Get college assignment help at uniessay writers Question 1. What is the impact of fuel escalation on life cycle costing? Question 2. Why do enery tax credits,accelerated depreciation and favorable tax treatment play such an important roll in evaluation of alternative energy technology investments?
A firm has three investment alternatives. The payoff table (in $000s) is as given in Table1. Table 1 Investments Economic conditions Up Stable Down d¬¬¬1 d2 d3 100 25 0 75 50 25 50 50 50 (a) Given that the decision maker is optimistic, what do you consider to be his recommended decision? why?  (b) Suppose the payoffs in the table(Table 1) are costs, what would be the expected recommendation from a conservative decision maker? Show working clearly  (c) Suppose the following probability values have become available P(Sj) is such that P(S1) = 0.40, P(S2) = 0.30 and P(S3) =0.30 Considering the values in Table 1 still as costs, what recommendation is expected? What method did you use? Why?  (d) For the lottery having a payoff of $100 000 with a probability p and $0 with a probability (1-p), two decision makers expressed the following indifference probabilities: Profit Indifference probability (p) Decision Maker A Decision Maker B $75 000 $50 000 $25 000 0.80 0.60 0.60 0.30 0.30 0.15 (i) Find the most preferred decision for each decision maker using the expected utility approach. [4 4] (ii) Calculate and interpret decision maker A’s risk premium for a payoff of $50 000  (c) Why don’t decision makers A and B select the same decision alternative? 
Ayşe Çalışkan is developing a program in leadership training for middle level managers of Yaşar Holding. Ayşe has listed a number of activities that must be completed before a training program of this nature could be conducted. The activities, immediate predecessors, and times appear in the accompanying table. Activity Immediate Pred. Time (days) A – 2 B – 5 C – 1 D B 10 E A, D 3 F C 6 G E,F 8 a. Develop an AON network for this problem b. What is the critical path? c. What is the total completion time? d. What is the slack t,ime for each activity?
Solution Plus is an industrial chemicals company that produces specialized cleaning fluids and solvents for a wide variety of applications.
Charles Teplitz’s firm wishes to use factor rating to help select an outsourcing provider of logistic services. Rating of Logistics Providers Atlanta Seattle Utah Criterion Weight Shipping Delivery Freight Quality 5 90 80 75 Delivery 3 70 85 70 Cost 2 70 80 95 b) Teplitz decides to increase the weights for quality, delivery, and cost to 10, 6, and 4, respectively. How does this change your conclusions? Why?
Winter Gear Distributors, WGD for short, is one of FastFit’s main suppliers. It is a distributor of winter sports equipment and apparel, everything from the latest cross country skis to winter clothing that you could wear to the North Pole if needed. WGD has over four hundred (400) customers, deals with about forty-five (45) different manufacturers and processes an average of two hundred (200) orders a day. While their products are state of the art, their information systems are out of date. As part of the work on this business case, the reader will need to consider the upgrade or replacement of old WGD legacy systems by an integrated enterprise-wide system for both transacting and management control that will also improve the firm’s customer responsiveness, strengthen their bottom line, and even address their emerging competitors who are operationally far more efficient than WGD. WGD has been in business for thirty (30) years and like many similar businesses it has three operating departments, namely: sales, operations and accounting. The Sales Department deals directly with their customers, including FastFit. Sales personnel take orders over the phone and manually complete paper order forms. They later confirm with the customer each order and its delivery date. The Sales team is responsible for generating sales and revenues, understanding customer needs, and providing a high level of customer service. The Operations Department commits to delivery dates for orders through Sales, fills and ships customer orders, manages the inventory, and orders products from WGD suppliers, who are manufacturers of sports equipment and apparel. The major goal of Operations is to fill orders quickly, accurately and cheaply. Finally the Accounting Department reviews and approves all orders as submitted by Sales, issues invoices, and insures that customer pay for goods shipped in accordance with the terms and conditions of the transaction, typically net thirty (30) days. The primary main goals of Accounting are to ensure customer compliance with WGD’s business rules, to manage the firm’s cash flow, and to maintain a very accurate understanding of the financial state of the company. While the Sales and Accounting departments are on two different floors of an office building downtown, the Operations department is located about three miles away near the Interstate. The information systems in place include a single personal computer that the Sales Department administrator uses to copy orders into the system on that PC from the hand-written order forms. Operations deploys an IBM ASA 400 system that runs an inventory management application. This system runs three (3) CRT-terminals (Cathode Ray Tube), one in the loading/receiving dock, one in the warehouse, and one in the Director of Operations’ office. Finally, the Accounting Department has a small local area network with four (4) personal computers, a printer, and a file server attached. None of the three departmental systems currently communicate with each other. Furthermore, each of the aforementioned systems was purchased by its respective Department to serve the operational needs of that particular Department only. The Case Study Question Set: 1. Draw a system diagram showing the product and information flows between WGD and FastFit, starting with FastFit placement of an order through when it makes payment for goods received. This diagram will represent each company as a circle for a total of two circles. (Include chronological list of activities and labeled symbols/arrows)
