What role does quality information play in decision making? Please explain in detail.
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- What role does quality information play in decision making? Please explain in detail.
- Define and describe knowledge, information and data in a general sense, as well as providing specific examples for a business of your choice.
- Describe how the current technology in use assists the use of the knowledge, information and data and how useful are the three for better output.
- Propose how the knowledge needed in jobs contributes to organisational and personal operational efficiency and strategy.
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- For each of these cases, on photo prepare for building a model by reading the full case and answering the following questions. 1. Explore the mess by answering the following questions: (a) What do we know? (b) What can we assume? (c) What could the results look like? (d) What information can be brought to bear? (e) What can we ask the client? (f) Are there any similar situations or problems? 2. Formulate one or more problem statementsCreate the process diagram 4. DESIGN and DRAW a high level “as-is” process diagram depicting how a trade would be made, under your proposed structure. The diagram should be for the model you are supporting and should show the bands, process flows, roles, decisions and/or cross functional interactions required. Summarise and make Recommendations 5. Summarise the information shared thus far, and discuss TWO findings about your analysis from your management level that can be used to decide on the final company structure. Make TWO recommendations to support either a change or no change, in the company structure. Only credible sources should be used.Explain and state the major process startegy decisions and their implications for operations ?
- As operations manager of Holz Furniture, youmust make a decision about adding a line of rustic furniture. Indiscussing the possibilities with your sales manager, Steve Gilbert,you decide that there will definitely be a market and that your firmshould enter that market. However, because rustic furniture has adifferent finish than your standard offering, you decide you need another process line. There is no doubt in your mind about the deci-sion, and you are sure that you should have a second process. But you do question how large to make it. A large process line is going to cost $400,000; a small process line will cost $300,000. The ques-tion, therefore, is the demand for rustic furniture. After extensive discussion with Mr. Gilbert and Tim Ireland of Ireland MarketResearch, Inc., you determine that the best estimate you can make is that there is a two-out-of-three chance of profit from sales aslarge as $600,000 and a one-out-of-three chance as low as $300,000.With a large process line,…How does the intricate interplay between process planning variables, such as sequencing, resource allocation, and quality control mechanisms, intricately influence and ultimately determine the overarching quality parameters of the final product or service, and what nuanced strategies can be employed to optimize this impact within diverse operational contexts?Explain the interrelationship of QC with the other departments (Production, Sales and Purchasing, and Research and Development) in a food manufacturing firm. How does management get updates on the day-to-day production activities of the firm? Who is responsible in reporting these activities?
- A balanced scorecard is a tool for determining follow-up processes. Do an Internet search using the key term "balanced scorecard." Pick out two components or aspects that the balanced scorecard assesses, and then discuss why those aspects are the most important in strategic management implementation and/or evaluation.Consider this sign seen in a local restaurant: “To-go orders do NOT include complimentary chips and salsa. If you have any questions, see our management, NOT our employees.” What impact does this message have on its employees, their service processes, and customer satisfaction? Contrast this approach with the one taken by a five-star restaurant. Are the differences primarily due to different competitive priorities?Please do not give solution in image formate thanku. Munson Performance Auto, Inc., modifies 475 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,10,500 hours; 540 suspension and engine modification kits; and energy, 110,000 kilowatt-hours. Average labor cost last year was $20 per hour, kits cost $1,000 each, and energy costs were $4 per kilowatt-hour.
- What are the major process strategy decisions and their effect on operations?What are the differences between tangible and intangible resources? Why is it important for decision makers to understand these differences? Are tangible resources more valuable for creating capabilities than are intangible resources, or is the reverse true? Why?As a manager what strategy, style, or action plan in Scope for Reducing Costs in terms of Process Optimization. Please explain.