Suggest 3 ways to increase committee bonding and plan a pre-fest providing all the necessary details. Consider the committee is of around 125 people and the pre-fest will be hosted by the committee which will have contingents from different colleges from all over India. Take into concepts of event management.

What do cashier-less stores have to do with communication, the internet, intranet, and extranets? Please no plagiarism, post reference

The following data (read the data down first and then over to the right) represent the weekly accounts receivable balance (in $1000) of a hardware distributor over a 30-week period.

1. Set up a (individuals) control chart on the accounts balance and a moving range chart (i.e. calculate the appropriate centerline and control limits). Plot the charts and supplement the individuals control chart with supplementary runs rules (i.e. apply the Western Electric runs rules for detecting non-random patterns on control charts). Note: Use the X-Y chart in Excel to plot the control charts.
2. Were there any out-of-control points identified in part (a)? If so, assume a special-cause explanation can be given to the associated point(s).
3. From the result of part (b), what are the appropriate prospective/trial limits for the charts?

The monthly sales for Yazici​ Batteries, Inc., were as​ follows:

Month

Jan

Feb

Mar

Apr

May

Jun

Jul

Aug

Sept

Oct

Nov

Dec

Sales

21

21

15

12

11

16

16

18

22

21

20

24

This exercise contains only parts b and c.

​b) The forecast for the next month​ (Jan) using the naive method​ =

nothing

sales ​(round your response to a whole​ number).

The forecast for the next period​ (Jan) using a​ 3-month moving average approach​ =

nothing

sales ​(round your response to two decimal​ places).

The forecast for the next period​ (Jan) using a​ 6-month weighted average with weights of

0.10​,

0.10​,

0.10​,

0.20​,

0.20​,

and

0.30​,

where the heaviest weights are applied to the most recent month​ =

nothing

sales ​(round your response to one decimal​ place).

Using exponential smoothing with

alphaα

​=

0.35

and a September forecast of

20.00​,

the forecast for the next period​ (Jan) =

nothing

sales ​(round your response to two decimal​ places).

Using a method of trend​ projection, the forecast for the next month​ (Jan) =

nothing

sales ​(round your response to two decimal​ places).

​c) The method that can be used for making a forecast for the month of March is

▼

.

Case 11–3 Carmichael Corporation

Amanda Tellford, purchasing manager for Carmichael Corporation, became increasingly concerned about the purchase of MS-7, a special ingredient used in Stimgro, one of her company’s new products. It appeared that a major cost increase might threaten the product’s profit- ability, and Amanda was anxious to explore any alternatives that promised at least some cost relief.

CARMICHAEL CORPORATION

Carmichael Corporation was the U.S. subsidiary of Carmichael International, a UK-based producer of veterinary products and feed additives. Total U.S. sales were expected to be about $20 million with profits before taxes of about $1.2 million. Carmichael occupied a special niche in the market, offering small-volume specialty products that the bigger producers considered uneconomical. However, if sales of these products grew, the possibility existed that a larger producer might become interested. Carmichael had an exclusive distribution agreement with three distributors who covered all parts of the United States. Each distributor sold Carmichael products to feed stores, cooperatives,

and farm supply stores, which, in turn, sold to the farmer. For Stimgro the pricing structure through the distribution chain was approximately as follows:

(Stimgro) Carmichael ->$360 -> Distributor -> $520 -> Feed Store - >$780 - > Farmer

The Carmichael plant located in Chicago employed about 70 hourly rated people. The premises were leased and primary activities involved the mixing of ingredients and the bottling and packing of finished products. About half of the $8 million worth of ingredients was imported from the UK parent; the remainder and all packaging were purchased in the United States. The executive team consisted of Tim Paterson, president and treasurer; Charles Godfrey, sales manager; Amanda Tellford, manager of accounting and purchasing; and Andrew Hartwick, plant manager.

Carmichael Corporation concentrated on poultry medicines and feed additives. Three years earlier, Carmichael had introduced Stimgro, a feed additive for young turkeys, which had shown unusual promise in promoting rapid, healthy development in birds less than one month old. Shortly there

after, a competitor, Brisson, introduced a similar product. Because Brisson, like Carmichael, had its own exclusive distributors, Brisson’s entry into the market did not result in lower Stimgro sales for Carmichael. Small specialty producers like Carmichael and Brisson did not compete on price or manufacturing cost. Their big concern was finding new products to sell and making sufficient profit before the prod- uct was taken over by a larger company or lost its market appeal. Carmichael and Brisson had about equal shares in the Stimgro market with annual sales of about $1.4 million each.

