Gilbert Moss and Angela Pasaic spent several summers during their college years working at archaeological sites in the Southwest. While at those digs, they learned how to make ceramic tiles from local artisans. After college they made use of their college experiences to start a tile manufacturing firm called Mossaic Tiles, Ltd. They opened their plant in New Mexico, where they would have convenient access to a special clay they intend to use to make a clay derivative for their tiles. Their manufacturing operation consists of a few relatively simple but precarious steps, including molding the tiles, baking, and glazing. Gilbert and Angela plan to produce two basic types of tile for use in home bathrooms, kitchens, sunrooms, and laundry rooms. The two types of tile are a larger, single-colored tile and a smaller, patterned tile. In the manufacturing process, the color or pattern is added before a tile is glazed. Either a single color is sprayed over the top of a baked set of tiles or a stenciled pattern is sprayed on the top of a baked set of tiles. The tiles are produced in batches of 100. The first step is to pour the clay derivative into specially constructed molds. It takes 18 minutes to mold a batch of 100 larger tiles and 15 minutes to build a mold for a batch of 100 smaller tiles. The company has 60 hours available each week for molding. After the tiles are molded, they are baked in a kiln: 0.27 hour for a batch of 100 larger tiles and 0.58 hour for a batch of 100 smaller tiles. The company has 105 hours available each week for baking. After baking, the tiles are either colored or patterned and glazed. This process takes 0.16 hour for a batch of 100 larger tiles and 0.20 hour for a batch of 100 smaller tiles. Forty hours are available each week for the glazing process. Each batch of 100 large tiles requires 32.8 pounds of the clay derivative to produce, whereas each batch of smaller tiles requires 20 pounds. The company has 6,000 pounds of the clay derivative available each week. Mossaic Tiles earns a profit of $190 for each batch of 100 of the larger tiles and $240 for each batch of 100 smaller patterned tiles. Angela and Gilbert want to know how many batches of each type of tile to produce each week to maximize profit. In addition, they have some questions about resource usage they would like answered.

k. The kiln for glazing had to be shut down for 3 hours, reducing the available kiln hours from 40 to 37. What effect will this have on the solution? l. What are the reduced costs for larger and smaller tiles? Explain.

I don’t know how to do part l

2. Find the optimal allocation of demand to production facilities for the data given in the following table. (Hint: Use the model for allocating demand to existing facilities. First, formulate the problem and then use Excel Solver to find the optimal results.)

1. In which ways do accommodation and enhancement programs benefit employers? In which ways do they benefit employees?
2. Do you think it is ethical to offer financial incentives to employees who participate in a wellness program? How about penalties for choosing not to participate? Explain your answers

1. ABC is going to build a new manufacturing plant to serve five market regions. ABC has four supply sources. The coordinates of location, the demand of each market region, maximum units from each supply source and the shipping cost from each supply source or to each market region are shown below.

• a) Where should ABC locate its plant? (Hint: Use Gravity Model and Excel Solver).

• b) Identify some of the influencing factors that affect ABC’s network design decision.

The consumer journey has changed and has become more complicated. Do you agree or disagree? Use your ‘recent purchase’ or ‘intent to purchase’ to define the new consumer journey and how you believe it has changed. What has changed? What makes it more complicated to understand from a marketer’s perspective? Highlight at least 3 ways in which the consumer journey has changed and how the marketer has to adapt to this new reality.

Crank Ltd Crank has been in business since the 1920’s and have three locations in the UK. Their Head Office and main manufacturing site is in Leicester. This site makes complex tubular assemblies for defence organisations, oil and gas and transportation. There is a site at Southampton making tubular shafts for golf clubs, and a site in Glasgow manufacturing aerospace Duct assemblies up to 8″ diameter. The procurement organisation is currently decentralised. At Leicester, there is a Purchasing Manager, whereas at Southampton and Glasgow, each site has a Chief Buyer in charge of small procurement teams. There is a new Chief Executive of Crank who fervently believes that he needs a new approach for the Group in the way procurement is structured. Over the past month, he has, quietly, been obtaining some salient facts.

