OM 2. The manager of a crew that installs carpeting has tracked the crew's output over the past several weeks, obtaining these figures:Week Crew Size Yards Installed14962372349242505369252Compute the labor productivity for each of the weeks. On the basis of your calculations, what can you conclude about crew size andproductivity?

Productivity is the relationship between the output and the input of the production process in an…

2. The manager of a crew that installs carpeting has tracked the crew's output over the past several weeks, obtaining these figures: Week Crew Size Yards Installed 1 4 96 3 72 3 4 92 4 2 50 5 3 69 6. 2 52 Compute the labor productivity for each of the weeks. On the basis of your calculations, what can you conclude about crew size and productivity?

2. The manager of a crew that installs carpeting has tracked the crew's output over the past several weeks, obtaining these figures: Week Crew Size Yards Installed 1 4 96 3 72 3 4 92 4 2 50 5 3 69 6. 2 52 Compute the labor productivity for each of the weeks. On the basis of your calculations, what can you conclude about crew size and productivity?

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
The manager of a crew that installs carpeting has tracked the crew’s output over the past several weeks, obtaining these figures: Compute the labor productivity for each of the weeks. On the basis of your calculations, what can you conclude about crew size and productivity?
The manager of a crew that installs carpeting has tracked the crew’s output over the past severalweeks, obtaining these figures:Week Crew Size Yards Installed1 4 962 3 723 4 924 2 505 3 696 2 52Compute the labor productivity for each of the weeks. On the basis of your calculations, what canyou conclude about crew size and productivity?
In December, General Motors produced 6,600 customizedvans at its plant in Detroit. The labor productivity at thisplant is known to have been 0.10 vans per labor-hour during thatmonth. 300 laborers were employed at the plant that month.a) How many hours did the average laborer work that month?b) If productivity can be increased to 0.11 vans per laborhour,how many hours would the average laborer work thatmonth?
he manager of a crew that installs carpeting has tracked the crew’s output over the past several weeks, obtaining these figures: Week Crew Size Yards Installed 1 2 95 2 3 70 3 6 100 4 7 50 5 5 70 6 4 55 Click here for the Excel Data File a. Compute the labor productivity for each of the weeks. (Round your answers to 2 decimal places.) b. Which crew size works best?
3. Martin Manufacturing has implemented several programs to improve its productivity. They have asked you to evaluate the firm's productivity by comparing this year's performance with last year's. The following data are available: Last Year This yearOutput 10,500 units 12,100 units Labour hours 12,100 units 13,200Utilities 7,600 8,250Capital 83,000 88,000 Has Martin Manufacturing improved its productivity during the past year?
A catering company prepared and served 300 meals at an anniversary celebration last week usingeight workers. The week before, six workers prepared and served 240 meals at a wedding reception.a. For which event was the labor productivity higher? Explain.b. What are some possible reasons for the productivity differences?
a) Last week employees at Bluegill produced 46 chairs after working a total of 200hours. Of the 46 chairs produced, 12 were damaged due to a problem with thenew sanding machine. The damaged chairs can be discounted and sold for K250each. The undamaged chairs are sold to a department store retail chain for $700each.(i) What was the labor productivity ratio for last week? (ii) If labor productivity was $150 in sales per hour the previous week, whatwas the change in labor productivity as a percentage?b) In the bakery, the design capacity is 30 pies per day and effective capacity is 20pies per day. Currently, the bakery is producing 27 pies per day. What is thebakery’s capacity utilization relative to both design and effective capacity?
Munson Performance Auto, Inc., modifies 375 autosper year. The manager, Adam Munson, is interested in obtaininga measure of overall performance. He has asked you to providehim with a multifactor measure of last year's performanceas a benchmark for future comparison. You have assembled thefollowing data. Resource inputs were labor, I 0,000 hours; 500suspension and engine modification kits; and energy, 100,000kilowatt-hours. Average labor cost last year was $20 per hour,kits cost $ 1,000 each, and energy costs were $3 per kilowatt-hour.What do you teU Mr. Munson?
Munson Performance Auto Inc., modifies 350 autos per year. The manager, Adam Munson, is interested in obtaining a measure of overall performance. He has asked you to provide him with a multifactor measure of last year's performance as a benchmark for future comparison. You have assembled the following data. Resource inputs were: labor, 10,000 hours; 540 suspension and engine modification kits; and energy, 100,000 kilowatt-hours. Average labor cost last year was $30 per hour, kits cost $1,000 each, and energy costs were $4 per kilowatt-hour. The overall performance at Munson Performance Auto, Inc= autos/dollar of input (round your response to six decimal places).