(a) A firm has two independent stores operating in two markets. Each store experiences daily demand that is normally distributed with mean = 10 and std = 1. Assuming service level of 90% (i.e., z=1.28) and a lead time of one, what is the safety stock kept at each store? What is the total reorder point for the two stores combined?

(b) Now, the firm decides to consolidate the two stores into its two branches of a single firm such that the warehouse storage is centralized. Assuming the demand random variables at the two branches are independent, what is the distribution of demand experienced by the firm? What are the firm’s total safety stock and the recorder point (assuming service level of 90% and a lead time of one)?

(c) Following part (b), if the lead time increases to 3 days, what are the firm’s total safety stock and the recorder point?

(d) “In general term, while centralization has a downward pressure on the safety stock, it may actually raise the safety stock and reorder point.” Is this statement true? Explain.

Google with its 20,164 employees generates annual revenue per employee of $1,093,892 and annual profit per employee of $214,768. Convergys Corp. (CVG) 75,000 employees, on the other hand, is only able to generate annual revenue per employee of $38,855 and an annual profit per employee of -$1,344. Discuss the implications of the difference in RPE of Google and CVG. What can be the possible reasons for this difference?

Have you, or someone you are close to, ever been impacted by Academic Dishonesty (or a lack of academic integrity)? Describe and discussion the situation you experienced.

FRUGAL SANITARY TOWELS

ARUNACHALAM MURUGANANTHAM AIMS TO TRANSFORM THE LIVES OF INDIAN WOMEN WITH A FUNDAMENTAL INNOVATION

High school drop-out and welder Arunachalam Muruganantham has developed a low-cost sanitary towel the hard way. In India, only 12 percent of women can afford to use sanitary towels for their monthly periods, the rest making do with old rags and even husks or sand. As Muruganantham’s wife explained to him, if she bought the expensive sanitary towels on the market, the family would have to do without milk. But the cost for many women is infections and even cervical cancer. Muruganantham determined to find a cheap way of supplying Indian women with proper sanitary towels. In Indian society, however, the issue was taboo. The local hospital was unhelpful, and even Muruganantham’s wife and sisters refused to talk about the problem. A survey of college girls failed. Muruganantham’s prototypes were scorned by his wife. At his wits’ end, Muruganantham experimented on himself, carrying a bladder inflated with goat’s blood while wearing one of his own sanitary towels and women’s undergarments. His tests while walking and cycling around the village created a local scandal. His wife moved out. Muruganantham characterized the issue as a ‘triple-A problem – Affordability, Availability and Awareness’. But after four years of research, he finally built a machine for producing sanitary towels at less than half the price of those offered by rivals such as Procter & Gamble and Johnson & Johnson. The machines are cheap and handoperated, enabling small-scale local production by units employing six to ten women each. Muruganantham believes that the small businesses using his machines could create up to one million jobs: ‘The model of massproduction is outdated. Now it is about production by the mass of people.’ Muruganantham sells the machines to NGOs, local entrepreneurs, charities and selfhelp groups, who produce the sanitary towels without fancy marketing. A manual machine costs around 75,000 Indian rupees (£723, €868, $1084) – a semi-automated machine costs more. Often the women who make the towels are the best marketers, passing on the benefits by wordof-mouth. Towels are often sold singly rather than in bulk packets and are even sold through barter. Muruganantham explains the marketing: ‘It’s done silently and even the male members of their families don’t know.’ Slowly but surely his machines spread all over India with operations in 23 states. By 2015, his company, Jayaashree Industries, had expanded to 17 other countries including Kenya, Bangladesh, Nigeria, and Myanmar. He employs over 20,000 women in rural India and the enterprise has been valued at over a billion dollars by some analysts. Muruganantham has become a globally renowned frugal innovator and motivational speaker. His machine was entered in a competition for a national innovation award and came first out of 943 entries; he received the award by the then President of India. He was also ranked by Time magazine as one of 100 most influential people in the world in 2014 and was invited to give a lecture at Harvard. His wife has moved back in with him. Muruganantham was confident about the sustainability of his model: ‘We compete very comfortably with the big giants (such as Procter & Gamble). That’s why they call me the corporate bomber.

Q1

- Identify the various features of Muruganantham’s approach that make his sanitary towel business a typical or not so typical ‘frugal innovation?

