Management Decision Making of CEO of Skagen Designs - Free Essay Example

Sample details Pages: 10 Words: 2935 Downloads: 10 Date added: 2017/06/26 Category Management Essay Type Analytical essay Did you like this example? Skagens transfer of total manufacturing to India or China This report is designed to assist in making the decision whether to completely move the total manufacturing of Skagens products from its current manufacturers to a single country with cheaper labour costs. The report first highlights the advantages and disadvantages of going ahead with the transfer process. The second part of the report will review Skagens current operating systems in order to consider what possible changes might be needed if the proposal is being adopted. Don’t waste time! Our writers will create an original "Management Decision Making of CEO of Skagen Designs" essay for you Create order Current company strategy and objectives will be reviewed to determine whether the decision fits into firms broader operating framework. To conclude the report goes further to propose some decision making techniques (and the required data and data sources) from the Management Decision Making literature that can potentially assist in the decision making process. SECTION 1- Advantages and disadvantages of moving manufacturing process to India or China Advantages Transferring all manufacturing activities of Skagen to one low labour cost country comes with many benefits as well as challenges. Firstly there is the benefit of a lower Cost of labour. Skagen is labour intensive given that it produces a variety of products and does not engage in mass manufacturing. With lower labour costs, Skagen can significantly cut its prices to offer great quality products at lower prices. This will help the company to remain competitors and even to undercut it competitors in the area of watch manufacture. Some of its competitors such as DKNY, Guess, Police etc. are already manufacturing in low cost countries such as Mexico, China and the Philippines. These competitors are better placed to improve the quality of their products while keeping the price reasonable. This move will help the company to better compete in this competitive market. As a direct result the company can transfer labour cost savings to its consumers through lower prices while also ensuring higher profitability. Skagen currently runs its manufacturing from several locations. At present it sources parts and components from different countries even though the assembly process is completed in Denmark. Transferring all these processes to one low labour cost country will bring about consolidation of operations. The effect of consolidation is that proximity between different players in the manufacturing chain is increased and this can enhance effectiveness while cutting time and cost spent in moving materials and resources between different units in the supply chain. Control and monitoring becomes facilitated as all processes are carried out under one roof. A move of manufacturing operations to a low cost country can enable Skagen parent company to concentrate on its core strength which is design. The core competency of the company from the words of its two founders is design  [1]  . The move aligns with its vision statement which states By 2015,  S kagen Designs will be the first choice among suppliers, customers, consumers, and employees as the most innovative and profitable design goods company within our chosen strategic segments, products and markets. Disadvantages Low cost countries such as China and India have a poor reputation with regards to the durability of their products. Low cost manufacturing has always been associated with compromises in quality. It is no doubt that high end manufacturer have ensured that the most value adding part of their manufacturing process are kept in reputable manufacturing countries. The manufacture of Swiss watches for example has be restricted to Switzerland to ensure that the quality and long standing reputation of the product is not compromised. Moving to a low cost country such as India or China can cause a reputational dent on skagen products and also bring about other quality management issues. Low labour cost countries are associated with the production of lower quality products. Firms in low labour cost countries have historically been accused of unruly practices such as exploitation and the use of child labour. Skagen relies greatly on its reputation of high quality products and its corporate so cial responsibility to its communities. Transferring production from several countries and units to a single unit constitutes high manufacturing risk to the entire company. In the event of disasters such as earthquakes, fires or political turmoil such as strikes, civil wars, the Skagen Company will be highly exposed and severely compromised. Moving all units from many countries to one country also exposes the firm to macroeconomic fluctuations such as exchange rate changes and currency fluctuations. Operating in several countries provides a natural hedge to fluctuations within the global macroeconomic environment. This provides the firm with the ability of switching its production from one country to another depending on fluctuations within the global market environment. The firm will loose this advantage if it unifies