...Management Unit 4 Exam 1. The aggregate plan gets input or feedback from which of the following areas? 2. engineering 3. finance, marketing and human resources 4. the master production schedule 5. procurement, production and general management 6. All of the above. 2. Which portion of the master production schedule is normally fixed, frozen or firm? 3. the entire schedule 4. only the aggregate schedule 5. only the middle of the schedule 6. only the near-term portion 7. only the far-term portion 3. In continuous (stock-to-forecast) operations, the master production schedule is usually expressed in terms of _______________. 4. end items 5. modules 6. kits 7. customer orders 8. warehouse orders 4. In job shop (make-to-order) operations, the master production schedule is usually expressed in _______________. 1. end items 2. modules 3. kits 4. customer orders 5. warehouse orders 5. A document calls for the production of 50 small garden tractors in week 1, 50 small garden tractors and 100 riding mowers in week 2, 100 riding mowers and 200 garden utility carts in week 3 and 100 riding mowers in week 4. This document is most likely a(n) _______________. 6. net requirements document 7. resource requirements profile 8. aggregate plan 9. master production schedule 10. Wagner-Whitin finite capacity document 6. The _______________ is the input to material requirements planning which lists the assemblies, subassemblies, parts and raw materials...
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...Management Unit 4 Exam 1. The aggregate plan gets input or feedback from which of the following areas? 2. engineering 3. finance, marketing and human resources 4. the master production schedule 5. procurement, production and general management 6. All of the above. 2. Which portion of the master production schedule is normally fixed, frozen or firm? 3. the entire schedule 4. only the aggregate schedule 5. only the middle of the schedule 6. only the near-term portion 7. only the far-term portion 3. In continuous (stock-to-forecast) operations, the master production schedule is usually expressed in terms of _______________. 4. end items 5. modules 6. kits 7. customer orders 8. warehouse orders 4. In job shop (make-to-order) operations, the master production schedule is usually expressed in _______________. 1. end items 2. modules 3. kits 4. customer orders 5. warehouse orders 5. A document calls for the production of 50 small garden tractors in week 1, 50 small garden tractors and 100 riding mowers in week 2, 100 riding mowers and 200 garden utility carts in week 3 and 100 riding mowers in week 4. This document is most likely a(n) _______________. 6. net requirements document 7. resource requirements profile 8. aggregate plan 9. master production schedule 10. Wagner-Whitin finite capacity document 6. The _______________ is the input to material requirements planning which lists the assemblies, subassemblies, parts and raw materials...
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...depends on an intangible degree of satisfaction. In spring 2003, a crew coordinator sought to automate the scheduling process for his crew of about 35 volunteers to save time and to accommodate volunteers’ preferences when possible. We developed a spreadsheet-based decisionsupport tool that generated shift times, scheduled volunteers according to various constraints and preferences, and produced master and individual schedules. Key words: programming: linear; organizational studies: personnel. History: This paper was refereed. T he Edmonton Folk Festival is a four-day outdoor event that has been held annually since 1980 (http://www.edmontonfolkfest.org/). In 2002, 15,000 people attended the afternoon workshops and the evening main-stage performances featuring local artists and internationally renowned musicians. With only a handful of paid staff, the event’s success and longevity are attributable to its volunteers. In 2002, 1,800 volunteers worked on 35 crews (for example, gate, kitchen, and security) contributing over 50,000 volunteer hours. In return for their hours of service, the festival gives volunteers free admission, T-shirts,...
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...Method…………………………………………………………..………8 Length of Commute………………………………………………………...………8 Conclusion…………………………………………………………….…………..10 Original Objectives Reviewed…………………………………………………….11 If Unlimited Time and Resources…………………………………………………11 Survey Sample………………………………………………………………….…13 Summary of Responses……………………………………………………..…….15 References…………………………………………………………………..…….20 Abstract, Objectives, and Sampling Methodology Does rain have a significant effect on Seattle area commuters? Seattle has always had a rumor attached to it as being the one of the nation’s rainiest cities. This is actually not the case at all. Ben Miller of Puget Sound Business Journal referred to a recent study, and said that “Mobile, Ala. was the nation's rainiest city. Seattle didn't even make the top 40” (Miller, 2007). It does however rain in small amounts on many days throughout the year, and this trend seems to affect the Seattle area commute in a derogative way. The challenge of getting to work and other appointments on time can be difficult enough when the sun is out, so rainy weather is an unwelcome added ambiguity in a commuter’s schedule. A research survey was created with the objectives of showing whether or not rain affects freeways or side roads differently, if it hampers the commute on a Monday through Friday more so than others, and that there is a percentage of time...