The more important ones are

• Each site operates as a ‘Profit Centre’ and the Site Director has to deliver a targeted Return on Capital Employed;

• There are no Group purchase contracts;

• Five major purchases account for 61% of total Group expenditure – they are all raw material including different specifications of tubing;

• There are more than 40 suppliers for the five major purchases; • No formal tendering has taken place, on any site, for more than two years;

• Capital equipment is purchased by the Group Chief Engineer;

• The company has embraced modern logistics practices including JIT and OTIF (On Time In Full);

• There is no savings plan for purchasing;

• The purchasing teams do not liaise.

The Chief Executive intends to consider an alternative purchasing structure that can deliver benefits for the Group and each operational site. On the basis of your knowledge and the salient facts above what advice could you give him?

Tasks

(c) What alternative structures could be considered?

(d) What are the potential obstacles to change?

(e) What business benefits could accrue from a changed purchasing structure?

I need to write an accounting-internship report for my accounting class which will answer these questions:

i. What you achieved during the internship

ii. What you did well

iii. What you could have done better

iv. Any conflicts that arose during the internship; how you dealt with them

v. How you will apply what you learned to your desired career

vi. Your next career steps

Crank Ltd Crank has been in business since the 1920’s and have three locations in the UK. Their Head Office and main manufacturing site is in Leicester. This site makes complex tubular assemblies for defence organisations, oil and gas and transportation. There is a site at Southampton making tubular shafts for golf clubs, and a site in Glasgow manufacturing aerospace Duct assemblies up to 8″ diameter. The procurement organisation is currently decentralised. At Leicester, there is a Purchasing Manager, whereas at Southampton and Glasgow, each site has a Chief Buyer in charge of small procurement teams. There is a new Chief Executive of Crank who fervently believes that he needs a new approach for the Group in the way procurement is structured. Over the past month, he has, quietly, been obtaining some salient facts.

The more important ones are

• Each site operates as a ‘Profit Centre’ and the Site Director has to deliver a targeted Return on Capital Employed;

• There are no Group purchase contracts;

• Five major purchases account for 61% of total Group expenditure – they are all raw material including different specifications of tubing;

• There are more than 40 suppliers for the five major purchases; • No formal tendering has taken place, on any site, for more than two years;

• Capital equipment is purchased by the Group Chief Engineer;

• The company has embraced modern logistics practices including JIT and OTIF (On Time In Full);

• There is no savings plan for purchasing;

• The purchasing teams do not liaise.

The Chief Executive intends to consider an alternative purchasing structure that can deliver benefits for the Group and each operational site. On the basis of your knowledge and the salient facts above what advice could you give him?

Tasks

(c) What alternative structures could be considered?

(d) What are the potential obstacles to change?

(e) What business benefits could accrue from a changed purchasing structure?

1. Describe a very specific example from agriculture of how the “research cycle” may be applied.

2. What does peer- refereed mean and what is the significance of this?

David finds his profit at $8,400, which is inadequate for expanding its business. The bank is insisting on an improved profit picture prior to approval of a loan for some new equipment. He would like to improve its profit line to $18,400 so they can obtain the bank's approval for the loan.

a) Using a supply chain strategy, what is the percentage of change in supply chain purchases to yield a profit of $18,400? What is the new cost of supply chain purchases?

b) Using a sales strategy, what is the percentage of change in supply chain purchases to yield a profit of $18,400? What is the new cost of supply chain purchases?

Layout

Part A

A facility is setting up an assembly line to produce 75 units per day, working 24 hours per day.

Calculate the desired cycle time in minutes per unit.

(Round up to a whole number)

Part B

Assume a facility is setting us an assembly line and the tasks and times are listed above. Assume the desired cycle time is 15 minutes/unit.

What is the theoretical minimum number of workstations required?

(Round up to a whole number)

Part C

A facility is setting up an assembly line.

Assume the desired cycle time is 16 minutes per unit.

Balance the line and assign tasks to workstations using the longest task time rule. Break ties with the most number of followers rule. (Use the process in class and the complete the chart on a separate piece of paper)

In Workstation #1 you should add the following activities in the following order:

Activity/task letter  should be added first (enter 'none' if no activity should be added here)

Activity/task letter  should be added second (enter 'none' if no activity should be added here)

Activity/task letter  should be added third (enter 'none' if no activity should be added here)

Activity/ task letter  should be added fourth  (enter 'none' if no activity should be added here)

Part D - This is a continuation of Part C and deals with workstation #2

A facility is setting up an assembly line.