its production process to one low cost country. Skagen raises a high percentage of its revenues from the US and Europe. It has developed its capabilities in the se markets and has kept its production facilities in close proximity to the market. This helps to cut costs involved in transportation. Given that Skagen is not a bulk manufacturer, the per-unit cost of transportation from its new production centres (China or India) will be very high and this may offset any benefits that may be accrued to the firm from cheaper labour costs. Due to the increased distance between the manufacturing facilities and the market, the company will incur additional losses in terms of inefficiencies by not being able to benefit from JIT (Just In Time) production. Due to increased distance from the market, there will be need for maintenance of a buffer stock to meet any unexpected fluctuations in demand. This represents increased (and irrelevant) costs to the company in terms of space, material and labour. In the same light there will be less flexibility in production and supply. Again considerations for EOQ (Economic Order Quantities) will have to be mad e. Small orders will at times have to be ignored because the fixed costs (such as processing and transportation) per order outweigh the profits to be made from the order. This move can potentially inflict less flexibility in service quality management. Skagen has over the years built a reputation of high service quality. It for example provides a lifetime guarantee to all its products (as stated on its website). A suitable variable that measures service quality in this case could constitute the time taken for the company to repair or replace faulty products. A move to India or China implies that its American customers with faulty products will have to wait for months so that the products are moved back and forth from the US to Asia and back to the US for collection. This will take time and will not reflect well on the quality of the service provided by the firm. The result is less flexibility with meeting customer needs and potentially poorer customer service. Both countries; India and China, are plagued with political and other economic issues. Business laws in china require most new firms to form alliances with local firms. There is a limited potential for Greenfield investment in China and this will result to a potential alteration of the ownership structure of the firm. The political situation in both countries cannot be classified as risk-free. China is ruled by a communist-type government and its democracy and political system has been subject to much controversy. India on the other hand shares a border with very unstable (politically) countries such as Pakistan and Afghanistan. The condition can become quickly volatile at any time given the recent events in the region. Moving ALL manufacturing operations to this area laden with political uncertainty will therefore be extremely risky for the company. Again there is a possible lack of skill and craftsmanship in both countries. The production of watches requires specialist skill and precision. Thi s is the reason why the Swiss have excelled in the industry over time. Moving such delicate processes to countries reputed for highly unskilled labour might cause further problems due to unavailability of skilled craftsmen. Moving from several locations to one location is very expensive. The costs of moving are considerably high as they include termination of contract charges, abandonment or quick sale of old facilities and equipment, building of new manufacturing facilities, recruitment and training of new staff and many other set up costs. Skagen has already acquired equipment, factories and land which it uses in production and it has also invested heavily to train employees in its production processes. Leaving these very valuable assets will constitute a huge waste on company resources. Again, the company has already signed contracts with employees, suppliers etc which it will have to annul in order to move its production facilities away from their present locations. Cancellat ion of employment contracts could be very costly in terms of compensation and litigation costs from litigations that may potentially arise. Many firms have moved to India and China to allow them source the raw materials at cheaper rates in order to cut costs. Skagen current sources parts (raw materials) for the manufacture of its products from several countries. Its choice of countries from which it sources it raw materials will be based on several considerations such as material (product) costs, quality, delivery lead times and appropriateness (meets firm policy, objectives and strategy). Skagen stands to benefit nothing in terms of raw material sourcing by moving its manufacturing operations to China or India. The next section will examine the effects of a potential move on the firms operating system. SECTION 2- Effect on operating system Current Operating systems Every system is made of components, elements, subsystems and a boundary. In the case of Skagen, the operating system transforms inputs into outputs through a manufacturing process (manufacture of watches) and a distribution process (sales and repair of watches). The case study highlights three main firms that are involved in the operating system of skagen. The