the term public policy it was difficult to come up with one single definition. Cocharm et al, 1999 define public policy always refer to actions of Government and the intentions that determines their actions. Dye 2000 states that public policy is the outcome of the struggle in Government over who gets what, whatever government chose to do or not to do. Cochorn suggests that public policy consists of political decisions for implementing programs to achieve societal goals. Stated most simple, Peters 2003, defines public policy as the sum of government activities weather acting directly or through agents, as it has a influence on the life of citizens. Upon reaching a good definition of public policy seems to be very difficult. Birkland 2005 concludes that, all the aspects of the definition suggest that public policy affects a greater variety of people 2. Provide an example of both positive and normative sta tements (not the ones provided in your text book! ) A. Positive statements are statements that can be tested or rejected by referring to the available evidence. Example: A reduction in the use of plastic bag will help reduce the risks associated to global warming. B. Normative statements express an opinion about what ought to be. They are subjective rather than objective statements. They carry value judgments. Example: The new HST on fast food is unfair and unfairly penalizes the poorer class of consumers. C. 3. List what you think are the top three policy issues for government today. Indicate why you think they are important. The top three policy issues for government today are A. Health care- Most recently, health care is one of the most popular issues amongst heads of government. Mental health care and the cost associated with treatment are affecting the poorer class of Canadians. It is the government’s duty to provide health care at an affordable cost to ensure citi zens wellbeing. It is a policy issue because the government is struggling to meet the demand for health care. On September 13, 2010, Vieira from the Financial Post wrote an article, stating that there has been a growth in public health spending and had advanced at an annual rate of over 8% over the last decade. However, the government’s income is set to grow at an annual average of less than 4%. In order to meet the fiscal challenges the government must reduce public health spending significantly, otherwise other public spending is squeezed and/or taxes will rise. The is an important policy issue for government because they need to reduce public health care spending and at the same time ensure that residents are taken care of in the best possible way. (https://www. financialpost. com) B. The Environment-Global Warming/ Climate Change- Global warming and its negative effects on climate change are top political issues for government today. Most recently heads of governmen t from many countries met in Toronto to discuss how to reduce the negative effects of global warming. The earth’s temperature is rising because of the amount of carbon dioxide within its atmosphere. This increase of carbon concentration can be linked to economic activities. The amount future of global warming and its effects are uncertain. If the temperature continues rise, the Earth’s climate will change, ocean levels will rise -because of ice melting in the Arctic, low-lying coastal areas will need to be protected against the rising tides by expensive barriers. It is the government’s responsibility to implement policies to help combat the deadly monster. If actions are not put into place now, soon the earth will be of no good to fauna and flora. The Economy/ Recession-. The global recession is taking its toll on the country. Canada’s economic growth and standard of living (as defined by income per capita) are forecast to fall in 2009, and unemploy ment will rise in 2009 and 2010. Worries about the Canadian economy come from weakness in the United States Economy, the country’s largest trading partner. It is important to have a stable and healthy economy. It is the duty of the government to ensure that the economy is healthy by implementing policies Don’t waste time! Our writers will create an original "Public Policy" essay for you Create order

An Unquite Mind by Kay Redfield - 828 Words

The novel â€Å"An Unquiet Mind† starts off describing the life of a young girl, Kay. Early off in Kay’s life she is experiencing traumatizing life events. One of those events is a very close encounter with a plane that flew over the elementary playground very low and â€Å"It flew into the trees, exploding directly in front of us† (12). Early on it seems much easier to see how she developed the mental illness, manic-depressive (bipolar) illness. Also, her father showed signs of a bipolar illness and maybe it could be heredity. Another traumatizing event was when Kay and her family moved to California and the complete shock from the change in background. This switch also leads to Kay drinking before she attends classes for high school. Just at the age of 16, Kay is beginning to see just how much her mood swings are affecting her friends and how the bipolar illness is changing her life. The first D of abnormality that will help to describe Kay’s il lness is deviance. This is how the patient differs from society’s norms. An example that is very clear from the novel is when Kay has an urge for a particular book she wants to read. It starts off normal about wanting one book, â€Å"I ran off to the bookstore to track down a copy of it, which I did.† (42-43) but she leaves â€Å"with at least twenty other books† (43). This is the very deviant from what people without the illness would do. Another event that occurred during the maniac cycle that is deviant is the purchase of a horse for

NEA weathers attack but takes cut Essay Example For Students

NEA weathers attack but takes cut Essay In what has become practically an annual ritual, the House of Representatives passed the 1994 Interior Appropriations Bill in mid-July after staving off an amendment that would have eliminated the National Endowment for the Arts entirelybut not before adopting a measure to reduce the agencys budget by five percent. The initial recommendation by the Clinton Administration to freeze the agencys funding at last years level, along with the budgets of the National Endowment for the Humanities and the Institute for Museum Services, was approved by the House Interior Appropriations Committee in late June before being sent to the House floor for a full vote. But by the time the floor debate was over, the proposed $175 million was reduced by a $8.7-million cut to $166.2 million, and at press time the agencys appropriation awaited its fate in the Senate. Shortly before the floor debate was scheduled to begin, Martin Mawyer, president of the right-wing Christian Action Network, sent a letter to all freshmen members of Congress, urging them to strike all funding for the NEA. Mawyer cited an exhibit entitled Abject Art, currently running at the Whitney Museum in New York, and quoted from the exhibits catalog that |abject artconfront taboo issues of gender and sexualitywhich is often deemed inappropriate by a conservative dominant culture. He claimed that the display was mounted with NEA funds, but the agency denied the statement, clarifying that they have funded the Whitney for a variety of programs but not for this exhibit. Debate on the appropriations bill in the full House began with consideration of an amendment offered by Rep. Philip Crane (R-Ill.) to eliminate the NEA entirely an amendment he as proposed for the past three years. Crane supported his assertion that private funding is more than sufficient to support the arts with erroneous statistics, reporting that private giving to arts and culture increased in 1992 by 18 percent over the prior year and attributing the information to the American Association of Fund-Raising Counsels Giving USA survey, apparently overlooking the decimal point in the surveys actual 1.8 percent statistic. After statements opposing the amendment and supporting full funding of the NEA by Rep. Sidney Yates (D-Ill.), Rep. Norm Dicks (D-Wash.) and other advocates, the Crane amendment was defeated by a 105-to-322 vote. The amendment to reduce the NEA budget by five percent, proposed by Rep. Cliff Stearns (R-Fla.), did not fail, however. The congressman who had offered another successful amendment during last years appropriation debate that froze NEA funding at the prior year level rather than supporting a modest committee-approved increase argued for the cut both in reaction to the Christian Action Network letter and as a means of federal deficit reduction. The