Human Physiology
In: Anatomy and Physiology
A medical examination tests the presence of viruses in human bodies. Here,
H0: The viral load equals zero (i.e., virus not present) and
Ha: The viral load is larger than zero (i.e., virus present).
3.1 What would be a Type I error?
3.2 What would be a Type II error?
3.3 Two methods of testing are available: Test A sets the bar to reject the null high (i.e.,
harder to reject), whereas Test B sets the bar to accept the null high. Assuming the virus
is highly infectious and potentially deadly, which test would you choose, and why?
In: Statistics and Probability
What levels of pay and benefits should you offer?
An important element of the human resource function is the determination and administration of pay and benefits. Pay includes employees' base salaries, pay raises, and bonuses, and is determined by a number of factors such as characteristics of the organization, the nature of the job, and levels of performance. Employee benefits are based on membership in an organization (and not necessarily on the particular job held) and include sick days, vacation days, and medical and life insurance. It is important to link pay to behaviors or results that contribute to organizational effectiveness.
Read the case concerning one of the leading hotel chains in the world, The Four Seasons Hotels and Resorts. The Four Seasons has an excellent reputation for customer service and also for employee satisfaction. Afterwards, analyze the reasons behind this reputation.
In 2015, Four Seasons Hotels and Resorts was one of only 12 companies to be ranked one of the "100 Best Companies to Work For" every year since Fortune magazine started this annual list. The Four Seasons often receives other awards and recognition such as being named the "Best Hotel Group Worldwide" by Gallivanter's Guide and dominating Travel & Leisure's World's Best Awards Readers' Poll and Condé Nast Traveler's Readers' Choice Awards based on customers' responses. In an industry in which annual turnover rates are over 35%, the Four Seasons' is around 13%. Evidently, employees and customers alike are satisfied with how they are treated at the Four Seasons. Understanding that the two are causally linked is perhaps the key to the Four Seasons' success. As the Four Seasons' founder, Isadore Sharp said, "How you treat your employees is how you expect them to treat the customer."
The Four Seasons was founded by Sharp in 1961 when he opened his first hotel. It was called the Four Seasons Motor Hotel, located in a less-than-desirable area outside downtown Toronto. Whereas his first hotel had 125 inexpensively priced rooms appealing to the individual traveler, his fourth hotel was built to appeal to business travelers and conventions. It had 1,600 rooms, conference facilities, several restaurants and banquet halls, and an arcade of shops. Both styles of hotels were successful, but Sharp decided he could provide customers with a different kind of hotel experience by combining the best features of both kinds of hotel experiences—the sense of closeness and personal attention that a small hotel brings with the amenities of a big hotel to suit the needs of business travelers.
Sharp sought to provide the kind of personal service that would really help business travelers on the road—giving them the amenities they have at home and in the office, amenities they miss when traveling on business. The Four Seasons was the first hotel chain to provide bathrobes, shampoo, around-the-clock room service, laundry and dry cleaning services, large desks in every room, two-line phones, and around-the-clock secretarial assistance. While these are relatively concrete ways of personalizing the hotel experience, Sharp realized that how employees treat customers is just as, or perhaps even more, important. When employees view each customer as a unique individual with his or her own needs and desires, and empathetically try to meet these needs and desires and help customers overcome any problems or challenges they face and truly enjoy their hotel experience, a hotel can indeed serve the purpose of a home away from home (and an office away from office), and customers are likely to be loyal and highly-satisfied.
Sharp realized that for employees to treat customers well, the Four Seasons needed to treat its employees well. Salaries are relatively high at the Four Seasons by industry standards. Employees participate in a profit sharing plan, and the company contributes to their 401(k) plans. Four Seasons provides medical and dental insurance. All employees get free meals in the hotel cafeteria, have access to staff showers and a locker room, and receive an additional highly attractive benefit—once a new employee has worked for the Four Seasons for six months, he or she can stay for three nights free at any Four Seasons hotel or resort in the world. After a year of employment, this benefit increases to six free nights, and it continues to grow as tenure with the company increases. Employees like waitress Michelle De Rochemont love this benefit. As she said, "You're never treated like just an employee. You're a guest . . . You come back from those trips on fire. You want to do so much for the guest." The Four Seasons also tends to promote from within. For example, while recent college graduates may start out as assistant managers, those who do well and have high aspirations could potentially become general managers in fewer than 15 years. This promotion system helps to ensure that managers have empathy and respect for those in lower-level positions as well as the ingrained ethos of treating others (employees, subordinates, coworkers, and customers) as they would like to be treated. All in all, treating employees well leads to satisfied customers at the Four Seasons.