skagen operating system is Hard because it is made of technology (in terms of watch design and manufacture), objectives (high quality production at reasonable prices), not many stakeholders (owned by Henrik and Charlotte Jorst, sources its products from several countries, use few distributors and repair centres), which can thus be easily revised or changed Skagen is neither a mass producer nor a customizer in terms of its marketing strategy. On its website Skagen emphasizes that its unique selling proposition is its ability to consistently provide beautifully designed and crafted watches, with a high quality at reasonab le prices. It therefore does not compete on price but competes on quality (in terms of consistency, durability and design). There are no aspects of product flexibility as Skagen does not take orders for customized products from individual clients. The Operating system of Skagen showing links between the different subsystems is shown as below; Raw materials Design Manufacture Assembly Parts Repair Centres Distributors Customers Skagen operating system Changes needed for the operating system The current manufacturing subsystem is sparse as there are many parties supplying materials and parts to the assembler in Denmark. There is a large network where materials suppliers feed part manufacturers who in turn feed the assemblers. In a new system with only one manufacturer, all subsystems will be curled in under one roof. i.e. At one end raw materials will be fed into the factory and finish products pulled out from the other end. The new operating system including changes is shown in the diagram below; Design Assembly Materials Repairs Parts Distributors Customers India/China New Operating system of Skagen; Move to India/China SECTION 3-Strategic fit of decision Current firm strategy and objectives The firm is built on principle that beautifully designed high-quality objects can be created at reasonable prices. The Skagen Denmark Collections reflect owners Charlotte and Henrik Jorsts creative Danish spirit with clean, elegant designs, skilful craftsmanship and technical perfection. The Jorsts have a hand in designing each piece of the Skagen Collection, from watches to jewellery to sunglasses. In their vision statement Skagen hopes that by 2015,  Skagen Designs will be the first choice among suppliers, customers, consumers, and employees as the most innovative and profitable design company within its chosen strategic segments, products and markets. In its mission statement Skagen Designs strives to create a global community of enthusiasts with its commitment to designing an impressive and unique yet attainable product while offering outstanding customer service  to its customers and consumers. An objectives tree (based on the limited information about the compan y can be shown as follows; SKAGEN OBJECTIVES TREE Competitive pricing Skilful Craftsmanship Preferred by suppliers, consumers, customers an employees Outstanding customer service High quality products Community of enthusiasts Beautifully designed Skilled motivated staff Social responsibility Reputation, pride and prestige Development of value chain Materials Quality Parts Repairs and maintenance Objective Tree of Skagen Fit to current strategy and objectives A move of manufacturing process to one country; India or China, fits within its broader framework since its unique proposition is its designs which can be done in its headquarters in Nevada, Hong Kong and Denmark. However, a move to either of these countries can potentially dent its ability to meet its mission to offer outstanding customer service to our customers and consumers. As discussed above issues may arise with service quality management with respect to time spent to effect customer repairs and returns. SECTION 4- Decision making techniques There are several useful decision making techniques to support the decision making process in this case as indicated by the management decision making literature. The most comprehensive technique is the S.M.A.R.T analysis. SMART is a mnemonic for Simple Multiple Attribute Rating Technique. It is relevant to this decision as there are many objectives to be met from the decision. The technique was developed by Edwards (1971)  [2]  in a paper entitled social utilities. The method can be used to quantify the results from each cause of action and the costs measured against the benefits. There are 8 steps involved in the full process. These include; Step 1: Identify the decision maker(s)- Management Step 2: Identify the alternative courses of action- Move to India or maintain status quo Step 3: Identify the attributes which are relevant to the problem This can be done by looking at the costs and benefits in a cost benefit analysis using a decision tree tool. Bene fits Costs -Cheaper labour costs -Skagen focuses on key competency- design -Lower prices -Increased competitiveness -Relocation costs- buildings, equipment, set up -Settlement fees- contract termination for current employees -Recruitment and training of new employees -Political and economic risks -Manufacturing risks (manufacturing at a single location) -Less flexibility in production -Potential issues with service quality management -Higher transportation costs -Loss on benefits of JIT production -Potential shortage of required skill and craftsmanship Skagen