...This is Slack Low visibility resume: Low Visibility is a short story written by margaret murphy in 2008. The story is about a woman named Laura and it's also about her husband John. The story begins with the news that they see when they look disgusting or rebels who are in town. Laura does not speak more and does not move because she is afraid of what John will do with her. no matter what, even if she does not give some attention to himself, John punishes her slowly. outrageous breaking into a shop below their apartment. John goes down there to get them to stop but it ends up he is beaten. little by Laura goes down and sees that her husband was beaten up. When John asks her for help she ignore it. One of outrageous pass by them, and winking at Laura and'm not John who is lying down and ask for help. Laura asks whether the man is not afraid of being detected and caught but he will respond that he has been invisible throughout his life. Laura goes away, surrounded by explosions from the street, completely without helping her dominant husband John. another language: Low Visibility er en novelle skrevet af margaret murphy i år 2008. Historien handler om en kvinde der hedder Laura og den handler også om hendes mand john. Historien starter med at de ser nyhederne, hvor de ser oprørende eller rebellerne som er i byen. Laura taler ikke mere og bevæger sig ikke fordi hun er bange for hvad John vil gøre med hende. lige meget hvad, også selvom hun ikke giver nogle opmærksomhed...
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...Organizational Slack And Toyota's Innovation Organizational slack, by Lawson’s definition, is that “cushion of actual or potential resources which allows an organization to adapt successfully to internal pressures for adjustment or to external pressures for change in policy as well as to initiate changes in strategy with respect to the external environments.” As efficiency has been considered a primary principle in business over the past twenty years, this slack, necessary resource that are important for the future in terms of flexibility, innovation, and learning have been eliminated. These resources or slacks, however, are often essential to the survival of businesses providing the value. Therefore, let us examine the significance of this organizational slack and learn about how they can be adopted and maintained in a business through the example of Toyota Principle. To understand the importance of organizational slack, we can take a look at what outcomes we can experience without them, why we need them, and how to keep them in a business. First, what happens when slacks are eliminated? The disasters related to nuclear and health care are good examples. The accident of Three Mile Island nuclear-power plant in 1979 was a result of not taking time to use the available knowledge which was necessary to avoid it. The nuclear accident in Takaimura, Japan, in 1999 was due to shortcuts in training and safety activities in response to pressures to increase uranium fuel production...
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...Slacks and Calluses is a story about two school teachers, Constance Bowman and Clara Marie Allen, who have decided to work in a bomber factory during the summer. Although Bowman does not specifically say, the story she writes shows the reader how working-class women were viewed and treated during World War II. Working-class women lived with the stigma of inferiority and were labeled the lowest of the social classes. Men viewed them as unintelligent, sex objects while other women ostracized them for their non-compliance to the existing view of femininity. Despite the stigma of being women in a place made for men and not being homemakers, Bowman and Allen felt it was their patriotic duty to spend their summer building bombers. In the 1940s, working-class women were viewed as inferior to men. They were not valued for their intelligence; instead, they were valued for what they could do for the man. When Constance Bowman was given her first task of loosening a bolt and she asked Mr. MacGregor, her leadman, how to use a ratchet, she “could hear something inside him saying ‘Women’ disgustedly” (Reid 32). Men viewed women as only being good for their eye candy. This is why the bomber factory required women to wear hair coverings and caps. They did not want...
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...he three parties involved in this business matter are Ellen DeGeneres, Clean Clothes Company and Joseph A. Bank clothing store. Ellen DeGeneres is suing Clean Clothes Company for using her likeness and dance in a commercial video without her permission. The law that Ellen is presented in the court is misappropriation and right of publicity against the Clean Clothes Company. The Clean Clothes Company is countersuing Ellen DeGeneres for product disparagement. While Joseph A. Banks, is suing Ellen DeGeneres for the reduction of sales on clothes because of an unsolicited comment on her show. And the law of the right of publicity means Right of publicity means the right of an individual to control any commercial use of his/her name, image, or some other aspects of one's identity. In the U.S., it is a state law-based right. In the U.S., right of publicity is enforced through state law. The recognition of the right varies from state to state. Some states have clearly provided this right by way of statute. States which do not have specific legislation relating to the right to publicity recognize the right by way of common law. It is generally considered a property right rather than a personal right. So the right of publicity is descendible to the person's heirs after their death. The Right of Publicity is a rapidly-evolving right with great increase in reported cases in the United States and worldwide. The right of publicity is also termed as publicity rights or personality rights...
