OPERATION MANAGEMENT
2nd Edition
ISBN: 9781260242423
Author: CACHON
Publisher: MCG
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Chapter 17, Problem 5PA
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To determine: The interarrival time for combined firm LARA-FPA.
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Here is the article's title by Murray Stassen about the current event:
Clemens Trautmann promoted to President of Deutsche Grammophon and New Business Strategy
This assignment requires the use of the concepts and theories learned to analyze a current event in the business world. It needs to be relevant to strategic management and has the quality of analysis of the situation from the article.
From this situation, which of these concepts and theories could be applied to?
* Five Generic Competitive Strategies:
+ Broad Low-Cost Strategy
+ Broad Differentiation Strategy
+ Focused Low-Cost Strategy
+ Focused Differentiation Strategy
+ Best-Cost Strategy
* Ethical Universalism
* Ethical Relativism
* Corporate Social Responsibility
Identify the causes of the problem.
-Start by Reviewing the Inputs box in the Organizing Framework to help you identify the causes of the problem in this case. First identify the person factors and then situation factors as inputs.
-Then move to the Processes box in the Organizing Framework and review the potential causes among individual level, team level and organizational level factors.
-For each cause explain why this is a cause of the problem. For each cause ask yourself “why” is this a cause to the problem we identified. Remember that asking why multiple times will help you find the root cause of the problem.
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- 6. Develop a POQ solution and calculate total relevant costs for the data in the following table. Period 1 2 3 4 5 6 7 8 9 10 11 12 Gross requirements 30 40 30 70 20 10 80 50 Holding cost =$2.50/unit/week Holding cost =$2.50/unit/week; setup cost =$150setup cost =$15 0; lead time =1 week lead time =1 week; beginning inventory =40beginning inventory =40.arrow_forward5. Develop a lot-for-lot solution and calculate total relevant costs for the data in the following table. Period 1 2 3 4 5 6 7 8 9 10 11 12 Gross requirements 30 40 30 70 20 10 80 50 Holding cost =$2.50/unit/week Holding cost =$2.50/unit/week; setup cost =$150setup cost =$15 0; lead time =1 week lead time =1 week; beginning inventory =40beginning inventory =40.arrow_forward4. The demand for subassembly S is 100 units in week 7. Each unit of S requires 1 unit of T and 2 units of U. Each unit of T requires 1 unit of V, 2 units of W, and 1 unit of X. Finally, each unit of U requires 2 units of Y and 3 units of Z. One firm manufactures all items. It takes 2 weeks to make S, 1 week to make T, 2 weeks to make U, 2 weeks to make V, 3 weeks to make W, 1 week to make X, 2 weeks to make Y, and 1 week to make Z. Construct a net material requirements plan using the following on-hand inventory. Item On hand inventory Item Inventory On hand S 20 W 30 T 20 X 25 U 40 Y 240 V 30 Z 40arrow_forward
- 3. WestJet’s daily flight from Edmonton to Toronto uses a Boeing 737, with all-coach seating for 120 people. In the past, the airline has priced every seat at $140 for the one-way flight. An average of 80 passengers are on each flight. The variable cost of a filled seat is $25. Katie Morgan, the new operations manager, has decided to try a yield-revenue approach, with seats priced at $80 for early bookings and at $190 for bookings within one week of the flight. She estimates that the airline will sell 65 seats at the lower price and 35 at the higher price. Variable cost will not change. Which approach is preferable to Ms. Morgan?arrow_forward2. A large Saskatchewan feed mill, B. Swart Processing, prepares its sixty-month aggregate plan by forecasting demand for 50-pound bags of cattle feed as follows: January, 1000 bags; February, 1200; March, 1250; April, 1450; May, 1400; and June, 1400. The feed mill plans to begin the new year with no inventory left over from the previous year, and backorders are not permitted. It projects that capacity (during regular hours) for producing bags of feed will remain constant at 800 until the end of April, and then increase to 1100 bags per month when a planned expansion is completed on May 1. Overtime capacity is set at 300 bags per month until the expansion, at which time it will increase to 400 bags per month. A