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...DEVELOPING A FATIGUE MANAGEMENT PLAN FOR COMMERCIAL VEHICLE DRIVERS AND OPERATORS Developing a Fatigue Management Plan for Commercial Vehicle Drivers and Operators ● 2 / 20 INTRODUCTION ................................................................................................................................................ 4 COMMERCIAL VEHICLE DRIVER FATIGUE IS A MAJOR SAFETY PROBLEM .............................................................. 4 A DRIVER FATIGUE MANAGEMENT PLAN WILL HELP EMPLOYERS MEET THEIR DUTY OF CARE ............................. 4 OPERATING STANDARDS FOR WORK AND REST .................................................................................. 5 THE OPERATING STANDARDS IN THE REGULATIONS ARE USED TO ESTABLISH A SAFE SYSTEM OF WORK ............. 5 OPERATING STANDARDS FOR WORK AND REST IN ROAD TRANSPORT ................................................................... 5 DRIVING WITHOUT A RELIEF DRIVER ................................................................................................................... 5 DRIVING WITH A RELIEF DRIVER .......................................................................................................................... 5 A DRIVER FATIGUE MANAGEMENT PLAN............................................................................................... 6 MANAGING COMMERCIAL VEHICLE DRIVER FATIGUE REQUIRES EFFECTIVE POLICIES & PROCEDURES ................ 6 BASIC PRINCIPLES TO INCLUDE...
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...Smith’s House Project Progress Report 12/16/2012 ABC Construction Inc. Project Manager TABLE OF CONTENTS introductioN 1 Major Project activities 1 ASSUMPTIONS 2 ORIGINAL PROJECT Network schedule 3 Project Responsibility Matrix 4 Project cost summary 5 COST ASSUMPTIONS 5 CHANGE REQUEST format 7 revised schedule analysis 7 REVISED PROJECT SCHEDULE 8 REVISED COST SUMMARY 9 SUMMARY 10 REFERENCES 11 introductioN Mr Smith wants to build a 2-storey framed house and so he has appointed ABC construction Inc. for construction of the house. Mr Smith has got the blue prints ready through XYZ architects and has issued the letter of intent to ABC Inc. with a project deadline of 14 weeks. The contract clauses include penalty for delays and bonus for early completion. The material procurement is excluded from the scope of ABC Inc. and it’s a free issue material through a local vendor fixed by Mr Smith. The project has progressed into its 6 week and activity 9 is under progress. Mr Smith now wants to change the original configuration of the house by adding a wing to it. A formal change request has been raised and this report analyses the effect of the change on the schedule and cost of the project. A copy of the change request form is also attached. The main stake holders in this project are: * Mr Smith as investors and owner. * XYZ architects as consultants. * Material supplier * ABC Construction Inc. as project construction contractors...
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...P1.1Explain Guest’s model of HRM: David Guest's (1989, 1997) model of HRM has 6 dimensions of analysis: HRM strategy HRM practices HRM outcomes Behavior outcomes Performance outcomes Financial outcomes The model is prescriptive in the sense that it is based on the assumption that HRM is distinctively different from traditional personnel management (rooted in strategic management, etc.). It is idealistic, implicitly embodying the belief that fundamental elements of the HRM approach (essentially those of the Harvard map) such as commitment have a direct relationship with valued business consequences. However, Guest has acknowledged that the concept of commitment is 'messy' and that the relationship between commitment and high performance is (or, perhaps, was - given the age of this material) difficult to establish. It also employs a 'flow' approach, seeing strategy underpinning practice, leading to a variety of desired outcomes. Like its American predecessors, this UK model is unitarist (tying employee behavior and commitment into the goals of strategic management) and lukewarm on the value of trade unions. The employee relationship is viewed as one between the individual and the organization. P1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices: Storey defines HRM as a strategic and coherent approach to the management of an organization’s most valued assets-the people working there who individually and collectively contribute...
