From The Power of Nice describe the Probe, Probe, Probe concept

6)  (10pts) Using the appropriate control chart, determine two-sigma control limits for each case:

1. An inspector found an average of 3.9 scratches the exterior paint of each of the

Automobiles being prepared for shipment dealer,

2. Before shipping lawn mowers to dealers an inspecto attempt to start each mower and

Notes any that do not start on the first try. The lot size is 100 mowers,  and an  average of 4 did not start (4 percent

The estimated times and immediate predecessors for activities in a project are given below in the table. Assume that the activity time are independent.

Task                           Predecessor                Optimistic   Most Likely   Pessemistic    

                                                                        Time (wks)    time (wks)     time (wks)

Architectural design                            --         10                  30                    45

Software                      Architectural design    13                  15                    23

Compilg                      Software                          2                  3                    4

Hardware                    Architectural design    15                  20                    25

Integration                   Software & Hardware   20                  22                    24

Bug fixes                     Integration                   3                    4                      11

a) Draw an activity-on-node network diagram for this project.

b) Identify the critical path and estimate the expected time to complete the project.

c) What is the probability of finishing this project in 77 weeks?

1. Read the following scenario and answer the question in 5-10 sentences.

You are the president of the American Construction Company (ACC), a company that contracts with builders to use its heavy construction equipment to move large items in to place for the building of commercial buildings (cranes to move large pieces of building frames, large furnaces or air conditioners, etc.). You typically buy your cranes and other equipment on credit and so have monthly payments for that equipment. You cover your costs and make some profit through the rental fees you charge the builders. There are two other companies in town that own equipment similar to ACC equipment and compete with you for contracts. In a meeting of your executive team, one of the members suggests that you do an extended "discount period" where you will price the rental of your equipment significantly below your monthly payments on the equipment to increase business. The suggestion is that once you have captured the business, you can then raise your prices slowly until you above your current price. Discuss this suggestion.

Hart Manufacturing makes three products. Each product requires manufacturing operations in three departments: A, B, and C. The labor-hour requirements, by department, are as follows:

During the next production period the labor-hours available are 450 in department A, 350 in department B, and 50 in department C. The profit contributions per unit are $30 for product 1, $25 for product 2, and $28 for product 3.

The estimated times and immediate predecessors for activities in a project  are given below in the table. Assume that the activity time  are independent.

Task                            Predecessor                   Optimistic   Most Likely   Pessemistic     

                                                                          Time (wks)    time (wks)     time (wks)

Architectural design                           --           10                  30                    45

Software                      Architectural design     13                  15                    23

Compilg                      Software                          2                    3                      4

Hardware                    Architectural design     15                  20                    25

Integration                  Software & Hardware   20                  22                    24

Bug fixes                     Integration                    3                    4                      11

a)  Draw an activity-on-node network diagram for this project.

b) Identify the critical path and estimate the expected time to complete the project.

c)  What is the probability of finishing this project in 77 weeks?

What are the leading theories of international trade?

Algol Rigel works with her brother Altair Rigel in a small tourism business known as Beacon Tours that operates in Tasmania. To promote the business Algol creates several vouchers. These vouchers confirm that for the first ten customers that bring the voucher plus a friend to the business premises on a weekday that they will be entitled to a tour of Port Arthur for an introductory price of $50. Normally such tours are conducted by Algol’s business at a price of $200 per person. The brochures are placed into a number of letter boxes in suburbs around Hobart and Launceston. The next Monday Horton Hearsawho arrives at the business with his friend Ned McDodd and they claim the right to be taken on the tour of Port Arthur that same day. Algol tells them that the vouchers were just promotional. Horton disagrees. Both are friends of yours and have sought your assistance.

Required:

Advise Algol and Horton using the principles of offer and acceptance

.

Questions to Consider:

•

Has a valid offer been made?

•

Has that offer been accepted?

•

How was acceptance to take place?

•

Is there agreement?

3) (20 pts) If you used a two-year moving average on the data below, how many iPhone’s would you expect to sell in 2019? What is the MAD for this forecasting method?

Year    iPhone sales (# of phones)

2014    125,000,000

2015    150,000,000

2016    169,000,000

2017    231,000,000    

2018    212,000,000

b) If you used a 3-year weighted moving average, how many iPhones would you expect to sell in 2019 if you assign weights of 20%, 30%, and 50% with the higher weights assigned to more recent forecasts?   

c) Between 2-year moving average and 3-year weighted moving average, which method would you choose, and why?

d) There are other forecasting methods different from (a) and (b) above.  Describe one, along with an advantage and disadvantage of using that method here.

