Reference no: EM132294348
Question 1 Eric lafleur (using data from Problem 1.6) determines his costs to be as follows:
• Labour: $10 per hour
• Resin: $5 per kilograrn
• Capital expense: 1% per month of investment
• Energy: $0.50 per BTU
Show the percentage change in productivity for one month last year versus one month this year, on a multifactor basis with dollars as the common denominator.
Question 2 David Upton is president of Upton Manufacturing, a producer of Go-Kart tires. Upton makes 1000 tires per day with the following resources:
Labour: 400 hours per day @ $12.50 per hour
Raw material: 20 000 pounds per day @ $1 per pound
Energy: $5000 per day
Capital costs: $10,000 per day
a) What is the labour productivity per labour-hour for these tires at Upton Manufacturing?
b) What is the multifactor productivity for these tires at Upton Manufacturing?
c) What is the percent change in multifactor productivity if Upton can reduce the energy bill by $1000 per day without cutting production or changing any other inputs?
Question 3 Marjatta Viitasalo operates a bakery in Thunder Bay Ontario. Because of its excellent product and excellent location, demand has increased by 25% in the last year. On far too many occasions, customers have not been able to purchase the bread of their choice. Because of the size of the store, no new ovens can be added. At a staff meeting, one employee suggested ways to load the ovens differently so that more loaves of bread can be baked at one time. This new process will require that the ovens be loaded by hand, requiring additional manpower. This is the only thing to be changed. If the bakery makes 1500 loaves per month with a labour productivity of 2.344 loaves per labour-hour, how many workers will Viitasalo need to add?
Question 4 The text provides three primary ways-strategic approaches (differentiation, cost, and response)-for achieving competitive advantage. Provide an example of each not given in the text. Support your chokes. (Hint: Note the examples provided in the text.)
Question 5 Draw the activity-on-node (AON) project network associated with the following activities for Dave Carhart's consulting company project. How long should it take Dave and his team to complete this project? What are the critical path activities?
|
Activity
|
Immediate Predecessor(s)
|
Time (days)
|
|
A
|
|
3
|
|
B
|
A
|
4
|
|
C
|
A
|
6
|
|
D
|
B
|
6
|
|
E
|
B
|
4
|
|
F
|
C
|
4
|
|
G
|
D
|
6
|
|
H
|
E,F
|
8
|
Question 6 Thabo Mbeki, president of Mbeki Construction, has developed the tasks. durations, and predecessor relationships in the following table for building new motels. Draw the AON network and answer the questions that follow.
|
Activity
|
Immediate Predecessor(s)
|
Optimistic
|
Most
|
Pessimistic
|
|
A
|
|
4
|
8
|
10
|
|
B
|
A
|
2
|
8
|
24
|
|
C
|
A
|
8
|
12
|
16
|
|
D
|
A
|
4
|
6
|
10
|
|
E
|
B
|
1
|
2
|
3
|
|
F
|
E, C
|
6
|
8
|
20
|
|
G
|
E, C
|
2
|
3
|
4
|
|
H
|
F
|
2
|
2
|
2
|
|
I
|
F
|
6
|
6
|
6
|
|
J
|
D. G. H
|
4
|
6
|
12
|
|
K
|
I,J
|
2
|
2
|
3
|
a) What is the expected (estimated) time for activity C?
b) What is the variance for activity C?
c) Based on the calculation of estimated times, what is the critical path?
d) What is the estimated time of the critical path?
e) What is the activity variance along the critical path?
f) What is the probability of completion of the project before week 36?