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...prepackaged ice cream. The management would like to optimize production to aid in the highest profitability. The two product lines ice cream and specialties utilize the same machine for ice cream processing as well as a shared work force of 150 man hours per week. Each product line utilizes a product specific packaging machines. One thousand gallons of ice cream is sold for $900 and specialties are sold for $1,500. Calculations & Statistical Analysis 1. Choose the unknowns. |X1 = Ice Cream | |X2 = Specialties | |2. Write the objective function. | |f( x, y) = 900X1 + 1500X2 | |3. Write the constraints as a system of inequalities | | |Product | | | | |X1 = Ice Cream |X2 = Specialties |X3 = Labor Time | |Machine |2 |1 |40 | |Packaging Line |1 |1 |40 | |Labor (hours) |3 |6 |150 | As the numbers of products are natural numbers, there are two more constraints. |X1 ≥ 0 | |X2 ≥ 0 ...
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...ending to late can cause various problems for the students. Scope states “For one thing, starting school later means dismissing school later, which leaves fewer daylight hours after school”(0’Neill 21). This quote proves that school starting too late can make school end too late because students need to attend school for a certain amount of hours will lead into later in the day. Since school ends too late, students won’t have many hours after school ends. Having less hours after school can cause students miss out on sports. Sinder, a concerned parent says “If we start school later what happens to my kids three hour soccer practice?...” (Richmond). This quote proves that students will not be able to practice sports because they will have school at the same time that their sports practice is. Sport practices and activities are an important part of a student's life. Missing the activities and sports you love can be like eating expired food. If school ends in the evening students will miss activities and sports. If school starts to later it will end to leaving less hours in a day for sports and activities. Second, school starting later can lead to transportation problems. Buses need to take many different routes during that day but if school start later the schedules can overlap with each other. “School bus schedules are arranged to meet the needs of not just one school district but all the schools in the district”(0’Neill 2). This quotes means that buses need go to all the school...
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...Time Management Nick Repak Director, Grad Resources http://www.gradresources.org/articles/time_management.shtml You finally decide to sit down to begin your paper. As your computer warms up, you pick up a journal that has sat in the "to be read" pile for a month. There is an interesting article on innovative research methods in your field, so you decide to take notes. Two hours later, the paper is still untouched when there is a phone call from your advisor. It seems that he was given an opportunity for a sabbatical in Europe, and the date for your proposal has been moved up six months. You immediately shove the books aside (for the paper you thought you would work on), and you begin outlining the proposal. After a few moments, there is a knock at the door. You knew your friend was having a difficult personal time but why did it have to turn into a crisis now? Being the sensitive and available person that you are, you set aside your work to listen and comfort your friend. After several hours, you realize, as your friend is leaving, that you haven't eaten, you never started on your paper, the proposal is still mainly a collection of ideas in your head; and that you were so preoccupied with the personal pressures you were feeling that you wonder if you really did your friend any good. However, you decide that the urgent things will always push out things you planned so you start to wonder if you should give up planning. The scenario described is often referred to as "The Tyranny...
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...It Management Mgt2 Task 3 | MGT2 Task 3-B | | Xemba Translations Jade Lewis May 7, 2014 Task 3- A The following are risks that are determined after a new risk assessment was conducted. Coming into the project after it started led to more risk assessment then a complete metrics review. Risks identified for Xemba Translations Telecommuters project Risk 1 Time Time is a risk for this project on several levels. 173 employees this will be affected as well as their customers. The company has agreed that this is a good move, however, if the process of setting up the equipment, managing the security and providing training goes on too long, then it will start to negatively affect the company over-all. Currently there is concern if the technology will be delivered due to an unforeseen fire, this set back will be costly in time and work. Also, a second part of time being a risk is managing faulty or dying equipment. Home offices will take longer to assess and fix in the long run. IT staff will either have travel to employee’s homes, or employees will be held up having to come into the home office for repairs. The impact is serious due to the fact it would reduce the amount of work completed, uses valuable resources that are required on-site, or lead to cost of hiring a separate support staff for the telecommuters. Initial action...
