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Running Head: FINAL PROJECT MILESTONE TWO 1

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FINAL PROJECT MILESTONE TWO 4

QSO-300 Final Project Milestone Two

Your Name

Date

NOTE: Please be sure to replace all red text. The information and words below should not be used as an answer, they serve as a guide and template, not the answer. Follow appropriate APA styling when finalizing this document.

Final Project Milestone Two – Module Four

Introduction

Write a brief introduction simply describing what BYD China has going on and what we are going to review. …BYD, like most global companies, has explored the use of process management functions. The below paper describes the use of these process management functions and how BYD may incorporate them into their OM functions.

Theories and Techniques

A. Explain the five steps of the theory of constraints (TOC) process. To what processes might the company in the case study apply TOC? Why would applying TOC to these processes be advantageous?

For the Theory of Constraints you can list the steps as described on page 316 of our OM textbook.

You may find it helpful to list out as follows:

TOC Step BYD

Step 1-Identify the constraint. During this step, BYD would…

Step 2-Develop a plan for overcoming the During this step, BYD would determine…

identified constraint.

Step 3-

…Etc.

Be sure to provide an in-text citation for page 316 of our OM textbook. Please be sure to provide your own thoughts to what processes BYD might apply the Theory of Constraints. Also, state the benefits (advantages) of TOC here as well. As you address this section, you may find page 26 of the BYD case study helpful.

B. Describe how total quality management (TQM) principles and tools can be used to improve quality in the latest line of products in the context of the case study.

For this critical element, write out a few sentences regarding what TQM is, and then 1-2 paragraphs on how these tools can be applied to improve quality at BYD. TQM is described on pages 217-229 of our OM textbook. Basically, how can benchmarking, continuous improvement, employee empowerment, Six Sigma, etc. and TQM tools assist BYD in producing quality products?

Data Analysis

A. Draw a cause-and-effect diagram that assesses why some of the company’s supply chain partners might have struggled to implement some of the company’s newly developed materials. Summarize your findings from the diagram.

The cause-and-effect diagram should be specific to supply chain partners failing to implement new materials for BYD. This is a what-if (hypothetical) scenario and you can brainstorm different reasons why a supply chain partner may fail to implement new materials. Your diagram (at minimum) needs to include issues with manpower, method, inventory, and equipment. You should have at least three specific causes for each major cause category. Page 226 of our OM textbook provides an example of a cause-and-effect diagram.

You will also need to write a paragraph summarizing your cause-and-effect diagram. For example, BYD supply chain partners might struggle to implement new materials because of…

You may consider using the below template (please ensure you enable macros). The Problem Statement and Major Cause Categories have already been filled in for you.Note: You will have to cut-and-paste the actual fishbone diagram into your word document or upload the entire excel workbook as an additional attachment. If you choose to upload as an attachment, please be sure to indicate this within your word doc.B. Draw a hypothetical process (time-function) map for producing a recently released (within the past two years) product manufactured by the company. As an operations manager, how will you use the value map? Be sure to include your process map within your case study analysis.Page 289 provides an excellent example of a time function process map.Below is a swim lane example that can be built rather easily in excel or word.The first column going down describes your different areas:CustomerSalesProduction InputAssembly PlantWarehouseFinish PlantTransport (Final Product)Time—Or, you may consider using the following template:BYD Time Function Map              Customer SalesProductionAssembly PlantWarehouseFinish PlantTransport                  XX daysXX daysXX daysXX daysXX daysXX daysXX daysXX daysXX days<——————————-XX (Total # days it takes to complete process)————————————->Note: Please indicate the number of days it takes for the product to get through each “area”. Also, include the total amount of time on the horizontal axis it will likely take to complete the entire project ex. 50 days. The days are basically “made-up” by you and how long you think each process at BYD might take.After creating the time function map (either on your own or using the template provided), provide a few sentences explaining how you in an OM capacity would use the map. Many students note excess hold (wait) times when building the time function map so they can easily identify and “call-out” inefficiencies.C. Considering the data and options below, determine where the company should locate its new manufacturing plant. Explain why this would be the favorable location.FactorWeightMexico CityColumbia, SCExampleWeighted ScoresPolitical Risk.257080(0.25) (0.70) =17.50/ (0.25) (0.80) =20Transport. Costs.204090Labor Productivity.208575Rental Costs.159055Labor Costs.108050Taxes.109050You will use the data provided in the rubric (as listed above) to apply the factor rating method to determine the most favorable location for BYD’s new plant – Mexico City or Columbia, SC. Please ensure you include the chart with the calculated totals in your submission (per the example provided above). Please see pages 345 & 346 of our OM textbook. The most favorable location will be the one with the highest overall weighted score. Please be sure to also explain why this (either Mexico City or Columbia, SC) is the “best” location (specific factors).Be sure to include an APA formatted reference page. The reference page should include all sources used in your assignment (including OM textbook, BYD Case Study, along with any additional outside sources introduced).Also, an in-text citation needs to be included in the body of your word document where the source is used.The proper reference for your OM textbook:Heizer, J., & Render, B., Munson C. (2020). Operations management. Sustainability and supply chain management. (13th ed). Upper Saddle River, NJ: Pearson.For information on how to reference your sources in the APA format refer to the following website:

