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L) 1. Motorola Canada ‘ PM" kw" m I
2. Motorola Canada is dedicated to achieving market leadership in Canada and Miami. 5' 7 7 " Servo
contributing to worldwide new product development. We will accomplish this
by placing the customer first, by providing opportunities to our employees to
contribute and grow. and by developing new and innovative partnerships.
3. a. mission- to achieve new product development through a succesle
business uffcilQHLEIE-EZE .
b. goals— Design our producm to be recyclable, Reduce, eliminate or substitute the $31.12;? Amalgam at...“
use of hazardous substances, Reduce energy use by our products, Increase the use of
recycled materials in our products, Minimize the ratio of packaging material to £th
produlct volume, Label all plastic parts weighing more than 4 grams to aid future 3:22 'A A ' w Amba'ingl
c. strategies- First learn from the Japanese. and then compete with them, secondly i
become more efficient than the Japanese.
4. a. tactics— stream line operations to eliminate waste, reevaluate resources consumption
to alleviate input costs by staffing efficiency experts.
b. operations— eliminate unnecessary input consumption and unproductive labor.
5. While Like any major company Motorola Canada tries to implement all of the
competitive strategies listed on page 43. However the one that it is currently trying to
improve upon based on its strategies and tactics is Price. It is currently working to
low its input costs in hopes of higher revenues and passing that profit on to its
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week Crew size SURVEYS LABOR 45,
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10 Productivity=autnuts= WM Inputs Crew Size It seems to be that the larger the crew is the lower the productivity for that week
is. This may be because it is more difﬁcult to coordinate more people. or the
people feel that they have to contribute less because someone else will cover for
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- Fall '11