grupo D! Posted by Hello Dgroup S1

Monday, January 22, 2007

Do you want to play a game?

Do you want to play a game?

This was a warning! The next will be hard and delete this blog!
Change the password and e-mail!

The Hacker comunity wishes you a happy holliday!

Ass: Jigsaw

Wednesday, February 23, 2005


El guapo Ruben , que lindas las maraquitas con la bandera de PANAMA, JEJEJE!!!Posted by Hello

Monday, February 21, 2005

RUBEN BLADES, OTRO GRAMMY!!!!

Rubén Blades (panameño como ya conocen)y el cantante de origen puertorriqueño Marc Anthony fueron los latinos que la "votaron" (sobresalieron) en la 47 edicion de los Grammy, principal galardón de la música.
Ruben obtuvo el sexto premio Grammy de su carrera artística por su colaboración en el Across 110th Street, de la Spanish Harlem Orchestra, en la categoría de salga merengue. Anthony, consiguió el Grammy al mejor álbum pop hispano por su trabajo Amar sin mentiras.
Ya saben que pa los que no sabian que Rubencito era panameño. Siempre ha dejado en alto el nombre PANAMÁ por lo cual cada vez que algun panameño sale del pais siempre lo recuerda, asi como el clasico ARROCONPOIO Y PATACONE´ JAJAJA. A que si Viva Panamá!!! y Rubencito!!!!!
AHH y SUERTE EN LOS EXAMENES!!! SE QUE NO TIENE NADA QUE VER CON EL COMENTARIO PERO NO ESTA DE MAS JEJEJE.

Friday, February 18, 2005

Luke Skywalker and Darth Vader: The full dialog

Darth Vader vs Luke Skywalker
A furious light sabre duel is under way.
DARTH VADER is backing LUKE SKYWALKER toward the end of the gantry.
A quick move by Vader, chops off Luke's hand! It goes spinning off into the ventilation shaft.
Luke looks round, but realizes there's nowhere to go but straight down.
DARTH VADER: "Obi Wan never told you what happened to your father."
LUKE: "He told me enough! He told me you killed him!"
DARTH VADER: "No! I am your father!"
LUKE: "No, that's not true! That's impossible."
DARTH VADER: "Search your feelings; you know it to be true."
LUKE: "NO!"
DARTH VADER: "Yes, it is true and you know what else? You know that queer brass droid of yours?"
LUKE: "Threepio?"
DARTH VADER: "Yes, Threepio, I built him when I was 7 years old."
LUKE: "No."
DARTH VADER: "Seven years old! And what have you done? Look at yourself, no hand, no job, and couldn't even levitate your own ship out of the swamp."
LUKE: "I destroyed your precious Death Star!"
DARTH VADER: "When you were 20! When I was 10, I single-handedly destroyed a Trade Federation Droid Control ship!"
LUKE: "Well, it's not my fault."
DARTH VADER: "Oh, here we go. 'Poor me, my father never gave me what I wanted for my birthday, boo hoo, my daddy's the Dark Lord of the Sith...waahhh wahhh!' You make me sick."
LUKE: "Shut up!"
DARTH VADER: "You're a slacker! By the time I was your age, I had exterminated the Jedi Knights!"
LUKE: "I used to race my T-16 through Beggar's Canyon!"
DARTH VADER: "Oh, for the love of God, 10 years old, winner of the Boonta Eve Open. Only human to ever fly a Pod Racer, right here baby!"
Luke looks down the shaft. Takes a step toward it.
DARTH VADER: "I was wrong. You're not my kid. I don't know whose you are, but you sure ain't mine. Get out of my sight, you loser!"
Luke takes a step off the platform, hesitates, then plunges down the shaft. Darth Vader looks after him.
DARTH VADER: "AND GET A HAIRCUT!"

Y no solo abogados: ahora también médicos;

Unclassified actual writings on hospital charts
1. The patient refused autopsy.
2. The patient has no previous history of suicides.
3. Patient has left white blood cells at another hospital.
4. Patient's medical history has been remarkably insignificant with only a 40 pound weight gain in the past three days.
5. She has no rigors or shaking chills, but her husband states she was very hot in bed last night.
6. Patient has chest pain if she lies on her left side for over a year.
7. On the second day the knee was better and on the third day it disappeared.
8. The patient is tearful and crying constantly. She also appears to be depressed.
9. The patient has been depressed since she began seeing me in 1993.
10. Discharge status: Alive, but without my permission.
11. Healthy appearing decrepit 69-year old male, mentally alert, but forgetful.
12. Patient had waffles for breakfast and anorexia for lunch.
13. She is numb from her toes down.
14. While in ER, she was examined, x-rated and sent home.
15. The skin was moist and dry.
16. Occasional, constant infrequent headaches.
17. Patient was alert and unresponsive.
18. Rectal examination revealed a normal size thyroid.
19. She stated that she had been constipated for most of her life until she got a divorce.
20. I saw your patient today, who is still under our car for physical therapy.
21. Both breasts are equal and reactive to light and accommodation.
22. Examination of genitalia reveals that he is circus sized
23. The lab test indicated abnormal lover function.
24. Skin: somewhat pale. but present.
25. The pelvic exam will be done later on the floor.
26. Large brown stool ambulating in the hall.
27. Patient has two teenage children, but no other abnormalities

The real key for success at your job

From a strictly mathematical viewpoint it goes like this:
What Makes 100%?

What does it mean to give MORE than 100%?
Ever wonder about those people who say they are giving more than 100%?
We have all been to those meetings where someone wants you to give over 100%.
How about achieving 103%?
What makes up 100% in life?

Here's a little mathematical formula that might help you answer these questions:
If:
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
is represented as:
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26.