https://owl.purdue.edu/owl/research_and_citation/apa_style/apa_formatting_and_style_guide/general_format.html.

In addition, I recommend utilizing the “Citing your Sources Guide” which can be accessed via “Quick Links” on our Brightspace Course Landing Page.

fishbone

Sheet1

Fishbone Diagram Generator 2.0
Problem Statement
Major Cause Catagories
1Manpower4Equipment
2Methods5
3Inventory6
Specific Causes
#1Manpower#4Equipment
—->—->
—->—->
—->—->
—->—->
#2Methods
—->—->
—->—->
—->—->
—->—->
#3Inventory#6
—->—->
—->—->
—->—->
—->—->

Step 1: Problem StatementStep 2: Cause CatagoriesStep 3: Specific CausesStep 4: Create FishboneBYD Supply Chain Partners Struggle to Implement New MaterialsFinishedFinishedFinished Specific CausesEnter the problem you are trying to analyze in the white box below. Include as much information on the “what”, “when”, and “how much” of the problem. Click “finished” to continue.Fill in general cause catagories below. For suggested causes, click on your business type.You can add or change suggested causes if you choose. Click “finished” to continue.Enter specific causes associated with respective major causes below. Be precise and include data whenever possible. Click “finished” to continue.Welcome to FreeQuality.org’s Fishbone Diagram Generator 2.0. Following the four simple steps below allows your firm to identify, analyze, and graphically depict with increasing detail, all potential causes related to a problem or current condition in order to discover its root causes. This software is a free service developed by Kevin Dougherty and Tom Smith of the Quality and Manufacturing Management program (QMM) at The Pennsylvania State University.For more information about Penn State’s Quality and Manufacturing Management program contact www.ie.psu.edu/qmmClear StatementClear Specific CausesThis software best viewed with 800 x 600 resolutionManufacturingService IndustryClear Causes

Sheet2

Fishbone Diagram
If you are unhappy with the fishbone diagram, click on the appropriate buttons below to adjust data

Back to Cause CatagoriesPrint Color DiagramBack to ProblemBack to Specific CausesBYD Supply Chain Partners Struggle to Implement New MaterialsManpowerInventoryEquipmentMethodsBack to Main Menu

Sheet3

QSO 300 Final Project Milestone Two Guidelines and Rubric Overview: For the second milestone of your final project, you will submit a quality, process, and location analysis case study analysis that will address the typical problems that operations managers face. This case study analysis will be incorporated into the final summative analysis. This milestone is due in Module Four. Prompt: Refer to the case study (located in the Reading and Resources area of Module One), your own independent research, and the course materials to answer the following items. Specifically, the following critical elements must be addressed:

I. Theories and Techniques A. Explain the five steps of the theory of constraints (TOC) process. To what processes might the company in the case study apply TOC? Why would

applying TOC to these processes be advantageous? B. Describe how total quality management (TQM) principles and tools can be used to improve quality in the latest line of products in the context of

the case study.