Why Apple’s new MacBook should worry Microsoft Article Summary The article “Why Apple’s new MacBook should worry Microsoft,” explains how the vision of the leaders of Apple has created products that are instilling fear in the competition. Apple recently unveiled the new Macbook Air. The new line of MacBook Airs are thinner and lighter than the prior model, while aiming to offer the kind of instant-on and ultra-long battery life found in the iPad. They use flash memory rather than a hard drive, boasting anywhere from five to seven hours of battery life in “wireless Web use,” Apple said. The flash storage design is the future of portables. This new product will create significant business challenge and Microsoft will have a hard time matching it. Apple also introduced a new version of iLife, the competition to Windows Live Essentials suite. “So, Microsoft, Apple’s thrown down the flash-based gauntlet. What’s your next move?” Analysis Apple’s vision statement is to make a contribution to the world by making tools for the mind that advance humankind. Apple uses the VIP model to stay ahead of the game and stir fear in the competition. “Vision creates potential for success and turns potential into actual performance (text, p.65). Placing emphasis on making tools for the mind Apple has created products such as the iPad, iPhone, and now the MacBook Air which are increasing the standard of living for mankind. All of the plans set by Apple leadership are being executed, and the plans are achieved. Microsoft, in supporting Windows, has to make sure the operating system works on everything that meets its minimum specifications in order to stay abreast in the industry. This may call for a new vision, business ideas, strategy, goals and task in order for them to see results. I need a comment (verify solution) in 25-75 words from the response given above from the web address below. References: http://news.cnet.com/8301-13860_3-20020332-56.html?tag=mncol;mlt_related Hersey, Blanchard, Johnson. Management of Organizational Behavior, 9th Edition, CH3
What management roles owuld Vincent be playing as he (a) had weekly security briefing conference calls with coworkers around the globe, (b) assessed the feasibility of adding a new network security consulting service, or (c) kept employees focused on the company’s commitments to customers?
1. Sebagai manajer produksi RMC, apakah yang anda sarankan? Mengapa? 2. Siapkan sebuah kasus oleh seorang manajer pabrik yang konservatif yang lebih suka mempertahankan kondisi yang sudah berlangsung sekarang, sampai penegmbaliannya terlihat lebih jelas! 3. Siapkan kasus tersebut untuk seorang manajer penjualan yang optimis, dimana Anda harus melanjutkan proyek pengadaan FMS!
1. How did Jim conclude that the process was not capable based on his first set of samples?(Hint estimate the process standard deviation using a2rbar
Get college assignment help at uniessay writers Can you think of ANY company and describe how they might be able to apply econometrics to an element of their business and how it would give them a competitive advantage. Thank you.
Pick a product and list issues that need to be considered in its design and manufacture. The product can be something like a stereo, telephone, desk, or kitchen appliance. Consider the functional and aesthetic aspects of design as well as the important concerns for manufacturing
Rochester Manufacturing Corporation Rochester Manufacturing Corporation (RMC) is considering moving some of its production from traditionally numerically control machines to a flexible machining system (FMS). Its numerical control machines have been operating in a high variety, low volume intermittent manner. Machine utilization, as near as it can be determine, is about 10%. The machine tool sales persons and a consulting firm want to put the machines together in a FMS. They believe that a $3,000,000.00 expenditure on machinery and the transfer machines will handle about 30% of RMC’s work. There will, of course, be a transition and start up cost in addition to this. The firm has not yet entered all its parts into a comprehensive group technology system, but believes that the 30% is a good estimate of products suitable for the FMS. This 30% should fit very nicely a “family”. A reduction, because of higher utilization, should take place in the number of pieces of machinery. The firm should be able to go from 15 to about 4 machines, and personnel should go from 15 to perhaps as low as 3. Similarly, floor space reduction will go from 20,000 square feet to about 6,000. Throughput of order should also improve with this family of parts being processed in 1 to 2 days rather than 7 to 10 days. Inventory reduction is estimated to yield a one-time $750,000 savings and annual labour savings should be in the neighborhood of $300,000.00. Although the projections all look very positive, an analysis of the project’s return on investment showed it to be between 10% and 15% per year. The company has traditionally had an expectation that projects should yield well over 15% and have payback periods of substantially less than 5 years. Required: i. As the production manager for RMC, what would u recommend? And why? ii. Prepare a case by a conservative plant manager for maintaining the status quo until the returns are more obvious iii. Prepare the case for an optimistic sales manager that you should move ahead with the FMS now.