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...the focus for the workshop. The case studies will be used to explore the different operations decisions that organizations face. It is important that all students (i) have read the relevant theoretical materials provided in the textbook chapter and other sources; and (ii) are prepared at the start of the sessions to contribute to discussions on written case studies (we know it is not possible to prepare in advance for video case studies shown during the session). All students should be prepared to take an active part in discussions: it is not intended that there will be no assigned groups for formal presentations. YOU MUST NOT APPROACH CASE STUDY COMPANIES FOR INFORMATION. Required Reading The required textbook for this course is Slack, N., and Lewis, M. (2011) Cases in Operations Management (3rd...
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...planning but also how the critical path can be applied or is used in an organization and finally it will explain the various operations planning and control issues that company faces. Task 1- (A.C.:3.1.) Explain linear programming and it uses. According to slack et all (2013 ) linear programming is a technique that is useful for allocating scarce resources among competing demands. As has been argued Slack et all (2013) those resources may be money, time, or materials but also the limitations are known as constraints.Shim & Siegel ( 1999) argued that the linear programming was originated during the early 1950s by Prof.G.B Dantzig which it was called as an operation research technique. According to Chary (2004) the main basic problem solved by Linear Programming is that of optimising either total cost or profit. However as has been argued Chary(2004) it takes into considerations the limitations or constraints on the availability or usage of different resources. Also Shim & Siegel (1999) agreed that this technique could be applied in different situations: long term planning, production planning, decision-making, marketing , quality control decisions, material utilisation decisions etc. Slack et all (2010) suggested that linear programming consists in two important ingredients: Objective function: the organization must provide the specific objectives to be achieved Constraints: Constraints are in the form of restrictions on the availability of...
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...designed to enable you to achieve the above goals and your assessment tasks are mapped directly to these goals as outlined in each assessment brief. OUTLINE STUDY PLAN 2012/2013 | | Global Supply Chain Management MO0255 | S01 | Week | Lectures | Lecture Topic | Seminar | Recommended Reading | Directed study | 1 | Lecture 1 | Module Introduction | Making the groups of 4-5 studentsCase Study ReviewIntroduction to operation management (Operation Objectives in the Penang Mutiara Hotel) | Slack, N. (2010), sixth Edition, Chapter 2 | -Reading the TLP carefully-Reading stipulated chapters 1, 2 and 3 of the Slack, N. (2010). | | Lecture 2 | Introduction to Global Supply chain and management | | Slack, N. (2010), sixth Edition, Chapter 13 | -Evaluate the supply chain performance in “Siemens”-Evaluate the global sourcing policy within “Levi Strauss” | 2 | Lecture 1 | SC Performance measurement | Case Study ReviewGlobal Supply Chain managementSupplying Fast Fashion (C13, Slack) | Slack, N. (2010), sixth Edition, Chapters 13 & 17. | -Evaluate the SCOR model and its application in BP, Shell, Siemens AG. | | Lecture 2 | Supplier Development | |...
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...Chapter 13 Project Management Characteristics of a “project”: ■ A project is unique (not routine), ■ A project is composed of interrelated sub-projects/activities, ■ It is associated woth a large investment. What is Project Management ■ To schedule and control the progress and cost of a project. PERT/CPM: ■ Input: – – – Activities in a project; Precedence relationships among tasks; Expected performance times of tasks. The earliest finish time of the project; The critical path of the project; The required starting time and finish time of each task; Probabilities of finishing project on a certain date; ... ■ Output: – – – – – PERT/CPM is supposed to answer questions such as: ■ How long does the project take? ■ What are the bottle-neck tasks of the project? ■ What is the time for a task ready to start? ■ What is the probability that the project is finished by some date? ■ How additional resources are allocated among the tasks? PERT Network: • • • • • It is a directed network. Each activity is represented by a node. An arc from task X to task Y if task Y follows task X. A ‘start’ node and a ‘finish’ node are added to show project start and project finish. Every node must have at least one outgoing arc except the ‘finish’ node. Example of Foundry Inc., p.523 Activity A B C D E F G H Immediate Predecessors A B C C D, E F, G PERT Network for Foundry Inc. Example Example of a Hospital Project: ...
