A Professional Services consulting firm has installed a new knowledge management system. This system allows all its consultants to archive and share specific ideas to solve typical problems that organizations face in improving productivity. Consequent to this development, which performance measures of the firm will be favorably affected? Note: Select all the correct options. A) Productivity of consultants will increase B)The price offered for providing such services will come down C)The response time for providing a similar service will improve D)The firm will have greater innovation capabilities

A Professional Services consulting firm has installed a new knowledge management system. This system allows all its consultants to archive and share specific ideas to solve typical problems that organizations face in improving productivity. Consequent to this development, which performance measures of the firm will be favorably affected? Note: Select all the correct options. A) Productivity of consultants will increase B)The price offered for providing such services will come down C)The response time for providing a similar service will improve D)The firm will have greater innovation capabilities

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter19: Managing Quality And Performance

Section: Chapter Questions

Problem 10DQ

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The XYZ Company produces small plastic toys in its Burbuli manufacturing plant. The company is currently evaluating ways to improve productivity. The accountant of the firm's parent organization suggested that management implement a new compensation plan based on throughput performance measure as an incentive to increase productivity. To demonstrate how such a measure might work, the accountant gathered the following production data for a recent month: Total units attempted 6,000,000 Good units manufactured 4,800,000 Processing time (total hours) 800 Value-added processing time 600 1. Compute the theoretical velocity. 2. Compute the actual cycle time.
Case Study 3: Productivity b) Samantha Gayle’s newly established Agro processing plant 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 Year Output 10,500 units 12,100 units Labor Hours 12,000 13,200 Overheads $7,600 $8,250 Capital $83,000 $88,000 a. Has Gayle’s Agro processing plant improved its productivity during the past year? b. Please comments on your findings.
Handy-Maid Cleaning Service operates fi ve crews withthree workers per crew. Diff erent crews clean a diff erent numberof homes per week and spend a diff ering amount of hours. All thehomes cleaned are about the same size. Th e manager of Handy-Maid is trying to evaluate the productivity of each of the crews.Th e following data have been collected over the past week. Work Crew Hours Homes CleanedAnna, Sue, and Tim 35 10Jim, Jose, and Andy 45 15Dan, Wendy, and Carry 56 18Rosie, Chandra, and Seth 30 10Sherry, Vicky, and Roger 42 18 Assuming the quality of cleaning was consistent betweencrews, which crew was most productive?
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 375 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 performanceas a benchmark for future comparison. You have assembled the following data. Resource inputs were labor, 10,000 hours; 500 suspension and engine modification kits; and energy, 100,000 kilowatt-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 tell Mr. Munson?
A Food Processing company has proposed you as a management consultant. The firm seeks to implement the balanced scorecard tool in an attempt to monitor performance.The management has no idea about the balanced scorecard model and has approached you for guidance regarding the approach to implement it and the challenge such a model presents.a) Describe the balanced scorecard. b) Explain the steps that a company can take in designing and implementing the balanced scorecard.
Question 3 If we replace the notion of “output” with “useful output” and measure productivity, the chances of discovering “Productivity Paradox” is higher in the long run. A)True B)False Question 4 The trading partners (such as suppliers, distributors and logistics service providers) are not part of the value stream of an organization. A)True B)False Question 5 A Total Quality Management (TQM) system systematically, sustainably and deliberately exposes hidden problems in an organization. A)True B)False
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).
Why is R&D a key factor in productivity improvement? Name some ways R&D contributes to productivity improvements.
Motorola is known as a company that saved itself. They are one of the companies mentioned in the 1980 television documentary on productivity. If Japan Can, Why Can't We? This program illustrated the quality and productivity problems of numerous companies. In the 1970s, Motorola produced television sets with a defect rate of 150 defects per 100 sets.. In 1974, Motorola sold their television plant to Mitsushita. Using the same American labor force and Japanese quality management techniques, television sets were produced with an average of only 4 defects per 100 sets. Motorola continued to produce two-way radios, pgers, cellular radiotelephones, and other electronic communication systems. In the 1980s, customers complained that Motorola's paging systems were not meeting quality standards; Japanes-made pagers were. Top Motorola executives could either continue losing customers and market share to Japan, as they did in customer electronics during the 1970s, or they could develop a new…
Motorola is known as a company that saved itself. They are one of the companies mentioned in the 1980 television documentary on productivity. If Japan Can, Why Can't We? This program illustrated the quality and productivity problems of numerous companies. In the 1970s, Motorola produced television sets with a defect rate of 150 defects per 100 sets.. In 1974, Motorola sold their television plant to Mitsushita. Using the same American labor force and Japanese quality management techniques, television sets were produced with an average of only 4 defects per 100 sets. Motorola continued to produce two-way radios, pgers, cellular radiotelephones, and other electronic communication systems. In the 1980s, customers complained that Motorola's paging systems were not meeting quality standards; Japanes-made pagers were. Top Motorola executives could either continue losing customers and market share to Japan, as they did in customer electronics during the 1970s, or they could develop a new…
Motorola is known as a company that saved itself. They are one of the companies mentioned in the 1980 television documentary on productivity. If Japan Can, Why Can't We? This program illustrated the quality and productivity problems of numerous companies. In the 1970s, Motorola produced television sets with a defect rate of 150 defects per 100 sets.. In 1974, Motorola sold their television plant to Mitsushita. Using the same American labor force and Japanese quality management techniques, television sets were produced with an average of only 4 defects per 100 sets. Motorola continued to produce two-way radios, pgers, cellular radiotelephones, and other electronic communication systems. In the 1980s, customers complained that Motorola's paging systems were not meeting quality standards; Japanes-made pagers were. Top Motorola executives could either continue losing customers and market share to Japan, as they did in customer electronics during the 1970s, or they could develop a new…