Then:
H-A-R-D-W-O-R-K
8+1+18+4+23+15+18+11 = 98%
and
K-N-O-W-L-E-D-G-E
11+14+15+23+12+5+4+7+5 = 96%
But,
A-T-T-I-T-U-D-E
1+20+20+9+20+21+4+5 = 100%
And,
B-U-L-L-S-H-I-T
2+21+12+12+19+8+9+20 = 103%
AND, look how far ass kissing will take you.
A-S-S-K-I-S-S-I-N-G
1+19+19+11+9+19+19+9+14+7 = 118%

So, one can conclude with mathematical certainty that While Hard work and Knowledge will get you close, and Attitude will get you there.It's the Bullshit and Ass kissing that will put you over the top !!!

Tuesday, February 08, 2005

Real Answers From Court - Para mis amigos abogados (Fernando!):

These are from a book called Disorder in the American Courts and are things people actually said in court, word for word, taken down and now published by court reporters that had the torment of staying calm while these exchanges were actually taking place.

Q: Are you sexually active?
A: No, I just lie there.

Q: What is your date of birth?
A: July 15.
Q: What year?
A: Every year.

Q: What gear were you in at the moment of the impact?
A: Gucci sweats and Reeboks.

Q: This myasthenia gravis, does it affect your memory at all?
A: Yes.
Q: And in what ways does it affect your memory?
A: I forget.
Q: You forget? Can you give us an example of something that you've forgotten?

Q: How old is your son, the one living with you?
A: Thirty-eight or thirty-five, I can! 't remember which.
Q: How long has he lived with you?
A: Forty-five years.

Q: What was the first thing your husband said to you when he woke up that morning?
A: He said, "Where am I, Cathy?"
Q: And why did that upset you?
A: My name is Susan.

Q: Do you know if your daughter has ever been involved in voodoo or the occult?
A: We both do.
Q: Voodoo?
A: We do.
Q: You do?
A: Yes, voodoo.

Q: Now doctor, isn't it true that when a person dies in his sleep, he does't know about it until the next morning?
A: Did you actually pass the bar exam?

Q: The youngest son, the twenty-year-old, how old is he?

Q: Were you present when your picture was taken?

Q: So the date of conception (of the baby) was August 8th?
A: Yes.
Q: And what were you doing at that time?

Q: She had three children, right?
A: Yes.
Q: How many were boys?
A: None.
Q: Were there any girls?

Q: How was your first marriage terminated?
A: By death.
Q: And by whose death was it terminated?

Q: Can you describe the individual?
A: He was about medium height and had a beard.
Q: Was this na male, or a female?

Q: Is your appearance here this morning pursuant to a deposition notice which I sent to your attorney?
A: No, this is how I dress when I go to work.

Q: Doctor, how many autopsies have you performed on dead people?
A: All my autopsies are performed on dead people.

Q: ALL your responses MUST be oral, OK? What school did you go to?
A: Oral.

Q: Do you recall the time that you examined the body?
A: The autopsy started around 8:30 p.m.
Q: And Mr. Dennington was dead at the time?
A: No, he was sitting on the table wondering why I was doing an autopsy.

Q: Are you qualified to give a urine sample?

Q: Doctor, before you performed the autopsy, did you check for a pulse?
A: No.
Q: Did you check for blood pressure?
A: No.
Q: Did you check for breathing?
A: No.
Q: So, then it is possible that the patient was alive when you began the autopsy?
A: No.
Q: How can you be so sure, Doctor?
A: Because his brain was sitting on my desk in a jar.
Q: But could the patient have still been alive, nevertheless?
A: Yes, it is possible that he could have been alive and practicing law somewhere.


Saturday, February 05, 2005

Comerciales Super Bowl

Hola muchacho y muchachas,

Para los que les interese, acabo de encontrar un site con los mejores comerciales del super bowl.Para reírse un rato.
http://www.superbowl-ads.com/2005/index.html

Saludos

F Neira

Sunday, January 30, 2005

Google

Aqui les pongo una nueva herramienta que encontré en Google, aunque parece que tiene una base de datos pequeña asumo que en el futuro comenzará a aumentar.
http://video.google.com
Tambien les pongo una dirección donde se dan trucos para mejorar la busqueda en Google.Tambien tiene información sobre el buscador.
http://google.dirson.com/trucos.php

Saludos

F Neira

Friday, January 28, 2005

Una recomendación para el IE...arriba las mujeres!

Está medio largo, sólo por si les interesa... les hago un pequeño resumen: tiene que ver con lo que vimos hoy en la clase de estrategia al final: que las mujeres lo tenemos más difícil que los hombres...igual y si, pero evidentemente esto está cambiando y depende de nosotros la velocidad de este cambio.

Como ejemplo les pongo esto: en Columbia Business School (NY), importante escuela de negocios, muy bien rankeada en MBA´s y otros masters, tienen esta organización especial para las mujeres (CWIB: Columbia Women in Business). Este E-newsletter va acompañado de un mail personalizado a las posibles candidatas, estudiantes y ex-alumnas de esta escuela.

Esto es venderse! Eso es presencia de marca, eso es conocer a tu cliente y llegarle directamente a donde le gusta! Por qué una cosa tan sencilla no la podría hacer nuestro honorable IE? Me imagino que si yo estuviera en proceso de selección de escuela de negocios, me contestan normal de todas las escuelas y me llega esto, personalizado y con el enfoque que le dan a la importancia de la mujer en el mundo de los negocios, a poco no sería un super valor agregado y determinante en la decisión?

Esto tiene dos fines: uno: recomendación al IE (ver lo que hace su competencia y reaccionar ante tales acciones) y dos: hombres: vamos con todo!!


A Message from CWIB's President

Dear Students, Alumnae, Faculty and Staff of Columbia Business School,
It is our pleasure to bring you the second edition of the Columbia Women in Business E-Newsletter. We've received great feedback from our inaugural edition this past September and look forward to continuing to communicate with you through this forum.

As many of you know, CWIB had a busy and exciting first semester and I would like to briefly share some of the highlights with all of you.