Moving Abroad Costs Benefits Recruitment Political and Economic Risks Relocation costs Settlement fees Transportation costs Reputational damage Loss of Flexibility Low Labour cost Lower prices Increased competitiveness Focus Cost-Benefit analysis- Skagen Step 4: For each attribute, assign values to measure the performance of the alternatives on that attribute. Through sensitivity analysis and estimation procedures, dollar values could be affixed to the attributes highlighted above. Data sources could include; Internal analysis, contractors supplier surveys, constructors quotations, financial statements, consultants etc. The Delphi method for estimating and forecasting can be used to improve on data quality. For example, relocation costs can be computed from the building estimates and estimates of costs of machinery that will be required while Settlement fees could be computed based on current salaries, number of employees and their contract terms. Step 5: Determine a weight for each attribute. The attributes could be ranked in order of importance or given a weight on a scale from 1 to 10 to show their relevance to the company. Step 6: For each alternative, take a weighted average of the values assigned to that alternat ive. At this stage a weighted average is computed for each alternative given the assigned values and the weight of the attribute Attribute Weight China/India Do Nothing Score Final Score Score Final Score Recruitment Costs 0.1 -80 -8 -10 -1 Relocation, Start up, Settlement fees 0.3 -100 -30 -5 -1.5 Loss of Flexibility 0.05 -30 -1.5 -5 -0.25 Political economic risks 0.15 -50 -7.5 -20 -3 Lower prices 0.05 100 5 0 0 Labour costs 0.25 80 20 0 0 Competitiveness 0.1 40 4 20 2 Total 1.00 -18 -3.75 Step 7: Make a provisional decision. Based on the averages arrived at for each alternative a decision can be made. Based on my assumptions, the firm will be in a better position without the move. I assume for example that labour costs will not change it stays at its current location, recruitment costs will be significantly higher if it moves, prices wont change if it stays but will reduce if it moves, competitiveness will slightly increase if it moves and it will be exposed to higher political and economic risks if it moves. Step 8: Perform sensitivity analysis This is a robustness check, wherein assumptions are revised and altered to see if the assumptions used for the analysis materially affect the decision arrived at. In a nutshell, on the subject of whether such a move will be beneficial for Skagen, it seems there is little to be gained from transferring operations to India or China. From the above, it is evident that while certain benefits in terms of labour costs will be accrued to the firm from the move, the costs of such a move significantly outweigh all the benefits. A move completely alters the operating system of Skagen and this alteration might require the introduction of new and costly processes. The SMART decision analysis framework can be better used to evaluate the alternatives in this case. Other techniques such as SERVQUAL, Break-Even Analysis, EOQ, TQM and Balanced Score Card will be useful when operations are commenced.

A Brief Note On The Australian Federal Police - 989 Words

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Lucid Dreaming Essay Example For Students

Lucid Dreaming Essay Lucid Dreaming Roughly one-third of our lives are spent sleeping, and a significant amount of this time is spent dreaming. You have the ability to be conscious, awake, and well.. lucid, in your dreams. Lucid dreaming is dreaming while being aware of being in a dream state. The term lucid, coined by Frederik Van Eeden in 1913, is used in the sense of mental clarity. The basic definition of lucid dreaming is nothing more than becoming aware that you are dreaming, of which many people have experience of. However, among these people, the amount of control and clarity varies greatly. A low-level lucid dream is one where you know youre dreaming, but thats it. In experiencing a higher level lucid dream, you have the power to control, influence, and react to various events and contents of the dream. For those who achieve the state of lucidity, the benefits are potentially enormous. It gives you the chance to experience adventures unsurpassed in everyday life. You can, literally, do anything you wish; the only limits you are bound to are set by your imagination. Lucid dreaming gives us the ability to tap the power of the unconscious, and subconscious mind, giving us a valuable insight into our daily lives. By learning to make the best of the worst situation imaginable, you can overcame nightmares and fears in the waking world. (Gackenbach/Bosveld) There are several techniques for inducing a lucid dream, and The Lucidity Institute, Inc., founded in 1987 by lucid dreaming researcher Dr. Stephen LaBerge to support research on lucid dreams and to help people learn to use them to enhance their lives, has created special devices to assist people in achieving lucid dreams. Inducing lucid dreams takes concentration, effort, and time, which some people may not be wanting to sacrifice to learn what they perceive as a pointless skill. The key is perseverance, and you will be successful. Some people have been able to have lucid dreams on the very first night of attempting to do so, however, it