Suggest journal, research paper link reference. i need this as reference for writing a research with title importance of indoor environmental quality to occupants.
In: Operations Management
With VMI, members of the supply chain share planning, demand, forecasting, and inventory information.
In: Operations Management
Large lots are desirable in supply chain coordination despite increasing holding costs.
In: Operations Management
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Case 7 of the textbook examines the rise of Wal-Mart as a corporate bohemoth. One of the things often said of Wal-Mart is that it destroys 'Mom and Pop' business along Main Street given its size and ability to undercut competitors on pricing. Wal-Mart's founder believed that everyone should have access to low prices, but those low prices at scale often creates wider economic consequences. If you owned a small department store in a neighborhood where Wal-Mart was entering, how would you address these wider concerns to stay competitive? Do you think your store could survive? |
In: Operations Management
research paper:
each student will be responsible for writing an argumentative
research paper discussion a topic that is relevant to the field of
management ( The table of contents for our book is a great place to
start). this paper will be a minimum of 8 complete papers and
maximum of 10.
In: Operations Management
the challenges experienced by companies considering full application of customer retention strategy in the face of recent global pandemic
In: Operations Management
Why are learnability and critical thinking crucial skills for the 21stcentury? And, how can you improve them?
In: Operations Management
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Hudson Corporation is considering three options for managing its data warehouse: continuing with its own staff, hiring an outside vendor to do the managing (referred to as outsourcing), or using a combination of its own staff and an outside vendor. The cost of the operation depends on future demand. The annual cost of each option (in thousands of dollars) depends on demand as follows:
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In: Operations Management
A: Provide a numerical example of how Earned Value Management may mislead us as to whether the project in on time and on budget. Use the Critical Chain concepts if you want to help illustrate your answer.
B: What must management do to implement Critical Chain and how do they do it. How must management focus change for Critical Chain to be successful compared to traditional project management?
In: Operations Management
Of the various techniques discussed in the readings for lessening delay problems, which one do you think would be the most effective? Why?
In: Operations Management
In: Operations Management
Do not neglect the old for the new. The existing business must not lose priority simply because an innovative idea has been suggested. Successful innovation requires support from the existing business in terms of finance and other resources. However, when assessing risk, you must take into consideration the impact the new activities are likely to have on the existing activities. One aspect of risk assessment should involve determining whether the new ideas/ improvements or innovations will prevent the already successful operations from continuing to operate at the currently accepted level.
Choose an organisation you are familiar with. This might be an organisation you work for or you might need to conduct research into another organisation. Answer the following questions in relation to your chosen organisation, explaining and giving verifiable reasons for your answers:
Carry out your own research as needed. Cite any sources used.
In: Operations Management
*For operations management statistics practice quiz-please just list the answers:
1) A production process has six subsequent stages, each with their own specific resources and performing crucial tasks. Four of these stages have a capacity of 20 units per hour, while the other two stages have a capacity of 10 units per hour. What is the best conclusion?
The two stages with a capacity of 10 units per hour should be eliminated from the process.
Both stages with a capacity of 10 units per hour can be considered bottlenecks.
The four stages with a capacity of 20 units per hour can be considered bottlenecks.
There are no bottlenecks in this production process.
2) A production process has six stages, each with their own specific resources. If the stage with the lowest capacity (i.e., the bottleneck) has a capacity of 10 units per hour, then:
The production process has a capacity of 10 units per hour
The production process has a capacity of less than 10 units per hour
The production process has a capacity of more than 10 units per hour
The production process can have any capacity, depending on the other stages
3) KiNE's days that payments are outstanding are 40, their days that sales are outstanding are 50, and their cash conversion cycle is 60 days. How long do items spend in inventory at KiNE's? Assume a year has 360 days
60 days
210 days
40 days
50 days
4) At Amsterdam's Glue-Less coffee joint, you wait, then you are seated at a table, then you leave. The wares are so cheap that on average a person has to wait 20 minutes before getting a table. On average there are 12 people waiting and 24 customers actually at tables. How long does a person spend, on average, at a table (not including waiting)?
30 minutes
60 minutes
15 minutes
40 minutes
5) To properly analyze a Little's Law problem, you should:
Identify the number of stages in the supply chain.
Always remember that it only applies to manufacturing companies.
Draw a picture, draw a picture, PLEASE draw a picture!
Be familiar with really advanced mathematics.
6) A local grocery store has five cashiers that can each help a customer in, on average, 5 minutes. On average, 120 customers arrive at the grocery store per hour. What is the (implied) utilization for each cashier?
200%
50%
120%
100%
7) If the arrival rate equals 12/hr, then
The processing time is on average 12 minutes
The average interarrival time equals 5 minutes
The utilization is 8% (i.e., 100% / 12)
The capacity of that resource is also 12/hr
In: Operations Management
Why do we design airports for some capacity less than the highest capacity we can ever expect?
In: Operations Management
One of your mechanics (who was hired from a competitor’s airline) told your maintenance chief he left his former employer over their “pencil maintenance” of aircraft. He explains that they were logging in repairs and upgrades that were not actually being done and the airline is “an accident waiting to happen.” Your maintenance chief would like to report this to the executive committee but has come to you first. The airline was a competitor of yours in the past and is likely to be again in the future. What should you do about this, if anything?
Full Text Your maintenance chief has reported that a mechanic you hired from another regional airline told him that the other airline did a lot of “pencil maintenance.” That is, they wrote a lot of things in the maintenance logs that did not actually get done—required inspections, repairs, and parts replacements. He said, “The outfit is just a big accident, waiting to happen.” Your maintenance chief wanted to report it to the executive committee to see what, if anything should be done. He stated that the mechanic reported that he quit that airline because he did not like to be associated with such an activity. The other airline has competed against you in the past and is likely to compete in at least one market in the future. It has a reputation of being a very aggressive competitor.
Which of the following actions should you take?
1. Report the incident to the authorities. (The other airline will be able to ascertain who made the report.)
2. Phone the president of the other airline and tell him what you heard. You are on neutral terms with that person as he is your competitor.
3. Drop a tip to the local investigative reporter at the newspaper.
4. Report it to an official of the Airline Association. You cannot be sure the official or the association will take any action, but at least your conscience will be clear. It is somewhat possible your name might be leaked to the competitor.
5. You determine that either (a) the matter is none of your business or (b) that the report is just “sour grapes” from a disgruntled employee. So you decide to do nothing.
In: Operations Management