amendment was passed by 240 to 184. Formulas for funding Meanwhile, the process for reauthorization of the NEA, NEH and IMSthe periodic extension of the agencies authorizing legislationcontinued on schedule throughout the early summer, though not without its own drama. The House Labor ManagementRelations Subcommittee, chaired by Rep. Pat Williams (D-Mont.), discussed the Administration proposal to reauthorize the NEA, NEH and IMS for two years with no substantive changes to the existing legislation at a June 17 hearing, noting that the two-year extension would give Congress the opportunity to more fully review the agenciesparticularly the NEAs implementation of the 1990 reauthorization bill, which included the current decency language as well as new formulas for state funding and procedures for panel selection. The following week, the subcommittee approved a simple two-year reauthorization. Rep. Steve Gundersons (R-Wisc.) amendment to deny any state arts agency an increase in its NEA basic grant if the states legislature reduced its previous years appropriation failed by a 13-to-7 vote, but raised much interest and discussion. Gunderson accused many states of using the increase in federal dollars from the NEA, as legislated during the last reauthorization three years ago, to offset reductions in their own funding for the arts, noting that it was not our intention to shift the burden of funding state arts programs from the states to the federal government. .u0f6f9ce689246434c16e391dde61353f , .u0f6f9ce689246434c16e391dde61353f .postImageUrl , .u0f6f9ce689246434c16e391dde61353f .centered-text-area { min-height: 80px; position: relative; } .u0f6f9ce689246434c16e391dde61353f , .u0f6f9ce689246434c16e391dde61353f:hover , .u0f6f9ce689246434c16e391dde61353f:visited , .u0f6f9ce689246434c16e391dde61353f:active { border:0!important; } .u0f6f9ce689246434c16e391dde61353f .clearfix:after { content: ""; display: table; clear: both; } .u0f6f9ce689246434c16e391dde61353f { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u0f6f9ce689246434c16e391dde61353f:active , .u0f6f9ce689246434c16e391dde61353f:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u0f6f9ce689246434c16e391dde61353f .centered-text-area { width: 100%; position: relative ; } .u0f6f9ce689246434c16e391dde61353f .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u0f6f9ce689246434c16e391dde61353f .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u0f6f9ce689246434c16e391dde61353f .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u0f6f9ce689246434c16e391dde61353f:hover .ctaButton { background-color: #34495E!important; } .u0f6f9ce689246434c16e391dde61353f .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u0f6f9ce689246434c16e391dde61353f .u0f6f9ce689246434c16e391dde61353f-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u0f6f9ce689246434c16e391dde61353f:after { content: ""; display: block; clear: both; } READ: The 'how' of funny EssayAt the full Education and Labor Committee markup one week later, the two-year extension was passed, and two amendments introduced by Rep. Richard Armey (R-Tex.) one to eliminate the agency and the other to increase NEA funding to state arts agencies to 65 percent were soundly defeated. However, Rep. Gunderson offered a similar amendment to the one that lost in subcommittee that was expected to be approved, but instead it was once again defeated in the full committee, 24-to-18, when the committee resorted to partisan politics. Although Rep. Williams had indicated support for the slightly modified amendment before the committee vote, he opposed it dur ing the committee mark-up, as did most of the Democrats on the committee, stating that penalizing the states would have unintended negative consequences and would set an unhealthy precedent. A heated debate followed after it became apparent that Williams would not back the amendment, with Republicans suggesting that the Democrats reneged on a deal, Williams characterizing the Gunderson amendment as a Rube Goldberg provision and ranking Republican William Goodling (R-Penn.) wondering if committee Democrats and Republicans could work together. At press time, neither the full House of Representatives nor the Senate had taken up the reauthorization bill. NEA Four get settlement In early June, nearly three years after the NEA Four were denied NEA funding, their lawsuit against the agency was settled out of court after discovery in the case revealed that both White House chief of staff John Sununu and President Bush had pressured NEA chairman John Frohnmayer to deny controversial grants, and the decision was made for political rather than artistic reasons. The four performance artists Karen Finley, John Fleck, Holly Hughes and Tom Millereach will receive their original grants, ranging from $5,000 to $8,000, as well as $6,000 each in compensatory damages and $202,000 in legal fees and litigation costs a total settlement amount of $252,000. This settlement is a complete victory for the artists and a reaffirmation of the importance of keeping partisan politics out of arts funding and other federal programs that support expression, said Marjorie Heins of the American Civil Liberties Union, who served as co-counsel for the artists. The government now recognizes that the four artists were, and are, entitled to the grants that were denied by John Frohnmayer in response to the massive political pressure that was being applied by right-wing ideologues in Congress, the media and the White House itself. Correspondence between President Bush and Frohnmayer, released by the artists attorneys after the settlement was reached, include a note signed by the president after the Washington Times described details of the recommended grants. I do not want to see censorship, yet I dont believe a dime of taxpayers money should go into art that is clearly and visibly filth, Bush wrote. I was shocked by the examples cited in a recent Washington Times story. We have to find a way to preserve the independence and creativity of the arts, yet at the same time, see that in egregious cases such as those mentioned above, the taxpayer will not subsidize filth and patently blasphemous material. The settlement did not address the part of the lawsuit that challenged the constitutionality of the NEA language requiring that grants be given only to work that conforms to general standards of decencya challenge that was upheld in June 1992 by Judge A. Wallace Tashima, who said in his decision, The fact that the exercise of professional judgment is inescapable in arts funding does not mean that the government has free rein to impose whatever content restrictions it chooses. The right of artists to challenge conventional wisdom and values is a cornerstone of artistic and academic freedom. .ud1d18242ed5779a4aa7e98a7855edd34 , .ud1d18242ed5779a4aa7e98a7855edd34 .postImageUrl , .ud1d18242ed5779a4aa7e98a7855edd34 .centered-text-area { min-height: 80px; position: relative; } .ud1d18242ed5779a4aa7e98a7855edd34 , .ud1d18242ed5779a4aa7e98a7855edd34:hover , .ud1d18242ed5779a4aa7e98a7855edd34:visited , .ud1d18242ed5779a4aa7e98a7855edd34:active { border:0!important; } .ud1d18242ed5779a4aa7e98a7855edd34 .clearfix:after { content: ""; display: table; clear: both; } .ud1d18242ed5779a4aa7e98a7855edd34 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ud1d18242ed5779a4aa7e98a7855edd34:active , .ud1d18242ed5779a4aa7e98a7855edd34:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ud1d18242ed5779a4aa7e98a7855edd34 .centered-text-area { width: 100%; position: relative ; } .ud1d18242ed5779a4aa7e98a7855edd34 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ud1d18242ed5779a4aa7e98a7855edd34 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ud1d18242ed5779a4aa7e98a7855edd34 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ud1d18242ed5779a4aa7e98a7855edd34:hover .ctaButton { background-color: #34495E!important; } .ud1d18242ed5779a4aa7e98a7855edd34 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ud1d18242ed5779a4aa7e98a7855edd34 .ud1d18242ed5779a4aa7e98a7855edd34-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ud1d18242ed5779a4aa7e98a7855edd34:after { content: ""; display: block; clear: both; } READ: Bridging the gulf EssayThe Department of Justice, which had appealed the ruling in March, filed its reply brief in late June, continuing to defend the constitutionality of the decency language and to criticize the Tashima ruling. Arts supporters across the country expressed shock and disappointment that the Clinton Administration was continuing to press the case. The next step in the case is the scheduling of the oral argument, which had not been done by press time.

