...affect motivation and therefore performance? Help each other out here. The objectives of the PEP are to propose a plan for initiate the assembly process associate with the new line of LDTC radiation tubes, and reform the current assembly processes in the NTAD. The PEP has definitely positive influence on the Assembly process, which will expand capacity by 50% in the nuclear tube operations. However, some stages of the PEP underestimated the NTAR workers, and the Long's effort. As a result, it will decrease the existing Assembly worker's performance. One of the important factors of the proposal is to create process specifications for the nuclear tube operations, which Long strong disagree. Long prefers to use the production standards just as a guide for the employees. However, the PEP will rewrite and reform the process specifications on existing operations. After that, the PEP needs to enforce new standards into the work process. In addition, the proposal requires that Singer approve monitoring, evaluating, and documenting any deviations or changes. It will discourage the problem solving in the workplace. Also, it might hinder the employees' enthusiasm to create solution for the issues. Secondly, the plan will change the arrangements of the tube assembly operation. In addition to pilot process, the proposal is going to hire four new assembly operators with higher pay. The four new operators are unfamiliar with the existing workers, and training the...
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...Case: Illustrious Corporation Supply Chain Management January 3, 2013 I. Statement of the Problem/Key Strategic Issue Illustrious Corporation is a small assembly shop for the X500 product. Nancy Barfield, the production planner has been preparing the operating plan for the next 10 weeks. The first component for X500 is the H590 which they purchase from other local company but are then returned to the supplier due to the number of defective units hence, the production of P712 will be delayed since P712 is just a tapped H590. The production of other components is dependent to H590 hence the assembly of X500 will also be behind schedule. The problem is that in the current MRP, the purchasing or materials procurement plans are not synchronized with the master production schedule. II. Statement of the Objectives * To determine the dependent and independent demands included in the assembly of X500 * To work through a basic materials requirement plan (MRP) * To understand the managerial inputs for and implications of building and using an MRP system III. Relevant Case Facts/Findings Illustrious Corporation: Company Background * Assembly shop for the X500 product * A single X500 requires 7 components in 4 assembly levels * Independent demands: * H590 – bought from other local company * G418 – bought from other supplier * F416 – bought in kit form * Dependent demands: * P712 – tapped H590 * Q307...
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...INDIVIDUAL ASSIGNMENT DUE DATE: 04 APRIL 2016 CASE STUDY Case Study: ABC COMPANY The ABC Company was a family owned, conservatively managed company. For over forty years the company enjoyed slow, steady growth in reaching its current employment level of just over 200. All expansions were financed entirely out of earnings. As the company grew, its operating procedures were periodically re-examined and modified to cope with the complex problems that accompany growth. The company developed, manufactured, and sold metering and flow control devices used in the chemical industry. Recently, as a result of declining profits, management was considering the advisability of installing a more formal system for controlling its cost of materials. The company’s product line contained about forty items, ranging in size from gauges and simple fittings to large flow meters weighing up to 150 kilogram. Most of these were made in a number of different models and sizes, so that the total number of separate products was about 300. About half were standard models whose design had not changed greatly in the last ten years; others were subject to considerable technological change; a few involved special features for different customers, sometimes being made of special alloys to resist corrosive action of certain chemicals. Some of the more complex items were supplied with or without certain fittings and refinements. The company’s position in the industry depended on its ability to keep ahead...
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...company was significantly increasing the quality of the product with a slight rise in the price, increase company image with focus on development of the goods, new opening of ports and stress on the internet selling, bigger the production with investment into machinery and materials and in this context to avoid machinery breakdown, quality goods complaints and bad logs with attention to maintenance and assembly time of our products. 2. 1st Decision Form (screenshot) + reasonable financial explanation of each decision (why you have chosen such calibration of individual parameters) Our first decision included these movements: * Increase in the production of each product in all markets due to a big interest in it. * Small increase of the prices in accordance to successfully selling products. * Advertisings expenses are left at the same level. No need to increase it thanks to popularity of a product. Quite a high internet service complaints, which should resulted into more investments in the web-site development. Unfortunately didn’t happen. * Mistakenly equal assembly time submitted for this decision as in the previous one. Amounts should be raised in the first two products because of destruction of few goods due to the short time period of production of each good. One of the reasons of our further investment decline. * Increase on the maintenance hours per machine in answer to huge amount of breakdowns, on the other hand. * Investment into purchase of raw...
