1) Discuss two challenges that companies from developing countries face in order to implement a quality management system.

2) what are some of the main causes of accidents in the workplace?

1. Argo Oil & Gas Company was loading a tanker with fuel oil when the loading hose snapped for an unknown reason and about 2,000 gallons of fuel oil poured into the Pacific Ocean. Argo was sued for this water pollution. Argo raised the defense that it had exercised the outmost due care, was not at fault in any way, and had not intended to pollute the ocean. What laws could be used to prosecute Argo? What are the potential penalties and overall outcome of the lawsuit?  

Give a marketing example of each component of marketing design:

1. A definition of the information that is needed.
2. The phases of the research should be designed using one of the three available designs: descriptive and/or causal, and exploratory.
3. The measurement scaling procedures must be identified and utilized:
4. Construct and pretest a proper form for data collection.
5. Identify and specify the sampling process and sample size.
6. The data should then be subject to analysis under a proscribed methodology.

5. CarPoint is a comprehensive consumer-oriented automotive web site offering users

complete car-buying and care information on all makes and models. It provides fast, convenient

access to detailed specifications and pricing information on both new and used

cars. It also provides reviews and advice from leading automotive writers, and personalized

maintenance and recall information. Ford Motor Company was CarPoint’s first

partner. Ford’s concept is to allow consumers to order any model car to their exact specifications

and receive immediate feedback on availability. Consumers are able to schedule

delivery and service at their local dealership, making it easier for consumers to buy cars

over the Internet.

Once a consumer decides what car she wants to buy, CarPoint locates an existing car,

regardless of where in the country it is, or they place an order for a new custom car to be

built at the factory and delivered to the consumer’s local dealership. During the process,

both the manufacturer and the dealer will get instant, online status reports on the order

from the time the order is placed until it is delivered to the customer.

Ford sees its advantage in better managing its order-fulfillment process. It streamlines

production and allows better inventory management through its supply chain.

b. List the steps in the Internet value chain, and discuss the time, quality, and cost of the

experience to the consumer.

c. What cost, quality, and time benefits will Ford likely encounter with their new

arrangement with CarPoint? What causes these benefits?

d. How will a service like CarPoint likely affect dealers’ behavior toward their customers?

Laura, a new graduate from Cornell Unversity’s School of Hotel Administration, could not believe her good luck. She was recently offered a new entrylevel position as an operations analyst at ARAMARK, one of the most admired U.S. companies, according to Fortune magazine (ARAMARK is a leader in professional services, providing award-winning food services, facilities management, and uniform and career apparel to health care institutions, universities and school districts, stadiums and arenas, and businesses around the world). The reason for Laura’s excitement was also because of the unique opportunity she was getting in her first assignment: she was going to Beijing during the 2008 Olympics to work for ARAMARK food services. Over the years, ARAMARK has provided food services to many large-scale events, including the last 13 Olympic Games. For example, during the 2004 Athens Olympics, ARAMARK worked with its partner, the Daskalantonakis Group (the leading Greek hospitality and tourism group), to provide meals for the largest Olympic Village in history. The Olympic Village in Athens hosted Summer Olympic and Paralympic Games participants, coaches, officials and Games personnel. ARAMARK and the Daskalantonakis Group served more than two million meals to participants, coaches, and officials throughout the 60-day duration of both the Olympic and Paralympic Games. Some of the other large-scale food service events managed by ARAMARK included serving over 340,000 motor fans who attended one of the biggest events in Spain last year: the Spanish Formula 1 Grand Prix in Barcelona. More than 1,100 ARAMARK employees served attendees more than 9,000 fruit dishes, 120,000 sandwiches, 40,000 hot dogs, and 40,000 cups of coffee during the three-day event. Some specialty gourmet dishes were also served, such as barbequed lamb steak, pumpkin and orange soup, and sole rolls with shrimp cream. While preparing for her job interview, Laura had become aware of the large scale of ARAMARK’s food service engagements. However, nothing had prepared Laura for the scale of the Beijing 2008 Olympics food service operations; Laura and all the other new employees had received a pre-event memo from their new boss, which stated that the ARAMARK team would be responsible for serving 3.5 million meals during the event (or 10,000 people per hour) that would not only pack a punch for peak performance but had to have the smells and tastes of home. The food service operations would have a staff of nearly 7,000—including some 230 chefs from 10 countries— to feed almost 65,000 athletes, coaches, officials, and members of the media throughout the Olympics. The memo further stated that ARAMARK’s biggest challenge would be to ensure that the food arrived at the right time, at the right temperature, and in the right quantities. In addition, dining during the Olympics would also be a social experience. Therefore, ARAMARK had to ensure that the athletes and visiting dignitaries got the highest quality service for a great experience. The memo also included a table (see Table 12.4), which listed some of the key inventories that needed to be managed to ensure that the food service operation was successful. After going through the memo and the attached table, Laura wondered if she should still feel lucky or she should start panicking. Her job was to support the assistant director in effectively managing inventory for the food service operations. She wondered if she could apply the concepts she learned about lean enterprise in her final semester operations management class to this first “real-world” job. Table 12.4 Inventory for 2008 Beijing Olympics Food Service Operations To serve a “world menu” of more than 800 recipes throughout the Games requires: • 93,000 pounds of seafood • 130 tons of meat • 38,000 pounds of pasta (dry) • 134,000 pounds of rice (about 20 million half-cup servings when cooked) • 743,000 (or 232 tons) potatoes • 800,000 (or 44 tons) eggs • 1 million apples • 936,000 bananas • 312,000 oranges • 684,000 carrots • Nearly 24 tons of onions • 50,000 pounds of mushrooms • 57,000 pounds of cheese • 190,000 loaves of bread • 5,500 pounds of butter • 16,000 pounds of tofu • 20,000 heads of lettuce All those ingredients will create a rotating menu of: • 320 hot main entrée dishes • 160 vegetable and potato dishes • 128 rice and pasta dishes • 400 different dessert, pastry, and bakery items

