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Helen managed a major manufacturing facility that was devoted largely to producing millions of identical small metallic parts. While the parts produced were (intended to be) identical, the facility produced them by using hundreds of presses, of three different types (which we'll call types 1, 2, and 3). The rated production rates for machine types 1, 2, and 3 were 700, 200, and 155 parts per minute, respectively, but actual production rates varied. Helen felt that factors such as quality of input material, worn or "changed-out" dies, and dirty or poorly maintained presses would probably affect production. The facility had always kept daily production records, but from what Helen could tell, no one ever consulted them or did anything with them other than to put them in file cabinets at the end of each reporting period. She thought that in principle she should be able to monitor production rates for the types of machines, identify any machines that seemed to be in need of adjustment, and characterize the amount of downtime to be expected. Accordingly, she extracted one day's production records for 116 presses at her facility. The machines were scheduled for a shift of 7.75 hours each day. The operators recorded the hours of operation manually on clipboards kept near each machine. The actual quantities of parts produced were determined from automatic counters on the machines. The data on the next two pages (and in file PROD) were derived from these logs. Can you advise Helen?
What are the three different types of plant location methods?
Draw on planning and organizing concepts in the textbook and external sources. Take into account the people and facts described in the Case Incident.
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In the following profit payoff table for a decision problem with two states of nature and three decision alternatives, the probabilities for s1 and s2 are: p(s1)=0.8 and p (s2)= 0.2 State of Nature Decision Alternatives s1 s2 d1 15 10 d2 10 12 d3 8 2..
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Why is forecasting important in organizations, especially as related to understanding the relevant time horizon to develop a forecast against? What are some examples from industry?
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The business strategic planning process requires a feedback and control step because:
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Under the Weights and Measures (Packaged Goods) Regulations 1986, display of the text '330 ml e' on a bottle of beer with nominal content volume of 330 ml means that not more than 2.5% of bottles may be deficient in content volume by more than the to..
What is corporate governance? need help with this part - What role does corporate governance play in strategic planning? Why is it important?
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