1.The Four Seasons Hotel and Resorts can causally link its ____________ to its customers’ satisfaction and the many awards it has received including being one of the “100 Best Companies to Work For.”
A.use of programmed decision making
B.high turnover rate
C.high levels of pay and benefits
D.use of strict supervision over its employees
E.cost cutting measures
2.The Four Seasons uses ________ to motivate superior customer service.
A.high levels of pay and benefits
B.high pay levels with low levels of benefits
C.average pay levels with average benefits
D.average pay levels with high levels of benefits
E.high pay combined with average benefits
3.Which of the following does the Four Seasons have to offer by law?
A.matching contributions to 401(k) plans
B.high salaries
C.profit sharing plans
D.free meals in the cafeteria
E.Social Security insurance
4.Why does the Four Seasons continue to offer such extremely expensive benefits to its employees?
A.The Four Seasons focuses only on long-term costs, and these are short-term costs.
B.The workers’ union negotiated them.
C.The benefits offered by the Four Seasons are actually normal in the luxury hotel market.
D.It can write them off on the corporation’s income taxes.
E. The value gained in worker motivation outweighs the cost of the benefits in the long run.
5.The Four Seasons pays high salaries and provides expensive benefits. This suggests they are not following a(n) ______ strategy.
A.cafeteria plan
B.low-cost
C.employee satisfaction
D.high-performance
E.customer service focused
6.The Four seasons provides some unusual benefits. As described in the case, which of the following is NOT one of the benefits that sets the Four Seasons apart from other hotel chains?
A.high levels of health and dental insurance
B.free vacations at company-owned resorts
C.accrued vacation and sick leave days
D.free meals in the hotel cafeteria
E.access to staff showers and locker rooms
7.The Four Seasons offers _____ to its employees. Employees say this benefit lets them know what the guests feel like and makes them want to do even more for guests.
A.locker rooms and employee showers
B.free stays as guests at any of the company’s properties
C.high pay levels
D.matching 401(k) programs
E.company products such as robes and shampoos
In: Operations Management
Lester Hollar is vice president for human resources for a large manufacturing company. In recent years, he has noticed an increase in absenteeism that he thinks is related to the general health of the employees. Four years ago, in an attempt to improve the situation, he began a fitness program in which employees exercise during their lunch hour. To evaluate the program, he selected a random sample of eight participants and found the number of days each was absent in the six months before the exercise program began and in the six months following the exercise program. Below are the results.
| Employee | Before | After |
| 1 | 5 | 3 |
| 2 | 5 | 6 |
| 3 | 6 | 2 |
| 4 | 7 | 7 |
| 5 | 4 | 3 |
| 6 | 5 | 2 |
| 7 | 7 | 1 |
| 8 | 6 | 2 |
Click here for the Excel Data File
At the 0.025 significance level, can he conclude that the number of absences has declined? Estimate the p-value.
State the decision rule for 0.025 significance level. (Round your answer to 3 decimal places.)
Compute the test statistic. (Round your answer to 3 decimal places.)
The p-value is
Between 0.01 And 0.025
Between 0.001 And 0.005
Between 0.005 And 0.01
State your decision about the null hypothesis.
Reject H0
Fail to reject H0
hypothesis. Reject H0 Fail to reject H0
In: Statistics and Probability
Scenario #3 A group of 2017 graduates from the WMU College of Health & Human Services decided to stay in the Kalamazoo area and begin their career. They decided that they wanted to help the frail elderly remain in their homes by providing health care services right in the home. This seemed to be a good idea because they surveyed the competition and the other agencies providing this service had long waiting lists and could not find enough health care professionals to meet the need. This group of graduates included one occupational therapist, a social worker, two nurses, and a physician assistant. One of the graduates knew a friend from Grand Valley State University who was graduating as a physical therapist and would be interested in joining them in practice. The physician assistant needed to work under the supervision of a physician; and for billing purposes the business model they were creating would need to be under the supervision of a physician. They therefore thought that the geriatrician working at a local hospital may agree to join their practice on a part-time basis. The services they decided to provide in the home included a broad range of care including skilled nursing care, physical therapy, occupational therapy, home health aide services, medical social services, and medication monitoring as well as medical services for the home bound. 1. What type of business structure would you recommend for this group of students? WHY? 2. What type of tax structure? (Profit or Nonprofit) WHY?