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...output cells were total slack and movie schedule. We varied the maximum number from 1 to 8. According to the result from the solver table, the optimal solution turned out to be 4, showing the least slack. Currently set upper bound, 3, involved second least total slack. This meant that current distribution was not that bad considering that total slack showed only 2 in difference. As for the distribution of movies to each screen, the current one was very similar to that of optimal solution. In screen 3 and 4, they differed just in order, and in screen 6, current distribution had one less movie. 2. Total Expected Demand We assumed certain amount of demand, but that assumption can vary according to unexpected situation. Therefore we conducted the second sensitivity analysis on total expected demand. Setting current demand as 100%, we varied the amount from 50%, which is half the current amount, to 300%, which is 3 times the current amount, with the increment of 10%. In solver table, the input cell was the total expected demand and the output cells were movie distribution and total slack. We ran the solver table and the optimal solution turned out to be 120% of current demand. On the table, as the total demand changed, the number of screens for each movie varied sensitively. The current demand incurred fourth least total slack. Of note, 110% case showed the same number of movies and 130% case showed one less movie than 100% case, while maintaining less total slack. This can be interpreted...
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...Possible Questions CHAPTER 12: (E) 1. Which of the following scheduling techniques is most appropriate today for managing a project? A. BAR charts B. Milestone charts C. PERT charts D. Precedence charts (E) 2. Which of the following scheduling techniques is most appropriate today for reporting project status to a customer during an interchange meeting? A. BAR charts B. Milestone charts C. PERT charts D. Precedence charts (M) 3. The major disadvantage of using a bar chart on large projects is that bar charts: A. Cannot identify critical paths B. Do not show dependencies between activities C. Cannot identify milestones D. Cannot show slack (E) 4. Which of the following is not one of the four network diagramming techniques? A. PERT B. GERT C. VERT D. PDM (H) 5. Which of the following activity-on-arrow network diagramming methods does not require three estimates for durations? A. PERT B. GERT C. ADM D. PDM (M) 6. Which of the following network diagramming methods do not use dummy activities? A. PERT B. GERT C. ADM D. PDM (M) 7. Which of the following network diagramming methods allows for branching and looping? A. PERT B. GERT C. ADM D. PDM (M) 8. Which of the following is an activity-on-node network diagramming method? A. PERT ...
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...items Activity H: Move Activity Preceding Activities Duration in Days A Start 9 B A,C 3 C Start 13 D C 9 E D 2 F E 10 G F 11 H B,G 3 1. Draw the network diagram for this project (draw by hand and scan or create diagram in PowerPoint, word or excel and import) 2. What is the critical path and what is its duration? The critical path is C+D+E+F+G+H = 48 days 3. What is the slack/float for Activity B? Slack/Float for Activity B is 29 A+B+H = 15 C+B+H=19 (longest path for B) Critical Path – longest path for B 48 - 19 = 29 days 4. Which path has the longest (most) slack? The shortest path: A+B+H = 15 5. What is the slack of the path in question #4? Critical Path – Shortest path 48 - 15 = 33 days 6. If Activity B slips from three days to six days, what is the critical path? C+D+E+F+G+H = 48 doesn’t change the critical path. 7. With the duration adjustment in question 6, what is the new slack for Activity B? *new/adjusted* Slack/Float for Activity B is 26 days A+B+H = 15 C+B+H=22 (longest path for B) Critical Path – longest path for B 48 -...