The following information should be used when answering the provided questions below:- 1 Introduction Belaria Shoes was formed by two brothers who were passionate about diversity in cultures existing in Italy in early 1970s. At this time, the country was undergoing a period of rapid industrial growth and many companies were established that paid low wages and expected employees to work long hours in dangerous and dirty conditions. Workers lived in poor housing, were largely illiterate and had a life expectancy of less than forty years. The Belaria brothers held a set of beliefs that stressed the social obligations of employers. Their beliefs guided their employment principles – education and housing for employees, secure jobs and good working conditions. Belaria Shoes expanded quickly, but it still retained its principles. Today, the company is a private limited company whose shares are wholly owned by the Belaria family. Belaria Shoes still produce footwear in Petatown, but they now also own almost one hundred retail shops throughout Italy selling their shoes and ` IN SEMESTER (INDIVIDUAL) ASSIGNMENT Module Code: BUSS 1009 Module Name: Strategic Management Level: 3 Max. Marks: 100 Scaled down to 50 boots. The factory (and surrounding land) in Petatown is owned by the company and so are the shops, which is unusual in a country where most commercial properties are leased. In many respects this policy reflects the principles of the family. They are keen to promote ownership and are averse to risk and borrowing. They believe that all stakeholders should be treated fairly. Reflecting this, the company aims to pay all suppliers within 30 days of the invoice date. These are the standard terms of supply in Italy, although many companies do, in reality, take much longer to pay their creditors. The current Belaria family are still passionate about the beliefs and principles that inspired the founders of the company. Recent history Although the Belaria family still own the company, it is now totally run by professional managers. The last Belaria to have operational responsibility was Jock Belaria, who commissioned and implemented the last upgrade of the production facilities in 1991. In the past five years the Belaria family has taken substantial dividends from the company, whilst leaving the running of the company to the professional managers that they had appointed. During this period the company has been under increased competitive pressure from overseas suppliers who have much lower labour rates and more efficient production facilities. The financial performance of the company has declined rapidly and as a result the Belaria family has recently commissioned a firm of business analysts to undertake a SWOT analysis to help them understand the strategic position of the company. SWOT analysis: Here is the summary SWOT analysis from the business analysts’ report. Strengths Significant retail expertise: Belaria Shoes is recognized as a successful retailer with excellent supply systems, bright and welcoming shops and shop employees who are regularly recognized, in independent surveys, for their excellent customer care and extensive product knowledge. Excellent computer systems/software expertise: Some of the success of Belaria Shoes as a retailer is due to its innovative computer systems developed in-house by the company’s information systems department. These systems not only concern the distribution of footwear, but also its design and development. Belaria is acknowledged, by the rest of the industry, as a leader in computer-aided footwear design and distribution. Significant property portfolio: The factory in Petatown is owned by the company and so is a significant amount of the surrounding land. All the retail shops are owned by the company. The company also owns a disused factory in the north of Italy. This was originally bought as a potential production site, but increasingly competitive imports made its development unviable. The Petatown factory site incorporates a retail shop, but none of the remaining retail shops are near to this factory, or indeed to the disused factory site in the north of the country. Weaknesses High production costs: Italy is a high labor cost economy. Out-dated production facilities: The actual production facilities were last updated in 1991. Current equipment is not efficient in its use of either labor, materials or energy. Module Name Strategic Management (BUSS1009) – Semester – Spring 20 – CW 1 (Assignment) – Session D – QP MEC_AMO_TEM_034_01 Page 3 of 10 Restricted internet site: Software development has focused on internal systems, rather than internet development. The current website only provides information about Belaria Shoes; it is not possible to buy footwear from the company’s website. Opportunities Increased consumer spending and consumerism: Despite the decline of its manufacturing industries, Italy remains a prosperous country with high consumer spending. Consumers generally have a high disposable income and are fashion conscious. Parents spend a lot of money on their children, with the aim of ‘making sure that they get a good start in life’. Increased desire for safe family shopping environment: A recent trend is for consumers to prefer shopping in safe, car-free environments where they can visit a variety of shops and restaurants. These shopping villages are increasingly popular. Growth of the green consumer: The numbers of ‘green consumers’ is increasing in Italy. They are conscious of the energy used in the production and distribution of the products they buy. These consumers also expect suppliers to be socially responsible. A recent television programme on the use of cheap and exploited labor in Ethiopia was greeted with a call for a boycott of goods from that country. One of the political parties in Italy has emphasized environmentally responsible purchasing in its manifesto. It suggests that ‘shorter shipping distances reduce energy use and pollution. Purchasing locally supports communities and local jobs’. Threats Cheap imports: The lower production costs of overseas countries provide a constant threat. It is still much cheaper to make shoes in Ethiopia, 4000 kilometres away, and transport the shoes by sea, road and train to shops in Italy, where they can be offered at prices that are still significantly lower than the footwear produced by Belaria Shoes. Legislation within Italy: Italy has comprehensive legislation on health and safety as well as a statutory minimum wage and generous redundancy rights and payments for employees. The government is likely to extend its employment legislation programme. Recent strategies Senior management at Belaria Shoes have recently suggested that the company should consider closing its Petatown production plant and move production overseas, perhaps outsourcing to established suppliers in Ethiopia and elsewhere. This suggestion was immediately rejected by the Belaria family, who questioned the values of the senior management. The family issued a press release with the aim of re-affirming the core values which underpinned their business. The press release stated that ‘in our view, the day that Belaria Shoes ceases to be a Module Name Strategic Management (BUSS1009) – Semester – Spring 20 – CW 1 (Assignment) – Session D – QP MEC_AMO_TEM_034_01 Page 4 of 10 Petatown company, is the day that it closes’. Consequently, the senior management team was asked to propose an alternative strategic direction. The senior management team’s alternative is for the company to upgrade its production facilities to gain labor and energy efficiencies. The cost of this proposal is $37·5m. At a recent scenario planning workshop the management team developed what they considered to be two realistic scenarios. Both scenarios predict that demand for Belaria Shoes’ footwear would be low for the next three years. However, increased productivity and lower labor costs would bring net benefits of $5m in each of these years. After three years the two scenarios differ. The first scenario predicts a continued low demand for the next three years with net benefits still running at $5m per year. The team felt that this option had a probability of 0·7. The alternative scenario (with a probability of 0·3) predicts a higher demand for Belaria’s products due to changes in the external environment. This would lead to net benefits of $10m per year in years four, five and six. All estimated net benefits are based on the discounted future cash flows.