What is a leader an Example of the Topic Psychology Essays by

What is a leader? In todays highly competitive business environment organizations need leaders rather than managers to gain competitive advantage. Effective leadership is critical for organizations to perform optimally. Sinking businesses have been turned around in a short span of time into profitable ones by great leadership. The best example is that of Chrysler Corporation under Lee Iacocca who converted an ailing auto manufacturer into a very competitive company in a very short span of time. Similarly fairly successful businesses have lost their favorable positions because of poor leadership. One of the most debated topics in management education today is whether leaders are born or made. The importance of leadership has resulted in a large number of studies conducted by prominent social scientists from different parts of the world. The leadership/ managerial grid developed by Robert Blake and Jane Mouton is a very important contribution to the study of leadership. Need essay sample on "What is a leader?" topic? We will write a custom essay sample specifically for you Proceed Leadership is an important function of management and can be defined as the art or process of influencing people so that they will strive willingly and enthusiastically toward the achievement of group goals (Koontz s personal commitment towards goal achievement, maintenance of the self-esteem of subordinates, placement of responsibility on the basis of trust in the subordinates rather than obedience, provision of good working conditions and maintenance of satisfying interpersonal relations. Students Usually Tell EssayLab writers:Who wants to write assignment for me?Essay writer professionals suggest: Get Academic Writing At Reasonable Price With UsEssay Writing Helper Cheap Custom Writing Service Website To Write Papers Best Essay Writing Service Review The horizontal axis of the managerial grid represents the concern for production and the vertical axis of the managerial grid represents the concern for people. The grid proposes four major leadership styles namely; authority-compliance, country club management, impoverished management, middle of the road management and team management. In the authority-compliance style also referred to as autocratic task style the leaders place great emphasis on the concern for production or task at hand and very little emphasis on he concern for people. This style is driven by results and employees are merely considered as tools to achieve those results. The strength of this style is that it clearly focuses on the objectives or the results to be achieved. The weakness is that the compliance by the followers is because of coercion and not self motivation. The subordinates will just carryout the instructions of the leader and not act on their own. This style of leadership is very effective in adverse conditions like extreme economic slowdown or when a company has collapsed because of the unethical practices of its management and the employees are left clueless as to what should be their course of action to face the crisis. In the impoverished management style the leaders are neither concerned about the achievement of the goals nor are they concerned about the people. Such leaders have minimum involvement in their jobs and act just as messengers between superiors and subordinates. There is no apparent strength of this style and the weakness is that there is no focus on the objectives or the tasks to be achieved and the people in the organization will not be motivated at all. This type of leadership style is prevalent in business units that are in the decline with respect to market share and the growth of the industry in which the business unit is operating. Such a leadership style will be ineffective in any type of business situation. In the middle of the road management style the leaders have medium concern for both production and people. This is a style that is benevolently autocratic. Leaders who adopt such a management style achieve moderate production output by paying moderately adequate attention to the needs of the subordinates. The major strength of this leadership style is that the interpersonal conflicts that are bound to arise in any organization are minimized. The weakness of such a leadership style is that the results to be achieved by the organization is based on arriving at a comprise between the employees. This may more often than not prevent the organization from achieving optimal results. This type of leadership style is effective in business organizations where the situations are temporarily volatile or when the organizations are going through a transition. In the country club management style the leaders have a very low concern for the production, that is the results to be achieved but a very high concern for the well being of the people. They promote an environment in which employees are relaxed, friendly and happy and not too bothered about achieving the results. The strength of such a leadership style is that the managers will very easily earn the loyalty and goodwill of their subordinates. The turnover of employees in the organization where such a leadership style is prevalent will be very low. The weakness of this leadership style is that though it may motivate average workers, competent workers may be demotivated as all employees will be treated the same irrespective of their performance. This will lead to mediocre performance of the entire group. Though such a leadership style may benefit most of the employees all the other stakeholders of the organization such as the investors and the customers will not receive the best perform ance from the organization. This type of leadership style will be effective in situations where it is very critical for the organization to retain all its employees at any cost such as when the demand for employees out weighs the supply in a give time period. It may also be prevalent in business situations where the product or service is a monopoly and there is no apparent pressure on the organization to perform at optimum levels. In the team management style the leaders mesh or balance the production needs of the business organization with the needs of the people by placing strong emphasis both on the concern for production or the results to be achieved and the concern for the people. The strength of this leadership style is that optimum results can be achieved through employee participation. There is a clear and determined focus on the results to be achieved which will ensure that there is optimum utilization of the input resources and at the same time the employees are supported and motivated to achieve those results by providing them the best of working conditions and by providing an environment in which they can give their best. Such a type of leadership style is very effective in situations where the employees can be self motivated and quick results are necessary to be achieved from employees that are highly skilled. The best example can be technology companies that are subjected to rapid change where th ere is a need for highly skilled employees to be highly motivated to give their best to enable the company to respond the rapidly changing market needs. In conclusion it can be said that effective leadership is critical for organizations to gain competitive advantage in the rapidly changing business environment. The leadership/managerial grid developed by Robert Blake and Jane Mouton can be used as an effective tool in leadership training. It proposes different leadership styles based on two important parameters namely; ones concern for production and concern for people. No one leadership style is said to be the best in all the situations. The effectiveness of the styles of leadership is situational in nature and an effective leader will adopt a particular style depending on the situation that is prevalent at any given point of time. References Koontz, Harold. & Weihrich, Heinz. (2004), Essentials of Management, NY: McGraw-Hill Publishing Company, p.36. Northouse, Peter, G. (2003), Leadership: Theory and Practice, California: Sage Publications.