In: Operations Management
Based on the following, Please answer the following, Thanks!
Imagine you are a human resources professional working at a prominent global company. There have been recent concerns regarding how the organization has been conducting business in the global market, and it has tasked you with identifying problems and recommending solutions. You will analyze information from the case study Nimble Storage: Scaling Talent Strategy Amidst Hyper-Growth for how the organization’s business practices have aligned with more geocentric perspectives, identifying potential gaps in its current practices. You will then make a series of recommendations directed to leadership for addressing identified gaps and ensuring a successful transition regarding your proposed changes.
Introduction:
The Nimble Storage is a hybrid growing data storage System Company situated in Silicon Valley. The CEO of the company is Suresh Vasudevan, and the Vice President of the HR department is Paul Whitney. The company's purpose of developing the hybrid system, which is used in flash memory (It is a storage memory that leads to rapid access to random data) and hard disk to increase the performance of the company at the competitive prices offered to the customers in order to give the efficient and the flash storage platform.
The case analyzes the past performance of the company and the talented hiring of the personnel by Whitney, where the founder and CEO of the company plan to transfer the storage world into the hybrid storage system and wanted to achieve the goal to make a billion dollar company within three years. For this purpose, Suresh Vasudevan aimed to focus on both short term and long term key people initiative to measure the results. The company decided to launch the new leadership program named "LEAD" for the sustainable future growth of the company and also effects on the people initiatives to go forward in future.
The objective of the case is to make quantitative and qualitative analysis by identifying the issues, providing solutions to the problems, and providing an alternative for the growth and evaluating and choosing the best alternative and provide an implementation plan.
Define the issues/Problem statement:
The company has finished its second full fiscal year of storage on January 31, 2013, which provided the great opportunity for reproducing its core values, reviewed the success over the last years and also the strong personnel who made it possible. The company always aims to deliver the world’s most efficient way of data storage by target the broad range of enterprise applications with the goal of optimizing in many factors such as performance efficiency, capacity efficiency, data protection and dramatic simplicity.
Problems/Issues and its solutions:
In order to stabilize the performance, the company faced many potential problems and issues in producing the product and also HR-related issues faced by Whitney.
The first problem was related to the health of the customers' network that led to the unusual high temperature in the data center. The company is now organizing the data center in order to convince the customers to the belief that will help to solve the range of problems in one single platform.
The second problem was the business team was not effective due to lack of motivation and employee turnover, it as one of the biggest challenge that company was facing in last nine months. So, the business wanted to improve its values by making the business by conducting two ways process with the two-sided as the same coin. It would result in the powerful feedback and result oriented of employees, which will result in employee retention and run the business with the order of framework and program perspective.
The company was facing the hiring issue as they wanted to maintain its culture and status quo, the company needed to change the paid time off/personal time off PTO policy in fifteen days, the company wanted to increase the length of services, and they tested the idea but not preferred by the company. Therefore, the employees wanted a favor, and the company made the PTO flexible and unlimited sick leaves and holidays for employee retention.
Suresh Vasudevan had talked about the cultural openness and transparency in sharing the information to the tons of people via any social website, such as Facebook and Google. The company estimates that the openness will be challenging to measure as the hidden information would be exposed publicly.
Questions;
D. Analyze the mission statement of the organization against the needs of a global organization. Are the annual goals and objectives appropriate for a global company? Does the organization appropriately present itself as a global company?
E. Illustrate the potential gains for the organization regarding its business practices if it adopts a more geocentric focus. Be sure to support your response with examples. What will be the benefit for the business of the organization should it adopt a more global approach?
F. Illustrate the potential gains for the organization regarding its employee collaboration if it adopts a more geocentric focus. Be sure to support your response with examples.
In: Operations Management
Based on the following, Please answer the following, Thanks!