II. Data Analysis A. Draw a cause-and-effect diagram that assesses why some of the company’s supply chain partners might have struggled to implement some of the

company’s newly developed materials. Summarize your findings from the diagram. B. Draw a hypothetical process (time-function) map for producing a recently released (within the past two years) product manufactured by the

company. As an operations manager, how will you use the value map? Be sure to include your process map within your case study analysis. C. Considering the data and options below, determine where the company should locate its new manufacturing plant. Explain why this would be

the favorable location.

Factor Weight Mexico City Columbia, SC

Political Risk .25 70 80

Transportation Costs .20 40 90

Labor Productivity .20 85 75

Rental Costs .15 90 55

Labor Costs .10 80 50

Taxes .10 90 50

Guidelines for Submission: The format for this assignment will be a Word document using a business writing format of your choice. There is no minimum page length requirement, but the submission should be double spaced, and no more than four pages in total. If you used a program such as Excel to complete any of the assignment, copy and paste this into your Word document for submission. You may also include your original document from another program as supplementary material if you believe this will strengthen your contribution.

Rubric

Critical Elements Proficient (100%) Needs Improvement (75%) Not Evident (0%) Value

Theories and Techniques:

Theory of Constraints

Correctly explains the five steps of TOC and explains why it would be advantageous to apply TOC to specific processes in the case study

Correctly explains the five steps of TOC but does not explain why it would be advantageous to apply TOC to specific processes in the case study

Does not explain the five steps of TOC or explanation is incorrect

18

Theories and Techniques: Total Quality Management

Describes how TQM can be used to improve quality in the context of the case study

Describes how TQM can be used to improve quality but does not provide context in the case study

Does not describe how TQM can be used to improve quality

18

Data Analysis: Diagram

Properly draws a cause and effect diagram assessing the struggle to implement newly developed materials and summarizes findings

Properly draws a cause and effect diagram assessing the struggle to implement newly developed materials but does not summarize findings

Does not properly draw a cause and effect diagram

18

Data Analysis: Process Map

Accurately draws and includes a process map for product and thoroughly describes how it would be used by an OM manager

Draws and includes a process map for product, but drawing is inaccurate, and description of how it would be used by OM manager is either not thorough or missing

Does not draw and include a process map for a product

18

Data Analysis: Data

Correctly determines where the new plant should be located and explains why this is a favorable location

Correctly determines where the new plant should be located but does not explain why this is a favorable location

Does not correctly determine where the new plant should be located

18

Articulation of Response

Submission has no major errors related to citations, grammar, spelling, syntax, or organization

Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas

Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas

10

Total 100%

QSO 300 Final Project Guidelines and Rubric

Overview The final project for this course is the creation of a comprehensive case study analysis. Every business—whether a beauty salon, automobile manufacturer, or professional baseball team—has an operations component that creates goods and services by transforming inputs into outputs. There are a wide variety of tools and techniques that operations managers draw upon to increase efficiency and effectiveness, creating value for customers. Operations management professionals are in high demand across a variety of industries. Having basic knowledge of operations functions and their integration capabilities is critically important in the world of business. For example, applying the limitations of production in marketing and sales is a routine task. Managing the equipment and supplies needs of operations management is a basic skill looked for in finance and accounting workers. For your final assessment in this course, you will analyze a case study that addresses several key operations management fundamentals. You will use the tools and techniques that operations managers use and incorporate your instructor’s feedback into the final summative analysis. You will address the typical problems that operations managers face using the knowledge you have gained from this course. Finally, you will discuss the emerging concepts of sustainability in business management, specifically the topics of corporate responsibility and environmental compliance. The project is divided into three milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Two, Four, and Five. The final project is due in Module Seven. In this assignment, you will demonstrate your mastery of the following course outcomes:

 Evaluate the influence of operations functions on generating value for a firm and its customers

 Explain theories and techniques used by operations managers for informing production processes

 Accurately apply problem-solving and decision-making skills to real-world problems using quantitative and qualitative methodologies

 Integrate emerging principles into operations management functions by addressing corporate responsibility and environmental sustainability

Prompt Using the knowledge you have gained from this course, you will write a comprehensive analysis of the case study we have been analyzing throughout this course (located in the Reading and Resources area of Module One) by addressing the critical elements below. Imagine that you are hired into the role of the operations manager at the company described in the case study. Although there are many issues facing the company, you have some experience and are well qualified to provide direction in solving these problems. To address many of the questions below, you will want to review your submissions from previous modules and incorporate instructor feedback. Using the case study, course materials, and outside sources, prepare a cohesive case study analysis for submission as one document.

