COMPONENT |
LEAD |
ON-HAND |
LOT |
SCHEDULED |
COMPONENT |
TIME |
INVENTORY |
SIZE |
RECEIPT |
Fan |
1 |
100 |
||
Housing |
1 |
100 |
||
Frame |
2 |
|||
Supports (2) |
1 |
50 |
100 |
|
Handle |
1 |
400 |
500 |
|
Grills (2) |
2 |
200 |
500 |
|
Fan Assembly |
3 |
150 |
||
Hub |
1 |
|||
Blades (5) |
2 |
100 |
||
Electrical Unit |
1 |
|||
Motor |
1 |
|||
Switch |
1 |
20 |
12 |
|
Knob |
1 |
25 |
200 knobs in week 2 |
In: Operations Management
CUBICULO INC. is a maker of modular fit-out systems for large buildings, specialising in dividing open-plan offices and public buildings into partitioned working areas. It carries on business in its own right, and also operates as a franchisor. Its franchisees are granted an exclusive geographical area, and have to buy partition components from CUBICULO INC., as well as make an initial payment for the franchise, pay an annual contribution to marketing costs and pay a percentage of sales. Larry and Harry are carpenters who originally carried on two separate carpentry businesses as sole proprietors, and later combined their respective businesses to operate as carpenters under a traditional partnership. After successfully trading for a number of years they wanted to expand. They decided to incorporate and they formed DIVIDERS INC., a New York closely held corporation in which they were the only shareholders. Shortly after incorporating they attended a franchise trade show. They were impressed by CUBICULO INC.’s stand at the show and by their franchise sale presentation. DIVIDERS INC. became Cubiculo’s local franchisee in Dutchess County, NY in the summer of 2017. Now, March 2018, DIVIDERS INC. is unhappy with the franchise as DIVIDERS INC. is not making returns on its investment at the levels which CUBICULO INC. indicated could be expected.
(a) What are the benefits and disadvantages of carrying on a business as (i) sole trader (ii) traditional partnership and (iii) closely held corporation
(b) What are the benefits and drawbacks of franchising as a business organisation model
(c) Noting DIVIDER INC’s dissatisfaction, what factors should a potential franchisee consider before entering a franchise agreement? As part of your answer consider whether all franchisors be required by law to provide complete estimates of the profitability of a prospective franchise based on the experiences of their existing franchisees, making an argument BOTH for and against.
In: Operations Management
In some countries, like the United Arab Emirates, religion plays a strong role in laws governing how people live their daily lives. For example, during the celebration of Ramadan, it is illegal to eat, drink or smoke in public during daylight hours (even in your car!). In the United States, the Establishment Clause of the Constitution is supposed to prevent religion from playing this sort of political role (although it doesn’t always). What reasons might there be for favoring the Establishment Clause? What reasons might there be for opposing it?
In: Operations Management
discuss environmental sustainability from a social responsibility perspective. Fully define each concept and all levels of social responsibility
In: Operations Management
How to ensure that the management evidence on planning and controlling published in scholarly management journals inform better practice in real organisations?(300words)
In: Operations Management
Is it important to know how to write a persuasive essay? Had you ever had to persuade someone orally or in written form? How did you go about persuading him/her??
In: Operations Management
Goodyear Commercial Retread facility recycles worn or damaged tires to retread two sizes of tires, medium and large, for tractor trailers. To fill one client’s order, they will use a combination of three machines to manufacture the retreads and will need to produce at least 54 medium tires and 59 large tires. In one hour, Machine I can produce 2.5 medium tires and 5 large tires, Machine II can produce 4.5 medium tires and 3 large tires, and Machine III can produce 5 medium tires and 10 large tires. The cost per hour to operate Machine I, II, and III are $8, $9, and $10, respectively. There are two combinations of using the three machines that produce the same minimum cost. What are those two combinations and what is the minimum cost?