Imagine you are a human resources professional working at a prominent global company. There have been recent concerns regarding how the organization has been conducting business in the global market, and it has tasked you with identifying problems and recommending solutions. You will analyze information from the case study Nimble Storage: Scaling Talent Strategy Amidst Hyper-Growth for how the organization’s business practices have aligned with more geocentric perspectives, identifying potential gaps in its current practices. You will then make a series of recommendations directed to leadership for addressing identified gaps and ensuring a successful transition regarding your proposed changes.
Introduction:
The Nimble Storage is a hybrid growing data storage System Company situated in Silicon Valley. The CEO of the company is Suresh Vasudevan, and the Vice President of the HR department is Paul Whitney. The company's purpose of developing the hybrid system, which is used in flash memory (It is a storage memory that leads to rapid access to random data) and hard disk to increase the performance of the company at the competitive prices offered to the customers in order to give the efficient and the flash storage platform.
The case analyzes the past performance of the company and the talented hiring of the personnel by Whitney, where the founder and CEO of the company plan to transfer the storage world into the hybrid storage system and wanted to achieve the goal to make a billion dollar company within three years. For this purpose, Suresh Vasudevan aimed to focus on both short term and long term key people initiative to measure the results. The company decided to launch the new leadership program named "LEAD" for the sustainable future growth of the company and also effects on the people initiatives to go forward in future.
The objective of the case is to make quantitative and qualitative analysis by identifying the issues, providing solutions to the problems, and providing an alternative for the growth and evaluating and choosing the best alternative and provide an implementation plan.
Define the issues/Problem statement:
The company has finished its second full fiscal year of storage on January 31, 2013, which provided the great opportunity for reproducing its core values, reviewed the success over the last years and also the strong personnel who made it possible. The company always aims to deliver the world’s most efficient way of data storage by target the broad range of enterprise applications with the goal of optimizing in many factors such as performance efficiency, capacity efficiency, data protection and dramatic simplicity.
Problems/Issues and its solutions:
In order to stabilize the performance, the company faced many potential problems and issues in producing the product and also HR-related issues faced by Whitney.
The first problem was related to the health of the customers' network that led to the unusual high temperature in the data center. The company is now organizing the data center in order to convince the customers to the belief that will help to solve the range of problems in one single platform.
The second problem was the business team was not effective due to lack of motivation and employee turnover, it as one of the biggest challenge that company was facing in last nine months. So, the business wanted to improve its values by making the business by conducting two ways process with the two-sided as the same coin. It would result in the powerful feedback and result oriented of employees, which will result in employee retention and run the business with the order of framework and program perspective.
The company was facing the hiring issue as they wanted to maintain its culture and status quo, the company needed to change the paid time off/personal time off PTO policy in fifteen days, the company wanted to increase the length of services, and they tested the idea but not preferred by the company. Therefore, the employees wanted a favor, and the company made the PTO flexible and unlimited sick leaves and holidays for employee retention.
Suresh Vasudevan had talked about the cultural openness and transparency in sharing the information to the tons of people via any social website, such as Facebook and Google. The company estimates that the openness will be challenging to measure as the hidden information would be exposed publicly.
Questions;
1. Determine gaps in the organization’s current practices within the global market that are relevant to the human resources team of the organization.
2. Determine gaps in the organization’s current practices within the organization that are relevant to the human resources team of the organization from a geocentric perspective. What issues or problems are present regarding the organization’s accommodations for global employees?
3. Determine gaps in the technological tools and structure of the organization that should be considered when working within a global structure.
In: Operations Management
Based on the following, Please answer the following, Thanks!
Imagine you are a human resources professional working at a prominent global company. There have been recent concerns regarding how the organization has been conducting business in the global market, and it has tasked you with identifying problems and recommending solutions. You will analyze information from the case study Nimble Storage: Scaling Talent Strategy Amidst Hyper-Growth for how the organization’s business practices have aligned with more geocentric perspectives, identifying potential gaps in its current practices. You will then make a series of recommendations directed to leadership for addressing identified gaps and ensuring a successful transition regarding your proposed changes.
Introduction:
The Nimble Storage is a hybrid growing data storage System Company situated in Silicon Valley. The CEO of the company is Suresh Vasudevan, and the Vice President of the HR department is Paul Whitney. The company's purpose of developing the hybrid system, which is used in flash memory (It is a storage memory that leads to rapid access to random data) and hard disk to increase the performance of the company at the competitive prices offered to the customers in order to give the efficient and the flash storage platform.
