Concept explainers
Interpretation:If each employee works 5 days a week and has 2 consecutive days off, the minimum number of employees needs to be calculated.
Concept Introduction: Workforce
Interpretation:Work schedule needs to be specified and slack needs to becalculated based on the given information.
Concept Introduction: Workforce Scheduling helps to assign the work to employees. It matches the predicted workloads to the number of resources required to complete the task in a specified period.
Interpretation:Minimum number of employees needs to be calculated if each employee works 5 days a week and has 2 consecutive days off.
Concept Introduction: Workforce Scheduling helps to assign the work to employees. It matches the predicted workloads to the number of resources required to complete the task in a specified period.
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Operations Management: Processes and Supply Chains (12th Edition) (What's New in Operations Management)
- 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.arrow_forwardScenario 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?arrow_forwardScenario 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?arrow_forward
- Bright Books is a book store chain established 10 years ago in northern Michigan. Bright Books has had great success in Michigan and Ohio and is beginning to expand into other states. Most recently, executives have decided to open a store in Orlando, Florida. Approximately 20% of Orlando's population is over the age of 55. Orlando's Hispanic/Latino population is growing and is currently 18.2% of the city's total population. The manager who has been chosen to open the store is Carmen Flux. Carmen, a graduate of a Human Resource Management program, is excited about her organization's commitment to diversity initiatives in employment as well as its more recent strategic focus on offering products that best meet the needs of the surrounding community. For example, knowing that many of the residents are retirees and that planning for several new retirement communities in the area is currently underway, she plans to hire employees who understand what the customers want in terms of products…arrow_forwardLaura is the associate director of a nonprofit agency that provides assistance to children and families. She is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring this year because of increased competition for funding. However, they have also suffered high staff turnover. Two directors, three key research staff, and one staff person from the finance department have left.Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each, Kelly and Linda. Both managers have been appointed within the last six months.Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly supports her staff and is very organized; however, she often…arrow_forwardLaura is the associate director of a nonprofit agency that provides assistance to children and families. She is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring this year because of increased competition for funding. However, they have also suffered high staff turnover. Two directors, three key research staff, and one staff person from the finance department have left.Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each, Kelly and Linda. Both managers have been appointed within the last six months.Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly supports her staff and is very organized; however, she often…arrow_forward
- Mariah Enterprises makes a variety of consumer electronic products. Its camera manufacturing plant is considering choosing between two different processes, named Alpha and Beta, which can be used to make two component parts A and B. To make the correct decision, the managers would like to compare the labor and multifactor productivity of process Alpha with that of process Beta. The value of process output for component A and B are $175 and $140 per unit, respectively. The corresponding overhead costs are $6,000 and $5,000, respectively. a. Which process, Alpha or Beta, is more productive?b. What conclusions can you draw from your analysis?arrow_forwardAkeley is a student working toward a bachelor’s degree in finance. In order to gain some work experience and increase her marketability, she has accepted a summer internship in the finance department at a pharmaceutical company. She is quite pleased with the pay: GH¢15 an hour is more than other students in her cohort receive for their summer internships. At work she meets Joshua, a recent graduate working as a middle manager in the same finance department. Joshua makes GH¢30 an hour and is dissatisfied. Specifically, he tells Akeley that, compared to managers at other pharmaceutical companies, he makes much less. “It isn’t fair,” he complains. “I work just as hard as they do, yet I don’t make as much. Maybe I should go work for the competition.” Required: 1. Based on your knowledge of organizational theory, discuss four main options you think are available to Joshua who perceives inequity?arrow_forwardAkeley is a student working toward a bachelor’s degree in finance. In order to gain some work experience and increase her marketability, she has accepted a summer internship in the finance department at a pharmaceutical company. She is quite pleased with the pay: GH¢15 an hour is more than other students in her cohort receive for their summer internships. At work she meets Joshua, a recent graduate working as a middle manager in the same finance department. Joshua makes GH¢30 an hour and is dissatisfied. Specifically, he tells Akeley that, compared to managers at other pharmaceutical companies, he makes much less. “It isn’t fair,” he complains. “I work just as hard as they do, yet I don’t make as much. Maybe I should go work for the competition.” Required: 1. Explain with the appropriate theory in organizational justice, how someone making GH¢30 an hour could be less satisfied with his pay than someone making GH¢15 an hour and be less motivated as a result? 2. What is organizational…arrow_forward
- Akeley is a student working toward a bachelor’s degree in finance. In order to gain some work experience and increase her marketability, she has accepted a summer internship in the finance department at a pharmaceutical company. She is quite pleased with the pay: GH¢15 an hour is more than other students in her cohort receive for their summer internships. At work she meets Joshua, a recent graduate working as a middle manager in the same finance department. Joshua makes GH¢30 an hour and is dissatisfied. Specifically, he tells Akeley that, compared to managers at other pharmaceutical companies, he makes much less. “It isn’t fair,” he complains. “I work just as hard as they do, yet I don’t make as much. Maybe I should go work for the competition.” Required: Explain with the appropriate theory in organizational justice, how someone making GH¢30 an hour could be less satisfied with his pay than someone making GH¢15 an hour and be less motivated as a result?arrow_forwardA fast-food restaurant has a drive-thru window and during peak lunch times can handle a maximum of 60 cars per hour with one person taking orders, assembling them, and acting as cashier. The average sale per order is $9.50. A proposal has been made to add two workers and divide the tasks among the three. One will take orders, the second will assemble them, and the third will act as a cashier. With this system, it is estimated that 85 cars per hour can be serviced.arrow_forwardThe state and local police departments are trying to analyze crime rates so they can shift their patrols from decreasing-rate areas to areas where rates are increasing. The city and county have been geographically segmented into areas containing 5,200 residences. The police recognize that not all crimes and offenses are reported. People do not want to become involved, consider the offenses too small to report, are too embarrassed to make a police report, or do not take the time. Among other reasons. Every month, because of this, the police are contacting by phone a random sample of 1,040 of the 5,200 residences for data on crime. (Residents are guaranteed anonymity). Here are the data collected for the past 12 months for one area MONTH CRIME INCIDENCE SAMPLE SIZE CRIME RATE January 11 1,040 0 February 13 1,040…arrow_forward
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage Learning