In: Operations Management
LEE’s Electric Co. in Glassboro installs electrical fixtures at Rowan dormitories. LEE has been very concerned with the amount of time (Weeks) that it takes to complete electric wiring jobs. Some of her workers are very unreliable. A list of activities and their possible time is given in the following table (a: optimistic time; m: most likely time; b: pessimistic time)
Activity a m b predecessor(s)
A 4 6 8 -
B 2 3 4 -
C 1 2 3 -
D 6 7 8 C
E 2 4 6 B , D
F 6 10 14 A , E
G 2 3 4 A , E
H 7 8 9 F
I 3 6 9 F
J 5 6 7 G , H
K 6 7 8 C
L 6 8 10 I , J
Q1: Draw the appropriate PERT diagram.
Q2: Show ES, EF, LS, LF, and Slack time in the diagram above.
Q3: Identify the critical path and total completion time required to complete this project..
Q4: Determine the probability that LEE will complete the project
(1) in 43 weeks or less, (2) more than 48 weeks, and (3) between 46 and 48 weeks.
In: Operations Management
During busy periods, a new customer walks into WHS every 15 minutes on average, with a standard deviation of 15 minutes. At PHS, a customer walks in every hour on average, with a standard deviation of 1 hour. WHS has a staff of 4 stylists, while PHS has 1 stylist. The average service time at both salons is 30 minutes, with a standard deviation of 30 minutes.
1.If Alice goes to PHS, how long (in minutes) must she wait in line before her haircut starts?
2.WHS will buy out PHS. WHS will then close PHS’s operations and serve all customers, including existing PHS customers, at the WHS location only. Assuming that the previous traffic of PHS customers now flows to the WHS location, what is the new inter-arrival time (in minutes) at WHS?
In: Operations Management
Why will lenders lend only a certain percentage of the value of a transaction?
In: Operations Management
Describe equity investment and the risks of these investments for both the investor and the capital structure.
In: Operations Management
In-Line Industries (ILI) produces recreational in-line skates. Demand is seasonal, peaking in the summer months. ILI has forecasted the following demand in pairs of skates for their most popular line of skates for the next 8 months:
Month | Demand (Pairs) |
March | 900 |
April | 1500 |
May | 2500 |
June | 3000 |
July | 1400 |
August | 1000 |
September | 600 |
October | 400 |
The company will have 500 units in inventory at the beginning of March and would like to have 1000 units in inventory at the end of October in anticipation of increased demand during the holiday season. There are currently 6 employees, each of whom can produce 220 units a month in regular time. The cost of hiring an employee is $1200 and the cost of firing an employee is $600. Labor cost per unit is $15 if produced in regular time and $20 if produced in overtime. The inventory holding cost is $2 per unit/month. Backorders are assumed to have a cost of $10 per unit/month.
Jack Stoner, the production manager, heard about “level” and “chase” aggregate plans and would like to know which would be more appropriate in this case for the next 8 months.
Assume that you have been hired as a consultant and that your job is to respond to Jack’s questions by developing the two plans he heard about and reporting to him in a memo the results of your analysis. Which plan would you recommend? Make sure to include in your analysis, in addition to cost, non-financial considerations such as customer service and other qualitative operational considerations.
Extra Credit: Assume that Jack is also interested to know whether there is a production plan that would cost less than either the level or the chase plan. If you can find such a plan, include it in your report (you may use an additional page).
Please do the extra credit as well, thanks!
*PLEASE DO YOUR OWN CALCULATIONS AND DO NOT COPY FROM PREVIOUS QUESTIONS/ANSWERS!!*
In: Operations Management
Note: Both hiring and layoff costs are incurred in the month of the change, (i.e. going from production of 1,300 in July to 1,000 in August requires a layoff (and related costs) of 300 units in August, just as going from production of 1,000 in August to 1,200 in September requires hiring (and related costs) of 200 units in September).
In: Operations Management
In: Operations Management
Textbook authors emphasize American humanitarian efforts like the Peace Corps and avoid telling students about American intervention in foreign countries to support or overthrow leaders. False True
In: Operations Management