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...Details: Part A 1. Over-allocated Resources As per the resource sheet, resources that are over-allocated are as follows: * 4 Marketing Specialist * 4 Design Engineers * 4 Industrial Engineers 2. Resolve Over-allocation of Resources Assuming that the project is time constrained, resolving over allocation by leveling slack leads to following changes: * Slack time from following tasks is used up for resource leveling. WBS | Task Name | Original Total Slack | Slack after Resource Leveling | 1.3 | Manufacturing Study | 10 | 0 | 1.5 | Detailed Marketing Plan | 179 | 134 | 1.6 | Manufacturing Process | 55 | 0 | 1.9 | Lab Test Prototypes | 9 | 0 | * The four Marketing Specialists are no more over-allocated. * All the tasks having slack (in the initial schedule) have been re-scheduled for resource leveling. 3. Impact of leveling within slack The ‘Manufacturing Process task’ and ‘Lab Test Prototype task’ do not have slack and are now on the critical path. Since more tasks are on the critical path as compared to the earlier network, it has become more sensitive due to leveling within slack. 4. Resource Constrained Implications Based on the current resource allocation and no time constraint, the project will take 310 days for completion. The project will be delayed and would end on Wed 3/22/17 instead of the original end date of Tue 1/10/17. 5. The new duration is 50 days more than the original schedule. Resource...
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...Here is a worked example and process for constructing a network diagram: Using this example: Activity Duration (days) Predecessor(s) A 5 --- B 2 --- C 4 A D 6 B E 3 C, D F 1 D Follow this sequence: 1. Construct the Network diagram. 2. Check the network diagram. 3. Add durations to the activities. 4. Identify all paths through the network. 5. Identify the critical path (CP) and scheduled duration. 6. Calculate slack times (float) for each activity. 1. Construct the Network diagram. Using the AIB method: Draw a box on the left labeled "Start" Add boxes to the right of this box for activities with no predecessors, in the example A, and B. Connect these boxes to the box labeled start, but not to each other! I always start with box A at the top, and others in sequence underneath, vertically. Add arrows to the end of the lines where they connect to the activity (A and B) boxes. (This is important for step 4). Draw a box to the right of activity A for any activities which list A as a predecessor. (C in our example). Connect this box to activity A, don't forget the arrow! Draw a box to the right of activity B for any activities which list B as a predecessor. (D in our example). Connect this box to activity B, don't...
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... 4 Days --- C 6 Days --- D 2 Days A, B E 1 Days C F 3 Days D G 3 Days E, F H 7 Days D I 10 Days G a. For the above information, draw an AIB diagram. [pic] Slack or Float = LF – EF or LST – EST Activities on the critical path have zero slack/float. b. What is the Scheduled Completion of the Project? 22 Days c. What is the Critical Path of the Project? B-D-F-G-I d. What is the EST for Activity D? Day 4 e. What is the LST for Activity G? Day 9 f. What is the EF for Activity B? Day 4 g. What is the LF for Activity H? Day 22 h. What is the float for Activity I? 0 Days Problem 2 The following data were obtained from a project to build a pressure vessel: Activity Duration Predecessors A 4 weeks --- B 4 weeks --- C 3 weeks B D 2 weeks A, C E 3 weeks B F 5 weeks D, E, G G 2 weeks B H 6 weeks F I 3 weeks G J 1 week I a. Construct a network for the project. [pic] Slack or Float = LF – EF or LST – EST Activities on the critical path have zero slack/float. b. Calculate the scheduled completion time and identify the critical path. Scheduled completion time = 20 weeks Critical Path = B, C, D, F, H c. What is the slack time (float) for activities A, D, E, and G? A=3 weeks D=0 weeks E=2 weeks G=3 weeks Problem 3 The following data were obtained from a project to design a new software package: ...
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...1. Both product design and process design are interrelated. The process design means ‘the process by which some functional requirement of people is satisfied through the shaping or configuration of the resources and/or activities that compose a product, or a service, or the transformation process that produces them’. Slack et al., (2010, pp.86) All operation managers are designers of the products and operation management is an activity that manage resource which is devoted for production and delivery of products and services. Additionally (Slack et al, 2008) lecture notes of I G Perera. ‘It is about the way in which organisations produce goods and services.’ The below assignment will show how IKEA’ operations management has made IKEA to one of the most successful furniture retailer in the world. The assignment is divided into three parts. The first part will analyze the elements of IKEA and operation management. The second part will identify the main V’s used by IKEA and design process. The third part will identify how IKEA has met customer needs and will explain how the business objectives of IKEA is met. At the end, recommendations for IKEA will be provided and a conclusion is drawn. Every organization has a part for the operations functions as all organization produce products or services. Research has noted that most important element in IKEA furniture’s is that they are self-assembled. A view of the IKEA furniture is outlined in Why You Love That IKEA Table, Even If...
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