Why do companies fall short when trying to encourage collaboration through internal crowdsourcing? More specifically why do you think they do not do a better job of telling the employees what happened to their ideas?

Explain how the various behavioral and team management techniques, methodology and task structure will be utilized most effectively to meet the requirements and objectives of the project. State which development path was chosen to complete the project and the reason for the selection. Identify the “character” of the project (standard, pathfinder, demonstration, etc.).

When running an internal crowdsourcing campaign, how do you know when you’ve hit “enough” ideas? I guess, is there a good metric to use to gauge when you should start evaluating the ideas?

evaluate the performance of the ceO of JCPenney from the perspective of (a) stockholders, (b)

employees, (c) customers, and (d) suppliers. What does this evaluation tell you about the ability of

the ceO and the priorities that he or she is committed to?

The catering manager of LaVista​ Hotel, Lisa​ Ferguson, is disturbed by the amount of silverware she is losing every week. Last Friday​ night, when her crew tried to set up for a banquet for 500​ people, they did not have enough knives. She decides she needs to order some more​silverware, but wants to take advantage of any quantity discounts her vendor will offer.

follows≻For

a small order

​(2 comma 0002,000

pieces or​ less) her vendor quotes a price of

​$1.801.80​/piece.

follows≻If

she orders

2 comma 0012,001

to

5 comma 0005,000

​pieces, the price drops to

​$1.601.60​/piece.

follows≻5 comma 0015,001

to

10 comma 00010,000

pieces brings the price to

​$1.401.40​/piece,

and

follows≻10 comma 00110,001

and above reduces the price to

​$1.251.25​/piece.

​Lisa's order costs are

​$200200

per​ order, her annual holding costs are

55​%,

and the annual demand is

44 comma 90044,900

pieces. For the best option​ (the best option is the price level that results in an EOQ within the acceptable​ range):

a. what is the optimum ordering quantity? (round to the nearest whole number)

b.what is the annual holding cost? (round to two decimal places)

c. what is the annual ordering cost? ( round to two decimal places)

d. what are the annual costs of the silverware itself with an optimal order quantity? (round to the nearest whole number)

e. what is the total annual cost, including ordering, holding, and purchasing the silverware? (round to two decimal places)

Chapter 7: Supervision

Case Activity 7: The Token Economy

What are your views concerning this case study? Write an essay.

When you’re on an airplane and it encounters turbulence or the flight is delayed, you want to know what’s happening. Not knowing makes you nervous. Employees also want to know what’s happening — what’s causing the bumpy ride. If people don’t understand, then anxiety mounts, trust declines and rumors fly. The next thing you see is morale plummeting and work not getting done. That’s why ongoing communication is so important.

            This case helps students to see that supervision goes beyond a one-on-one process, affecting the integration of individual and organizational goals. The new head of a substance abuse program has taken the job because he has strong ideas about how services should be provided and how members of the clinical staff should be treated.   Although he has explained his philosophy to all of the new hires, he has not convinced the therapists who were already on staff when he arrived. It soon begins to seem as though all of the staff members have lost their enthusiasm for the work.

            Students are asked what they would do if they were in this situation, but they are also asked to consider such questions as whether it is necessary for all staff members to accept common goals and practices and work as a team and whether employees need clear guidelines affecting their own work behaviors.

As a maintenance manager, your task is to apply project management tools and techniques
towards planning of your maintenance project. Think of your own project (for example,
refurbishing of a boiler plant) and report on how you would go about planning such a project.
Indicate all the equipment involved in your project, maintenance activities, allocation of human
resources and all costs involved. Show the following in the process of planning your project:
1. Project definition
2. Work breakdown structure
3. Cost Plan
4. Network diagram
5. resource chart

Discuss the current status of Medicaid Managed Care in Both Carolina. What are the benefits and challenges faced by this State and why? How is the state capitalizing on the benefits and how are they mitigating or responding to challenges? If your state does not participate, choose a state to discuss that does. Please include references

(human resources management question ) Explain how you would perform a job analysis in a corporation that has never had job descriptions. Utilize the appropriate online resources that support your answer. Your answer should be not less than 1 page and not more than 3 pages

(human resources management question ) Utilize the appropriate online resources, to explain how crucial is the concept of person-or-organizational fit for employees and organizational performance? Your answer should be not less than one page and not more than 3 pages.