QUESTIONS

1. What are the unique aspects of inventory management in large-scale food services such as ARAMARK’s Olympic Games operations?

2. What lean production concepts can Laura apply in the above context? What challenges will she face?

3. What are the limits to applying lean principles in large food service operations such as ARAMARK’s Olympic Games operations?

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Communication Styles,

Advising,?

Deflecting?

Probing?

Reflecting?

Chapter 12 Discussion questions: Ethics

Discuss lying.

Discuss cheating

.Discuss a person’s word.

Discuss stealing.

PRODUCT QUALITY LEADERSHIP – is where a company aims to provide the best quality product in the market, and therefore charges more than its competitors. These companies are usually market leaders. Pricing objectives for particular products or services can also vary according to the stage in the product life cycle.

Identify a non-tech brand that appears to follow the product-quality leadership pricing objective. Support your selection

Please choose ONE non-tech brand company and answer in paragraph form.

L. Houts Plastics is a large manufacturer of​ injection-molded plastics in North Carolina. An investigation of the​ company's manufacturing facility in Charlotte yields the information presented in the table below. How would the plant classify these items according to an ABC classification​ system?

​(Round

dollar volume to the nearest whole number and percentage of dollar volume to two decimal​ places.)

Provide examples of each of the eight types of waste described in this chapter for the following service operations:

Types of wastes: Waste resulting from overproduction, setup time, processing time, waiting time, transportation, movement, inventory, poor quality

1. A supermarket

2. A campus cafeteria

3. A library

4. A dentists office

May i please get a positive feedback about the comment below.

Money is often seen as a barrier to why companies have not started using data analytics software. So, what are the barriers keeping companies from utilizing the software that has proven to pay for itself in relatively short periods of time? The software has allowed companies to gain insights and create decisions based on big data analytics.

Companies that want to gain insight in forecasting successfully must effectively use data analytics software, and not focus on cost. The software can take data and create usable information that will drive sales and understand the movement of inventory and the buying powers of consumers. Companies cannot restrict their growth because they are unable to dismantle information when the software is available to process the data. New technology cannot be a barrier, because of lack of training because often in-house IT employees are capable of understanding new software/data systems that are already part of their staff.

The barriers of people, technology, and processes can limit a company’s growth, and finding a way to bypass these obstacles should be a focus of company executives if they want to grow and expand their business. Leadership often become barriers when presented with new ideas and changes in the workforce. Technology can be a barrier when companies are hesitant in making changes, often relying on existing legacy systems that are outdated and not able to process data. Company leaders and executives must understand that the way data is often processed underutilized and can often be overlooked, especially if only partial information is being analyzed. Any of these barriers can create hesitation for company executives to invest in new data; if the adoption of the current data analytical systems was not producing an output that increased sales or the operation of a company, why would an executive want to invest in new software.  

Company executives must understand that technology is continuously changing and that creating a system that can communicate with both suppliers and vendors is essential in the growth and development of its operations. Understanding the importance of having a competitive advantage and using the Buy, Make, Move and Sell lever; should remove the hesitations of using analytical data and drive companies to invest in their future with the new smarter software.

M. P. VanOyen Manufacturing has gone out on bid for a regulator component. Expected demand is

700700

units per month. The item can be purchased from either Allen Manufacturing or Baker Manufacturing. Their price lists are shown in the table. Ordering cost is

​$5555​,

and annual holding cost per unit is

​$66.

​a) What is the economic order quantity if price is not a​ consideration?

nothing

units

b) which supplier should be used?

c) what is the optimal order quantity?

d) total cost?

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