CWIB kicked off the semester in early September with a welcome cocktail reception for over 200 new members from the first year and executive MBA classes. Janet Hanson, MBA '77 and Managing Director at Lehman Brothers and Founder of 85 Broads, addressed the audience with words of encouragement for new students and future female leaders.

In October, CWIB hosted an event on campus in which over 150 prospective students had the opportunity to speak with current CWIB members about their experiences at Columbia. Following the event, we received several emails from prospective women who expressed their appreciation for CWIB's efforts as well as their excitement about applying to a school with such a strong and active women's organization.

Throughout the semester, CWIB welcomed female executives from over 29 companies to campus to meet with students in a more intimate setting than typical all-school recruiting events. Most of these events consisted of panels in which alumnae talked about their various career paths and experiences in their current positions, as well as answered questions from our members.

To give students additional opportunities to interact with executives, CWIB launched a new mentoring dinner series which has gotten off to an outstanding start. Women in senior positions in banking, consumer products, and private equity answered candid questions about their career paths and decisions at intimate dinners with small groups of students.

As we begin second semester, we are excited to welcome the J-Term students. In addition, we are looking forward to seeing many of you in February for the 12th Annual CWIB Conference. Please read the conference update later in the newsletter to learn more about what's planned for this exciting day at Columbia.

Whether you are a student, alumna, faculty or staff member, we would love you to be involved in CWIB. We hope you enjoy our newsletter and encourage you to continue to visit our website at www.cwib.org to learn about upcoming events, or email us directly if you would like more information. And, as always, please let us know if you have any new ideas for CWIB to pursue or if you have anything you would like to share in our E-Newsletter.

As CWIB continues to grow, we invite you to get involved and make your mark on the future of Columbia Business School and the future of women in business.

Warm Regards,

Bari M. Glazer
Columbia Business School, MBA 2005
President, Columbia Women in Business

Wednesday, January 26, 2005

Para nuestro trabajo del Cava

Les mando esto para nuestro trabajo del Cava, hay tres opciones:

1. Lo incluimos en el trabajo. (cambiar "brandy" por "cava").
2. Nos inspiramos en él para la campaña o algo así. (cambiando lo mismo)
3. Usamos su ejemplo un viernes o sábado para inspirarnos sobre qué %$&#!& vamos a poner en el trabajo! (ya cada quien elige su chupe preferido)

Espero les guste y Saludddd!!!
Gaby


http://www.herrerasdurango.com/chistes/EGG_poetas.swf
http://www.herrerasdurango.com/chistes/EGG_Totote.swf
http://www.herrerasdurango.com/chistes/EGG_poetas-3.swf


Salud!!!



Descubrimiento sobre Leonardo Da Vinci

Varios investigadores han estudiado en Florencia unos aposentos donde creen que Leonardo da Vinci trabajó, y esperan que los lugares puedan revelar detalles de la vida y la obra de el. Los investigadores tienen la hipótesis de que esos fueron los estudios donde Leonardo y sus pupilos trabajaron, dijo el director del Museo Ideale Leonardo da Vinci. Aunque todavía se ignora quién pintó los frescos hallados en los aposentos, esos estudios podrían informarnos acerca del medio ambiente en que Leonardo vivió, dijo Vezzosi, curador de una reciente exposición sobre Leonardo, que ayudó a presentar los resultados de la investigación.
Por ejemplo, dijo que Leonardo apodría haber concebido o completado una de las primeras versiones de la Mona Lisa en esas salas, puesto que la familia de la mujer que se cree figura en el cuadro, Lisa Gherardini, tenía vínculos con el monasterio al que pertenecían esos cuartos. Leonardo llegó a Florencia en 1500 y posiblemente permaneció en esos estudios entre 1500 y 1503, dijo el erudito. De acuerdo al historiador renacentista Giorgio Vasari, Leonardo fue aceptado en el convento por esa época, y las autoridades de la institución religiosa pagaron los gastos del artista y de sus ayudantes. Los cuartos, que se encuentran entre el Instituto de Geografía Militar de Florencia, y el Monasterio Santissima Annunziata, contienen frescos de pájaros en vuelo que podrían ser atribuidos a la escuela de Leonardo, dijo Vezzosi. En los cuartos, que no están abiertos al público, hay también un boceto de un ángel arrodillado similar a la Anunciación, que es exhibida en el museo Uffizi, de Florencia. Leonardo Da Vinci se ha puesto de moda por la famosa novela de Dan Brown "El Codigo Da Vinci" la cual se pretende llevar a la pantalla grande muy pronto y estaria protagonizada por Tom Hanks y Audrey Tatou, que ponchera no!! aunque la verdad no conozco quien es Tatou jajaja. Es bueno ser noticia despues de siglos de haber muerto, lo malo es que no cobras ni un real porque no habia "copyright" en tu epoca. Que mala suerte Leo!!!

Sexo Seguro!!!

QELOQE!!! les cuelgo un link que me encanta, es producción 100% panameña la cual considero muy educativa Y DIVERTIDA, SE VAN A MORIR DE LA RISA jejeje. Espero que les guste y que capten el mensaje de FORRITO!!! Algunos ya conoceran de este artista. Y pa que sepan pronto llegara a España a que si pronto lo veran. Bye.
http://www.mundofred.com

Tuesday, January 25, 2005

Para burlarse un poco

Este site esta muy bueno para leer las sabias palabras de Jorgito Arbusto (adivinen quien es???). Aprovechando que Sara trajo el tema político....jajaja
En medio de tanta presión siempre es bueno algo pa reírse.

http://slate.msn.com/id/76886/


F Neira

Monday, January 24, 2005

El Carro de Jorge Bush

QELOQE!!! bueno chicos encontre una articulo sobre el nuevo carro del presidente por consecutiva vez de los EEUU!!! Como le dicen el AIR FORCE ONE CON RUEDAS JEJEJE. Aui se los dejo pa lo chequeen!!!Nos vemos.