Lead Time Management in Garment Sector Essay Example

Lead Time Management in Garment Sector Essay European Journal of Scientific Research ISSN 1450-216X Vol. 33 No. 4 (2009), pp. 617-629  © EuroJournals Publishing, Inc. 2009 http://www. eurojournals. com/ejsr. htm Lead Time Management in the Garment Sector of Bangladesh: An Avenues for Survival and Growth Nuruzzaman Department of Marketing, University of Rajshahi, Bangladesh Ahasanul Haque Department of business Administration, International Islamic University Malaysia, Box No. 10, 50728 Kuala Lumpur, Malaysia Abstract Bangladesh has emerged as an important supplier of quality readymade garments in the global market. The spectacular growth of garment sector in Bangladesh in recent years has dramatically changed the landscape of export composition of the country. Once heavily dependent on exports of primary products lead by Jute, the economy of Bangladesh is now experiencing almost 76% export contribution from readymade garments (RMG). The sector has now occupied an important place in Bangladesh national economy. Nevertheless, all is not well in this sector. It faces numerous challenges and it is now on the crossroad with the phasing out of quota system, GSP facilities and new provisions of WTO. In this study attempts have been made to find out the ways to face the competitive business environment by the efficient management process towards the lead time reduction. The main purpose of this article is to analyse the business process of the garment sector to find out it’s lead time minimization process. The study has been concluded by the development of a new diagram of business process with the outcome that the other management process in the supply chain is an important factor rather than process management in the lead time minimization process. We will write a custom essay sample on Lead Time Management in Garment Sector specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Lead Time Management in Garment Sector specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Lead Time Management in Garment Sector specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Keywords: RMG, Lead Time Minimisation, Management process, Supply Chain. Introduction The spectacular growth of garment sector in Bangladesh in recent years has dramatically changed the landscape of export composition of the country. Once heavily dependent on exports of primary products led by Jute, the economy of Bangladesh is now experiencing almost 76% (Nuruzzaman, 2005)export contribution from Readymade garments (RMG). The sector has now occupied an important place in our national economy. With the blessings of cheap labour, pressure for globalisation of production based on location economies as well as the favourable treatment from developed countries, Bangladesh and some other developing countries have gradually become the global players in international trade in RMG. However, the Multi-fibre Arrangement facility, which was extended to favour the least, developed countries in exporting garments and textile has phased out after 2005. Consequently, the beneficiaries of MFA, including Bangladesh are facing severe competition in the unprotected world market. At present, this sector is facing numerous challenges nationally and globally. Lead Time Management in the Garment Sector of Bangladesh: An Avenues for Survival and Growth 618 Bangladesh is one of the leading readymade garments exporters in the global market. The changing global environment in business and the development of GATT into WTO raises many important questions regarding increase in export in the Textile and garment sector for a developing country like Bangladesh. To survive in this sector Bangladesh must take immediate pragmatic policies enabling itself to compete more efficiently in the changing business environment through minimisation of lead time. In the beginning of 1990s, the lead time was 120-150 days (Azad, 2004) but in 2007, it was reduced to 30-50 days, i. e. at present it is 90-100 days (Khan, 2007). China requires only 30 days due to their textile and other backward linkage facilities as well as export friendly management and supporting policy. It is 45-60 days in India and Pakistan (Nuruzzaman, 2008). Therefore it appears that in the present situation Bangladesh RMG industry will not be able to compete successfully in the international market for the existence of unusually long lead time. This is specifically the main problem area of present research. To compete successfully in the fiercely competitive post-MFA global free trade market, the manufacturers must be adequately equipped with the latest knowledge of scientific management in minimizing lead time and other management deficiencies (Nuruzzaman, 2007). We have to give all out support o this sector and have to build up the backward linkage industry to reduce the dependence on imported raw materials and to minimize lead-time. Therefore, we need to find out some alternative supply mechanism to minimize lead-time. Here in this study steps also will be taken to focus on the lead-time management by presenting some successful and unsuccessful operations in the lead-time management process. The purpose of the present study is about analysing the existing situation specially the lead-time management in the RMG sector of Bangladesh. Theoretical Concepts RMG Business Structure Readymade garment is a labour intensive industry and relatively simple technology compared to other high-tech industries. The RMG manufacturing units are like tailor’s shop; getting order from the foreign buyers and then import raw materials specially fabrics from the foreign suppliers or sometimes buy from the local market as per order, then manufacture garments and supply those to the buyers (Munir, Q. and Salim, R. 2000). Figure 1: Business Structure of Bangladeshi RMG Industries Foreign buyers Supply of finished goods Local raw materials suppliers Collect raw materials Garments company (Manu facturer) Information flow Foreign raw materials suppliers Source: Nuruzzaman, 2007 In the RMG sector, the Manufacturer Raw materials Supplier relationship is different. In this industry the main raw materials are fabrics (Cloths) and few accessories are like button, collar etc. About 80% of the suppliers of accessories are local and accessories suppliers are not responsible to increase lead time. The lead time is getting higher due to import of fabrics mainly from China, Indonesia and India. The total average time to import fabrics from abroad is 50-65 days and this is the 19 Nuruzzaman and Ahasanul Haque main reason for long lead time (BGMEA research cell). In the process of import of fabrics from the foreign suppliers lies the main reason for long lead time. The process is visualised in fig. -2 below. Figure 2: Business structure and raw materials collection process Buying house Foreign buyers Local raw material suppliers Garments company (Manufacturer) For eign materials suppliers raw Problem area Order flow Collect raw materials Final product supply flow Information flow Source: Nuruzzaman, 2007 Lead Time Theory Todays customers around the globe demand product as they want it, when they want it, and at the best possible price. In todays highly competitive global marketplace they are placing greater value on quality and delivery time. Manufacturers similarly have begun to place more value on quality and delivery time and companies are trying to gain a competitive edge and improve profitability through cutting cost, increasing quality and improving delivery. However it is safe to say that the more competitive the industry, the more shortened lead times will help. In competitive industries, short lead time will differentiate a company from its competitors, leading to increase sales (Charies J. Murgiano, CPIM). Lead time is one of the main competitive factors among companies. The ability to deliver quickly influences export, sales and thereby revenue. The definition of lead-time can vary, depending on what part of the company is focused upon. It normally includes all activities from start to end. Leadtime begins with the first receipt of a customer order and ends with customer receipt of the product or service. Everything in between is the lead-time (2004, elsmar. com). Lead-time refers to the time lag between placing an order and receiving it (Li, 2000). In this study lead-time is defined as the time it takes from getting order from a customer and received the delivered product by that customer (Azad, 2004). At present, the average lead time is 90-120 days. It is sometimes 100-130 days. Total lead-time is made up of time devoted to processing orders, to procuring and manufacturing items, and to transporting items between the various stages of the supply chain. However, lead times can often be reduced if items are transported immediately after they are manufactured or arrive from suppliers (David Simchi et al. , 2000). Lead-time typically includes two components: Information lead times (i. e. , the time it takes to process an order) and Order lead times (i. e. , the time it takes to produce and ship the item). Information lead time can be reduced by using very sophisticated and modern communication system while Order lead time can be reduced through efficient