develop a forecast for 2 years through 12 using exponential smoothing with =4 ,and a forecast for year 1 of 6.plot your new forcast on a graph with the actual data and naive forecast.based on a visual inspection,which forecast is better
What is the objective and constraints for these problems in this case attached, so I can enter it into POM for windows?
I’m more worried about the first question and getting it started. Any help with this would be more than appreciated. The second question does not have an electronic book, so I’m been looking at it over and over again, and not expecting an answer. If you have one, it would be wonderful. We are using Manufacturing Planning
Using cash to motivate open-source developers Article Summary The article basically asks would using cash rewards benefit the development of work. The authors surveyed 229 people involved in or familiar with open source to explore their openness to monetary motivation in open source. It is suggested that monetary rewards are seldom a bad idea, and can, depending on the project and/or context, “significantly increase” motivation to participate in a given project. As Google and others are showing, developers have no problem getting paid for their work, even though prestige or resolving a complex development problem may be their top most concerns. Monetary rewards can help to steer developers to one’s project that might otherwise contribute their time and talents elsewhere (Asay). Analysis In giving an employee monetary rewards seems to motivate an individual and satisfy their physiological needs. Out text relates money as a symbolic power to individuals. It is what money can buy, not money itself that gives it value (text, p.34). Most people are not interested in dollars as such, but only as a means to be used to satisfy other motives (text, p.35). I find it fascinating that money is not only used in satisfying physiological needs but money can play a role in the satisfaction of needs at every level. Management would benefit from monetary rewards, for the necessary needs are being meet by the employees; thus motivating them and their work. This is a great beneficial concept for managers that can afford this type of reward. I need a comment (verify solution) in 25-75 words from the response given above from the web address below. References: http://news.cnet.com/8301-13505_3-9799642-16.html?tag=mncol;4n Hersey, Blanchard, Johnson. Management of Organizational Behavior, 9th Edition, CH3
I need a summary of the article below in at least a 100 words. Putting employees’ smartphones to work Two years ago, casino giant Harrah’s Entertainment needed to cut costs. One of the first places managers looked was cell phones. As the company evaluated its business, one of the quickest and least painful ways to reduce its yearly budget by more than $1 million a year was to change its cell phone policy. Specifically, the company started allowing its employees to use their own cell phones for work. “We looked at the cell phone market penetration, which is close to 100 percent, and we realized that everyone already has their own cell phone,” said Mark Cross, senior manager of IT Mobility and Strategy for Harrah’s Entertainment. “And then we looked at what we were paying to outfit people with cell phones and realized there was money to be saved.” But asking employees to use their cell phones for work presented tricky privacy issues for employees as well as difficult security issues for Harrah’s. Even though many employees were happy to consolidate devices so that they only had to carry around one phone, there was one main major concern that many employees shared: how much access would the company have to the employee’s personal e-mails, applications, text messages, and phone records? Employees were also worried about the company’s ability to wipe their devices of all personal data once they left the company. And what about the company’s right to search or confiscate personal phones? Cross said the company needed to come up with both a technology solution and a plan to revise its policies. Finding the mix of policy and technology to keep the corporate network secure while also ensuring employees’ privacy is an increasingly common challenge for companies as the dividing line between the workplace and home blurs. Harrah’s isn’t the only company grappling with such issues. Indeed, as the economy continues to struggle, more companies are shifting the cost burden for cell phones and other technologies onto employees. Earlier this year the Aberdeen Group released a survey titled “Enterprise Mobility Strategies 2010: More Mobility, Same Budget,” which showed that nearly 73 percent of companies today allow some or all employees to use personal-liable mobile devices for work. These are devices that employees own and pay for. The trend is expected to continue with the Aberdeen Group projecting that 8 percent of the 200 organizations it surveyed will allow all their employees to use personal devices within the next 12 months. For Harrah’s, Cross first went to employees to determine if this was a viable policy. Would employees resist having their cell phone benefits cut or eliminated? Surprisingly, Cross said that more than two-thirds of employees said they preferred to use their own phone for work, even if it meant they had to foot the entire bill. “Most employees were carrying around two devices anyway,” he said. “People had a BlackBerry or Windows Mobile phone for work and an iPhone for fun.” Separating corporate data from personal data The most fundamental policy that Harrah’s dealt with