Specifically, the following critical elements must be addressed: I. Generating Value

A. Evaluate how the company in the case study uses operations management functions to provide products and generate value for its customers. Support your claims with examples from the case study or outside sources.

B. Assess how this company achieves a competitive advantage using operations management. Provide examples found in the case study or outside sources to support your reasoning.

C. Compare and contrast service operations and manufacturing operations at the company in the case study. How are they the same? How do they differ? How does each of these operations provide value for their customers?

II. Theories and Techniques

A. Explain how gross-to-net calculations are processed for material requirements planning (MRP). What specific input files would the company in the case study need to include in this process for a successful MRP? How would you use the MRP information to improve the operations as the manager of this company?

B. Compare and contrast the critical path method (CPM) and the program evaluation and review technique (PERT). What types of projects at this company would favor PERT over CPM? Why? What types of projects at this company would favor CPM over PERT? Why?

C. Explain the four primary priority rules for job sequencing. In what instances at the company might each rule be most advantageous? When would each rule be most disadvantageous? Support your claims with citations from your textbook or outside sources.

D. Explain the five steps of the theory of constraints (TOC) process. To what processes might the company in the case study apply TOC? Why would applying TOC to these processes be advantageous?

E. Explain the steps used to develop a forecasting system. How would these steps be specifically utilized by this company? What do you predict would be the result of implementing a forecasting system for the top-selling product line at this company?

F. List the major categories of supply chain risk and associated risk-reduction tactics. How could the company mitigate exposure to supply chain disruptions caused by natural disasters?

G. Summarize the following theories: just in time (JIT), Toyota Production System (TPS), and Lean. How are these concepts related? Describe the advantages and disadvantages for using each of these concepts at the company presented in the case study.

H. Describe how total quality management (TQM) principles and tools can be used to improve quality in the latest line of products in the context of the case study.

III. Data Analysis

A. Draw a hypothetical process (time-function) map for producing a recently released (within the past two years) product manufactured by the company. As an operations manager, how will you use the value map? Be sure to include your process map within your case study analysis.

B. Draw a cause-and-effect diagram that assesses why some of the company’s supply chain partners might have struggled to implement some of the company’s newly developed materials. Summarize your findings from the diagram.

C. Considering the data and options below, determine where the company should locate its new manufacturing plant. Explain why this would be the favorable location.

Factor Weight Mexico City Columbia, SC

Political Risk .25 70 80

Transportation Costs .20 40 90

Labor Productivity .20 85 75

Rental Costs .15 90 55

Labor Costs .10 80 50

Taxes .10 90 50

D. The company believes that it might have some inefficiencies in its inventory management process. Develop an ABC classification system for the

following 10 items. Based on this information, what do you recommend for improving inventory management?

Item Annual Demand Cost/Unit

I5 1750 10.00

D1 6000 10.00

A2 3000 50.00

E9 1000 20.00

J8 2500 5.00

C7 1500 45.00

B8 4000 12.00

G2 300 1500.00

H2 600 20.00

F3 500 500.00

IV. Sustainability A. Describe how the emerging concept of the triple bottom line can be used to enhance operations management at the company. Be sure to

address each component of the triple bottom line. B. Explain how the company integrates ISO 14000 standards in its manufacturing plants. Support your explanation with citations from your textbook

or outside sources. C. Describe ways through which the company can integrate corporate responsibility principles into their operations. Which of these do you believe

to be the most effective? Why? Support your opinions with citations from your textbook or outside sources.

