IKEADo a financial analysis of your retailer. Include financial performance measurement such as revenue growth, ROA, Gross Margin, Net Margin, GMROI, Inventory Turnover, etc.What does this analysis say about how your retailer operates and its profitability? What can your retailer do to improve its profitability?

In your own words, explain what corporate social responsibility (CSR) is. Name two examples of social responsible companies you know and explain why you consider them so.  We learned that CSR can be viewed as a pyramid with Philanthropic Responsibilities at the top. Discuss what particular advantages accrue to companies who proactively take steps to be philanthropically responsible.

Please respond to the 2 peers below:Lessons Learned in Operational ExcellenceWhat are your key takeaways from this course?What are your favorite tools that you studied in this course? What do you like most about them?When answering this question, consider: ease of implementation, application to your particular organization, receptivity by your colleagues, etc.How have you applied, or how will you apply, these tools? If applicable, what results were achieved?What impact has this course had on your professional performance?1.Crystal James RE: Week 10 DiscussionCOLLAPSEGood morning, Going into this class I had never heard of Six Sigma! But I have found this class very informative and look forward to using what I learn.One of my favorite tools was learning how to screen for a Six Sigma project (1). At my previous employer, I've noticed that leaders focused on issues that were not really issues at all. This seems to be very common for the Director of Nursing who operates off of emotion rather than focusing on aligning with the company's goals. She chooses to focus on issues that have upset her at that moment rather than on issues that adversely affect the facility. From this course, I learned the importance of identifying a recurring issue, ensure that it is specific and measurable, has a significant operational or financial impact, and aligns with the goals of the facility (1). Unfortunately, implementing anything new to Administration is not easily received. Fear of having the Director of Nursing quit takes precedent over handling any issues. The Administrator will not prioritize projects to launch (1), rather allow the Director of Nursing to handle things that are have not been properly screened. A second tool I liked was the Triple E model (2). The facility does not enable, empower, or encourage its employees. They do not remove obstacles that prevent the staff from doing their job (1). If they have an employee that everyone complains about, they do nothing to help make the situation better. We have an outside company that does surveys and one particular employee repeatedly received bad reviews. They have had family members complain about her in person. They have had staff complain about her. But because she is an RN and reports to work every day, they keep her on, despite the number of complaints. Residents have to be reassigned because they do not want her to care for them. Aides hate to work with her. How is this enabling the staff. It's causing more confusion. They do not empower or encourage staff. Instead, they are disciplined for every little thing. They do not have the support of the Administrator, because he will never go against his Department Heads. If they complain, they are seen as a bad employee and basically have a target on their back until they either get fired or so fed up that they quit. The complete opposite of what Triple E means. I think that when I re-enter the workforce, I will be able to apply many of the OE tools. I have learned the importance of DMAIC (1): 1. Defining the problem and developing the goal statements. What should the outcome of the project be and what is the timeframe for accomplishing the goal?2. Measuring the size and scope of the problem or performance gap. How big, bad, or widespread is the problem?3. Analyzing why there is a problem.4. Improving the problem by addressing it and then finding a solution. 5. Controlling the key factors to ensure that goal is sustainable. "Kaizen is really about improve, sustain...forever" (3). And that's what I want to carry forward into my professional performance. To constantly improve and sustain both myself and the company I work for, always grow in my career, always strive for operational excellence.Crystal Source1. LinkedIn Video. 2020. Six Sigma Foundations.2. LinkedIn Video. 2020. Overview of Triple E model for sustainable change. 3. JWI550 Week 10 Video. 2020. PI in Your Organization. 2.Nichola Camacho RE: Week 10 DiscussionCOLLAPSEHi Dr. Bateh and ClassmatesLessons Learned in Operational ExcellenceWhat are your key takeaways from this course?There were a lot of takeaways that I learned from this course. The key takeaways from this course that I will briefly discuss are first and foremost, learning how to do a value stream map. This was extremely important to me because it allowed me to see the process flow of how long the work gets done from beginning to end. How to do the work, eliminate waste time from the work, why the quality of work, and the importance of inventory and customers. Also, continuously finding ways to improve my organization (1).What are your favorite tools that you studied in this course? What do you like most about them?I have many favorite tools that I studied in this course. However, I will briefly discuss Kaizen, FMEA, and Process Flow Diagram. To simply put it, Kaizen is a just do it mentality. It is mainly all about improving and sustaining forever. FMEA is one of my favorites because it allows me to identify the root cause of a problem. It is a structured approach that begins by identifying all possible things that can go wrong or the failure modes of your process or product or even service. And Process flow Diagram because it is about continuous improvement. It represents everything that happens in a proceeding and must be completed before embarking on process improvement (2). This explains what is being done and provide a document that can be used to communicate process changes.How have you applied, or how will you apply, these tools? If applicable, what results were achieved?I was able to map out a value stream map of my department and how we conduct our investigation from start to finish and it time frame it takes to get it done as demonstrated in my assignment “Part A, B, and C”. My colleagues were impressed and we began conducting phone and web interviews to speed up our process and eliminate waste time. I am truly excited about this. This is exactly how I have applied what I have learned! We are no longer sitting around waiting for days for the legal and union representative to find time to come into our office to represent their clients. What impact has this operational Management course had on your professional performance?The impact that this course had on my professional performance is that it allowed me to apply some of what I learned as well as sharing what I learned. For example, I began to take the opportunity and step up to the plate and take ownership of my duties. I began to take a good handle on what I was responsible for. I began to take a closer look at the employees who are filing the complaints and map out the quickest ways to respond to them. I began to look at why quality matters and the effect it would have on our department. I am so impacted by this course that I am always looking at every organization I am somehow associated with to see if they were operating in operational excellence/management and then telling myself what they should be doing better. I truly appreciate this course.ReferenceJWMI 550. Week 10, Lesson. Implementing Operation ExcellenceOperational Management Common quality tools for operation management. https://www.dummies.com/business/operations-manage...Nichola