ASÍ ES EL NUEVO COCHE DE GEORGE W. BUSH
Quizás la foto que les mostramos abajo sea una de las estampas más características a la hora de simbolizar la figura del Presidente de los Estados Unidos de América. Y no nos referimos precisamente a la imagen del Capitolio, sino al impresionante vehículo presidencial flanqueado por los banderines de las barras y estrellas. ¿Sería alguien capaz de concebir toda la parafernalia que acompaña en sus viajes al presidente americano sin la presencia de una enorme limusina escoltada por policías en moto y guardaespaldas a paso ligero?
Se trata de una imagen quizás propagandística, reminiscencia de los enormes desfiles triunfalistas de los primeros años del siglo XX, pero que a través del cine y de la televisión se ha convertido en un símbolo tan genuinamente americano como el águila calva o el mismísimo Tío Sam. Un icono presidencial que a lo largo de los años ha cautivado tanto a demócratas como a republicanos y que, por supuesto, supone una impagable campaña publicitaria para el fabricante de la limusina.

Ahora, coincidiendo con el comienzo de un nuevo mandato, y a pesar de que el inquilino de la Casa Blanca seguirá siendo el republicano George W. Bush, Washington ha decidido renovar su flota particular y adquirir un nuevo vehículo oficial para el presidente. En esta ocasión, el modelo elegido ha sido el nuevo Cadillac DTS 2006, que llega como primicia a las manos de Bush y que no estará disponible para el gran público hasta la segunda mitad de 2005.

Atentamente
Sara



La Foto de Bush Posted by Hello

Saturday, January 22, 2005

The China Syndrome

Hola! Dejo aquí un artículo que me pareció interesante, pues es actual y además tiene mucho que ver con todo lo que estamos viendo en costes, estrategia...todo!! es impresionante como a estas alturas del master ya todo se empieza a relacionar, te empiezas a dar cuenta (sobre todo por la materia de estrategia!), que para tomar decisiones te tienes que fijar en todas, absolutamente todas, las áreas de la empresa. Cada prof dice que su materia es la más importante, pero en realidad no puedes tomar decisiones de una sin tener en cuenta la otra...y así todas se relacionan... si así es ahora, imaginen el tercer período y el cuarto!!
Vamos bien compañeros, vamos bien!
PD: El artículo es de una revista que saca Booz Allen Hamilton, se llama Strategy+Business... la venden en muchos lados, por si les interesa, saca cosas sumamente buenas.
PD2: Está largo el artículo eh! para los que les interese...
The China Syndrome
A five-dimension analytical model for deciding when (and when not) to purchase from the East.

For one U.S. automotive supplier a few years ago, it seemed that purchasing components from China was the right thing to do — and quickly. Manufacturers in virtually every industry were setting up shop in China; to read about it in the business press, every venture paid off. The industrial manufacturer, though, discovered to its dismay that success in China was not a sure thing. Enticed by attractive price quotes, the manufacturer failed to make completely sure that its Chinese partners could live up to its technical and logistical requirements. When the Chinese suppliers struggled to meet production schedules, the manufacturer was forced to use expensive airfreight. Quality issues also surfaced; the suppliers lacked the skills to maintain process control and implement engineering changes. The combination of problems eroded the expected cost savings. Ultimately, the automotive supplier reduced its Chinese procurement effort.

With Western companies rushing to China to fill gaps or strengthen links across their supply chains, one particular part of their operations — procurement — deserves special scrutiny. If approached with a rigorous evaluation of product characteristics, Chinese component purchasing can be the right answer for optimal management of the supply chain. When not well planned and carefully analyzed, sourcing in China can be the source of woe.

Gold RushThe China “gold rush” grew out of a dilemma. In recent years, when companies examined their P&Ls, most found that purchased material was the largest line item — typically 40 to 70 percent of the total cost of goods. In the face of relentless market pressure to keep prices down, procurement often became a prime target for cost reductions. But that well, for many companies, has begun to run dry. Thus, businesses are increasingly looking to nondomestic sources to meet cost reduction demands.

Asia, especially China, is the most apparent solution. It has the cheapest labor, a pro-business environment, a productive work force, and strong government support for keeping domestic manufacturing operations as inexpensive as possible — a direct path to easy cost cutting.
The supply chain’s headlong tilt toward China can be seen in the percentage share of supplier contracts awarded in the past six years. In 1998, at one U.S. auto manufacturer, U.S. and Canadian companies garnered 62 percent of all quotes and supplier contracts, and Asian (primarily Chinese) outfits only 4 percent. By 2002, the two regions were just about equal, with each enjoying about 30 percent of supplier contracts awarded.

This trend is not even near its peak yet. By 2008, auto and industrial products companies will more than double their percentage of spending on components and materials in low-cost countries (LCCs), according to a recent Booz Allen Hamilton survey of purchasing executives. Moreover, apparel companies, which currently spend 50 percent of their procurement dollars in LCCs, say that within four years, these countries will provide virtually all of their material and supply needs. And for most companies, over half of the spending targeted for LCCs will be earmarked for China.

The Chinese experience can turn sour, though, when procurement managers fail to systematically assess the fit between the requirements for purchased components and the realities of the China-based supply chain. They can inadvertently increase their cost of operations and put revenue at risk — thereby compromising their profitability. Some commodities that are sourced in China, it turns out, can more wisely be procured from another low-cost region, or even from domestic sources.

Each of five critical dimensions must be examined for every prospective purchase of components and materials in order for a company to determine whether purchasing from China is the best decision. These dimensions include, naturally, manufacturing cost, but they add in transportation efficiency, lead time and scheduling stability, product design, and technical capabilities.

Using this analysis, we have found, for example, that production tooling (such as injection-molded plastics and stamping dies, which are labor-intensive to manufacture and which have long product lead times) is perfect for Chinese procurement initiatives. By contrast, minimal labor requirements make China a bad bet for auto interior plastics and stamping, for example. Frequent product changes similarly rule the country out as a first choice for customized telecommunications equipment. Manufacturers in these industries would do better to consider low-labor-cost regions closer to home (such as Mexico for the U.S., or Eastern Europe for Western Europe), where they can realize a portion of the labor savings while maintaining tighter control on the supply chain.