Question One: Using academic principles and examples from the above case, assess the following concepts:- (a) Strategy (b) Strategic planning (c) Strategy development.

Question Two : Belaria shoes wishes to develop a strategy for guiding its operations in future. (a) Classify and examine the main factors which are likely to shape and influence the values and strategy of the above organization? (b) Discuss the likely problems with mergers as a means of external growth.

i want the answer of Q2.

2. You are the operations director for Apple, and have to make decisions about the next-generation iPhone 9 that you are developing and hope to release in late 2020. Let’s put all of your operations skills together to figure out how to succeed here.   First, let’s look at some actual company data:

Year    iPhone sales

(# of phones)

2014    125,000,000

2015    150,000,000

2016    169,000,000

2017    231,000,000   

2018    212,000,000

a) What was Apple’s iPhone productivity in 2018?

b) By what % would productivity increase if your supply chain team reduced per-phone component costs by $10?

Please i wanr clear answer for below :

Re-write the following resignation letter in a professional and etiquette manner and clear

Hey boss:

Finally, is the hour that I has dreamed about 4 years ago where I inform you that I must resign immediately from my position as a counselor.

Three weeks ago, my supervisor informed me that you were criticizing my latest behavior and that you have accused me with violations of company policy by ignoring your orders. But it seems that you have forget that I am a human bean not your slave, and dictatorship atmosphere you eventually destroy you and you foolish employees.

I really regret for every hour I have spent at your company and I will not spend any minute in transferring my files to anyone else, I am sure that you will figure them out by yourselves if you can play chess effectively.

Finally, I will give you 8 days to transfer my savings to my bank account otherwise I will sue you and go to the media for stealing my savings

Bye-bye

Waiting Lines:

1. In today’s society how are we using queues in our daily lives and how are we influences by them?

2. Are there any companies you can think of that use queues in an innovative way?

3. What is the worst experience you had waiting line for something? Explain the process

4. Do you think that Disney could improve on their queue strategy? And if so, what could they do?

Please answer questions with a paragraph for each question, thank you!

1. Safeway supermarkets sells, among thousands of other items, delicious scrumptious bananas.  They’re fantastic, but spoil easily, so they can’t keep too many in inventory at a time.   Their temperture-controlled storage unit can hold 600 bunches of bananas, which is how much they order at a time.  Annual banana demand is 12,000 bunches.  The annual holding cost rate is $1.5 per banana bunch, and each order costs him $50 to place each order. Assuming a uniform rate of consumption:    

a)  How much does Safeway spend on total inventory with their current ordering policy?

b)  How much would Safeway save in inventory costs if they used an economic order quantity (EOQ) model for order quantities?