Lehigh Steel

They have long since got rid of them but when I was working there they still had the stables where they kept the horses. Now they use trucks to haul cement.” This shows that the cement plant has changed over the years. Horse labor is not a modern practice. This is an example of how the cement plant has changed over the years. Stan also says, “ Right before I started working there (in 1967) they had just changed the style of kiln that they used. Lehigh used to have a kiln similiar to The Northwestern States Cement Company. It was long and produced high quality cement but could only produce about 30 tons of cement an hour. That’s not a lot of cement. Lehigh installed a pre- heater type of kiln. That thing produced high quality cement and did it cheaper. It also could make about two hundred tons of cement an hour. It was a unique design.” The kiln is what is used to melt the raw materials into cement. In the early 1960’s Lehigh’s engineers saw that at the rate they were producing cement they would have some financial problems in the future. So they designed a new type of kiln that is still used today. This is another way that Lehigh cement changed. “ In 1977, Lehigh was bought out by

Explain how prices of coal, steel rails, and copper in 1871, 1876, and 1879 relate to points on the graph of the business cycle. The graph shows in 1871 there was an industrial overexpansion boom that resulted in the production of railroads; this called for more materials and caused the increase in price for the steel rails in the Document F chart. In 1876 there was there was the secondary post war depression causing things to go under causing the price of items to decline, causing the lower copper and steel rail prices in the chart. And in 1879 there was the gold resumption boom caused the prices to go down. All in all the prices of coal went down because of the over expansion, which led to less money being made to pay the employees, causing the rates to go up and down.

Although the company did show an increased gross profit of $8,255,000 with $6,358,000 less Net Sales in 2013 versus 2012, that increase is due to the reduction in product Cost of Goods Sold by $14,613,000. Since increases in product price will negatively affect sales, one of management’s primary goals is to keep prices stable. This objective is achieved through implementation of cost cutting programs, investing in more efficient equipment, and automation of more steps in the production process.

Shortly after the revolutionary war, the small town of Pittsborough, then renamed Pittsburgh began to develop into a very important center, specializing in trading and industry. The convenience of natural resources and technological advancement has ranked Pittsburgh as one of the leading industrial cities in the United States in the past. Historically, the city of Pittsburgh has created numerous manufacturing plants responsible for producing steel, iron, and other products for the U.S. economy that still exist today. The Encyclopedia Britannica explains Pittsburgh's economic might during this period:

During the 20th century Maryland, like many other states, experienced significant declines in its traditional manufacturing industries, such as clothing and paper. These losses were partly offset, however, by the rise of technology-related manufacturing

In the mid 1800’s, Pittsburgh’s East Liberty neighborhood began growing and eventually grew into a fully developed thriving business district during the 1900’s. The country’s first oil refinery was chartered in East Liberty in 1868, and this company served as a model for other oil companies for years to come. With an increase in industry and business, East Liberty soon became the third largest business district in Pennsylvania. Despite this growth, The Great Depression unsurprisingly hit East Liberty, along with the rest of the country. Many of the thriving

Introduction Curled Metal Inc. originally sold metal as a finished good but has later developed its business concept to transforming metals into high value added manufactured products. Early in 2008, the company was about to launch a new product, which could revolutionize its business, setting a new standard in the pile-driving market: CMI cushion pads. However, this product launch poses key strategic issues to the company, ranging from assessing manufacturing capacity to defining the product value proposition. In the roadmap to the launch CMI has also to consider how to approach the market, identifying key customers or/and influencers, positioning its new product, assessing distribution alternatives and

The discovery of anthracite coal in Pennsylvania in the late 1700s led to the development of a robust coal industry in the eastern part of Pennsylvania that grew rapidly and contributed greatly to the history and the economy of Pennsylvania. The book The Face of Decline written by Thomas Dublin, Walter Licht, provides a well written historical and personal account of the discovery, growth, and finally the collapse of the anthracite coal industry in Pennsylvania in a chronological format. Half way through the book one starts to notice some changes in the authors format to cause and effect. The change occurs in order to discuss the cause and resulting effect of events in the region and the solutions. The story is one of great growth and opportunity in the early years which are highlighted by the documented economic growth experienced and supported through testimony within the eastern Pennsylvania coal region. After a period of economic prosperity and community growth from 1900 through 1940 challenges began to erode and occur that created problems for the community and the economy that the coal industry provided. Finally the region’s economy suffered horrendous losses as described by interviews of local residents and families who lived and experienced the rise of the region’s economy. Many of the scars are still evident by the blight and decaying scenes one would experience by traveling through the region’s communities that once fueled the American economy with the energy

In my opinion, the four criteria, quality, customer service, technical capability, and competitive cost position, are very appropriate to classify its products because this company considered most all of aspect of products to catalog and classify and this way can help this company to find out which type product should use which method to reduce its costs.

We aimed to win market share by appealing to cost-conscious or price-sensitive customers, which we felt that the majority of consumers consisted of. This would be achieved by having the lowest prices in the target market segment, or at least the lowest price to value ratio (price compared to what customers receive). To succeed at offering the lowest price while still achieving profitability and a high return on investment, it was evident that we had to be able to operate at a lower cost than our rivals. We aimed to achieve this goal though a combination of two methods, the first being achieving a high asset turnover. In the manufacturing of our cameras, we wanted to achieve the production of high volumes of output. In theory this approach meant fixed costs would be spread over a larger number of units of the product or service, resulting in a lower unit cost. We hoped to take advantage of economies of scale and experience curve effects[3]. We hoped and realised that higher levels of output both required and resulted in a higher market share, and created an entry barrier to potential competitors, who may be unable to achieve the scale necessary to match our low costs and prices.

Prior to the consideration of Carborundum as an acquisition target, Kennecott, a copper company, pursued an acquisition of Peabody, a coal company, for $285 million in cash in 1968. There are two main rationales behind the acquisition of Peabody by Kennecott. First, to stabilize the high volatility in Kennecott’s profitability due to sharp changes in copper prices and increasing competition from copper producers in Chile, Zambia, Peru, and Zaire, LDCs whose reliance on copper

with a number of strategic issues facing a capital-intensive, mature industry. Their product costing system was

1.What kinds of products and technologies does Benson Metals use? How have these been changing recently?

Although financial information is not available for all competitors, the top 3 competitors show a discrepancy in production efficiency. This would lead the analysis to support the existence of other significant factors influencing the value chain outside of production. These could be the cost of supplies, distribution and marketing.

The Motorcycles and Related Products segment was responsible for virtually all of the change in consolidated revenue as the result of increases in both motorcycle unit shipments and Parts and Accessories sales. Year end data indicate that the domestic motorcycle market continued to grow throughout 1993 and demand for the company's motorcycles continues to exceed supply. International demand remains strong with export revenues totaling $262.8 million during 1993, an increase of approximately $23.4 million over 1992. The Board of Directors approved a comprehensive manufacturing strategy designed to achieve the goal of a 100,000 units per year production rate in 1996. Basically, it is an enhancement of the Motorcycle division's ability to