Business unit

Company Sales, X 10 Division Sales, X 10 Business unit Sales, X 10 ... 

In an environment in which all R D is decentralized in the business units, the technology leader s abiUty to manage this dual role becomes difficult if not impossible. 

Sale of chlorite business unit to Vulcan Chemicals (Birrningham, Ala.) announced in June 1992. 

This post-startup review team should report the results of their review to the management of the business unit responsible for the final tolled product. If operating parameters or equipment configurations different from those approved in the technology package, management should promptly assess any risk associated from the variances and either ... 

A covered multi-establishment facility must make chemical threshold determinations and report all relevant information about releases and waste treatment associated with a listed chemical, even from establishments that are not in SIC codes 20-39. EPA realizes, however, that certain establishments in a multi-establishment facility can be, for all practical purposes, separate business units. Therefore, individual establishments may report separately, provided that the total release is reported for the whole facility is represented by the sum of releases reported by the separate establishments. 

Address Chemicals Business Unit, Giulini Strasse 2 D-... 

Akzo Nobel Base Chemicals Business Unit... 

Ajanta Chemical Industries Ltd. 168 Ajay Fine Chemicals, LLC, 215 Akcros Chemicals Ltd., 194 206 Akzo Nobel Base Chemicals Business Unit 194 Akzo Nobel Coatings Business Unit 194 Akzo Nobel Functional Chemicals BV 194 Akzo Nobel hic. (North America) 194 Akzo Nobel N.V. 194 Akzo PQ Silica 160... 

Division C added safety professionals when we reorganized into business units. 

A business unit s system for establishing a product stewardship program... 

Self-contained versus companywide. Third, pick out those management systems that are self-contained within a given business unit or department, versus those that apply throughout the company. For example, does each facility have its own system for safety training, or do all operations follow a corporate system ... 

Other organizations present their policies and procedures in a less formal marmer and/or with considerable variation. In some companies, each functional area, division, or business unit may have its own preferred format in others, the format depends on the topic presented. In cases such as these, it is particularly important to identify the "process owner," since this determination may drive the form of the team s work product. 

Next, consider employees in categories that describe their interaction with the PSM system. For example, engineering staff (along with R D and business unit staff) need to understand the requirements of the capital project review system. Training on these interactions can complement the "universal" modules. 

A We absorb all costs at the business unit level, that is, the divisions. However, corporate is setting the agenda for this work. Each division has been asked to include the costs of integration into its current planning cycle. Where this impacts short-term planned performance, we will adjust the plans. However, from the next planning cycle onward the plans will include these costs—and the benefits of the new system. There vmII be one exception to this the conceptual plan and pilot project will be developed and funded by corporate. 

Many local business improvement opportunities are required to either have their costs pre-approved and included in the budget-or to have immediate paybacks that offset the costs. When these conditions are not met, integration efforts experience unwarranted delays while the subject business unit waits for the next budget period. 

Once all the detailed inputs for the plan are developed, the team can update and elaborate on the formal plan presentation. The introduction to this chapter provided a complete list of the required content of the plan and some thoughts on how to develop it in more detail. One aspect not covered is integration into business plans for each business unit. 

Sometimes, waste streams can be recycled directly, but between different processes. Waste streams from one process can become the feedstock for another. The scope for such industrial symbiosis is often not fully realized since it often means waste being transferred between different business units within a company or between different companies. 

Avecia is a biotechnology company directed to the development and manufacturing of biotechnology based medicines. It is structurally organized in two business units, namely Biologies and DNA Medicines. Its capabilities comprise process development, scale-up, and manufacture of microbial-derived biopharmaceuticals and oligonucleotides. 

Philips Domestic Appliances and Personal Care (Philips DAP) is one of the product divisions of Royal Philips Electronics, alongside Consumer Electronics, Lighting and Medical Systems. In this article we will focus on sensors that are needed within the DAP division. Philips DAP has four Business Units, each with its own specific field of interest Shaving Grooming, Body Beauty Health, Food Beverage and Home Environment Care. 

Apart from the four Business Units, Philips DAP has two Corporate Centers, four Centers of Competence (centers where development and production take place) and about 40 National Sales Organizations, which are organized in regions. DAP employs some 10,000 people worldwide. The DAP division markets about 400 different products, selling around 70 million units a year. Some of the appliances they make and sell are very straightforward, while others have been given... 

Several projects applying the SCOR principles were already carried out within Evonik Degussa. Evonik Degussa, a wholly owned subsidary of Evonik Industries AG, is a multinational corporation consistently aligned to high-margin specialty chemistry. It is organized on a decentralized basis. Business operations are in the hand of twelve Business Units. 

In production and logistics we find some typical objects Products, processes, BOMs, work flows, resources, shift models, lockups, departments/business units, locations, demands (anonymous, orders). Most of these objects are discrete in nature, for example orders and batches are typical discrete objects. All these objects can be used to group and attach information. Objects which are not discrete may be approximated by discrete quants. 

In analogy to the demand side, procurement contracts are fixed by quantity and price with the objective to ensure a basis volume of raw materials. Spot procurement supports company s flexibility requirements and the company can decide the spot procurement quantity with certain flexibility around the offered quantity. Price levels for contracts and spot business differ and are volatile in each period. Typically, companies operate with few key strategic suppliers for a respective product or raw material. Therefore, price-quantity models like in sales planning are less applicable. More often is the case that specifically commodity-type raw materials are procured on many-to-many exchanges, which is out of the scope in our case as described in section 3.2.6. If products are supplied by internal business units, transfer prices are applied following the contract procurement principles. 

The determination of transfer prices between internal business units is out of the scope models to determine transfer prices in supply chains are described for example by Gjerdmm et al. (2001). 

Martin Wietschel is the co-ordinator of the Energy Economics business unit at the Fraunhofer Institute for Systems and Innovation Research, Karlsruhe. He is a Professor at the University of Karlsruhe and a Lecturer at the ETH in Zurich. His work focuses on socioeconomic and technical research, mainly in the field of energy and the environment. 

Dr Clemens Cremer works as an analyst with EnBW, Karlsruhe. Until 2008, he was affiliated with the Fraunhofer Institute for Systems and Innovation Research (ISI) as senior scientist and co-ordinator of the business unit Energy Efficiency . He is a lecturer at the Swiss Federal Institute of Technology, Zurich (ETH Zurich). 

Dr Frank Marscheider-Weidemann is a technical chemist and manages the business unit Fuel cells at the Fraunhofer Institute for Systems and Innovation Research (ISI), Karlsruhe. His work includes technical and socioeconomic analyses. One example is the assessment of fuel cell technology impacts on tradesmen, the automobile industry and other industrial sectors. 

This entrepreneurial culture is further evidenced by an open door policy, transparency, information-sharing within and across business units, and by a best-practices mentality. All of this leads to the industry s best retention rates of 82% for sales people and drivers, which are the key customer-facing positions. At the officer level, retention rates exceed 99% with an average tenure greater than twenty years. 

SYSCO s entrepreneurial culture is further evidenced by the fact that six of its top seven executives are former line operators of its business units. They know the intimate details of the business operations. These executives are 90% internally and operationally focused on a daily basis. 

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