supply chain management (Simchi-Levi, David, 2000) A researcher named Marc Smith explained lead time in two ways (www. lsmar. com, 2004). First, Customer lead time, which refers to the time span between customer ordering and customer receipt. Second, Manufacturing lead time, which refers to the time span from material availability at the first processing operation to completion at the last operation. In his paper Marc Smith developed theories for the reduction of lead time in the equip ment manufacturing company specially in vehicle manufacturing company. It is also applicable to the RMG sector. In the lead time reduction process, Lead Time Management in the Garment Sector of Bangladesh: An Avenues for Survival and Growth 20 identifying the beginning of the process and walking through the process is very important. In the RMG sector after order confirmation the process begins by sending information to the suppliers for raw materials (fabrics + accessories) and the process run through shipment of final product and received by the buyers. The whole of this process is comprised of the following steps order submission, scheduling sequencing, manufacturing and distribution. A manufacturer may be able to reduce lead time by taking some strategic measures in all of these four stages. From the above theory it is clear that the total lead time is customer lead time. Therefore we can write that; Customer lead time = [{Information lead time} + {Order lead time}] Total lead time = [{Information lead time} + {(manufacturing lead time) + (shipping time for import fabrics) + (Shipping time for export final product)} (Note that, Shipping time for import includes shipping time, unloading time and transport time from port to manufacturing point. Shipping time for export includes manufacturing time for final products and shipping time for export) Objective of the study The purpose of the present study is about analysing the present situation specially of the lead time management in the present business process of RMG export from Bangladesh. In view of the above purpose the specific objective of the study is to focus on reducing the lead time in relation to the business process and supply chain management. However the objectives of this study are; 1) To analyse the order lead time management process and 2) To develop a new business process to minimization of lead time Research Methodology The study is based absolutely on primary data. The primary data have been collected through free discussion and interviews with the key personnel of different company. Primary data have been collected from 50 Bangladeshi RMG units including 5 leading garment factories of Dhaka City on the basis of structured questionnaire designed in the light of the objective of the study. In this study the sample units have been selected randomly but 5 leading factories purposively. Interviews have been taken from Managing Directors, Managers and other officials of the merchandise department. Secondary data were also collected from some reports, articles, various stuffs that were provided by the companies. Collected literature, data and information have been analyzed in line with the objectives of the study. In this study conceptually developed some model, Lead time measurement equation have been used. As a real example, business process of a sample company has been discussed with the lead time measurement equation. Qualitative research method and various statistical tools like averages, percentages, growth rate etc. have been used in this study to interpret and analyze the collected data in the descriptive way. Findings and Analysis The RMG industry of Bangladesh still plays the role of tailor in the garments business. The required fabrics and limited accessories till now come from abroad. The industry is heavily dependent on imports and had to spend about 55-75 days to import fabrics from abroad (Nuruzzaman, 2007). This backdrop is the main reason for long lead time. Bangladesh garment export in volume is increasing @ 15-20 percent for the last 20 years, whereas Bangladesh RMG are depending only on Chittagong port (Nuruzzaman, 2007). The facilities of Chittagong port have not increased at the same rate. The containers kept stuck up in the port and 621 Nuruzzaman and Ahasanul Haque many containers remain jammed for 15-20 days, which is required to be released within three days. If the raw materials remain idle in the container at Chittagong port for 10-15 days, the garment industry would definitely face a serious negative impact (Kutubuddin Ahmed, 2002). According to an estimate, it takes about four days for goods to reach Chittagong from Singapore. But in a very sharp contrast, it takes about 18 to 19 days or nearly three weeks on average for the same goods to travel to the inland container depot (ICD) at Kamalapur in Dhaka. Besides the dilatory and cumbersome customs procedure and port operations also significantly delay the movement or release of goods. In Chittagong port it takes about 6 days to unload goods from a ship whereas for the same goods it takes just few hours in Singapore (M. Taheruddin,2004). About port management Mr. Anisul Haque, MD of Mohammadi group and former president of BGMEA stated,â€Å" Unfortunately we are spending 15-20 days to receive our fabrics from sea port to our factory and it is playing the main role to increase lead time†. Again to find out the probable causes of long lead time and for the empirical analysis 50 firms including 5 leading garments units have been chosen to collect primary data. They mentioned many causes behind this problem when interviews were taken but in the interview 100% i. e. f the 36 number respondents (Though 50 firms were chosen but 36 firms were interviewed successfully) put their comment on import dependency as a most important cause for increased lead time. Then 91. 66% i. e. 33 respondents on CBW, 75% i. e. 27 respondents on inefficient port management, 69. 44% i. e. 25 respondents on poor infrastructure and 41. 66% i. e. 15 respondents on communication system respectively. The same causes were ident ified in our analysis based on secondary data. This fact enhances the credibility of our findings. At the time of interview, the Managing Director of A. K. J. Fashions limited divided the lead time into three stages as it is illustrated in fig. -3. First stage, from P-Q (Fabrics suppliers – Sea port) the approximate lead time for the first stage is 40-55 days including the manufacturing time of fabrics, then from Q-R (Sea port Manufacturer) the approximate lead time for the second stage is 15-20 days and at last from RMG (Manufacturer Buyer) the approximate lead time for the last stage is 35-45 days. Figure 3: Basic Supply chain of Bangladeshi RMG Industries P Raw material Suppliers Source: Nuruzzaman, 2007 Q Sea Port R Manufacturers M Buyers The present estimated time from point Q to point R is unnecessary. Here the main task is unloading the container and carry it to the manufacturing point. The total procedure can be done by only 2 or 3 days through efficient management in port and good transportation system. But due to inefficiency of port management and poor transportation system it takes 15 to 20. From the above observation it is clear to us that, just for import of raw materials Bangladeshi manufacturers are forced to spend 55-75 days more. So import dependency for fabrics is the main reason of longer lead time. In the present analysis mainly the â€Å"Order lead time† (see the Lead time theory) will be considered and will be shown how can we reduce that time by an appropriate supply chain management. The manufacturers were asked a number of questions emphasizing this theme, how inefficient management in the chain can affect lead-time, and also what the consequences can be. In the interview when it was asked, all the manufacturers responded, order lead time is the main factor behind the lead time problem in the RMG sector. We can reduce maximum. 