Colorscope, Inc. provides prepress and imaging services to marketing and communication industries including custom color profiles, video production, animation, and collaboration services. Founded in 1976 and headquartered in Monterey Park, California, Colorscope also has offices in San Francisco, Seattle, and Shanghai, and has been a subsidiary of Quebecor World, Inc. since 2007.
Colorscope, Inc. provides prepress and imaging services to marketing and communication industries including custom color profiles, video production, animation, and collaboration services. Founded in 1976 and headquartered in Monterey Park, California, Colorscope also has offices in San Francisco, Seattle, and Shanghai, and has been a subsidiary of Quebecor World, Inc. since 2007.
Colorscope, Inc. provides prepress and imaging services to marketing and communication industries including custom color profiles, video production, animation, and collaboration services. Founded in 1976 and headquartered in Monterey Park, California, Colorscope also has offices in San Francisco, Seattle, and Shanghai, and has been a subsidiary of Quebecor World, Inc. since 2007.
Colorscope, Inc. provides prepress and imaging services to marketing and communication industries including custom color profiles, video production, animation, and collaboration services. Founded in 1976 and headquartered in Monterey Park, California, Colorscope also has offices in San Francisco, Seattle, and Shanghai, and has been a subsidiary of Quebecor World, Inc. since 2007.
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Company Overview
Colorscope, Inc. provides prepress and imaging services to marketing and communication industries. It creates custom color profiles, as well as supports and produces video contents. Colorscope also provides animation and collaboration services. The company was founded in 1976 and is based in Monterey Park, California with additional offices in San Francisco, Seattle, and Shanghai. As of June 6, 2007, Colorscope, Inc. is a subsidiary of Quebecor World, Inc.
Summary of color scope
The following case study of Johnson and Johnson will present how Johnson and Johnson faced a national crisis when in the fall of 1982 several bottles of Tylenol were laced with cyanide. This resulted in seven deaths around the Chicago area. The crisis became a national development almost immediately. Although the contaminated bottles were confined to the Chicago area this study will show how Johnson and Johnson managed the crisis on a national level. The study is presented to evaluate how Johnson and Johnson dealt ethically with the crisis. The decisions made by Johnson and Johnson were methodical and in the best interest of the public while sacrificing millions of dollars and possibly the downfall of the company. We will present the highest ethical standards Johnson and Johnson gave to this crisis. We will also present other ethical alternatives that Johnson and Johnson could have taken in this ethical crisis. Symptom of the Problem McNeil Laboratory was a division of Johnsons & Johnsons. In September 1982, seven people had died from a painkiller produced by the laboratory (Trevino & Nelson 2004). This painkiller was Tylenol and when ingested by those seven people in Chicago, they suddenly died. Tylenol, a leading painkiller, was under investigation to find out the root cause of these deaths. Root of the Problem The root cause of this problem was later uncovered from the investigation. It was known at first what the root cause of the poisoning was, and if it was internal or external sabotage (Trevino & Nelson 2004). After several weeks though, the investigators determined that the batch of pills were laced with cyanide. Cyanide comes in many forms. It is a colorless and odorless gas or crystal, which acts rapidly if ingested or are being exposed to it (CDC 2004). Once the cyanide is inside your body, the following symptoms may occur, up to and including death. People exposed to a small amount of cyanide by breathing it, absorbing.
we invented a tool named Color Scope for our projects. The essence of this approach is quite simple: during requirements analysis we use painting out of already worked out areas within one of five colors. green requirements are already implemented in application blue requirements are accepted for implementation (in our case, there is a user story for this and it is moved to pivotal tracker) yellow this point is not clear enough and needs discussion red this iteration wont include implementation of this feature grey this part is not valuable from the product perspective (used not so often)