Milestones Milestone One: Managing Operations In Module Two, you will submit a managing operations case study analysis, which evaluates how the company featured in the case study uses operations management functions to provide products and generate value for its customers and how it achieves a competitive advantage using operations management, among other critical elements. To complete this milestone, you will use the case study, your own independent research, and the course materials. This milestone is graded with the Milestone One Rubric. Milestone Two: Quality, Process, and Location Analysis In Module Four, you will submit a quality, process, and location analysis case study analysis that addresses the typical problems that operations managers face. To complete this milestone, you will use the case study, your own independent research, and the course materials. This milestone is graded with the Milestone Two Rubric. Milestone Three: Sustaining Operations In Module Five, you will submit a sustaining operations case study analysis that discusses the emerging concepts of sustainability in business management, specifically the topics of corporate responsibility and environmental compliance. To complete this milestone, you will use the case study, your own independent research, and the course materials. This milestone is graded with the Milestone Three Rubric. Final Submission: Comprehensive Case Study Analysis In Module Seven, you will submit your final comprehensive case study analysis. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. If you have not included it already, be sure that this final submission includes an introduction section, which provides an overview of the company and some of the key challenges that it is facing. Also, be sure to include a summary/conclusion section that highlights some of your most important recommendations for improving operations at the company. This will be graded using the Final Project Rubric.

Deliverable Milestones Milestone Deliverables Module Due Grading

1 Milestone One: Managing Operations Two Graded separately; Milestone One Rubric

2 Milestone Two: Quality, Process, and Location Analysis

Four Graded separately; Milestone Two Rubric

3 Milestone Three: Sustaining Operations Five Graded Separately; Milestone Three Rubric

Final Product: Comprehensive Case Study Analysis

Seven Graded separately; Final Project Rubric

Rubric Guidelines for Submission: Written components of projects must follow these formatting guidelines when applicable: double spacing, 12-point Times New Roman font, one-inch margins, and citations in APA style. This assignment should be 10–12 pages in length, not including cover page and resources.

Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value

Generating Value: Functions

Meets “Proficient” criteria and directly ties specific OM activities to actual measures of customer satisfaction related to the case study

Evaluates how the company in the case study uses OM functions to provide products to customers and to generate value and provides support

Evaluates how the company in the case study uses OM functions to provide products to customers and to generate value but does not provide support

Does not evaluate how the company in the case study uses OM functions to provide products to customers

5

Generating Value: Competitive Advantage

Meets “Proficient” criteria and provides additional real-world examples of times when the company in the case study out- performed a competitor

Accurately assesses how the company in the case study achieves a competitive advantage using OM and provides support

Assesses how the company in the case study achieves a competitive advantage using OM but assessment is inaccurate or does not provide support

Does not assess how the company in the case study achieves a competitive advantage using OM

5

Generating Value: Compare and

Contrast

Meets “Proficient” criteria and addresses implications of strategic OM decisions for both service and manufacturing

Compares and contrasts service and manufacturing operations and includes how each operation provides value for its customers

Compares and contrasts service and manufacturing operations but does not include how each operation provides value for its customers

Does not compare and contrast service and manufacturing operations

5

Theories and Techniques: Gross-

to-Net

Meets “Proficient” criteria and integrates additional organizational functions that affect inputs to and outcomes of MRP

Correctly explains how gross-to- net calculations are processed for MRP and identifies the specific input files needed and how the company uses the MRP information

Correctly explains how gross-to- net calculations are processed for MRP but does not identify the specific input files needed or how the company uses the MRP information

Does not correctly explain how gross-to-net calculations are processed for MRP or explanation is incorrect

5

Theories and Techniques:

Compare and Contrast

Meets “Proficient” criteria and supports explanation with concrete real-world examples

Compares and contrasts CPM and PERT and explains which projects would favor each technique

Compares and contrasts CPM and PERT but does not explain which projects would favor each technique

Does not compare and contrast CPM and PERT

5

Theories and Techniques: Four

Primary

Meets “Proficient” criteria and explains a situation where a hybrid approach might work best

Accurately explains the four primary priority rules for job sequencing, explaining where each rule would be most advantageous/disadvantageous and provides support

Accurately explains the four primary priority rules for job sequencing, but does not explain where each rule would be most advantageous and disadvantageous or does not provide support

Does not explain the four primary priority rules for job sequencing or explanation is inaccurate

5

Theories and Techniques: Theory

of Constraints

Meets “Proficient” criteria and predicts the results of applying TOC to specific processes in the case study

Correctly explains the five steps of TOC and explains why it would be advantageous to apply TOC to specific processes in the case study

Correctly explains the five steps of TOC but does not explain why it would be advantageous to apply TOC to specific processes in the case study

