Process Types Job Shop | High Diff. Product | Low Vol. | Batch | Med. Diff. Product | Med. Vol. | Assembly/Workers Line | Med. Diff. Product | High Vol. | Machine Assembly | Low Diff. Product | High Vol. | Continuous | Low Diff. Product | Very High Vol. | Inventory Costs (Financial &) Non-Financial Holding: Obscelence: Tech Perishable Product: Foods Shrinkage/Theft Storage/OH: Insurance, security, real estate Waiting and Quality 5 Reasons to Hold Inventory Pipeline Inventory:
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product average development time, 380 days with a standard deviation of 124 days, and has many low contribution products in portfolio. Q2. Why does the new product development process take so long? Difference between the critical path (155 days) and actual average project length (380 days) is come from lots of slacks in process. For example, distribution part of Midco has to be slack for 89 days to produce marketing samples after finishing packaging task until development part finishes formula stability
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Diversity Nature unveils in all its superiority and success but is oblivious of the dangers of biological evolution which either enhance it or make it inferior and extinct. The study of Genetic Diversity gives us a broad understanding of the process of evolution and somehow prepares us for expecting changes in biological evolution. Genetic diversity which also known as genetic variation is an inconsistency of phenotypes within a population of the same species. In relation to genetic diversity
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Case Study 7.1: Workout Plus I. How can Workout update its facility to attract new customers? What additional equipment or services would you suggest? How could something as simple as revising the layout help? The current layout of Workout Plus is very basic and dull. The layout gives equal space to all four quadrants of the facility; aerobics room, free weights, cardio machines and circuit training. As a result of this equal space layout design valuable space becomes limited and not able
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complaints about considerable time being wasted for a copier to become free, management is considering adding one or more additional copy machines. During the 2000 working hours per year, employees arrive at the copying room according to a Poisson process at a mean rate of 30 per hour. The time each employee needs with a copy machine is believed to have an exponential with a mean of 5 minutes. The lost productivity due to an employee spending time in the copying room is estimated to cost the company
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customers, suppliers, andothers by enabling communications, collaboration, and information sharing in ways that were never before possible. By virtue of working together online, managers can monitor and automaticallycapture process metrics, identify bottlenecks, and recommend process improvements within and between organizations. 7. How could a business use Internet technologies to form a virtual company or become an agilecompetitor? http://www.scribd.com/doc/100987190/Chap-002 Virtual company:
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Service Process Design: The Emergency Telecommunications Cluster and Humanitarian Disaster Relief Operations Table of Contents 1. Introduction 3 2. Factors Influencing Service Process Design 5 2.1 Disaster Preparedness 5 2.2 Disaster Response 7 2.3 Collaboration during Disasters 10 3. Project Management and Humanitarian Logistics 10 4. Conclusion 12 Bibliography 13 Appendix 1 – List of figures 16 Service process design: Emergency Telecommunications
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immediate update on the ongoing Six Sigma project to improve the efficiency and effectiveness of the Health and Welfare Service Delivery Process. EBO’s operation is inefficient and ineffective, negatively impacting the profitability and service levels of the Health and Welfare Service Delivery Process. First, the Database Update Sub-Process and the Participant Care Sub-Process are highly interrelated with each other in processes, so they often have to increase steps to address customer issues. These non-value
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management software application specifically designed for plastics processors and process and assembly manufacturers. Michigan had purchased a vendor developed software application and the attendant source code for their F and A and process application. Georgia had purchased a vendor (different from Michigan) developed software application and the attendant source code for their F and A and manufacturing process applications. The F and A department has been unable to achieve anything remotely
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Question 1 Link the Coors vision statement to Coors key business strategies or “six planks”. Are there any gaps? Coors key business strategies or “six planks” are overall well aligned with the company’s vision statement. Coors key business strategies, baseline growth, incremental growth, product quality, distributor service, productivity gains and people can be associated to Coors’ vision to focus on continuing to build upon its existing foundation by improving quality, service, boosting profitability
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