has taken others up to a few weeks. This varies greatly from person to person, as people who remember their dreams with greater ease tend to find it easier to have lucid dreams when compared to those who remember only a few every month. However, all is not lost if you fall into the latter category, as increasing dream recall is a fairly easy task to accomplish. One of the best ways to advance your dream recall ability is to keep a journal of dreams, and record them when you first awaken, doing so will train yourself to remember dreams for more than a mere thirty seconds. (LaBerge) Many people confronted with the chance to learn of lucid dreaming ask themselves, Why would I want to lucid dream?. The most common use of lucid dreams for those who have achieved the skill is for pure fun and adventure. Unlike reality, you are not restricted by the laws of physics, or even the government. There is no need to be afraid of social consequences, because they are non-existent. You can fly, visit other worlds, other times, or even have sex with the most desirable partner you can imagine. There are no limit to the possibilities, except by your imagination. Entertainment is not the only use of lucid dreaming. Because of the strong link between the mind and body during dreams, there is evidence to suggest that dreams can be used for mental and physical healing. (Ziesing) Does lucid dreaming interfere with the function of normal dreaming? Lucid dreaming is normal dreaming. The body and mind are in the same physiological state as in normal REM sleep. Dreaming is the result of high activity in the brain, but at the same time exists sleep paralysis, which stops us from acting out our dreams, or sleepwalking, by paralyzing our muscles. Your mind creates experiences based solely on your thoughts, fantasies, concerns, and fears. Having the knowledge that you are dreaming allows you, simply enough, to direct the dream experience, like you direct your thoughts while awak e. The thinking of dreams being an unconscious act is a close-minded one. Your conscious-self is always present in dreams, if it werent, you would not be able to remember your dreams, as you can only remember events that have been experienced consciously. Lucid dreaming adds nothing more than the awareness of being in a dream state. If I am going to be conscious and awake in my dreams, wont that leave me tired when I awaken? Som..e people claim that they find lucid dreaming mentally tiring, but for the majority of people, lucid dreams are no more tiring than non. Your mood, however, will reflect your actions within the dream. (Ziesing) If you battled to the death with an archvillain, you will probably feel more tired upon awakening. If you achieved some personal goal or aspiration in a dream, you will probably carry over the feeling of great joy and fulfillment into reality upon awakening. While learning to become lucid, you will most likely spend more time waking up in the middle o f the night to record dreams, and to practice induction techniques. This may leave you feeling more tired and spent than usual, so you should be sure to get enough sleep while learning lucid dreaming. Dont force yourself to learn it if you havent the free time to do so, wait until you are less stressed, and have the time to devote. The two most effective methods of inducing a lucid dream are reality testing and mnemonic induction of lucid dreams (MILD). For these techniques to succeed, you must have faith that they are going to work. Dont force yourself, and try too hard, this will only result in utter frustration. If you feel you are gaining nothing from the technique, change or give up for a couple of weeks. (Ziesing) People often start having a lucid dream after giving up, oddly enough. Reality testing is the assurance, and constant question, of whether or not what youre experiencing is indeed reality. Several times a day, ask yourself, Am I dreaming? You may be quite surprised o f the answer some day. (Van de Castle) Another good test of reality is to carry a watch, or note, read it, look away, and see if its the same when you look back. Mnemonic Induction of Lucid Dreams (MILD) is a technique developed by Dr. Stephen LaBerge, and is used by him to induce lucid dreams at will during his Ph.D. study. The steps to lucid dreaming via MILD are to set your mind to awaken from dreams and recall them as completely as possible. After you have recalled it, concentrate single-mindedly on your intention to remember to recognize that youre dreaming. Say to yourself, Next time Im dreaming, I want to remember Im dreaming. Try to feel that you really mean it, and focus your thoughts on this idea alone. At the same time, imagine you are back in another dream you had recently, but this time you recognize it as being a dream. Repeat these until you have your intention firmly set in your mind, and it is the last thing on your mind before you fall asleep. (LaBerge) A lucid dre am induction device is another technique to achieving a lucid state while dreaming. Developed through laboratory research at Stanford University, the basis of these devices is to remind someone of their intentions while dreaming. It has been observed that some sensory events are incorporated into ongoing dreams on occasion, such as your clock radio, or neighbors lawn-mower appearing disguised