Does not explain the five steps of TOC or explanation is incorrect

5

Theories and Techniques:

Forecasting System

Meets “Proficient” criteria and defends prediction with support

Accurately describes the steps used to develop a forecasting system and predicts the results of using a forecasting system in the context of the case-study

Accurately describes the steps used to develop a forecasting system but does not predict the results of using a forecasting system in the context of the case study

Does not describe the steps used to develop a forecasting system or description is inaccurate

5

Theories and Techniques: Supply

Chain Risk

Meets “Proficient” criteria and provides support for explanation

Correctly lists the major categories of supply chain risks and associated risk-reduction tactics and explains how the company could avoid exposure to supply chain disruptions

Correctly lists the major categories of supply chain risks and associated risk-reduction tactics but does not explain how the company could avoid exposure to supply chain disruptions

Does not list the major categories of supply chain risks and associated risk-reduction tactics or list and associated risks are incorrect

5

Theories and Techniques: Summarize

Meets “Proficient” criteria and describes how a specific process could be leaned at the company

Summarizes JIT, TPS, and Lean and explains how the concepts are related, integrating the advantages/disadvantages of using each in the case-study context

Summarizes JIT, TPS, and Lean but does not explain how the concepts are related, integrating the advantages/disadvantages of using each in the case-study context

Does not summarize JIT, TPS, or Lean

5

Theories and Techniques: Total

Quality Management

Meets “Proficient” criteria and integrates Deming’s points into the discussion

Describes how TQM can be used to improve quality in the context of the case study

Describes how TQM can be used to improve quality but does not provide context in the case study

Does not describe how TQM can be used to improve quality

5

Data Analysis: Process Map

Meets “Proficient” criteria and description of map’s use demonstrates insight into the importance of OM tools

Accurately draws and includes a process map for product and thoroughly describes how it would be used by an OM manager

Draws and includes a process map for product, but drawing is inaccurate, and description of how it would be used by OM manager is either not thorough or missing

Does not draw and include a process map for a product

5

Data Analysis: Diagram

Meets “Proficient” criteria and explains what could be done to encourage supply chain partners to comply with new requirements

Properly draws a cause-and-effect diagram assessing the struggle to implement newly developed materials and summarizes findings

Properly draws a cause-and-effect diagram assessing the struggle to implement newly developed materials but does not summarize findings

Does not properly draw a cause- and-effect diagram

5

Data Analysis: Data

Meets “Proficient” criteria and explains additional criteria that might also need to be considered

Correctly determines where the new plant should be located and explains why this is a favorable location

Correctly determines where the new plant should be located but does not explain why this is a favorable location

Does not correctly determine where the new plant should be located

5

Data Analysis: Inventory

Management

Meets “Proficient” criteria and justifies improvements with logical reasoning or support from outside sources

Correctly develops an ABC classification system and recommends improvements in inventory management

Correctly develops an ABC classification system but does not recommend improvements in inventory management

Does not correctly develop an ABC classification system

5

Sustainability: Triple Bottom Line

Meets “Proficient” criteria and provides support

Describes how the triple bottom line can enhance OM and addresses each component of the triple bottom line concept

Describes how the triple bottom line can enhance OM but does not address each component of the triple bottom line concept

Does not describe how OM can enhance triple bottom line

5

Sustainability: ISO 14000

Meets “Proficient” criteria and describes additional environmental policies and standards

Accurately explains how the company integrates ISO 14000 standards in the manufacturing plants and provides support

Explains how the company integrates ISO 14000 standards in the manufacturing plants but does not provide support or explanation is inaccurate

Does not explain how the company integrates ISO 14000 standards in the manufacturing plants

5

Sustainability: Corporate

Responsibility

Meets “Proficient” criteria and support includes research on the best practices in corporate responsibility

Describes ways the company can integrate corporate responsibility principles into operations and defends opinion of the most effective way with support

Describes ways the company can integrate corporate responsibility principles into operations but does not defend opinion of the most effective way with support

Does not describe ways the company can integrate corporate responsibility principles into operations

5

Articulation of Response

Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to-read format

Submission has no major errors related to citations, grammar, spelling, syntax, or organization

Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas

Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas

10

Earned Total 100%

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