Five Dimensions
The five-dimension analytical model readily leads procurement executives to a set of significant matters they need to consider when making sourcing decisions.

1. Manufacturing Cost. China can provide Western parts and materials buyers significant benefits in overhead and raw material costs. Total overhead rates in China vary significantly by supplier, but can be less than half of Western levels.

Chinese labor rates also are extremely attractive relative to those of other countries. Including hourly wage rates and benefits, Chinese wages are about 10 percent of salaries in the U.S. and Western Europe and 50 percent of the average wage in Mexico. There is still a large supply of low-cost labor throughout the country, and manufacturers in major cities (Shanghai, for example) are supported by government efforts to keep wages low by bringing additional workers to urban areas.

Nevertheless, as more and more companies purchase supplies from China, there has been wage inflation in some large cities. As a result, labor-intensive supplier relationships, such as some automotive OEM programs, are moving inland, where wages remain lower. Honda, for example, is establishing its manufacturing center, automotive assembly, and supporting component operations in Dongfeng, in central China. Moving inland, though, makes shipment scheduling more difficult and often more costly, because of poor roads and the lack of developed logistics infrastructures.

These trends show how executives should evaluate manufacturing cost when making procurement decisions:
  • The total labor content (direct and indirect) of a product is the primary driver for China procurement savings. For a product with a large labor component (i.e., 25 percent or more of the product cost structure), low Chinese wages represent a meaningful benefit. In these cases, the labor savings — applied labor hours multiplied by the difference in the labor rate — can be significant. But for some products, such as shoot-and-ship injection-molded plastics, for which one operator manages several high-speed machines, the labor requirements are too low for China sourcing to be the best option.
  • Real overhead savings can be realized in China. Local labor rates are embedded in the price of many of the goods and services that are critical components of overhead costs. And many suppliers use local machinery, which can also cost as little as half the price of imported equipment.
  • Savings on raw materials in China are possible when these materials are locally sourced from competitive suppliers. Electronic components and some lower-end steel grades are areas where local competition can lead to raw-material savings. However, when Chinese suppliers have to import materials — such as high-quality steel alloys — there can be a significant cost penalty in a procurement agreement.
  • To gain the highest potential returns from a Chinese procurement effort, the amount of labor should be maximized. It often pays to think beyond the purchase of the part, and to include machining and assembly activities in the sourcing contract. For example, when an automotive company attempted to purchase raw aluminum castings from China, the Chinese supplier offered savings of only 1 percent over the bid of a U.S. supplier. By redoing the bid to include finished machining of the parts and the incremental labor, handling, and overhead, the automotive company realized a 15 percent total cost savings from the same supplier.
2. Transportation Efficiency. Procurement from China naturally increases transportation cost over more local sourcing arrangements. In China, a product must go from the factory to the port, onto a ship, and then to the U.S. or another major market, where it is unloaded and trucked to its destination. The cost of ocean transport alone from China to the U.S. is $2,500 to $3,000 per container. For a $12 casting, the total incremental transportation cost is $1.10, compared with $0.30 for a typical Mexican supplier shipping to the U.S.

Financial assessment of China sourcing should be made on the total landed cost of a product, which includes the manufacturing cost differential as well as the full logistics cost — hence two major considerations when assessing transportation costs:
  • Measure the ratio of transport cost to total product cost. Since ocean transportation costs are essentially a fixed cost per volume shipped, economics favor China when smaller, higher-value items are involved. For instance, thousands of small electric motors can be packed in one container, spreading the fixed costs over numerous units. Conversely, plastics and stamping assemblies for auto interiors require protective packaging that results in low packing density and fewer parts to share the burden.
  • If airfreight is required — for instance, to meet lead time requirements shorter than ocean freight allows — the savings generated by lower-wage-rate manufacturing in China are usually eliminated. Airfreight costs about $1.51 per pound; ocean transport, $0.06 per pound. Only products with very high packing density and high value per unit (for example, printed circuit boards) can support the costs associated with airfreight.

3. Lead Time and Scheduling Stability. Ocean freight adds four to six weeks to the delivery time from China to Western markets. The risk of this extended supply chain to the core business needs to be incorporated into any assessment of whether China is the right place from which to procure. The time delay generated by the longer supply chain significantly increases the chances of both stock-outs in the near term, and excess and obsolete inventory in the long term. So procurement executives must carefully weigh several factors to ensure that their lead times and scheduling remain stable:

  • Because Chinese providers typically include large volumes of a product in each shipment, buyers face inventory and defect risk. Purchasing in large volumes means more of the buyer’s dollars are tied up in massive inventory investments, a source of inventory carrying costs and, potentially, obsolescence. Moreover, if manufactured defects are spread throughout a shipment, that could mean thousands of useless components.
  • For some product categories, ocean freight lead time can make a Chinese procurement effort unwise. For instance, a manufacturer of telecom infrastructure seemed to be a perfect fit for China because its wiring panels required labor-intensive assembly. However, this benefit was canceled out because the manufacturer’s customers often demanded a high degree of late-stage product customization and expected a rapid lead time. The manufacturer was able to charge more for these customized products and, thus, pay the slightly higher wages in Mexico and Eastern Europe for a quicker turnaround on components delivered to U.S. and Western Europe operations.

4. Product Design. Engineering changes can introduce instability even into mature supply chains. Because the items most frequently sourced are components made up of other components, when an old version of a product becomes obsolete, a change can create a cascade of incompatibility. What’s more, manufacturing operations require time to digest new products and processes; subpar quality frequently corrupts operations during a transition period.
The long lead time and large order quantities required to do business cheaply in China exacerbate both these problems, because the arrival of old-version components can continue for weeks after an engineering change. And it can require an equally long time to take corrective action on lower-quality parts — thus, the central product-design considerations when sourcing from China:

  • Products with one or more design changes per quarter may not be suitable for Chinese procurement. Frequent design changes mean the supply chain could end up with a continuous run of obsolete inventory and on a learning curve that resembles a merry-go-round. Products that are stable for at least a model year, such as automotive components, may fit better in a Chinese procurement strategy, since they essentially involve a successful one-time launch rather than continual incremental changes.
  • China is probably not a good option when a high degree of skill is required to implement design changes. Chinese supply chains are challenged by the language gap, a lack of local technical capability for implementing changes correctly, and the complexities of suppliers’ processes for managing launches of new products.