Carmichael imported the two primary ingredients for Stimgro from its UK parent and mixed and packaged them in the Chicago plant. The manufacturing cost for Stimgro is shown in Exhibit 1. Carmichael’s selling price of Stimgro was $360 per kilogram. Amanda Tellford had tried to find a North American source for MS-7 over the past few years but had found that all potential sources, pharmaceutical, and specialty chemical firms had declined serious interest. They claimed the volume was far too low, and the price would have to be at least $800 per kilogram before they could be persuaded to manufacture MS-7.

Exhibit 1

(cost/kg)

MS-7 (500 grams) - $100

Other ingrediants (500 grams) - $48

Packaging – 4

Labor – 8

Overhead – 20

Total - $180

BRISSON

Brisson Corporation was a U.S.-owned manufacturer of products similar to those marketed by Carmichael. Brisson’s range of products was greater than Carmichael’s, and its annual sales volume was about $24 million. Brisson had originally obtained its MS-7 from a UK competitor of Carmichael International, but in the spring of the current year it had placed orders for equipment to manufacture its own MS-7. This action had surprised Amanda Tellford because, like Carmichael, Brisson had been relatively poorly prepared to take this step. For example, the North American market demand for MS-7 was limited to its use by Carmichael and Brisson. Although future growth might show a healthy increase, total current market demand certainly did not warrant the $1 million investment Brisson had to make.

Moreover, MS-7 was tricky to produce, requiring very careful temperature, pressure, and timing control. The main equipment item was a large glass-lined autoclave ingeniously instrumented and constructed to deal with the unusual demands of MS-7 production. The autoclave was normally a fairly general-purpose type of equipment in the chemical industry. However, the special conditions required for the manufacture of MS-7 made this reactor a special-purpose tool, certainly overdesigned and overengineered for the other uses to which Brisson might apply it. MS-7 manufacture was a batch production process, and the expected capacity of the equipment was about 40,000 kilograms per year based on two-shift operation.

In Amanda Tellford’s eyes, Brisson’s action affected her own purchases of MS-7, which up to this point had been at an advantageous transfer price from the UK parent. Although the exact impact was still not entirely clear, she expected at least a 40 percent increase in her laid-down cost. Amanda had no doubt that Brisson would aggressively seek customs protection from undervalued MS-7 imports and that at least a 20 percent duty would be applied on the American selling price.

Amanda Tellford, therefore, requested information from the parent company concerning manufacturing costs of MS-7. She added several other data from her own knowledge and prepared the following summary:

Summary of MS-7 cost and price data :

Minimum equipment outlay installed; $1 million

Delivery on equipment : 9–12 months

UK normal market price : $224/kg

Our laid-down current cost from Carmichael, UK : $200/kg

Carmichael (UK) out-of-pocket cost (material, labor, and variable overhead) : $160/kg

Estimated minimum laid-down cost in Chicago after Brisson starts production : $280/kg

Amanda Tellford went to see Charles Godfrey, Carmichael’s sales manager, to discuss possible sales requirements for the future. Charles said, “It’s really anybody’s guess. First, it depends on the popularity of turkeys. We are banking on continued growth there. Second, as soon as the feed compa- nies can develop a suitable substitute for our product, they will go for it. We appear to be very expensive on a weight basis, although research and actual results show we represent excellent value. It takes such tiny quantities of Stimgro to improve the overall quality of a mix that it is difficult to believe it could have any impact. More competition can enter this market any day. We are just not large enough in the U.S. market to have any strong promotional impact. Each of our product lines is specialized, of relatively small volume, in an area where the big firms choose not to operate. Should a larger firm enter this market, they could flat- ten us. Now you tell me how to turn this into a reasonable forecast.”

Amanda Tellford replied, “I’m glad that’s your problem and not mine, Charles. Anytime you feel you’re ready to put some figures down, please let me know, because it may become very important for us in the near future.”

In looking over past figures, Amanda estimated that the second half of this year’s requirements would total about 1,000 kilograms of MS-7. Amanda decided that she had better think out the effect that Brisson’s decision to make MS-7 might have on her future purchasing strategy.

Case 11-3: Carmichael Corporation

Discussion Questions:

1. What impact will Brisson’s decision to manufacture MS-7 have on the cost structure of Stimgro for Carmichael?
2. Should Amanda Tellford do anything at this stage?
3. What alternatives are open to Amanda Tellford?
4. What are the advantages and disadvantages of each alternative?
5. What is the cost structure for Stimgro and the margin?
6. Since Stimgro is very profitable, with a good margin, why does it matter if the cost of MS-7 increases?

Main Question:

7. As Amanda Tellford, what alternatives would you consider regarding MS-7? Which alternative would you pursue and how would you go about it?