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...operated as a separate profit center, but manufacturing operations between each were highly integrated. The Metal Fabricating Division produced most of the component parts of the trailers, the Trailer Division performed the assembly operations, and the Sandblast & Paint Division was responsible for completing the sandblasting and final painting operation. B&L manufactured approximately 40 trailers per year, with about two-thirds produced during the period from November to April. The outrigger bracket, part number T-178, was an accessory that could be used to secure oversized containers. The bracket consisted of four component parts welded together, and each trailer sold by B&L had 20 brackets – 10 per side. The Metal Fabricating Division was presently manufacturing the outrigger bracket. The subassembly parts – T-67, T-75, T-69, and T-77 – were processed on a burn table, which cut the raw material to size. Although the burn table could work with eight stations, this machine had only been operating with one station. The final assembly operation, T-70, was performed at a manual welding station. Manufacturing lead time for the outrigger bracket was two weeks. However, the Metal Fabricating Division had been able to coordinate supply and production with assembly operations. Consequently, finished inventory levels of the outrigger bracket were kept to a minimum. B&L’sinventory holding costs were 20 percent...
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...line in each department is as follows: Trophies Plaques Forming department 40 116 Assembly department 43 103 Supervision costs vary with direct labor costs in each department. 1. Calculate the budgeted cost of trophies and plaques based on a single plant-wide overhead rate, if total overhead is allocated based on total direct costs. 2. Calculate the budgeted cost of trophies and plaques based on department overhead rates, where forming department overhead costs are allocated based on direct labor costs of the forming department , and assembly department overhead costs are allocated based on total direct costs of the assembly department. 3. Calculate the budgeted cost of trophies and plaques if Tarquin allocated overhead costs in each department using activity-based costing. 4. Explain how the disaggregation of information could improve or reduce decision quality. Overhead rate = Total overhead 56,346 0.712113744 Total Direct costs $79,125 Tarquin's Trophies Budgeted Information For the Year Ended November 30, 2011 Forming Department Trophies Plaques Total Direct materials $13,000 $11,250 $24,250 Direct labor 15,600 9,000 24,600 Overhead Costs Setup 12,000 Supervision 10,386 Allocated overhead 20,366 14,420 Assembly Department Trophies Plaques Total Direct materials $2,600 $9,375 $11,975 Direct labor...
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...PROBLEM 1. What college courses will best suit Mr. Mallari’s sons? a. Will Mr. Mallari’s sons accept their father’s idea? 2. How will Mr. Mallari established his own assembly plan? OBJECTIVES * To be able to determine the right college courses for each of Mr. Mallari’s sons * Persuade Mr. Mallari’s sons to take the college courses their father picked for them. * Pursue Mr. Mallari’s dream to have his own well established plant ANALYSIS Areas of Considerations: * Personal Opinion of Mr. Mallari’s sons * Interest of Mr. Mallari’s sons 1. Demand * External- the demand for electronic parts that are used in the assembly and maintenance of radios, tape recorders amplifiers and various selected appliances in other towns. * Internal-the demand for more man power to serve all the customers various needs in terms of repair or sales 2. Competition * External- about Mr. Mallari’s former classmate Estelito Chan well – established appliance assembly plant in manila and other factory outlets * Internal - about Mr. Mallari’s employees who are striving for higher position or salary. 3. Traditional Attitude * External-the trend in the towns he wants to establish his factory * Internal - his company’s rules and regulations 4. Total Financial Investment * External-total investment in putting up more stores * Internal- own more assets for investing 5. Possible earnings SUGGESTED COURSES...