5. Technical Capabilities. China is not currently a viable option for highly specialized manufactured products made with custom equipment, such as application-specific copper-wrapped coils or high-speed connector assemblies. The processes used to manufacture such products often require specific technical knowledge of product engineering or equipment design that generally is not available among suppliers in new procurement markets such as China.
By contrast, almost all suppliers can handle commoditized processes such as stamping, casting, and manual electronics assembly. Companies buying from Chinese sources must weigh two issues relating to the supplier’s capabilities:

  • Sourcing subcomponents in China and maintaining technology-intensive activities in more highly skilled domestic factories will probably yield a better total cost return than procuring the total product. Technology-driven processes often need significant oversight if process control is to be maintained. That frequently can be achieved only in sophisticated plants in developed countries. When factory processes get out of skew in China, yields decrease and the resulting scrap (as well as logistics costs) can quickly overshadow savings generated by lower wage rates.
  • The evolving sophistication of Chinese suppliers means careful buyers can gain some important, albeit temporary, advantages. Although products made with the least complicated, most mature technologies are the best choices to source from China, the nation’s suppliers continue to develop increasingly sophisticated skills. As a result, more companies are sourcing process-sensitive products, such as rubber and machined parts, from China. That can be a good decision when other critical procurement dimensions, such as lead time, engineering changes, and labor and transportation costs, favor China. It also can give a purchaser a boost over competitors who haven’t figured out where to go to combine China’s cost advantage with its emerging capabilities.

By analyzing the five critical dimensions for each unique procurement initiative, companies can better understand their geographic sourcing options — which products are candidates for being sourced from low-cost countries and which should be purchased from more developed markets. If a low-cost country is appropriate, assessment of lead times can help establish which commodities can be sourced from remote low-cost countries (such as China or India) and which need to be purchased more locally — from Mexico, say, or Eastern Europe.


China remains one of the world’s most desirable sourcing opportunities. Its wage advantages are not likely to end anytime soon, and its skills as a supplier and manufacturer will only grow stronger. But as is the case with any other procurement effort, obvious costs, such as labor, are not the only factors to take into account. When the other, subtler criteria in our model are considered, China may still be a lucrative gold mine for some companies. Others, though, should be careful: The ore could be a fool’s blend.


Author Profiles:

Mitchell Quint (quint_mitchell@bah.com) is a principal with Booz Allen Hamilton in Cleveland. Mr. Quint focuses on operations strategy, and has specific expertise in manufacturing, global sourcing, and supply chain management in automotive, industrial products, and high-tech industries.

Dermot Shorten (shorten_dermot@bah.com) is a vice president with Booz Allen Hamilton in Boston. Mr. Shorten specializes in value stream restructuring, and has specific expertise in supply chain management, supply base configuration, and manufacturing strategy.

This report is adapted from The Missing Link: Designing Supply Chains for Growth, Profitability, and Resilience, edited by Jeffrey Rothfeder with an introduction by Tim Laseter and Keith Oliver (strategy+business Books, 2005).

Friday, January 21, 2005

Cancion Baz Lurhman

Bueno a los que les interese aqui está el link de la canción que dice Gaby. Por cierto muy buena canción!!!! Al menos la letra....jajaja
http://baz-luhrmann.lyrics-songs.com/lyrics/23763/
POCHO Neira

Canción recomendada

Les mando el título de una canción altamente recomendada, sobre todo para ahora que estamos en el master...bueno, aplica para toda la vida y más aún en ESTA etapa de nuestras vidas. Es excelente, de mis favoritas, para que la bajen si quieren y si tienen tiempo...en verdad vale la pena.

Título: Sunscreen
De: Baz Luhrmann (sí, el mismo que es director, escritor...de todo un poco)

PD. La adjuntaría con gusto aqui pero aún no se cómo hacerlo, si es que se puede!!!

Thursday, January 20, 2005

Un poco de reflexión del buen Victor Hugo...a ver si les gusta, a mi me gustó mucho!

Te deseo primero que ames,
y que amando, también seas amado.
Y que, de no ser así, seas breve en olvidar
y que después de olvidar, no guardes rencores.
Deseo, pues, que no sea así, pero que si es,
sepas ser sin desesperar.

Te deseo también que tengas amigos,
y que, incluso malos e inconsecuentes
sean valientes y fieles, y que por lo menos
haya uno en quien confiar sin dudar.

Y porque la vida es así,
te deseo también que tengas enemigos.
Ni muchos ni pocos, en la medida exacta,
para que, algunas veces, te cuestiones
tus propias certezas. Y que entre ellos,
haya por lo menos uno que sea justo,
para que no te sientas demasiado seguro.

Te deseo además que seas útil,
mas no insustituible.
Y que en los momentos malos,
cuando no quede más nada,
esa utilidad sea suficiente
para mantenerte en pie.

Igualmente, te deseo que seas tolerante,
no con los que se equivocan poco,
porque eso es fácil, sino con los que
se equivocan mucho e irremediablemente,
y que haciendo buen uso de esa tolerancia,
sirvas de ejemplo a otros.

Te deseo que siendo joven
no madures demasiado de prisa,
y que ya maduro, no insistas en rejuvenecer,
y que siendo viejo no te dediques al desespero.
Porque cada edad tiene su placer
y su dolor y es necesario dejar
que fluyan entre nosotros.

