Q2. In the production of heat exchangers (water heater), piece pipes are produced to be bent with 5 copper pipe cutting machines. Respectively;

A. number of defective products in the pipe bending machine 12
B. number of defective products in pipe bending machine 16
C. number of defective products in pipe bending machine 52
D. number of defective products in pipe bending machine 29
E. number of defective products in pipe bending machine 10
The number of faulty products due to other reasons is 6.
In order to improve the production, observation values ​​were taken from the copper pipe cutting machine with the lowest number of faulty products. Design length measurement value of the produced part was determined as L = 63.0 ± 0.8 mm.

a) Visualize the situation in pipe cutting machines by using Pareto analysis method according to the number of faulty products (15 points).

b) In the production of heat exchangers (water heater), it was decided to use an optical measurement system to obtain the measurement values ​​from the copper pipe cutting machine, which has the lowest number of faulty products, to improve the production. With the measurement system, a total of 40 (forty) observation values ​​were taken during the 8 (eight) hour shift, 5 (five) samples every 60 minutes. Obtained observation values ​​were analyzed with “Frequency Distribution Analysis Method”. Since the class clearance value is 0.6, estimate the Standard Deviation value of this process (20 points).

c) Calculate the potential C_p and actual C_pk adequacy indices of the process (35 points), since the arithmetic mean of the observation values ​​is 63.3.

For n = 5, d2 = 2,326 will be taken!

How Does Digital Transformation Happen?

The Mastercard Case

Taking on Cash

“One of the biggest things we did was to redefine our competition. Once we got [that] right, then the vision of the company became very clear.”

Ajay Banga, CEO, Mastercard1

Although news headlines warn established companies that they must “disrupt or be disrupted”, the meaning of digital transformation continues to elude most business leaders. Does it mean becoming a social network like Facebook, an information platform like Google, a booking exchange like Uber, or a messaging service like WeChat? What examples exist of successful digital transformations, and what do firms do to make it happen?......................................

• Why did the share price of MC rise faster than that of Visa between 2010 and 2017 even though Visa reported $6.3 billion more in revenues in 2017?
• Is it possible to compete with cash?
• What in MC’s approach to innovation works well? What does not work well?
• Should the Smart Stickers concept go ahead or be stopped?
• What is an ‘adaptive ecosystem’ and why did MC adopt such a strategy?
• What role did adaptive ecosystems play in MC’s transformation?

Question 1: Multiple Choice

1. ­­The standardization of the IT infrastructure includes the following:

1. standardization of hardware and software
2. the consolidation of global data centers
3. decision for a standard ERP software
4. All of the above                   

2. Which of the following is an example of business-to-consumer electronic commerce?

1. Brenda files her income tax online.       
2. Juan buys Kevin's guitar on eBay.com
3. Reuben buys a pair of shoes on Yebhi.com
4. All of the above

3. Use of digital technology and internet to drive major business processes

1. E-Commerce                   c. E-Government
2. E-Business                       d. All of the above                   

4. The bullwhip effect applies to the following:
   1. It is the oscillation of demand
   2. Demand grows with increasing distance from the end customer.
   3. a & b
5. Hadoop can be described as

1. Cost-effective technology for the parallel processing of large amounts of data
2. This uses clusters of commercial computers.
3. MapReduce is an open source interface to Hadoop.
4. All of the above

6. Sentiment analysis is NOT concerned with

1. The analysis of emotions, opinions, assessments, and attitudes of individuals towards organizations, products, services, topics, events, questions.
2. Texts of individual persons and can thus is unable to provide personality profiles to specific views, values and topics.
3. A Twitter text analysis on the topic will provide a series of statements
4. Individual terms or phrases.

7. __________accesses multi- dimensional or relational data from the business warehouse for analysis and data mining.
   1. OLTP (Online Transaction Processing)
   2. OLAP (Online Analytic Processing)
   3. Business Warehouse
   4. None of the above
8. This is an example for non-structured data
   1. Voice mail and phone logs
   2. Internet histories and email0 file transmission
   3. Customer call log, text and instant messages
   4. All of the above

The drive-in cinemas offers both the comfort and security of social distancing. An entrepreneur wants to find out the key factors that influence consumers' decision to visit a drive-in cinema. Imagine that you are working for a marketing research company and has been tasked to state the management decision problem (MDP) and marketing research problem (MRP), formulate the main components of the MRP and briefly explain what each component is. (Assume that the coronavirus doesn't exist in this scenario).

