Mark's Ceramics is looking on a new oven this year in the belief that it would cut energy usage. Mark is concerned that the new oven requires extra labor hours for its operation. Mark wants to check the energy savings of the new oven, and also to look over other measures of their productivity to see if the change really was beneficial. Calculate the Labor, Capital and Energy productivity for both years to support the Mark’s decision. Mark has the following data to work with: Answer: Last Year This Year Last Year Productivity This Year Productivity Production (finished units) 4000 4000 Labor (hrs) 350 375 ? ? Capital ($) 15000 19000 ? ? Energy (kWh) 3000 2600 ? ?

Mark's Ceramics is looking on a new oven this year in the belief that it would cut energy usage. Mark is concerned that the new oven requires extra labor hours for its operation. Mark wants to check the energy savings of the new oven, and also to look over other measures of their productivity to see if the change really was beneficial. Calculate the Labor, Capital and Energy productivity for both years to support the Mark’s decision. Mark has the following data to work with: Answer: Last Year This Year Last Year Productivity This Year Productivity Production (finished units) 4000 4000 Labor (hrs) 350 375 ? ? Capital ($) 15000 19000 ? ? Energy (kWh) 3000 2600 ? ?

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?
Strategic Management relates a study in economies of scale in the paper industry. the data is found in the following table. x 50 60 73 82 90 215 230 260 y 1.8 1.6 1.5 1.25 0.95 0.60 0.50 0.54 Here x is the weighted average machine size in tons per hour, and y is the employee-hours per ton.A. Determine the best-fitting line using least squares and the square of the correlation coefficient.The best-fitting line is W(x) = The square of the correlation coefficient is r2 = .B. Is there an advantage to using a large machine? Pick the correct answer. The smaller the machine, the less the employee-hours. The larger the machine, the more the employee-hours. The larger the machine, the less employee-hours. The larger the machine, the employee-hours do not change. C. What does this model predict the weighted average machine size will be is the employee-hours per ton is 1.00? (Round to the nearest ton.)The machine will make________ tons for 1 employee-hour per ton.
A company has collected the data as shown in the table below for the factories it operates. The plants are of similar size and capacity. All data are in thousands of US$. Calculate the labor, capital and multifactor (including, labor, capital and materials) productivity for each plant for all years. Using the data in the table, plot plant A’s and B’s labor productivity on the same graph. Using the data in the table, plot plant A’s and B’s capital productivity on the same graph. Using the data in the table, plot plant A’s and B’s multifactor productivity on the same graph. Evaluate each factory’s performance overtime both independent of the other factory and relative to the other factory, what would you recommend? West Bank Factory Gaza Strip Factory Year Sales Labor Capital Materials Sales Labor Capital Materials 2010 3480 178 870.5 1780 3510 180 878 2080 2011 3790 191 967 2030 3820 195 1023 2060 2012 4030…
Mark's Ceramics spent $4000 on a new kiln last year in the belief that it would cut energy usage 25% over the old kiln. This kiln is an oven that turns "greenware" into finished pottery. Mark is concerned that the new kiln requires extra labor hours for its operation. Mark wants to check the energy savings of the new oven, and also to look over other measures of their productivity to see if the change really was beneficial. Mark has the following data to work with: Last Year This Year Production (finished units) 4000 4000 Greenware (pounds) 5000 5000 Labor (hrs) 350 375 Capital ($) 15000 19000 Energy (kWh) 3000 2600 Were the modifications beneficial?
A furniture manufacturing company working on a 40 hour per week basis makes 100 chairs. The sales price is €70 each, and the company has the following costs:• Direct materials €700• Direct labor €300• Overhead €500a) Calculate the productivity of the company.b) What will be the new productivity if the company decides tomake 135 chairs per week?c) If the company decides to improve productivity throughmaterials costs reduction only, how much these costs mustbe reduced in order to achieve a 10 percent increase in totalproductivity?d) If the company repeats the same exercise as in (c) above, butthrough labour costs reduction, how much these costs mustbe reduced in order to achieve a 10 percent increase in totalproductivity?
Pak Andi is a director of a cake factory in the Bekasi area. To produce 900 cakes per day it takes the following things: Labor 300 hours per day @ $ 96 per hour Raw material 3 tons per day @ $ 2 per kg Energy $ 10,000 per day Capital cost $ 5,000 per day a. What is the labor productivity per labor-hour for the production of cakes at the factory?b. What is the multifactor productivity for cake production at the factory?c. If Mr. Andi wants to increase his production to 1,500 cakes per day without changingother variables, what is the productivity now?
Mr. ichul is a Director of a pastry factory in Bandung. To produce 350 cakes per day it takes the following things Labor : 350 hours / day @ $5 / hourRaw Material : 2 ton / day @ $1 / kgEnergy : $2,000 / dayCapital Cost : $500 / day a. What is the labor productivity per labor-hour for cake production at the factory?b. What is the multifactor productivity for cake production at the factory?c. In order to meet the needs for Eid later, Mr. ichul wants to increase his production to500 more per day than the previous cake production without changing other variables, what is the productivity now?
Adobo Corporation manufactures and ships PVC pipes to its customers in the North America and Australia. A managerial policy decision and functional constraints have been prescribed and set, res Supreme Corporation manufactures and ships PVC pipes to its customers in the North America and Australia. A managerial policy decision and functional constraints have been prescribed and set, respectively, to ensure meeting customer demand. What is the basis of the company for the implementation of the preceding statement based on the historical evolution of Operations Management? Group of answer choices a. Industrial Revolution b. Decision Models and Management c. Science Scientific Managementd. Human Relations Movement
Siam Manufacturing has implemented several programs to improve its productivity. President and producer of Thai tea instant, has been able, with his current equipment, to produce 12,500 units this year and 10,500 units for last year. In this year, their product requires 13,200 labor hours, utilities of S8,250, and capital of $88,000 to process. For last year, their product requires 12,000 labor hours, utilities of $7,600, and capital of $83,000 to process. They have asked you to evaluate the firm's productivity by comparing this year's performance with last year's. Last year This YearOutput 10,500 units 12,500 unitsLabor hours 12,000 13,2000Utilities $7,600 $8,250Capital $83,000 $88,000what is the multi-factor percent change this year vs last year
What should the main aim be when a university instals mobile device management software for students, staff, and administrators? Or may any gains in productivity be put to greater use by providing extra services and support? What should the main aim be when a university instals mobile device management software for students, staff, and administrators? Or may any gains in productivity be put to greater use by providing extra services and support?