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...Hi-Ho Yo-Yo, Inc. Company Background Hi-Ho Yo-Yo, Inc. (HHYY) was founded in 1993 by two business school graduates who thought there ought to be alternatives to the video game craze. Searching for a toy that could have mass market appeal they settled on yo-yos. Yo-yos have a nostalgic appeal to the baby boomer generation and are a novelty plaything for generation X. So, the main marketing thrust of HHYY is directed toward parents and grandparents rather than to the children who will actually play with the yo-yos. The latest advertising campaigns show 50-ish men competing in 1950’s era yo-yo competitions, grandmothers showing their grandsons how to do yo-yo tricks, and pre-teen girls trying to get their yo-yos away from their dads who are monopolizing them. This advertising campaign has been highly effective. After a couple of rough start-up years, HHYY achieved profitability in 1996 and has seen sales and profits increase each year since then. HHYY is a closely held Subchapter S Corporation with all the stock being held by the founders and their family members. The founders, John Cooper and Juan Martinez share the position of Office of the CEO. John is also the Chief Operating Officer (COO) while Juan is the Chief Financial Officer (CFO). An organization chart for HHYY is in Figure 1. The firm employees about 350 people in a single location in the suburbs of Cut and Shoot, Texas. Figure 1. Hi-Ho Yo-Yo, Inc. Organization Chart Office of the CEO ...
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...unit costs in the section responsible for the assembly of various kinds of packages containing assortments of different products made by the company. These “prepaks,” or “deals,” as they are referred to within the organization, are specially prepared to the specifications of the individual customer. Each package may contain from 24 to 480 items, and the total number of packages for a customer may range from 10 to 1500 units. Most of these packages are prepared in such a way that the retailer can set them up as freestanding, point-of-sale promotional displays. From Carrington’s standpoint, the objective of using these product displays could be placed in aisles or used as shelf extenders. Assembling the deals is essentially a job-shop type process and prior to last year, the “assembly room” was located in a part of the main plant known as Section 10. The employees in Carrington’s manufacturing and assembly operations are unionized, and the firm uses a Halsey 50-50 Incentive Plan, a time-saved bonus plan. Under the Halsey Plan, a worker who can do her or his job in less than the standard time receives a bonus of 50 percent of the hourly wage rate multiplied by the time saved. For example, an employee who completed 10 standard hours of work in 8 hours would be paid 8 hours plus 1 of the 2 hours saved. Thus, if the hourly pay rate is $8.50, the worker would earn $76.50 for the day. PROBLEMS WITH SECTION 10 The assembly of...
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...Training Manual – WORK IN PROCESS OASIS INVESTMENT COMPANY – Author: Manoj Marada Creation Date: 24/07/2007 Last Updated: 24/12/2007 Document Ref: ASG_SD_ASECO_MFG_V1.1 Version: Draft 1.0 N Title, Subject, Last Updated Date, Reference Number, and Version are marked by a Word Bookmark so that they can be easily reproduced in the header and footer of documents. When you change any of these values, be careful not to accidentally delete the bookmark. You can make bookmarks visible by selecting Tools->Options…View and checking the Bookmarks option in the Show region. Approvals: |2. Mr.M.N.Chaturvedi |IT Director | |3.Mr.A.Vikram Rao |IT Manager | N To add additional approval lines, press [Tab] from the last cell in the table above. N Change Record |Date |Author |Version |Change Reference | | | | | | |24/12/2007 |Srikanth Reddy.B |1.1 |Entering Resource...
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... 1) Low Level Programming Language • • Why Low Level? : Because it is designed closer to the hardware Machine Language (1st Generation) Assembly Language (2nd Generation) Made up of instructions written in binary code (0 and 1). • Written in mnemonics, more English-like code; codes shorter than The only language that is directly understood by the machine languages computer. Does not need any translator program. • Need to be translated by assembler into machine language before it can be executed by the computer. Machine dependent (written for particular • Machine dependent (written for particular computer and has computer and has to be changed for using on a Describe/what is/ explain/characteristic • different computer). Example of coding to be changed for using on a different computer). Advantages • • Execution speed is very fast. (It does not require any translation because machine language is directly understood by CPU) Translation free (Computer understands only the machine language) Program written in machine language are very lengthy Machine dependent (program is written for particular computer and has to be changed for using on a different computer) • • Easy to understand and use: Assembly language use mnemonics instead of using numerical opcodes and memory locations used in machine language. Assembly programs run much faster and use less memory Disadvantages • • • • Long and tedious to write: requires a higher skill of...