One of the problems with non-verbal language is that it is difficult to interpret. You are giving a presentation to your associates at work (or classmates in class) and you observe the following non-verbal behavior in your audience members.

One associate/student is writing the entire time you are talking.

One associate/student is smiling although you are talking about a serious issue.

One associate/student has his/her eyes closed.

Discuss three possible interpretations of each non-verbal behavior and analyze how each interpretation would influence the speaker’s evaluation of audience feedback/change.

NASCAR CASE

The term NASCAR referred both to the sanctioning body and to the whole sport of stock car racing. NASCAR grew to become a multi-billion-dollar industry and the second largest spectator sport in the United States. Its races were broadcast in over 150 countries, and it had more Fortune 500 corporate sponsors than any other U.S. sport.10 In 2010, the sanctioning body alone was estimated to have generated over $56 million11 in revenues from television rights plus hundreds of millions of dollars from sponsorship, licensing, and sanctioning fees. It owned three national racing series: the Sprint Cup Series (the premier series for stock car racing), the Nationwide Series (the minor league), and the Camping World Truck Series (a series for modified pickup trucks).12 Corporate Culture NASCAR was privately held by the France family and was historically known for having a closed culture. “We had a very non-interventionalist approach where we would just lay down the framework . . . and other than issues in which we’d intervene for the safety of drivers, [when it came to business models of the tracks and race teams] we stayed out of your backyards and you stayed out of ours,” described Eric Nyquist, NASCAR’s vice president of strategic development.13 This culture occasionally caused tension within the sport, as it teetered on the brink of being non-collaborative. COMPETITION The sanctioning body had a proven track record in governing races. Inspecting vehicles prior to each race to ensure that they adhered to specifications, officiating calls during races, creating policies to enhance driver safety, advancing rules and scoring conventions to ensure that the sport stayed fair, inclusive, and exciting all were among its expertise. As compensation, NASCAR was paid an average of approximately $1–2 million per race in sanctioning fees from race tracks. SELLING INTELLECTUAL PROPERTY The revenue cornerstones of the sanctioning body and the sport were corporate sponsorships and media rights (television broadcast and digital rights). In 2011, NASCAR was in the middle of its contracts for the term 2007–2014, in which ESPN, TNT (part of Turner Broadcasting System), and Fox Sports paid a reported total of $4.5 billion to broadcast NASCAR races live. Revenues from media rights deals were shared among the different stakeholders that comprised the sport using a 65/25/10 revenue split: NASCAR distributed 65 percent of television revenues to the race tracks around the United States that hosted NASCAR races; 25 percent of revenues was distributed to the competing teams; and 10 percent was retained by the sanctioning body.17 Finally, the sanctioning body earned revenues from licensing the NASCAR brand to companies desiring to sell NASCAR-branded merchandise, a multi-billion-dollar business.18 PUBLICIZING RACES Historically, NASCAR relied on traditional media outlets (e.g., local newspapers) to cover its sport. “We’d have a [tough] time trying to get that coverage because they were acclimated to covering a home team and to covering certain kinds of events,” said Nyquist.19 In the early 2000s, NASCAR collected feedback from media outlets and learned that the sport was difficult to cover. In early 2010, NASCAR engaged Taylor, a marketing and communications strategy consulting firm, to conduct an audit of the sanctioning body’s twenty-six-person communications team as well as the communications capabilities throughout the sport. “Brett Jewkes, a principal at Taylor at the time, pushed us to be transparent and inclusive,” remembered Nyquist.22 Jewkes recalled that when he began the audit an insider at NASCAR told him, “You thought that this was just a communications review, but you’ll find that it goes much deeper.”23 As part of the audit, Taylor and two agencies interviewed nearly 300 people, including track presidents, corporate sponsors, race team executives, television executives, and PR professionals throughout the sport. A Complex Ecosystem NASCAR had an unusual ownership ecosystem. “Unlike the stick and ball leagues, we’re not collectively organized,” explained Nyquist, who had previously worked for the National Football League (NFL). “We have independent tracks, teams, and drivers.”27 That consortium of independent entities experienced double-digit growth annually in the 1990s