30 days by taking proper step in the supply chain. Most of the manufacturers responded that lead-time can be influenced if the buyer make contract with the raw material suppliers before giving final order to the manufacturers and if the government bodies take proper measures to increase efficiency at sea port. The Managing Director of Azmat Group stated, â€Å"We generally place order to the fabric suppliers after final contract Lead Time Management in the Garment Sector of Bangladesh: An Avenues for Survival and Growth 622 with the buyers and count 15-20 days to make fabrics. This manufacturing lead time can be reduced by the help of buyers or buying house. They can make ready their required fabrics at first and then they can make contract with us. As such we need not waste 15-20 days for the required fabrics. † Some manufacturers pointed out two main points responsible to increase lead time i. e. shipping time and unloading procedure at port. Some other manufacturers pointed out the poor infrastructure in railway and road transport to move their materials from port to manufacturers factory. They all believe that order lead-time can be reduced if government authorities take proper steps o increase the efficiency of the port and develop the rail and road transport. It seems that the respondents have different but almost same opinions on this issue. A manufacturer, K. M. Fashions Ltd. , expressed his opinion in a more logical way and stated, â€Å"To reduce lead-time effectively we have to reduce import dependency as soon as possible. Immediately we can reduce 30-40% lead time only by proper and efficient management in the supply c hain. † The largest RMG manufacturer Opex group responded, Lead time is generally 90-120 days for the woven garments. But immediately we can reduce 30% of lead time through proper management in supply chain during import of fabrics and 15% would be possible by only developing port facilities. If we develop our textile sector and procure fabrics from the local market we can reduce 60% of total lead time. For the knitwear garments we procure all raw materials from the local market so there is no lead time problem in the Knitwear garments sector. From the above discussion, it appears that the manufacturers of RMG sector mainly face order lead time problem and this problem occurred in the supply chain due to inefficient management. Time consumed in the first four steps in the supply chain is the basic reasons for increasing lead time. It is possible to reduce a major portion of order lead time by improving the other three areas namely, communication, port management and transport management in the supply chain. We can get a clear idea about lead time in the supply chain by considering the equation of lead time and put average estimated time collected from the interviews for each step. We know that; Total lead time = [{Information lead time}+ {(Order lead time)}] Or, = [{Information lead time} + {(time to manufacturing fabrics) + (time to shipment of fabrics)+(time to unloading fabrics and customs formalities at port) + (time to take fabrics from port to manufacturing point) + (time to sample approval and production of final product)+ Time to shipment or export of final products)}] Or, 120 = [{7} + {(15)+ (25)+(14)+(6) + (23)+(30)}] From the above equation, we can say that through the first four stages a manufacturer received fabrics from the suppliers after 60 days on average. Out of this the shipping time of 25 days is constant. There is no chance to reduce this shipping time but we can reduce the rest 35 days. There are two parties and various activities involved between suppliers and manufacturers in the supply chain. It can be seen in the fig. -4 broadly. The activities and time consumption area have been illustrated here through four boxes (A-D) or stages. Figure 4: Lead-time and fabrics importing process A B C D Manufacturin Suppliers Manufacturing g fabrics Shipping time (Receive order time shipment of fabrics) Unloading Manufacturer Unloading fabrics at sea s plant/ transportation time port warehouse Source: Nuruzzaman, 2007 623 Nuruzzaman and Ahasanul Haque After final contract with the buyers, manufacturers first place order to the foreign fabrics supplier (A). Then the supplier manufactures fabrics (B) and send fabrics by shipment. After a certain time the ship reaches at the port (C). Here after unloading and completing some custom formalities fabrics are sent through train or road transport to the manufacturers production-plant/warehouse (D). For this total process from A-D manufacturers need 55-75 days. At the time of import a proper management in the supply chain can reduce 30-35 days. The rest of the time of 25-35 days is needed only for shipment. It is known from the interview that most of the buyers have no regional offices in Dhaka. These are either in Bangkok or Singapore. One of the largest European garment sub-contractors based in Dhaka is Hennes Mauritaz (HM) from Sweden (Asia invest, p-11, Sector 4. ). The regional offices and the buyers resident in Dhaka can build a stock of the required quality of fabrics in advance before making final contract with the manufacturers. It will definitely reduce the manufacturing time. Again the proper and efficient management at port and good transportation system can reduce time to receive raw materials from port to manufacturing plants. But if we avoid fabric import altogether then we can reduce 55-75 days from the total lead time and we will be able to assure export of RMG products by 45-60 days regularly. Landmark group is a leading garment manufacturer in the knitwear sector of Bangladesh. It states, we do not face lead time problem for our RMG products. We generally take 45-60 days to export our product because we need not to spend any time to import raw materials. We procure all knit fabrics and accessories from the local market. Therefore in conclusion we can say that by efficient supply chain management we can reduce 29% of total lead time. But to survive in the competition we have to reduce lead time by minimum 50% and we can reduce 55-60% of total lead time by avoiding import and abolishing import dependency attitude. Analysis the lead time management of a model Company (Sharmin Group) The company’s some successful and unsuccessful business process with different buyers have been analysed here to have a clear idea about the way to minimisation of lead time. Generally, after getting final order, the company collects fabrics as per buyers direction from the foreign suppliers. After collection of fabrics they prepare sample as per design. Then after approval of the sample the company goes for mass production and shipment to the buyers. To complete the whole process the company generally takes about 90-120 days but sometimes for some buyers it takes about 110-140 days. There are also some buyers who complete the whole process by only 50-60 days. The company takes 45-50 days in all to approve the sample and finish the production following the sample approval process. We can see the sample approval flow chart in the fig. -1 of Appendix-1. Some buyers like BMB Apparels follows this sample approval flow chart, but most of the buyers even follow shorter processes. The interview was taken very closely with the Managing Director of Sharmin Group. At the time of interview he was found scared for the possible awful situation in the post MFA period. He stated, we have all but just for want of fabrics we are going to face stiff competition. What he said about the business operations of the company could be summerised as follows. After getting the final order, the company communicates with the suppliers through e-mail and over telephone. For this task the company spend few days. Mr. Hossain said that they were not worried about the information lead time. They generally take 5-7 days for this process. He said, â€Å"In the garment business suppliers are not permanent, we had to communicate with one or more suppliers for fabrics in time after getting final order. A good numbers of accessories are procured from the local market. So e-mail and telephonic communication are sufficient for the RMG companies. At the time of interview it was gathered that the company was facing problem mainly in the supply chain i. e. order lead time for importing fabrics. The company, Sharmin group also faces problem in the sample approval process. In the supply chain the company had to spend 45 days on an Lead Time Management in the Garment Sector of Bangladesh: An Avenues for Survival and Growth 624 average which is not negligible . Again, the sample approval process is also cumbersome. It takes enough time and thus contributes to increase lead time problem. Mr. Hossain expressed that the company could reduce a certain portion of lead time by taking some appropriate measures but 60% of lead time can be reduced by avoiding import dependency and by considering alternative source of fabrics supply. In Fig. -2 of appendix-1 the estimated time can be seen at different stages of the manufacturing process of Sharmin group. The estimated time was shown according to the information delivered by the Managing Director of Sharmin Group. Most of the buyers follow in this process to purchase garments from this company. At the time of our discussion on the present situation of the RMG business, Managing Director of this company told us that he was afraid for the post MFA period. The company was certainly going to lose its business due to long lead time in the post MFA period. He urged that immediately we should take some proper measures to reduce lead time. At the time of interview it has been informed that the company was doing business successfully with a European company where lead time was in between 45 to 60 days. It is the competitive lead time in the RMG sector of Bangladesh. In the figure-2 of Appendix-1 total business process of Sharmin group has been visualised through A-F stages. From this figure we can get clear information about the estimated time in six different stages like, A-B, B-C, C-D, D-E, E-F and from F to Buyers. The total lead time in this process for Sharmin group is 120-140. There is a buyer named BMB Apparels doing business with Sharmin. It strictly follows 100% of the sample approval flow chart the RMG business process like the figure-12 (see appendix-1). Therefore its average lead time is 130 days. But the other buyers like JC Penny, American Eagle do not maintain the sample approval flow chart of fig. -1(Appendix-1). They approve sample in a normal procedure and spend 5-10 days for approval. In