was separating the corporate data from the personal data on the phone. The company also requires all corporate data to be encrypted on the device and each device to be password secure. Harrah’s has been using technology from Research In Motion for its BlackBerry users and technology from Good Technology for employees using Apple’s iPhone and Google’s Android phones to secure the phones and keep personal data and work data separate. “Businesses don’t really want personal data and activities to intermingle with corporate data anyway,” said John Herrema, senior vice president of corporate strategy at Good Technology. “And our technology keeps these separate, so then it’s a matter of adjusting policies about what is acceptable use for applications or other content at work.” Most companies already have these policies in place dictating what types of content can be accessed or used during work hours. And Herrema said that most employees are aware of what’s acceptable at work and what is not. But Cross said that Harrahs put together a task force within the company to write specific policies to ensure that employees who elected to use their phones to access corporate e-mail and other data on the go, understood what information the company could access and protect and what information was off limits. In separating corporate data from personal data there is a inherent understanding that if the device is lost or stolen or if an employee leaves the company, only the corporate information on that device will be wiped. Cross said. This also means that only corporate e-mail and other business-related apps and data will be backed up by the company’s servers. If employees want their personal data and apps backed up, the IT department will tell them how to do it, but IT professionals will not do it for them, he said. The company also will not assume responsibility for paying for the service nor maintaining the service. That said, Cross said that employees can get some technical support from IT. They have also put together a cheat sheet for employees for when employees go phone shopping with pertinent questions to ask their wireless provider. And once they have bought the new device, the IT department helps set up employees with access to corporate e-mail and access to other relevant corporate data. “The company is committed to helping employees as much as we can with supporting their phones,” Cross said. “But because the account is under the employee’s name, we cannot call their cell phone provider if it’s a network issue.” RIM and Good Technology, which provide Harrah’s solution, aren’t the only companies offering technology to handle security and privacy for employee-owned smartphones. There are others, including MobileIron, which provides similar functionality. While there are differences technologically among the various solutions, the main differences for companies grappling with these issues is in figuring out the policies that need to be established. For example, Ojas Rege, vice president of products for MobileIron, said some industries like trucking may require employees to keep a tracking service active on their phones, while others would have no use for location-based services. “Every company will have its own polices for different groups of users,” he said. “Some companies don’t even want to see what types of applications people have on their phones for personal use, while others will not allow people to put corporate data on their phones if they are running certain applications. It varies widely.” While Harrah’s is saving money by transferring the financial responsibility for the cost of the device and service onto employees, the company is also spending money to implement the security and privacy technology policies. The company is also supporting many more devices than it had been previously, since any employee with a corporate e-mail address is able to opt into the program. Even with the added cost, Cross said that the company is still coming out ahead. What’s more, the added connectivity has made some employees more responsive and productive than they had been previously. “We haven’t really studied this yet,” he said. “But anecdotally, I think it has helped our employees to be more responsive. We’re in the entertainment and hospitality business so if it helps guests get their questions or concerns answered more quickly or if our employees can show off our properties and services on their phones or mobile devices, that’s good for us.” Reference: http://news.cnet.com/8301-30686_3-20020818-266.html
Albatross Anchor Case Study Albatross Anchor is a small family owned business that began in 1976 with four family members. Albatross anchor has grown exponentially and now employs one hundred and thirty people. Their one location/facility is situated on twelve acres of land located in a rural suburb of Small town, USA. The manufacturing plant and the main office are located in the same building with the manufacturing. The administrative offices are in the front of the building and the manufacturing area is in the back of the building. The manufacturing part of the building is antiquated, worn, dirty, technology deprived and it no longer meets all US safety and environmental standards and the administrative offices are shabby and inefficient. The owners of this small business have added on various processes as needed within the limited space provided within the plant. When Albatross Anchor first opened its doors their expertise laid in the manufacture of the bell/mushroom anchor (using a foundry process). Because of international competition