and early 2000s. During that period, there was a sense of competition between the various business models that shared revenues within the ecosystem. The sport’s structure and the sanctioning body’s perceived closed culture made catalyzing changes across the ecosystem challenging, particularly as it pertained to appealing to the unique priorities of each stakeholder. Tracks Two publicly traded companies—International Speedway Corporation (ISC) and Speedway Motorsports Inc. (SMI)—dominated NASCAR-sanctioned events. Of NASCAR’s thirty-six Sprint Cup Series races, approximately 50 percent were held at ISC tracks, 36 percent at SMI tracks, and 14 percent at independent tracks. In addition to their portion of tracks’ 65 percent cut of NASCAR’s television rights deals, track owners’ revenue streams included 100 percent of the proceeds from sponsorships of the tracks themselves and event revenues from race days. Tracks’ share of the overall revenues of the sport differed from that of the venues of other major sports, such as the NFL, Major League Baseball (MLB), National Basketball Association (NBA), and National Hockey League (NHL), in which owners and players captured nearly all of their industry’s revenue, and venues garnered little. Project EVOLVE In summer 2010, Brian further engaged Taylor to lead a team of research companies in conducting what became one of the largest marketing initiatives undertaken by a U.S. sport, Project EVOLVE (Exhibit 5). EVOLVE took a deeper look into the insights generated from the communications audit, with four strategic research focuses: (1) NASCAR’s core equity with fans and how it compared with that of other sports, (2) the broader sports industry’s digital and social communications capabilities and how it compared to NASCAR’s, (3) the level of star power of NASCAR’s drivers, and (4) fans’ live experience on race days. It involved numerous methodologies— ethnographic fieldwork at races, focus groups, expert roundtables, and strategic trend forecasting. NASCAR’s core fan base proved to be less interested in the sport, not only was the traditional passing down of fandom eroding, but existing fans (“Tommys”) were being lost as they migrated to other sports and events that their children were being exposed to through digital and social channels. As the researchers assessed NASCAR’s level of engagement with high-value fan segments, they saw gaps among Hispanics, kids, and Generation Y that represented tremendous potential. Although each of these demographics offered opportunities for growth, they also posed substantial challenges. “For something like developing the Hispanic market . . . the skillset . . . the types of activities that [we] would need to engage in to begin to build a platform . . . we weren’t equipped for that,” said Nyquist.45 In addition, there was some concern among senior leaders about how NASCAR’s traditional core fan base might react if it saw NASCAR making substantial investments in new consumer segments. Event Day Experience Through EVOLVE’s ethnographic studies on race days, the researchers observed groups of friend and family “cohorts” as they attended races during NASCAR’s Chase to the Sprint Cup, the sport’s championship. Each cohort was given tickets to attend one NASCAR race,68 another live sporting event, and one live entertainment event (e.g., a concert). Some cohorts were given no guidance on how to approach NASCAR races, while others were provided a “sherpa,” an expert to advise them on how to prepare and what to do at the track. The ethnography gleaned key insights: many people were unsure of how to be NASCAR fans; the infrastructure and amenities at tracks were in many cases inferior to those of other professional sports venues; and the race day experience was a disappointment from a technology standpoint. When new fans arrived, they were both pleasantly and unpleasantly surprised. “Seats were better and the food was better at the [Kansas City] Royals, but NASCAR was more exciting,” said one female participant.69 Still, the excitement wasn’t sufficient to distract from what spectators perceived to be “run-down” and “inadequate” facilities. They reported that seating was uncomfortable, restrooms were not clean, and jumbotrons were non-existent or not placed where spectators could watch the track while in line for the bathroom or concessions. When they finally reached the front of concession lines, many fans were surprised to find that most tracks did not accept credit cards. Among the most frustrating aspects to fans was also the lack of cell phone access and Wi-Fi. How Should NASCAR Evolve? By April 2011, there was general agreement that many aspects of NASCAR needed to change. The lingering question was how to proceed. Who would lead the ecosystem through these changes? Among the four areas identified in the research, which were the highest priority and should receive greater financial support initially?