this case they take help from local office or local agent. Therefore their average lead time is in between 90-120 days. At present the company is doing business successfully with Corona maintaining a minimum lead time. In this regard Mr. Hossain urged, â€Å"we have to consider this success story with the buyer like Corona and find ways and means to deliver garments product to the buyer by 45-60 days†. When asked for the reasons for the success in the business to the Managing Director, opined his success is mainly due to the procurement of fabrics from the local market. The buyer Corona at first makes their fabrics ready then contact with the manufacturer for order placement. The buyer takes just one or two days for sample approval. As a result the company is able to cut down the lead time by about 60-70 days. According to the figure-2 (Appendix-1), the average information lead time is 6 days and the average order lead time is 129 days for the Sharmin group. So reduction of order lead time is the crux of lead time problem. Out of 129 days, in the supply chain, total average lead time is 52 days. By taking some proper measures like making fabrics available in advance, developing inland transportation system, improving management efficiency at port etc. , it is possible to reduce about 23 days in B, C, D and E stages of supply chain. In the supply chain the rest of the time is for shipment. The company can cut down this time only by avoiding import. It is also possible to reduce 30 days in sample approval process by adopting normal sample approval process performed by other buyers or by encouraging the buyers to open a local office in Bangladesh. Considering the equation of lead time and putting value in that equation three types of buyer of this company can be analysed. First time we are considering BMB apparels from UK. We know that; Total lead time = [{Information lead time}+ {(Order lead time)}] Or, = [{Information lead time} + {(fabrics manufacturing time) + (fabrics shipment time)+ (unloading and transportation time) + (sample approval and production time of garments product)+ (shipment time for export of final products)}] = [{6}+ {(11) + (24) +(12)+(35+12)+(30)}] So, total average lead time = 130 days In this study for the BMB buyer, manufacturers order lead time is 124 days. In the supply chain the company spends totally (11+24+12) = 47 days for import of fabrics where 20 days can be saved. 625 Nuruzzaman and Ahasanul Haque Time for the last two stages is common for all manufacturers. Here manufacturer spends (47+30) = 67 days where maximum time is consumed by sample approval. The company spends about 35 days for sample approval process for this buyer. It is unusual. So here sample approval process is the main reason for increasing lead time. Secondly, the buyer JC Penny from USA has been considered. For this buyer, Total lead time = [{Information lead time}+ {(Order lead time)}] Or, = [{Information lead time} + {(time to manufacturing fabrics) + (time to shipment of fabrics)+(time to unloading fabrics and customs formalities at port) + (time to take fabrics from port to manufacturing point) + (time to sample approval and production of final product)+ shipment time to export of final products)}] = [{6} + {(12)+ (25)+(14)+(6) + (23)+(30)}] So, total average lead time = 116 days Now form the above calculation it is clear that doing business with the buyer JC Penny, USA, manufacturers order lead time is 110 days. In the supply chain the company spends totally (12+25+14+6) = 56 days for importing fabrics where about 24 days can be reduced. Times for the last two stages are common to all manufacturers. Here manufacturer spends (23+30) = 53 days. Where maximum 10 days is spent for sample approval. It is a normal process. So in the above calculations it has been observed that the four values as underlined above are the principal reasons for the increase of lead time. Thirdly has been considered the buyer of ‘Corona’ from Italy. For this buyer, Total lead time = [{Information lead time}+ {(Order lead time)}] Or, = [{Information lead time} + {(time to sample approval and production of final product)+ (shipment time to export of final products)}] = [{1}+ (17)+(30)}] So, total average lead time = 48 days. Here in this case the manufacturer does not have to import fabrics for Corona. The buyer himself supplies fabrics from their own textile mill located in Bangladesh. For this reason the order lead time is only 47 days. After getting order the company spends totally 48 days in the supply chain to export final products to the buyer. In this case as there is no need to import of fabrics the RMG company does not face any manufacturing lead time, transportation related problem and unloading related problem at port. Therefore the manufacturer does not have any problem in the supply chain. We know time required for the last two stages are common to all manufacturers. So there is no scope to reduce this time. Here buyer (Corona) communicates with the prospective manufacturer over telephone and takes the sample to the manufacturer physically and approves the sample within two/three days. For that reason information lead time and sample approval time are very minimal in the total lead time. From the above discussion and analysis of some buyer’s success and other failure in reducing lead time, one can draw a conclusion that if Sharmin group could avoid import and collect fabrics from the local market, the lead time would be between 45-60 days. It will be more competitive if the buyer would open a local office in Dhaka. This will minimise sample approval process. While integrating all the findings from the survey and the case study we can draw a conclusion that in the current RMG business manufacturers are facing lead time problem due to import dependency i. e. import of fabrics from foreign market. This problem is exacerbated due to inefficiency in the supply chain management. Lead time could be further reduced by taking some appropriate measures in manufacturing, unloading and transportation system but it does not help the manufacturer to be more competitive. If the manufacturers could find some alternative source of supply in the local market and collect fabrics locally. That will be more logical, appropriate and helpful in the direction of lead time reduction. Considering all the above analyses a new model of RMG business process has been proposed in fig. -7, which is expected to be helpful in reducing lead time. Lead Time Management in the Garment Sector of Bangladesh: An Avenues for Survival and Growth Figure 7: Proposed business process for RMG Industries in Bangladesh Buying house/ Buyers agent 626 Foreign buyers Local market Garments company (Manufacturer) Backward linkage industries Buyers own textile mills Order flow Collect raw materials Final product supply flow Information flow Conclusion The RMG sector of Bangladesh has entered in the quota free market after 2005. From that time this sector is in a very disadvantageous situation due to long lead time which has negative impact on export growth. Through analysis of empirical data it has been found that import dependency is the major bottleneck and it is the main factor for greater lead time. Just due to import of fabrics manufacturers are to count shipment time, unloading time, customs clearance time and transportation time from port to ICD( Inland container depot ) at Kamalapur, Dhaka. Import dependency arises out of the absence of sufficient backward linkage industry and for this reason a total additional 55-75 days are spent in the import process of fabrics by RMG sector of Bangladesh. As a result this sector is facing long lead time which is 90 to 130 days on the average. From the analysis it is clear that the impact of information lead time is very negligible on total lead time. It contributes only 6%. However, order lead-time has a great role to increase the lead time. By the analysis it was found that fabrics manufacturing time, shipping time, unloading time and transportation time are included in the order lead time. In conclusion considering the above analysis it has been found that import dependency is contributing 50% or more in the problem of long lead time and it is the main factor for the problem of long lead time in the RMG sector. Sample approval is another factor contributing for long lead time. The buyer from Italy for ‘Corona’ brand taking 48 days to complete all the process. It is the standard lead time to compete with the other manufacturer and exporter of the world. It becomes possible only for avoiding import of fabrics. For the buyer of Corona, manufacturer collects fabrics from the local market from their own textile. So, reduction of lead time is possible when the RMG sector ensure the availability of fabrics from the local market by developing backward linkage industry specially in the oven sector and by establishing textile mills by the buyer for their own consumption. 