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A company that makes shopping carts for supermarkets and other stores recently purchased some new equipment that reduces the labor content of the jobs needed to produce the shopping carts. Prior to buying the new equipment, the company used 5 workers, who produced an average of 60 carts per hour. Workers receive $19 per hour, and machine cost was $30 per hour. With the new equipment, it was possible to transfer one of the workers to another department, and equipment cost increased by $10 per hour while output increased by 5 carts per hour.
Compute the multifactor productivity under each system. Use carts per dollar cost (labor plus equipment) as the measure. (Round your answers to 2 decimal places.)
Before carts/$1 After carts/$1
write a four to five 4-5 page paper in which you1.compare and contrast the application of information technology it to
answer the following questions1. would you have voted for the marijuana initiatives in colorado and washington? why or
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the number of Kanban cards in the operating system, d = the average daily production rate as determined from the master production schedule
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Compare the human resources philosophy of two companies from the same industry. Comparison should include their similarities, differences and at least one item that gives that company a competitive advantage.
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Kelle Carpet and Trim installs carpets in commercial offices. Peter Kelle has been very concerned with the amount of time it took to complete several recent jobs.
How is a project baseline used to guide the execution of the project's work, to evaluate progress and performance, and to control the project?
Now suppose he says that if he is optimistic about the success of one project, he is likely to be optimistic about the others as well. For you simulation, this means that if on probability increases
No one (or no organization) would make a decision based off of imperfect information. However, for a variety of reasons, many times organizations have had to function and make decisions based on imperfect information.
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