1. Identify and describe how the environment affects organizations and how organizations adapt to their environment. Competitive Forces "FOR HARDEE'S"

MOST POPULAR : Business Analyst Interview Question:

1.Explain Traceability

2.Explain change Management

3.What is a change Request

4.How will you handle a change request?

EXPLAIN THE ADVANTAGES AND DISADVANTAGES OF EMPLOYING HOME COUNTRY, HOST COUNTRY, AND THIRD COUNTRY MANAGERS.

A system has five workstations (A, B, C, D, and E) connected in sequence, with process times of 5, 10, 4, 9, and 8 seconds per unit each, respectively.  Each workstation contains a single machine.

1. which workstation is the bottleneck of the system:

          a.   Workstation A

          b.   Workstation B

          c.   Workstation C

          d.   Workstation D

2. the system process time of this process is:

          a.   5.1 seconds                                                                             

          b.   10 seconds

          c.   15 seconds

          d.   36 seconds

3. assume Workstation B now contains two machines, each of which can process a 1 unit every 10 seconds.  What is the throughput time of this process?

          a.   9 seconds                                                                                

          b.   10 seconds

          c.   36 seconds

          d.   46 seconds

MOST POPULAR : Business Analyst Interview Question

1. Describe A Time When You Improved A Business Process

2.Six Ways To Manage Conflicts Between Stakeholders

3.How Do You Conduct A Gap Analysis?

4.What Is Business Process Mapping?

MOST POPULAR : Business Analyst Interview Question:

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4.Explain Use Cases?

9.3. Jean Clark is the manager of the Midtown Saveway Grocery Store. She now needs to replenish her supply of strawberries. Her regular supplier can provide as many cases as she wants. However, because these strawberries already are very ripe, she will need to sell them tomorrow and then discard any that remain unsold. Jean estimates that she will be able to sell 10, 11, 12, or 13 cases tomorrow. She can purchase the strawberries for $3 per case and sell them for $8 per case. Jean now needs to decide how many cases to purchase.

Jean has checked the store’s records on daily sales of strawberries. On this basis, she estimates that the prior probabilities are 0.2, 0.4, 0.3, and 0.1 for being able to sell 10, 11, 12, and 13 cases of strawberries tomorrow.

WHAT ARE SOME BARRIERS TO ENTERING THE INTERNATIONAL MARKET? PROVIDE EXAMPLES.

Case Study Instructions: Read this case study and answer the questions that follow: Virgin was founded in 1970 by Richard Branson and is classified as a holding company for multiple ventures under the Virgin Group. When it comes to innovation Virgin is one of the top companies in the world. What began as a mail order record company has evolved into one of the most diverse companies in existence. Virgin invests in and builds companies that revolve around delivering fantastic customer experience and change the scope of industries. They do everything from space tourism to air travel, make comic books and video games. The company now holds over 200 companies and operates in 29 countries. They’ve found that the most successful ideas they get are the ones that are marketing, sales, and customer focused, sit under the Virgin brand, have a well-defined and differentiated customer offer and oftentimes are delivered in partnership with experts in their field.
Virgin takes the ideas it gets and boils them down into several categories. Anything that doesn’t quite fit into an existing company gets sent to corporate development for review. They take the time to read and respond to every proposal. They do not disclose how rewards are awarded but there are substantial ones for good ideas that are implemented. Internally Virgin also sources business plans and ideas from employees. Once a flight attendant had an idea. It got presented to the CEO and before long she had a considerable role in starting up Virgin Brides (which beyond being a fantastic idea didn’t quite work out in the market place). It’s incredible that a flight attendant can have an idea that makes it that far in a company. Notice that Virgin has over 200 companies under it. If you stop for a second you’ll realize just how massive that number is. That is a lot of innovation for a company only 40 years old. Financially they do quite well so obviously something has been working out for them. Not a lot of firms innovate this much or support this much innovation but that’s kind of the key – they don’t just source great ideas, they act on them. Sourcing this many fantastic ideas isn’t easy – it’s a lot of hard work for the company and they have to devote time and resources to going through all of them never mind actually taking the time to respond. But it shows that they care and that they’re serious about this. All great innovations come from an idea. Some go so far as to say it’s the most important part of the process (Seth Godin would likely disagree and say that shipping is the most important). Some companies looking at Virgin’s requirements might find them surprisingly strict, others surprisingly loose. No matter how you view it the only thing that remains true at the end of the day is that Virgin’s strategy works – and it works well.

Required:
Business excellence is about strategy. From the case study which strategies has Virgin used to achieve continuous creativity and innovation.