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...CHAPTER 6 MASTER BUDGET AND RESPONSIBILITY ACCOUNTING 6-1 a. b. c. d. The budgeting cycle includes the following elements: Planning the performance of the company as a whole as well as planning the performance of its subunits. Management agrees on what is expected. Providing a frame of reference, a set of specific expectations against which actual results can be compared. Investigating variations from plans. If necessary, corrective action follows investigation. Planning again, in light of feedback and changed conditions. 6-2 The master budget expresses management’s operating and financial plans for a specified period (usually a fiscal year) and includes a set of budgeted financial statements. It is the initial plan of what the company intends to accomplish in the period. 6-3 Strategy, plans, and budgets are interrelated and affect one another. Strategy specifies how an organization matches its own capabilities with the opportunities in the marketplace to accomplish its objectives. Strategic analysis underlies both long-run and short-run planning. In turn, these plans lead to the formulation of budgets. Budgets provide feedback to managers about the likely effects of their strategic plans. Managers use this feedback to revise their strategic plans. 6-4 We agree that budgeted performance is a better criterion than past performance for judging managers, because inefficiencies included in past results can be detected and eliminated in budgeting. Also, future conditions may be...
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...CHAPTER 6 MASTER BUDGET AND RESPONSIBILITY ACCOUNTING 6-1 a. b. c. d. The budgeting cycle includes the following elements: Planning the performance of the company as a whole as well as planning the performance of its subunits. Management agrees on what is expected. Providing a frame of reference, a set of specific expectations against which actual results can be compared. Investigating variations from plans. If necessary, corrective action follows investigation. Planning again, in light of feedback and changed conditions. The master budget expresses management’s operating and financial plans for a specified 6-2 period (usually a fiscal year) and includes a set of budgeted financial statements. It is the initial plan of what the company intends to accomplish in the period. 6-3 Strategy, plans, and budgets are interrelated and affect one another. Strategy specifies how an organization matches its own capabilities with the opportunities in the marketplace to accomplish its objectives. Strategic analysis underlies both long-run and short-run planning. In turn, these plans lead to the formulation of budgets. Budgets provide feedback to managers about the likely effects of their strategic plans. Managers use this feedback to revise their strategic plans. 6-4 We agree that budgeted performance is a better criterion than past performance for judging managers, because inefficiencies included in past results can be detected and eliminated in budgeting. Also, future conditions may be...
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...Alternative Work Schedules In order to improve the working environment and to increase the productivity and morale of workers, many companies are letting employees adjust their work schedules. Many employers are trying to move away from the traditional time patterns and are allowing employees to match their work schedules more closely to their lifestyles. Three of the modifications in the traditional workday that are being utilized by many organizations are: the compressed workweek, flexitime, and job sharing. Compressed Workweek Typically, the compressed workweek consists of a four-day, forty-hour week where the employees work ten hours a day. How-ever, “some organizations are experimenting with a three-day, thirty-six hour week {average of twelve hours per day}” {Quiable, 1980, 341}. An advantage of the compressed of the workweek is that workers have an extra day to handle personal matters or participate in leisure activities. This additional free time tends to reduce employee absenteeism and tardiness and to increase the morale and job satisfaction of the employees. Another advantage of this schedule is the reduction in the time and expense of commuting to work by 20 percent each week {Chruden and Sherman, 1984, 42}. One major disadvantage of this work schedule is the employees, increased fatigue which results from longer hours worked each day. Flexitime Another alternative that is becoming popular is one whereby employees may determine their own daily work schedules. Their...
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...prices are on the rise and it is causing issues amongst our workers. In order to comply with these issues we have developed a plan to alleviate this situation. The company has decided to cut the hours of the full-time employees and managers. The store has placed them on a 10-hour, four-day work week. The store has placed the part-time workers on a minimal schedule. Their schedule will consist of one, two, or three day work week depending on the full-timer’s schedules. The stores hours of operations have also changed. We will no longer be open on Sundays. Monday through Saturday the store will open an hour later, and the store will close an hour earlier. The reasoning behind all of this is due to the downturn of the economy in addition to keeping business cost down. As a member of the team I know we must place the well-being of our workers first. Our workers are the backbone of the store, if they leave, then where would we be as a retail store. Our workers are who keep the business running. During these hard economic times, adjusting the schedules and changing hours of operations is in the best interest of the store. The fewer days the store is open the less electricity and power we will use. If we calculate the numbers just from Sundays, we can save our store money by 20 percent. I do not know about you but that makes me smile. The company will not be opening any new stores in the near future, but at the moment we do not plan on closing any stores...
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