The case analyzes the past performance of the company and the talented hiring of the personnel by Whitney, where the founder and CEO of the company plan to transfer the storage world into the hybrid storage system and wanted to achieve the goal to make a billion dollar company within three years. For this purpose, Suresh Vasudevan aimed to focus on both short term and long term key people initiative to measure the results. The company decided to launch the new leadership program named "LEAD" for the sustainable future growth of the company and also effects on the people initiatives to go forward in future.
The objective of the case is to make quantitative and qualitative analysis by identifying the issues, providing solutions to the problems, and providing an alternative for the growth and evaluating and choosing the best alternative and provide an implementation plan.
Define the issues/Problem statement:
The company has finished its second full fiscal year of storage on January 31, 2013, which provided the great opportunity for reproducing its core values, reviewed the success over the last years and also the strong personnel who made it possible. The company always aims to deliver the world’s most efficient way of data storage by target the broad range of enterprise applications with the goal of optimizing in many factors such as performance efficiency, capacity efficiency, data protection and dramatic simplicity.
Problems/Issues and its solutions:
In order to stabilize the performance, the company faced many potential problems and issues in producing the product and also HR-related issues faced by Whitney.
The first problem was related to the health of the customers' network that led to the unusual high temperature in the data center. The company is now organizing the data center in order to convince the customers to the belief that will help to solve the range of problems in one single platform.
The second problem was the business team was not effective due to lack of motivation and employee turnover, it as one of the biggest challenge that company was facing in last nine months. So, the business wanted to improve its values by making the business by conducting two ways process with the two-sided as the same coin. It would result in the powerful feedback and result oriented of employees, which will result in employee retention and run the business with the order of framework and program perspective.
The company was facing the hiring issue as they wanted to maintain its culture and status quo, the company needed to change the paid time off/personal time off PTO policy in fifteen days, the company wanted to increase the length of services, and they tested the idea but not preferred by the company. Therefore, the employees wanted a favor, and the company made the PTO flexible and unlimited sick leaves and holidays for employee retention.
Suresh Vasudevan had talked about the cultural openness and transparency in sharing the information to the tons of people via any social website, such as Facebook and Google. The company estimates that the openness will be challenging to measure as the hidden information would be exposed publicly.
Questions;
Based on the following, Please answer the following, Thanks!
Imagine you are a human resources professional working at a prominent global company. There have been recent concerns regarding how the organization has been conducting business in the global market, and it has tasked you with identifying problems and recommending solutions. You will analyze information from the case study Nimble Storage: Scaling Talent Strategy Amidst Hyper-Growth for how the organization’s business practices have aligned with more geocentric perspectives, identifying potential gaps in its current practices. You will then make a series of recommendations directed to leadership for addressing identified gaps and ensuring a successful transition regarding your proposed changes.
Introduction:
The Nimble Storage is a hybrid growing data storage System Company situated in Silicon Valley. The CEO of the company is Suresh Vasudevan, and the Vice President of the HR department is Paul Whitney. The company's purpose of developing the hybrid system, which is used in flash memory (It is a storage memory that leads to rapid access to random data) and hard disk to increase the performance of the company at the competitive prices offered to the customers in order to give the efficient and the flash storage platform.
The case analyzes the past performance of the company and the talented hiring of the personnel by Whitney, where the founder and CEO of the company plan to transfer the storage world into the hybrid storage system and wanted to achieve the goal to make a billion dollar company within three years. For this purpose, Suresh Vasudevan aimed to focus on both short term and long term key people initiative to measure the results. The company decided to launch the new leadership program named "LEAD" for the sustainable future growth of the company and also effects on the people initiatives to go forward in future.
The objective of the case is to make quantitative and qualitative analysis by identifying the issues, providing solutions to the problems, and providing an alternative for the growth and evaluating and choosing the best alternative and provide an implementation plan.
Define the issues/Problem statement:
The company has finished its second full fiscal year of storage on January 31, 2013, which provided the great opportunity for reproducing its core values, reviewed the success over the last years and also the strong personnel who made it possible. The company always aims to deliver the world’s most efficient way of data storage by target the broad range of enterprise applications with the goal of optimizing in many factors such as performance efficiency, capacity efficiency, data protection and dramatic simplicity.
