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Swearingen and McDonald, a small furniture manufacturer, produces fine hardwood tables and chairs. Each product must go through three stages in the manufacturing process - assembly, finishing, and inspection. Each table requires 12 hours of assembly, 20 hours of finishing, and 2 hours of inspection. Each chair requires 4 hours of assembly, 16 hours of finishing, and 3 hours of inspection. The profit per table is $150 while the profit per chair is $100. Currently, each week there are 300 hours of assembly time available, 220 hours of finishing time, and 30 hours of inspection time. To keep a balance, the number of chairs produced should be at least twice the number of tables. Also, the number of chairs cannot exceed 6 times the number of tables. Formulate this as a linear programming problem. Carefully define all decision variables. Find the solution.
A manufacturer of business copier workstations has a 75 percent customer retention rate. Their accounting department estimates the incremental contribution to profit and overhead
A: Describe the nature of leadership and relate leadership to management. B: what are the distinctions between management and lead?
what is facility location?
Merits of Continuous or Flow Production 1.The direct labor content will be reduced since the comprehensive pre planning which is necessary will often produce economies in time.
In a job shop, effective capacity is only 49 percent of design capacity, and actual output is 60 percent of effective output. What design capacity would be needed to achieve an act
Activities relating to analysis and Control of Activities The next problem after the designing of the production system is the analysis and control of the production system. It
In the table given below the Distribution Manager is expected to service these DCs as per the demands placed. If the actual sales after completing week one is as follows, what woul
After a risk workshop has been completed, risk interviews are often completed with subject matter experts. Assess the value of the interviews to identify risk response strategies.
In the 19th century hospitals had notorious reputations questionable places to visit, risky places to stay. What advances changed all this? a.development of the germ theory of d
Question: (a) In relation to an organisation with which you are familiar, critically discuss how an operations manager can make operations different using the five operatio
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