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...Assembly Language Programming Lecture Notes Delivered by Belal Hashmi Compiled by Junaid Haroon Preface Assembly language programming develops a very basic and low level understanding of the computer. In higher level languages there is a distance between the computer and the programmer. This is because higher level languages are designed to be closer and friendlier to the programmer, thereby creating distance with the machine. This distance is covered by translators called compilers and interpreters. The aim of programming in assembly language is to bypass these intermediates and talk directly with the computer. There is a general impression that assembly language programming is a difficult chore and not everyone is capable enough to understand it. The reality is in contrast, as assembly language is a very simple subject. The wrong impression is created because it is very difficult to realize that the real computer can be so simple. Assembly language programming gives a freehand exposure to the computer and lets the programmer talk with it in its language. The only translator that remains between the programmer and the computer is there to symbolize the computer’s numeric world for the ease of remembering. To cover the practical aspects of assembly language programming, IBM PC based on Intel architecture will be used as an example. However this course will not be tied to a particular architecture as it is often done. In our view such an approach...
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...Beck’s Capacity Beck’s Capacity Name Candidate for Master of Business Administration May 6, 2013 Dr. Alvin Pexico Beck’s Capacity Beck Manufacturing has 5 Operational work stations. They are Milling, Grinding, Boring, Drilling and Assembly. The one work station that can easily be adjusted, according to the engineering department is the assembly station. The Milling station has 5 machines that can produce 2 pieces per minute. The Grinding department has 7 machines can produce 3 pieces per minute. The Boring department can produce 1 piece per minute. The Drilling department has 6 machines that can produce 2.5 pieces per minute. The following table shows each department and the total capacity per hour of each department. Table 1. |Machine Center |Capacity |pieces per hour | |Milling |(5 machines)(2 Pieces/min)(60min/hour)/(16 hours/day) = |37.5 p/hr | |Grinding |(7mach)(3 p/min)(60 min/hr)/(16 hr/day) = |78.75 p/hr | |Boring |(3 mach)(1 p/min)(60 min/hr) / (16 hr/day) = |11.25 p/hr | |Drilling |(6 mach)(2.5 p/min)(60 min/hr)/(16 hr/day) = ...
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...: Policy Encounter, Power, and Motivation at Consolidated Automobile A Case Analysis by Richard C. Martin, MBA The case of Consolidated Automobile is a classic basic case of management-labor conflict in a an assembly line manufacturing set-up. Here we will deal with how management can make use of theoretical approaches in solving problems or conflicts so that the right decision can be made. I. Statement of the Problem How will the production in the assembly line at Consolidated Automobile Manufacturer’s Incorporated be restored? II. Objectives 1. To restore production on the profitless assembly line; and 2. To investigate root cause(s) of the strike, immediately implement corrective action plans, and develop policies and controls to prevent future interruptions by assembly line workers III. Areas for Consideration and Major Assumptions Laborer’s perspective * There might be a pressure in meeting the production quota; hence, assembly-line workers may have been forced by Winfare to work too much. * Workers are not in approval of Winfare’s way of supervising them. Their former supervisor’s way of handling the auto assembly line operations maybe too lax, as a result they are having a hard time adjusting to Winfare’s management style. * Assembly-line workers may not be compensated well for their extra work in meeting the production quota. They do not receive any motivation to work more to reach the production quota. * The heat from the metal shop is...
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...For Exercises 1- 10 , match the activity with the phase of the object-oriented methodology. A. Brainstorming B. Filtering C. Scenarios D. Responsibility algorithms |1. |Reviewing a list of possible classes, looking for duplicates or missing classes. | | |B | |2. |Asking "what if" questions. | | |C | |3. |Assigning responsibilities to classes. | | |C | |4. |Generating first approximation to the list of classes in a problem. | | |A | |5. |Assigning collaborators to a responsibility. | | |C ...
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