Problems/Issues and its solutions:
In order to stabilize the performance, the company faced many potential problems and issues in producing the product and also HR-related issues faced by Whitney.
The first problem was related to the health of the customers' network that led to the unusual high temperature in the data center. The company is now organizing the data center in order to convince the customers to the belief that will help to solve the range of problems in one single platform.
The second problem was the business team was not effective due to lack of motivation and employee turnover, it as one of the biggest challenge that company was facing in last nine months. So, the business wanted to improve its values by making the business by conducting two ways process with the two-sided as the same coin. It would result in the powerful feedback and result oriented of employees, which will result in employee retention and run the business with the order of framework and program perspective.
The company was facing the hiring issue as they wanted to maintain its culture and status quo, the company needed to change the paid time off/personal time off PTO policy in fifteen days, the company wanted to increase the length of services, and they tested the idea but not preferred by the company. Therefore, the employees wanted a favor, and the company made the PTO flexible and unlimited sick leaves and holidays for employee retention.
Suresh Vasudevan had talked about the cultural openness and transparency in sharing the information to the tons of people via any social website, such as Facebook and Google. The company estimates that the openness will be challenging to measure as the hidden information would be exposed publicly.
Questions;
G. Determine critical success factors for the organization for transitioning from an ethnocentric approach to a geocentric focus and achieving potential gains. What critical success factors must be considered when making such a transition? How do those critical success factors help achieve those potential gains?
H. Analyze global political trends for potential risk events regarding human resource management that the organization might have to consider in the future.
In: Operations Management
a) A poor population of human beings in Egypt lives of a low-calorie vegetarian diet, yet they do not suffer from a lack of proteins or a lack of vitamins.
How do you explain this from a nutritional perspective?
b) a study about a group of 65-70 year old males in Japan, who live off a traditional Japanese diet, rich in fish, found that surprisingly few of these suffer from heart and circulatory disease, when compared to a similar group of Europeans.
How do you explain this, from a nutritional perspective?
In: Biology
INTEGRATIVE CASE: A PROBLEM AT METRO TRANSIT^" Ahmed Das is the Vice President of Human Resources at Metropolitan Transit System, a large and complex rail system that covers both a large city and suburbs in a metropolitan area. The Vice President of Operations, Billy Watson, has called Das to complain about the quality of candidates available to become new Rail Operations Managers. Watson's specific comments were: "How come your training program is not delivering the people we need? What's wrong with the training anyway? You people in HR need to get with it! We're experiencing some retirements and we need quality people to fill these positions." Assume that you are the Organization Development (OD) manager for Metro Transit, and that Mr. Das has called you in to ask for advice. In looking for new Rail Operations Managers, Metro Transit allows all Metro employees to apply when there are openings. As this is one of the better-paid positions at Metro Transit, many employees apply. HR staff first remove individuals from the pool who are recent hires, or who have had attendance or disciplinary problems. HR then narrows the list to not more than 20 candidates by reviewing candidates' work records and annual appraisals, as well as by asking for current evaluations from each candidate's supervisor. The remaining candidates are then interviewed by a panel of three to four interviewers. Typically, one or two interviewers are from HR, one is from the Training Department, and one is a Rail Operations Manager. Because of scheduling conflicts. Rail Operations Managers are not always a part of these panel interviews. Based on the panel ratings, HR then picks eight candidates to attend a week-long Rail Operations Manager training program. The training program covers the procedures and rules used to govern the rail system, and also emphasizes simulated incidents to address service disruption problems. After training, candidates are placed in a Manager pool from which they are called on to temporarily replace a regular Rail Operations Manager who is unavailable due to sickness, vacation, or other reason. The performance of the candidates in these temporary assignments is evaluated, and those whose performance is viewed as acceptable are eventually promoted to be a regular Rail Operations Manager. The content of the training program was designed collaboratively with current Rail Operations Managers, and as recently as two years ago, had been highly praised by Rail Operations Managers. However, only four of the eight candidates who completed the training 1 1 months ago remain. Two candidates were removed from the pool by the Rail Operations Director due to their inability to perform the job, and two had resigned saying that they had not been adequately trained concerning what the job entailed. Questions: Based on what you have learned in this chapter, as well as in Chapter 13, what advice would you give to Mr. Das? That is, from an organization development (OD) or perspective, what approach would you take to solve this problem?
In: Operations Management