SWOT Analysis for safety in the Delivery of Dialysis Services in Facilities & At Home.

What are the principles of Kaizen?

5.      Explain the 9 general steps in a Kaizen event.

6.      What are techniques to determine the voice of the customer?

7.      What is a SIPOC? Describe each element of a SIPOC

8.      What are the elements of a Swimlane value stream map? What should be added to each task box or note beyond the description of the task? What are the key metrics at the bottom of the Swimlane Value stream Map?

9.      What is Lean? What are the key elements of the lean transformation methodology?

10.    What is the lean concept of waste? What are the 8 forms of waste as defined in lean and be able to give an example of each.

11.    In lean terms – what is ‘lead time’?

12.    Explain Little’s Law. Be able to calculate lead time.

13.    What is WIP or work in process?

14.    Explain what process cycle efficiency means. Be able to calculate a PCE (process cycle efficiency).

15.    What is a pull system? What is the value of a pull system versus the typical way that work is distributed?

16.    What are the keys to creating an effective pull system?

17.    What is Kanban? What are the 3 rules of Kanban?

18.    What is the Lean 20/80 rule?

19.    Explain how both SOAP and REST based web services work and differences between them. Contrast these web services with messaging queuing middleware like IBM MQ or Java Messaging Services

20.    Be able to explain the value of a loosely coupled software architecture

21.    Explain what an architectural quantum is and how it applies to loose and tight coupling architectures

22.    What is an unstructured monolith architecture and why is it difficult to change?

23.    Explain the value of a layered monolith or an unstructured monolith.

24.    Explain how an ESB and services oriented architecture work and what value they bring to the services used in the application

25.    Explain what a microservice architecture is and how it enables loose coupling and the possibility of adding features on a daily basis to a major application.

Apply PESTEL analysis to identify the general environment trends impacting space launch. What are the most important to SpaceX’s strategy?

Evaluate the competitive forces for the space launch industry to identify the forces controlling its profitability (e.g., Five Forces analysis). Is SpaceX positioned for long-term profitability?

Explain why companies are adopting a Lean approach to business and how to conduct a Kaizen event to identify issues in current processes and drive out waste. Explain the role of IT in this process.

Explain the range of luxury seating pricing at American Airlines Center and Yankee Stadium. From a sports facility management stand point.

Consider the following as you read: Review the various jobs in the marketing organization. What areas appeal to you and why?

What do we mean by “purple pricing” as Northwestern University games? sports facility management

13. What are PSL’s ? Are these fair to the fans? sports facility management stance

Discuss three ways in which a company can protect it's Intellectual Property internationally.

Remember tailoring experts Frieda Oglesby, Rena Fitts, and Will Bertrand, who decided to go into business together? Their business, FitzWellby, is one that provides in-home measuring and fittings, and even on-site stitching, for busy executives who don't have time to take their clothing to tailor shops. The business was formed as a general partnership. Bob Strahan joined the partnership as a fourth general partner only one day before Bertrand inadvertently left a client's home unlocked while dropping off a garment; client Veronica Treadwell's home was subsequently robbed.

Treadwell prevails in the lawsuit she filed against FitzWellby; the three original individual partners are also deemed to be individually liable. Faced with the financial realities of this catastrophe, Oglesby, Fitts, Bertrand, and Strahan decide to dissolve the business.

•      What would have been the outcome of the Treadwell lawsuit for Oglesby and Fitts if FitzWellby had been a limited partnership, with Bertrand as the general partner?

•      What would be the distribution of the assets of FitzWellby, the general partnership?

•   How, if at all, would the distribution of assets be different if FitzWellby had been a limited partnership?

Harris, Pendleton, and McRae, certified public accountants, have operated their general partnership accounting firm since the 19 70s. Thom Harris is 68 years old, Lee Pendleton is 66, and Roberta McRae is 65. They have operated their partnership by way of an old-school approach, a handshake agreement, since their professional association was first formed (in spite of strong advice from legal counsel to the contrary).

Harris has been acting rather strange in recent months. Clients and support staff have been asking questions. Six weeks ago, Harris was discovered standing on top of his desk singing the 19 70s Rick Dees tune "Disco Duck," interspersing quacking sounds throughout his rendition of the disco classic. Harris no longer wears conservative business attire; instead, he has opted for a light blue leisure suit with white patent leather shoes. Currently, he can be found again standing on his desk, this time offering up his version of the 19 79 Sister Sledge anthem "We Are Family."