friendly competitor in Alberta is also available as a backup source to meet demand—but can provide only 500 bags total during the six-month period. Develop a six-month production plan for the feed mill using the transportation method. Cost data are as follows: Regular-time…arrow_forwardFor the following monthly demand forecast develop an aggregate plan when a) 55 units per day is produced and unmet demand is backordered. b) 42 units per day is produced and overtime is used when needed. Month Demand Production Days 1 1175 20 2 1600 22 3 1300 21 4 900 21 5 900 19 6 1000 22 item cost Inventory carrying cost $ 5 per unit per month Subcontracting cost per unit $20 per unit Average pay rate $10 /hr ($80 per day) Overtime pay rate $17/hr (above 8 hrs/day) Labour-hours to produce a unit 1.6 hours per unit Cost of increasing daily production rate (hiring and training) $300 per unit Cost of decreasing daily production rate (layoffs) $600 per unit Backorder $10 per unitarrow_forward
- Try to think about organizational specific challenges and pathways in developing a performance management process for is cleaners and Cigna Accredo pharmacy In the context of KS Cleaners, critically evaluate the availability of any prerequisites to implementing a performance management process. Provide a detailed discussion of both the responsibilities of the manager and the responsibility of the general duty employees during the performance execution phase. Explain the process that Kevin should use to get information when he is developing the performance assessments for the general duty employees and help answer the question. Discuss the importance of the HR role in the Strategic Planning Process.arrow_forward: Dene the problem.A. Look rst at the Outcomes box of the Organizing Framework to help identify theimportant problem(s) in this case. Remember that a problem is a gap between adesired and current state. State your problem as a gap and be sure to considerproblems at all three levels. If more than one desired outcome is not beingaccomplished, decide which one is most important and focus on it for steps 2 and 3.B. Cases have key players, and problems are generally viewed from a particular player’sperspective. You need to determine from whose perspective—employee, manager,team, or the organization—you’re dening the problem. In this case you’re asked toassume the role of the board of directors for Boeing (they have ultimate responsibilityfor the entire organization).C. Use details in the case to determine the key problem. Don’t assume, infer, or createproblems not included in the case.D. To rene your choice, ask yourself, why is this a problem? Explaining why helps reneand focus your…arrow_forwardQuestion 5 Which of the following is a hazardous task that the worker should refuse to do? Question 5 options: A) A worker is asked to repair the siding on a house from an extension ladder 15 feet above the ground B) A worker is asked to use a band saw even though the mechanism to adjust the sliding guard on the saw is stuck and can't be moved C) A worker who has not received any training on how to safely handle biological hazards is asked to rush emergency blood and urine samples to the lab D) All of the above Question 6 The range of fuel vapor concentrations where a fire can occur is referred to as: Question 6 options: A) The ignition range B) The flammability limits C) The flammable range D) The saturation vapor range…arrow_forward
- Question 27 Which of the following statements is INCORRECT? Question 27 options: A) A worker should consider wearing a hard hat if it is required by the employer B) A worker wears a hard hat to reduce the risk of injury from falling objects C) A worker must wear the type of hard hat that the employer stipulates D) A worker can take off their hard hat when leaving the workplace E) A and Carrow_forwardCompare and contrast a badly designed job vs. a well-designed job.arrow_forwardIntelligent Cookies Inc. (ICI) sold $30,000,000 of product in a year that had a cost of goods sold of $10,000,000. The average inventory carried by ICI was $500,000. On average, it takes 35 days for ICI’s customers, such as grocery stores and restaurants, to pay on their accounts. ICI buys ingredients, including flour, spices, and eggs, from its vendors on credit, and ICI takes about 40 days to pay its suppliers. How many days is ICI’s cash conversion cycle?arrow_forward
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