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1.What is the case about?

2.What are the important events that occurred in the case?

3.What can we learn from reading the case?

4.What advice do you have for the leaders in the case and/or company in the case?

Discuss the differences between fraud, undue influence and misrepresentation

Several issues have arisen on the Recreation and Wellness Intranet Project. The person from the HR department who was supporting the project left the company, and now the team needs more support from that group. A member of the user group that supports the project is extremely vocal and hard to work with, and other users can hardly get a word in at meetings. You are getting weekly status reports from all of the team members, but many of them do not address obvious challenges that people are facing. The team is having difficulty deciding how to communicate various project reports and documents and where to store all of the information being generated. Recall that the team members include you, a programmer/analyst and aspiring project manager; Patrick, a network specialist; Nancy, a business analyst; and Bonnie, another programmer/analyst.

Tasks

1. Summarize three different communications media that could be used for getting more support from the HR department and which you think would be most effective.
2. Prepare a sample of a good weekly progress report that could be used for this project. Include a list of tips to help team members provide information on these reports.

What are the 4 principles of IMC?

1. Comparison Companies?

What I expect is to compare and contrast the Employment Branding Strategies OR the Talent Acquisition Policies and Practices of a large-cap company listed in Hong Kong Stock Exchange, and a large-cap company listed in London Stock Exchange or Dow Jones Industrial Index.  The main reason for specifying listed companies is that they provide more information that general public can access.

It will be easier to make comparison if the companies are in the same industry or they have involvement in the same business.

You will first describe the two companies and give explanations why you choose these two. Compare and contrast the two companies, i.e., analyse. Evaluate their effectiveness based on the evidence from literature, previous findings from previous studies. The key is that your evaluation and judgment are based on evidence and not purely "I think". You can certainly provide your own opinions but they need to be logical with some bases to avoid falling into the trap of "I think it is good, therefore, it is good".

Willow Brook National Bank operates a drive-up teller window that allows customers to complete bank transactions without getting out of their cars. On weekday mornings, arrivals to the drive-up teller window occur at random, with an arrival rate of 24 customers per hour or 0.4 customers per minute. In the same bank waiting line system, assume that the service times for the drive-up teller follow an exponential probability distribution with a service rate of 36 customers per hour, or 0.6 customers per minute. Determine the following operating characteristics for the system:

1. The probability that no customers are in the system. If required, round your answer to four decimal places.
   
   P₀ = ??
   
2. The average number of customers waiting. If required, round your answer to four decimal places.
   
   L_q = ??
   
3. The average number of customers in the system. If required, round your answer to nearest whole number.
   
   L = ??
   
4. The average time a customer spends waiting. If required, round your answer to four decimal places.
   
   W_q = ?? min
   
5. The average time a customer spends in the system. If required, round your answer to nearest whole number.
   
   W = ??min
   
6. The probability that arriving customers will have to wait for service. If required, round your answer to four decimal places.
   
   P_w = ??

Millennials are frequently criticized for job hopping, but some career experts believe that changing one's job every few years is now common and might even benefit a young worker's career. Are millennials getting a bad rap? How is changing jobs good or bad for your career?

Are the theories of organizational adaption, management tools, or they are mere theories? Give an example to validate your position.

On a daily​ basis, the Vampire Van is dispatched from Maplewood Hospital to pickup blood and platelet donations made at its local donation centers. The distances in miles between all locations may be found in the table below. a. The Vampire Van travels from the Hospital​ (A) to​ (B) to​ (C) to​ (D) to​ (E) and then returns to the Hospital​ (A). What is the total number of miles that the van must travel using this​ route? ​(Enter your response rounded to one decimal​ place.) b. Using Maplewood Hospital as the beginning​ location, create a route using the Nearest Neighbor heuristic. What is the total number of miles that the van must travel using this​ route? ​(Enter your response rounded to one decimal​ place.) c. Using Westbrook ​(Upper C​) as the beginning​ location, create a route using the Nearest Neighbor heuristic. What is the total number of miles that the van must travel using this​ route? ​(Enter your response rounded to one decimal​ place.)