Pendleton and McRae are in the conference room considering their options and the future of their accounting business. They would like to terminate Harris's partnership, but they are unsure whether they have the legal right to do so. They are also struggling with the notion of an ethical obligation to try to work things out with Harris; after all, he has been their partner for over 30 years. Finally, they wonder whether they could end their professional relationship with Harris, without being required to dissolve the existing partnership and wind up the financial affairs of the business.

• Advise Pendleton and McRae of their legal rights: What are the reasons they can dissolve vs terminate a partnership?

Use only constitutional arguments to support your response.

In your discussion, present arguments for or against a law that restricts abortion by making it difficult for a woman to access. Is the State (in the US) infringing on a woman’s Right to Privacy by making abortion difficult to perform in the state? Why or why not? (2) How would you relate this law to the US Supreme Court decision in Roe v. Wade? (3) Is this law just, and does it infringe on a woman’s right to choose? Should abortion be a crime? Be insightful.

Wayne Schuller managed a warehouse in Minnetonka, Minnesota. His major concern was the number of workers to assign to his single unloading dock. After he began contracting with motor carriers for deliveries, he found that they were assessing him stiff penalties if their trucks had to wait to be unloaded. Wayne started adding larger crews at the unloading dock, but often they seemed idle because there were no trucks to unload. Wayne recalled from college that queueing theory might be applicable to such a problem. The theory of queueing is an analysis of the probabilities associated with waiting in line, assuming that orders, customers, and so on arrival in some pattern (often a random pattern) to stand in line. A common situation is that on average a facility may have excess capacity, but often it is more than full, with a backlog of work to be done. Often, this backlog has costs associated with it, including penalties to be paid or customers who walk away rather than wait. If a firm expands its capacity to reduce waiting times, then its costs go up and must be paid even when the facility is idle. Queueing theory is used to find the best level of capacity, the one that minimizes the costs of providing a service and the costs of those waiting to use the service. After some further research specific to his firm, Wayne determined the following facts:

1. Trucks arrive randomly at the average rate of four per hour, with a deviation of plus or minus one.

2. A team of two warehouse workers can unload trucks at the rate of five per hour, or once every 12 minutes.

3. A team of three warehouse workers can unload trucks at the rate of eight per hour, or once every 7.5 minutes. 4. A team of four warehouse workers can unload trucks at the rate of 10 per hour, or once every 6 minutes.

5. A team of five warehouse workers can unload trucks at the rate of 11 per hour, or once every 4.45 minutes.

6. The unloading times given in the preceding items (1–5) are average figures.

7. Each warehouse worker receives $14 per hour, must be paid for an entire shift, and—because of union work rules—can not be assigned to other tasks within the warehouse.

8. Because of its contract with the carriers, the Minnetonka warehouse must pay the motor carriers that own idle trucks at the rate of $60 per hour while the trucks stand idle, waiting to be unloaded.

Use a software package that enables you to perform queueing operations. Note that the variable defined as the number of servers (# servers) denotes the number of teams of workers and accompanying equipment working as a complete server. In the situation described, the number of teams or servers is always 1, although the number varies in terms of costs and output.

     Chapter 10 Case 10.1 "Minnetonka Warehouse"

1. For each of the four work team sizes, calculate the expected number of trucks waiting in the queue to be unloaded.

2. For each of the four work team sizes, calculate the expected time in the queue—that is, the expected time a truck has to wait in line to be unloaded.

3. For each of the four work team sizes, what is the probability that a truck cannot be unloaded immediately?

4. Which of the four work team sizes results in the lowest cost to Wayne?

5. Wayne is also considering rental of a forklift to use in truck unloading. A team of only two would be needed, but the hourly cost would be $38 per hour ($28 for the workers and $10 for the forklift). The two workers could unload a truck in 5 minutes. Should Wayne rent the forklift?

6. Disregard your answer to question 5. Labor negotiations are coming up, and Wayne thinks he can get the union to give way on the work rule that prohibits warehouse workers on the unloading dock from being given other assignments when they are not unloading trucks. How much would Wayne save in unloading dock costs if he could reassign warehouse workers to other tasks when they are not unloading trucks, assuming that he has picked a good team of workers and each worker works 8 hours a day?