27 Nuruzzaman and Ahasanul Haque Azad, R. (2004), Readymade Garment Industry in Bangladesh: Competitiveness and sustainability, unpublished Ph. D. thesis, Dept. of Marketing, R. U. , Bangladesh. BGMEA research cell, BGMEA, BTMC Bhaban, 7-9, Kawranbazar, Dhaka. Charles J. Murgiano, CPIM, Short lead time=Tall profit, Wellesley: Waterloo Manufacturing Software, Advanced Planning and Sched uling Technology Paper, http://www. waterloosoftware. com/leadtime. html, Retrieve; December 10,2007. Cooke and Morgan (1998), The Association Economy, England; Oxford University Press. Gothenburg University website (2005), http://elsmar. com/Lead_Time/tsld006. htm, Retrieved on September, 2005. Khan, Shahiduzzaman (2007), â€Å"Apparel Industry faces daunting tasks ahead†, Editorial report, Financial Express, September 9, 2007. Kutubuddin Ahmed (2002), Impact of MFA phase out on the apparel industry of Bangladesh and remedial measures fir its survival, Bangladesh Apparel and Textile Exposition souvenir, Dhaka, Bangladesh. Li, J. Q. , Shaw, M. J. and Tan, G. W. , (2000) Evaluating Information Sharing in Two-level supply chain, management science, 1999. M. Taheruddin (2004), Problems and prospects of Garment Industry, The Daily Ittefaq, Wednesday, 23rd June, Dhaka, Bangladesh, P- 10 Munir Quddus, Salim Rashid (2000), Entrepreneurs and Economic development- The Remarkable Story of Garment Exports from Bangladesh, The University Press Limited, Dhaka, Bangladesh, P (23-80). Nuruzzaman, Md. (2008), â€Å"Lead time reduction and the application of Process Management- A study on selected RMG units in Bangladesh†, Journal of Business Research, Vol. 10, June 2008, P-63 Nuruzzaman Md. (2007), Developing Export of RMG products in Bangladesh: Analysing the lead time†, Management Trends, Vol. , No. 1, P- 1 Nuruzzaman, Md. (2005), â€Å" Development of Readymade Garment Business (RMG) in the process of Lead Time reduction- A study on Bangladeshi Readymade Garment Sector†, Draft Master Thesis, GBS, Gothenburg University, Sweden Schary, Philip B. (2000), Managing the global supply chain, Indian edition, Viva books private limited, Delhi. Simchi-Levi, David, Kaminsky, Philip. and Simchi-Levi, Edith (2000), Designing and Managing the supply chain, McGraw-Hill international edition, Singapore. References [1] [2] [3] [4] [5] [6] [7] [8] [9] [10] [11] 12] [13] [14] [15] Lead Time Management in the Garment Sector of Bangladesh: An Avenues for Survival and Growth Internet source: http://elsmar. com/Lead_Time/tsld006. htm Retrieved on July 2004. 628 Appendix-1 Figure 1: Sample Approval Flow Chart Proto type Sample Green Seal Sample This should be made in the correct weight of material or knit. Requested by the QA/ Buying Office when an order is placed. The quality assurance team will make comments regarding fit and size. Also 1 meter of the intended bulk base fabric must be submitted for UK fibre content testing. Along with the completed test report request from stating the tests proposed for the style. Please note green seals will not be approved without the completed test request form Red Seal Sample A full size set in the correct base quality fabric and trims, in any available colour are requested in accordance to the critical path,(with enough time for a second remake to be made if necessary) before production commences. No samples are to be sent in substitute base fabrics. A full size set is required for all styles, but not all colours. Photo Samples and Presentation Samples The above samples must be a good representation of production in bulk fabric with correct details and trims( including labels). We require 2 samples per colour/style. Sizes to be confirmed by buyer. Press Samples Press samples will be required for ceretain styles and must be a good representation of production in bulk fabric, with correct details and trims(including labels). Sizes to be confirmed by buyer. Gold Seal Samples One sample of each colour in each size must be sent to the quality assurance team for the attention of the relevant technilogist. A minimum of 3 working days must be allowed for approval prior to shipment/despatch from factory. i. e. If 6 sizes and 5 colours, one samples of each size in each colour, and two sizes in the same colour. These need to be correct for style, size specification, fabric colour, trimming qualities and colours. Made to the correct manufacturing standards on the correct machinery. Mock Shop Samples Four samples per colourway, correctly packaged will be required with the gold seal samples for mock shop purposes, the buyer will confirm these. No shipment can be made without a signed certificate of relese from both the inspection team and buyers quality assurance department Repeats There is no requirements to obtain green red sealing samples for repeat purchases. However gold seals are required. Contract Placed Green Seal Sample Test request form to be completed Red Seal Sample Photo Press Sample Presentation Sample Gold Seal Samples original test reports. Approved certificate of release to be obtained Mock Shop Samples if required Inspection Shipping Source: constructed for this study based on interview 29 Figure: 2 Nuruzzaman and Ahasanul Haque A Manufacturer communicates with the suppliers Information time, 5-7 days Suppliers (Receive order of fabrics) Manufacturing time, 10-12 days Manufacturing fabrics shipment Shipment time, 2225 days Unloading fabrics at sea port transport to the Manufacturing point Unloading transportation time, 10-14 days Sample making, approval production Sample approval production time, 45-50 days B C D E F Shipment to the buyers Shipment time, 28-32 days Final destination Source: Constructed for this study Based on Interview

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Africa.. essays Africas Resistance to the Portuguese The African history has been affected tremendously due to the influence of some European countries. Portugal, who probably had the greatest impact on the continent, was not shy in invading what they thought to be profitable circumstances. One of these areas that they profited from was the kingdom of Kongo. Kongo was a major Bantu-speaking kingdom astride the Congo River in west-central Africa, probably founded in the 14th century. It was governed by a king, the manikongo, whose economic power was based upon trade in ivory, hides, slaves, and a shell currency of western Africa. Within a few years after the Portuguese first encountered the kingdom in 1484, the sixth manikongo, Nzinga Mbemba, later Alfonso 1, converted to Christianity and extended diplomatic and economic relations with Portugal. The agreement soon collapsed, however, as the Portuguese extended their slave-raiding activities. By 1570 the power of the Kongo kingdom had begun to decline, and severe internal tensions had developed. Alfonso I knowing what was going on wrote a series of papers to King Joao III of Portugal. In these papers, Alfonso I pleaded with the king to take away all the corrupt Portuguese from his kingdom. With false assurance from the king of Portugal, he asked to have sent those people of religious and medical backgrounds to help modernize his kingdom. With the corruptness still noticeable in the Kongo, Alfonso I was forced to pass a law stating that ...any white man living in our Kingdoms and wanting to purchase goods in any way should first inform three of our noble men and officials of our court whom we rely upon in this matter... (57). These futile attempts of writing letters to the king were not making any significance. The king of Portugal was money hungry along with the majority of all his servants who worked for him down in Africa. ...

Taxi driver(1976) Essay Example | Topics and Well Written Essays - 1750 words

Taxi driver(1976) - Essay Example The story that is portrayed and the various themes it shows. Furthermore, a look at what the film evokes about the nation it comes from and the formal decisions that the director uses in shaping the story and its various themes. The Taxi Driver film presents a true to life portrait of what the city of New York was and the inhabitants. The film is like an art house picture depicting the events and the 1976 historical, social, political and economic activities of New York (\Taxi Driver movie). It immortalizes the city through the eyes of the Taxi driver, even though, according to the film, the view is skewed and influenced by his perspective. It showcases the city as a vastly different one from the New York that is evident today. The film is a depiction of the events that occur during the late 1970s, a period that is referred to as the era of psychological portraits in cinematic history. It is called a psychological portrait because they are a personal vision and express the creative insights of the directors and the actors in depicting their views (Corrigan and White 79). The film showcases various scenes that indicate how the New York environment may have been at the particular era. For example, during the mid-1970s, there was a dramatic increase in the number of pornographic theaters that were aptly named â€Å"adult cinemas†. Their establishment and the dramatic increase are shown in the film because the Taxi driver Travis Bickle spends some of his time there. In the beginning as he was seeking the Taxi driving employment, the person conducting the interview urges him to spend time at the adult cinemas in order to pass the time. The beginning of the sexual industry facilitated the growth of the pornographic or as they were called â€Å"adult cinemas," however, these cinemas decreased with the introduction of VCRs at