Assume the desired cycle time is 16 minutes per unit.

Balance the line and assign tasks to workstations using the longest task time rule. Break ties with the most number of followers rule. (Use the process in class and the complete the chart on a separate piece of paper)

In Workstation #2 you should add the following activities in the following order:

Activity/task letter  should be added first (enter 'none' if no activity should be added here)

Activity/task letter  should be added second (enter 'none' if no activity should be added here)

Activity/task letter  should be added third (enter 'none' if no activity should be added here)

Activity/ task letter  should be added fourth  (enter 'none' if no activity should be added here)

Part E

Given the following layout.

What is the actual idle time per cycle (unit)?

(Round to a whole number)

Part F

How do you determine the actual cycle time of a balanced line?

Choose the best answer.

Post about email etiquette or management strategies on the discussion board.

List three strategies for positive email etiquette OR three strategies for maintaining work/life balance in a world of texting, Microsoft Teams, Zoom, constant email access, etc. Please number them 1, 2, and 3.

Crank Ltd Crank has been in business since the 1920’s and have three locations in the UK. Their Head Office and main manufacturing site is in Leicester. This site makes complex tubular assemblies for defence organisations, oil and gas and transportation. There is a site at Southampton making tubular shafts for golf clubs, and a site in Glasgow manufacturing aerospace Duct assemblies up to 8″ diameter. The procurement organisation is currently decentralised. At Leicester, there is a Purchasing Manager, whereas at Southampton and Glasgow, each site has a Chief Buyer in charge of small procurement teams. There is a new Chief Executive of Crank who fervently believes that he needs a new approach for the Group in the way procurement is structured. Over the past month, he has, quietly, been obtaining some salient facts.

The more important ones are

• Each site operates as a ‘Profit Centre’ and the Site Director has to deliver a targeted Return on Capital Employed;

• There are no Group purchase contracts;

• Five major purchases account for 61% of total Group expenditure – they are all raw material including different specifications of tubing;

• There are more than 40 suppliers for the five major purchases; • No formal tendering has taken place, on any site, for more than two years;

• Capital equipment is purchased by the Group Chief Engineer;

• The company has embraced modern logistics practices including JIT and OTIF (On Time In Full);

• There is no savings plan for purchasing;

• The purchasing teams do not liaise.

The Chief Executive intends to consider an alternative purchasing structure that can deliver benefits for the Group and each operational site. On the basis of your knowledge and the salient facts above what advice could you give him?

Tasks

(c) What alternative structures could be considered?

(d) What are the potential obstacles to change?

(e) What business benefits could accrue from a changed purchasing structure?

Crank Ltd Crank has been in business since the 1920’s and have three locations in the UK. Their Head Office and main manufacturing site is in Leicester. This site makes complex tubular assemblies for defence organisations, oil and gas and transportation. There is a site at Southampton making tubular shafts for golf clubs, and a site in Glasgow manufacturing aerospace Duct assemblies up to 8″ diameter. The procurement organisation is currently decentralised. At Leicester, there is a Purchasing Manager, whereas at Southampton and Glasgow, each site has a Chief Buyer in charge of small procurement teams. There is a new Chief Executive of Crank who fervently believes that he needs a new approach for the Group in the way procurement is structured. Over the past month, he has, quietly, been obtaining some salient facts.

The more important ones are

• Each site operates as a ‘Profit Centre’ and the Site Director has to deliver a targeted Return on Capital Employed;

• There are no Group purchase contracts;

• Five major purchases account for 61% of total Group expenditure – they are all raw material including different specifications of tubing;

• There are more than 40 suppliers for the five major purchases; • No formal tendering has taken place, on any site, for more than two years;

• Capital equipment is purchased by the Group Chief Engineer;

• The company has embraced modern logistics practices including JIT and OTIF (On Time In Full);

• There is no savings plan for purchasing;

• The purchasing teams do not liaise.

The Chief Executive intends to consider an alternative purchasing structure that can deliver benefits for the Group and each operational site. On the basis of your knowledge and the salient facts above what advice could you give him?

Tasks

(c) What alternative structures could be considered?

(d) What are the potential obstacles to change?

(e) What business benefits could accrue from a changed purchasing structure?

Customers have “mental rules” that impact their attitude about a business. What can a company do to help ensure that a customer’s rule is not broken? Give two examples.