Te deseo de paso que seas triste.
No todo el año, sino apenas un día.
Pero que en ese día descubras
que la risa diaria es buena, que la risa
habitual es sosa y la risa constante es malsana.

Te deseo que descubras,
con urgencia máxima, por encima
y a pesar de todo, que existen,
y que te rodean, seres oprimidos,
tratados con injusticia y personas infelices.

Te deseo que acaricies un gato,
alimentes a un pájaro y oigas a un jilguero
erguir triunfante su canto matinal,
porque de esta manera,
te sentirás bien por nada.

Deseo también que plantes una semilla,
por más minúscula que sea, y la
acompañes en su crecimiento,
para que descubras de cuántas vidas
está hecho un árbol.

Te deseo, además, que tengas dinero,
porque es necesario ser práctico,
Y que por lo menos una vez
por año pongas algo de ese
dinero frente a ti y digas: "Esto es mío".
Sólo para que quede claro
quién es el dueño de quién.

Te deseo también que ninguno
de tus defectos muera, pero que si
muere alguno, puedas llorar
sin lamentarte y sufrir sin sentirte culpable.

Te deseo por fin que, siendo hombre,
tengas una buena mujer, y que siendo
mujer, tengas un buen hombre,
mañana y al día siguiente, y que cuando
estén exhaustos y sonrientes,
hablen sobre amor para recomenzar.

Si todas estas cosas llegaran a pasar,
no tengo nada más que desearte.

Victor Hugo

Monday, January 17, 2005

Things you should know...

THINGS YOU SHOULD KNOW (??)

  • Money isn't made out of paper, it's made out of cotton.
  • The Declaration of Independence was written on hemp paper.
  • The dot over the letter i is called a "tittle."
  • A raisin dropped in a glass of fresh champagne will bounce up and down
    continuously from the bottom of the glass to the top.
  • 40% of McDonald's profits come from the sales of Happy Meals.
  • 315 entries in Webster's 1996 Dictionary were misspelled.
  • On average, 12 newborns will be given to the wrong parents, daily.
  • Chocolate affects a dog's heart and nervous system; a few ounces will
    kill a small sized dog.
  • Orcas (killer whales) kill sharks by torpedoing up into the shark's
    stomach from underneath, causing the shark to explode.
  • Most lipstick contains fish scales (eeww).
  • Donald Duck comics were banned from Finland because he doesn't wear
    pants.
  • Ketchup was sold in the 1830s as medicine.
  • Upper and lower case letters are named 'upper' and 'lower' because in the
    time when all original print had to be set in individual letters, the 'upper
    case' letters were stored in the case on top of the case that stored the
    smaller, 'lower case' letters.
  • Leonardo da Vinci could write with one hand and draw with the other at
    the same time ... hence, multi-tasking was invented.)
  • Because metal was scarce, the Oscars given out during World War II were
    made of wood.
  • There are no clocks in Las Vegas gambling casinos.
  • The name Wendy was made up for the book Peter Pan; there was never a
    recorded Wendy before!
  • There are no words in the dictionary that rhyme with: orange, purple, and
    silver!
  • Leonardo Da Vinci invented scissors. Also, it took him 10 years to paint
    Mona Lisa's lips.
  • A tiny amount of liquor on a scorpion will make it instantly go mad and
    sting itself to death.
  • If you have three quarters, four dimes, and four pennies, you have $1.19.
    You also have the largest amount of money in coins without being able to
    make change for a dollar (good to know).

  • By raising your legs slowly and lying on your back, you can't sink in
    quicksand (and you thought this list was completely useless).
  • The phrase "rule of thumb" is derived from an old English law, which
    stated that you couldn't beat your wife with anything wider than your thumb (sign
    of a true civilized society ... not.)
  • The first product Motorola started to develop was a record player for
    automobiles. At that time, the most known player on the market was the Victrola,
    so they called themselves Motorola.
  • Celery has negative calories! It takes more calories to eat a piece of
    celery than the celery has in it to begin with. It's the same with apples!
    (Guess what I'm buying on my next trip to the grocery store?)
  • Chewing gum while peeling onions will keep you from crying!
  • The glue on Israeli postage stamps is certified kosher.
  • Guinness Book of Records holds the record for being the book most often
    stolen from Public Libraries.
  • Astronauts are not allowed to eat beans before they go into space because
    passing wind in a space suit damages it (families taking long car trips
    should adopt this same policy).

Para los casados o con novia...


Papel Matrimonial Posted by Hello

Saturday, January 15, 2005

Radio Chip para verificar los fallos en Partidos de Futbol

A continuación les remito la página web de CNN para que vean que una compañía alemana está creando un Radio Chip para que el arbitro pueda verificar goles en un partido de futbol.

http://www.cnn.com/2005/TECH/01/14/spark.football/index.html


Friday, January 14, 2005

Publicidad

Para aquellos a los que les gusta el marketing y la publicidad. Visiten este site:
http://www.adage.com/news.cms?newsId=42157

Thursday, January 13, 2005

Fotitos de Linux...

Como lo vimos en clase y para quienes les gusta este rollo (informáticos y no informáticos como yo), les dejo algunas de las miles de fotos que existen de la guerra Linux vs Windows...



Linux 2 Posted by Hello


Linux 1 Posted by Hello

Linux 3 Posted by Hello

Tuesday, January 11, 2005

Los 10 Principios de la Administración del Cambio

De: Gaby...

Algunos se acordarán de mi amiga Diana que vino en Diciembre, no? Bueno, pues ella trabaja en México en Booz Allen Hamilton (consultora) y escribe seguido para el periódico Reforma (el más importante del país). Ya la han invitado a dar conferencias, etc. gracias a sus artículos. Aquí cuelgo uno reciente, son muy buenos y tienen que ver, como todo lo que irá en esta sección, con la empresa y todo lo que estamos estudiando.... espero les guste y si hay comentarios, no se preocupen que yo se los hago llegar...