in your dream, rather than awakening you. For example, a tape recording of a voice saying Youre dreaming played while a person is in REM sleep will on occasion come through and remind the person to become lucid. The Lucidity Institute settled on using flashing lights as a lucidity cue, as they have less tendency to awaken people, and were easily applied. The DreamLight and NovaDreamer work by detecting the rapid eye movements of REM sleep, and alerting the wearer with a light cue. There has been much discussion, but the tests have consistently shown that these devices give a 73% higher success rate into lucid dream induction. (LaBerge) I see lucid dreaming as a playground for the imagination, and though I only have one or two a week, it is the ultimate vacation for the mind. I can see no ill side effects to lucid dreaming, at least, not until there is a %100 success rate to lucid dreaming, as thats when you may have people becoming severely anti-social. I would suggest for anyone to give lucid dreaming a fair chance, they wont regret it. .ud707a922de1f12b170c6685ff2ea5517 , .ud707a922de1f12b170c6685ff2ea5517 .postImageUrl , .ud707a922de1f12b170c6685ff2ea5517 .centered-text-area { min-height: 80px; position: relative; } .ud707a922de1f12b170c6685ff2ea5517 , .ud707a922de1f12b170c6685ff2ea5517:hover , .ud707a922de1f12b170c6685ff2ea5517:visited , .ud707a922de1f12b170c6685ff2ea5517:active { border:0!important; } .ud707a922de1f12b170c6685ff2ea5517 .clearfix:after { content: ""; display: table; clear: both; } .ud707a922de1f12b170c6685ff2ea5517 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .ud707a922de1f12b170c6685ff2ea5517:active , .ud707a922de1f12b170c6685ff2ea5517:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .ud707a922de1f12b170c6685ff2ea5517 .centered-text-area { width: 100%; position: relative ; } .ud707a922de1f12b170c6685ff2ea5517 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .ud707a922de1f12b170c6685ff2ea5517 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .ud707a922de1f12b170c6685ff2ea5517 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .ud707a922de1f12b170c6685ff2ea5517:hover .ctaButton { background-color: #34495E!important; } .ud707a922de1f12b170c6685ff2ea5517 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .ud707a922de1f12b170c6685ff2ea5517 .ud707a922de1f12b170c6685ff2ea5517-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .ud707a922de1f12b170c6685ff2ea5517:after { content: ""; display: block; clear: both; } READ: French and indian war Essay Works Cited1. The Lucidity Institute, Dr. Stephen LaBerge (President), 2555 Park Blvd., Suite 2, Palo Alto, CA 94306-1919. Tel: 1-800 GO LUCID. WWW: http://www.lucidity.com/ 2. Control Your Dreams, Jane Bosveld and Jayne Gackenbach, New York: Harper Row, 1989. 3. Our Dreaming Mind, Robert L. Van de Castle, New York: Ballantine Books, 1994 4. Fabianweb, Fabian Ziesing, WWW: http://www.stud.uni-hannover.de/user/73853/

Miracle Gro Lab Report Sample

Miracle Gro Lab Report Paper Two days after planting, my group measured the seed with the greatest rate of growth: 0% exhibited 2. 5 CM of growth, 1. 25% had 0. 9 CM, 2. 5% showed 1. 2 CM, 3. 75% displayed 0. 8 CM, and 5% had 0. CM of growth. As evidenced by the data collected, the height of the sprout decreases as the percent of concentration increases. We checked the growth of our mug bean seeds a second time and we observed the results: 0% exhibited 15 CM of growth showing signs of growth through its stalk, roots, and leaves. The 125% and 2. % both grew 2 CM and began sprouting a stalk. The 3. 75% and 5% turned dark brown and appeared to have shrunk which are signs that the seeds embryo is dead. The data did not match our expected data, because the Miracle Grog had some way prevented the inhibition of the seed which is why the 3. 75% and 5% died. Inhibition is a critical developmental process in seeds and our control group with only water demonstrated the most successful amount of growth. We experienced a number of errors in our experiment. Sources of error were unman interaction, inaccurate measurements, and incorrectly handling the seeds and materials. In the future, these problems can be avoided by interfering with the plastic bags that contained the seeds, adding the most accurate amount of solute as possible, or making sure that we dont crush the seeds or the towel that was inserted in the bag. Ideas for future experimentation would be to plant the seeds outside so that the sun would be used as the light source, testing different plant-growing solutions, and analyze the growth over a longer period of mime. We will write a custom essay sample on Miracle Gro Lab Report specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Miracle Gro Lab Report specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Miracle Gro Lab Report specifically for you FOR ONLY $16.38 $13.9/page Hire Writer Overall, the seeds without the Miracle Grog proved to grow greater than those with added Miracle Grog. Compared to the varying concentrations, the height of growth increased as the percentage of concentration decreased. To apply this experiment to real life, average planters or farmers could be able to grow their plants without any added growth supplements and itd prove to grow sufficiently, due to the fact that the controlled experiment contained the healthiest growth.