in 1989 the owners of Albatross Anchor made the decision to expand their product line to include fabricated snag hook anchors. (Products) The bell anchor is used primarily by fresh water marine craft. They are manufactured primarily through a foundry process in which ore is transformed into a liquid state and poured into molds for production. The snag hook anchor is used primarily for small to medium sized saltwater marine craft. The snag hook anchor is fabricated through the bending and welding of iron rods and flat iron into a hook design so that bedrock and seaweed can be snagged to hold the marine craft at anchor. Each anchor is produced in multiple sizes to accommodate the type of craft requiring the anchor. (Manufacturing) Each anchor type requires its own unique equipment and manufacturing process. Both manufacturing areas share the same shipping and receiving area, the warehouse area and administration. The manufacturing area of the plant has had to change to accommodate the manufacture of the two separate types of anchors. As each anchor requires its own manufacturing challenges the manufacturing line must be completely changed over each time the anchor type is changed. The time to switch over from one manufacturing process/operation to the other manufacturing process/operation is 36 hours. The plant space is at a premium and warehousing space for raw materials and finished product is limited and located at the far south end of the building. Plant antiquation and safety issues result in small batch production only. As a result lead time for large bulk orders is three to four weeks. (Costs and shipping challenges) Current manufacturing costs are $12.00 per pound for mushroom/bell anchors and $6.00 per pound for snag hook anchors. While Albatross Anchor charges the same per unit as their competitors their profit margin is as much as 30% less due to operations inefficiencies. Product size, bulk and weight (either anchor) requires shipment by rail and by specialized ground transportation (large trucks). Domestic orders are shipped by truck and international orders are shipped by rail and then by large freighter. These are the only two methods of shipment of product to customer. Receipt of raw materials is by rail. Prior to the sale of anchors into the international market all shipments of finished product went out completely by truck and therefore all shipping activities were limited to the east side of the building. Now, because of the limitation of shipping product into the international marketplace all product shipments for international delivery go out of the receiving dock for shipment for transportation by rail and then by large freighter. Whereas prior to expansion into the international marketplace shipping had been limited to the shipping department and receiving was limited to the receiving area, now the receiving area must do double duty – shipping of international orders and receipt of all raw materials. Question One Based on the information presented in the scenario discuss Albatross Anchor’s competitiveness in relation to (please address all items in the below list and provide support for your conclusions): (a) Cost (consider cost of production, economies of scale in material purchasing, cost or raw materials and finished goods sitting idle in the warehouse.) (b) Speed of manufacturing process from order to finished product. (c) Flexibility in filling order(s) (d) Technology (e) Capacity and facilities. The current floor plan is inefficient. Please tell what about the current floor plan makes it inefficient and give recommendations for improvement. What type of factory would be best for mixed model manufacturing? (f) Service to customers (what types of services would an anchor company provide to marine wholesalers? Question Two There are many ways that mushroom/bell anchors may be manufactured. Albatross Anchor is considering two new manufacturing processes (Process A and Process B) to reduce costs. From the available information below determine which process has the lowest breakeven point (this validates the process is more cost effective) and report your analysis and supporting conclusion. For each process the following fixed costs and variable costs are identified below: Anchor and Process Process A Process B Sale price per anchor $35.00 $35.00 Total Fixed Cost $500,000.00 $750,000.00 Variable Cost per anchor $25.00 $23.00 Based on the above information identify: (Please enter the answers for the following two questions into the below chart.) (a) The total fixed costs per anchor for Process A and for Process B (b) The total number of anchors that would be Process A and for Process B at the breakeven point. Anchor and Process Process A Process B (a) Fixed costs per anchor (b) The total number of anchors to attain break-even point for Process A and Process B (c) From your calculations identify whether you would recommend Process A or Process B for adoption (select only one). Please make sure to explain how you arrived at your conclusion. Question Three Based on the limited information in the case study along with your answers to questions one and two, identify at least two direct and specific long-term and two direct and specific short term operational changes that Albatross Anchor must make to gain a clear and sustainable competitive advantage. Provide supporting information to validate and substantiate each recommended change (be detailed in your justification for each).
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Ray’s Satellite Emporium
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