Los 10 principios de la Administración del Cambio

En tiempos en los que prevalecían los mercados cerrados y en desarrollo, los ejecutivos de las grandes compañías buscaban la “estabilidad” del negocio. Los accionistas esperaban crecimientos predecibles en sus utilidades y la situación poco dinámica de los mercados permitía a los directivos proporcionar los resultados esperados con pequeñas modificaciones a sus planes estratégicos.

La transparencia del mercado, la diversificación de competidores, la consolidación de industrias y las comunicaciones instantáneas han dado un giro a los escenarios predecibles y concentrado el pensamiento colectivo de los ejecutivos en estrategias de cambio. Para ser exitosa en la actualidad, una compañía debe desarrollar una cultura tan dinámica como el mercado que la rodea, sin dejar de involucrar a la totalidad de los individuos que la integran.

Lo anterior presenta un reto importante para los directivos. En grandes transformaciones de empresas, los ejecutivos convencionalmente enfocan su atención en diseñar los mejores planes estratégicos y tácticos. Sin embargo, para tener éxito, se requiere un profundo entendimiento del lado humano de la transformación; la alineación de la cultura de la compañía y el comportamiento de las personas que apoyarán los resultados deseados. Los planes por sí mismos no generan valor, el valor se alcanza sólo a través de las acciones sostenidas de los responsables del diseño y el día a día de la operación.

La experiencia de Booz Allen Hamilton ha identificado diez “principios de la administración del cambio” como mejores prácticas, herramientas y técnicas que pueden adaptarse a una variedad de situaciones en las que los resultados de la estrategia intelectual dependen de una buena y comprometida operación individual.

1. Dirigir sistemáticamente el lado humano. Todo cambio estratégico supone modificaciones estructurales que pueden ser motivo de resistencia. Ante esto, la actitud de los líderes deberá evidenciar la necesidad de contar con estructuras de capital intelectual y dirección operativa que orienten los esfuerzos hacia la consecución de objetivos.

2. Comenzar desde arriba. Debido a que por naturaleza el cambio implica resistencia a todos los niveles de la organización, constantemente el personal buscará fuerza, soporte y dirección en sus líderes, quienes desde el comienzo deben adoptar y comprometerse con el nuevo esquema a fin de motivar y dar seguridad al resto de la organización.

3. Incluir a cada nivel. A medida que la transformación migra de la definición estratégica al diseño e implementación, se involucran varios niveles organizacionales. En los esfuerzos de cambio, la responsabilidad y el compromiso deben fluir en forma vertical, formando “cascadas de cambio” en la organización y definiendo en cada capa, líderes alineados a la nueva visión de la compañía para ejecutar y liderar misiones específicas que en el agregado harán que el cambio suceda.

4. Crear involucramiento. Los líderes deben ser los defensores del cambio más allá de la simple comunicación de que éste es favorable. Se necesitan gerentes dispuestos a aceptar que son los responsables del cambio en todas las áreas sobre las que tienen influencia y control. Un mayor involucramiento se logra incluyendo a las personas en la identificación de problemas y la creación de soluciones durante el diseño de la estrategia.

5. Evidenciar la necesidad del cambio. La racionalidad inherente a los individuos de la compañía los hace cuestionar hasta qué punto es necesario el cambio, si la dirección tomada es la correcta y si están dispuestos a hacer un compromiso personal. A estas preguntas se deberá atender confrontando la realidad y demostrando fe en que la compañía tiene un futuro viable bajo la nueva estrategia y cuenta con una ruta de acciones y toma de decisiones.

6. Comunicar el mensaje. A menudo los líderes del cambio piensan que el resto de la organización comprende la nueva estrategia, la necesidad del cambio y la nueva dirección tan claramente como lo hacen ellos. Los mejores programas de cambio refuerzan mensajes clave a través de sesiones regulares que son tanto motivacionales como prácticas.

7.Identificar el panorama cultural. Los líderes del cambio deben identificar la composición de la cultura y el comportamiento organizacional en forma proactiva, a través de un diagnóstico cultural que identifique la adaptabilidad y disposición al cambio. Esto evidencia desde el principio problemas potenciales e identifica factores de liderazgo y resistencia.

8. Atacar la cultura en forma explícita. Una vez que se ha comprendido la composición cultural, los líderes deben ser explícitos a cerca de los comportamientos que de manera ideal soportan la nueva visión y forma de hacer negocios, encontrar oportunidades a modelar y mecanismos de alineación al cambio con incentivos tangibles y psicológicos.

9. Prepararse para lo inesperado. Pocos programas de cambio se apegan por completo al plan. Las personas reaccionan en distintas formas y el ambiente laboral cambia. Por ello se requiere un plan flexible que permita revisiones de la dirección sobre el impacto y la adopción de la nueva ola de transformaciones.

10. Considerar lo individual. Los individuos y equipos requieren saber cómo cambiará su forma de trabajar, qué se espera de ellos durante y después del cambio y cómo serán evaluados. Una estrategia de comunicación exhaustiva así como un mecanismo de compensación variable en torno al apego al cambio, reforzados mediante sanciones ante la resistencia prolongada, reforzarán el sentido de entendimiento y compromiso reflejado por la institución.

Los líderes del cambio estructurado reconocen la importancia de las personas y comprenden que el compromiso fluye en forma vertical y que los incentivos tangibles e intangibles dan soporte a la implementación de las estrategias de cambio, mismas que les permitirán alcanzar los niveles de competitividad necesarios en el mercado.
_____________________________________________________
La dirección de e-mail de Diana González, Consultor de Booz Allen Hamilton de México es: gonzalez_diana@bah.com

ocio y cultura

Esta es una seccion donde recomendaremos actividades para realizar el fin de semana, ya sabeis que este es un master muy estresante y necesitamos momentos de relax para sobrevivir y poder decir que tienes una vida propia¡¡¡

bienvenidos¡¡¡¡


Monday, January 10, 2005

Prueba

Aqui está la primera prueba para nuestro blog,cualquier comentario pues bienvenido sea.

POCHO