Question: What as the average weekly safety inventory level of refined sugar from the beginning January 2022

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Question:

Question: What as the average weekly safety inventory level of refined sugar from the beginning January 2022 to the end of July 2022?

A. 512,465.9691 metric tons per week

B. 316,002.1474 metric tons per week

C. 194,411.5891 metric tons per week

D. 166,915.4306 metric tons per week

Item

Demand_Raw_mtWk_amts

Demand_Refined_mtWk_amts

Supply_Raw_mtWk_amts

Supply_Refined_mtWk_amts

Demand_Raw_mtWk_diff

Demand_Refined_mtWk_diff

Supply_Raw_mtWk_diff

Supply_Refined_mtWk_diff

290380

208923.11

491385.4

457590.86

95581

15071.15

27561

4000.5

243002

223818.76

523051.4

462266.16

-47378

14895.65

31666

4675.29999999999

271894

223818.76

557830.4

468382.01

28892

34779

6115.85000000004

289503

223818.76

577918.4

472517.86

17609

20088

4135.84999999998

325878

264483.01

621567.4

482328.51

36375

40664.25

43649

9810.65000000002

360537

281016.81

667753.4

497714.26

34659

16533.8

46186

15385.75

393399

296962.11

716234.4

516633.96

32862

15945.3

48481

18919.7

427487

313683.31

772800.4

536348.06

34088

16721.2

56566

19714.1

460721

328694.06

830865.4

558622.76

33234

15010.75

58065

22274.7

494035

345369.81

899177.4

581518.61

33314

16675.75

68312

22895.85

519089

362363.86

970376.4

603202.61

25054

16994.05

71199

21684

536073

371723.26

1010086.4

622154.41

16984

9359.40000000002

39710

18951.8

578659

388851.11

1087011.4

643324.71

42586

17127.85

76924.9999999999

21170.2999999999

578659

388851.11

1087011.4

643324.71

659440

428259.71

1231624.4

691139.86

80781

39408.6

144613

47815.15

715369

448502.81

1315876.4

717445.71

55929

20243.1

84252

26305.85

774385

470747.46

1404207.4

744934.71

59016

22244.65

88331

27489

818924

496857.86

1503434.4

774035.46

44539

26110.4

99227

29100.75

860829

517406.36

1603616.4

806760.66

41905

20548.5

100182

32725.2000000001

920706.4

535161.46

1707544.4

842042.36

59877.4

17755.1

103928

35281.7

996750.4

517406.36

1814364.4

878885.26

76044

-17755.0999999999

106820

36842.9

1046632.4

596556.36

1913465.4

914287.46

49882

79150

99101

35402.2

1102029.4

614144.86

2010116.4

951125.41

55396.9999999999

17588.5

96651

36837.9500000001

1157393.4

634186.96

2106784.4

988093.46

55364

20042.1

96668

36968.0499999999

1229617.4

658066.16

2195722.4

1024356.91

72224

23879.2000000001

88938

36263.4500000001

1283541.4

677537.96

2255130.4

1057735.16

53924

19471.7999999999

59408

33378.2499999999

1334318.4

692257.66

2330992.4

1093416.46

50777

14719.7000000001

75862

35681.3000000001

1395926.4

712644.91

2413466.4

1122268.26

61608

20387.25

82474

28851.8

1445001.4

735825.11

2494622.4

1153814.51

49075

23180.2

81156

31546.25

1505508.4

756029.16

2567565.4

1184589.31

60507

20204.05

72943

30774.8

1551915.4

778552.01

2642765.4

1215654.81

46407

22522.85

75200

31065.5

1693772.4

778552.01

2689528.4

1235792.16

141857

46763

20137.3499999999

1736077.4

778552.01

2743123.4

1261763.96

42305

53595

25971.8

1801296.4

778552.01

2786684.4

1282064.41

65219

43561

20300.45

1857678.4

778552.01

2818525.4

1296930.86

56382

31841

14866.4500000002

1913032.4

891241.31

2847249.4

1312327.66

55354

112689.3

28724

15396.7999999998

1977295.4

915528.76

2871315.4

1329694.56

64263

24287.45

24066

17366.9000000001

2021229.4

938080.71

2888553.4

1345150.46

43934

22551.95

17238

15455.8999999999

2072626.4

956251.11

2894362.4

1354337.56

51397

18170.4

5809

9187.10000000009

2111722.4

978993.56

2904784.4

1369554.36

39096

22742.4500000001

10422

15216.8

2165798.4

998776.31

2907561.4

1382511.21

54076

19782.75

2777

12956.8499999999

2207301.4

1019102.81

2909618.4

1392707.31

41503

20326.5

2057

10196.1000000001

2253723.4

1040140.91

2909813.4

1401504.86

46422

21038.1

195

8797.55000000005

2304787.4

1062441.46

2909976.4

1407793.81

51064

22300.5499999999

163

6288.94999999995

2350318.4

1083091.41

2910048.4

1411799.06

45531

20649.95

4005.25

2384482.4

1099386.01

2910141.4

1414413.61

34164

16294.6000000001

2614.55000000005

95603.4

151084.41

580847.4

450749.86

-2288879

-948301.6

-2329294

-963663.75

117107.4

170649.31

583843.4

450749.86

21504

19564.9

2996

194680.4

187228.46

586807.4

450749.86

77573

16579.15

2964

245614.4

207032.41

592379.4

450749.86

50934

19803.95

5572

195388

78242.65

521707

305151.95

-50226.3999999999

-128789.76

-70672.4

-145597.909999999

238312

97035

541729

460074.66

42924

18792.35

20022

154922.71

285046

116425.15

565580

321320.85

46734

19390.15

23851

-138753.81

323401

133929.3

598765

333358.8

38355

17504.15

33185

12037.95

356009

133929.3

635011

347198.5

32608

36246

13839.7

388553

163882.15

659159

358721.7

32544

29952.85

24148

11523.2

439616

182504.3

701761

370321

51063

18622.15

42602

11599.3

477270

201197.05

756179

383074.8

37654

18692.75

54418

12753.8

514741

219359.15

815223

401153.1

37471

18162.1

59044

18078.3

552570

240077.75

880308

424061.9

37829

20718.6

65085

22908.8

594250

260419

950682

447418.6

41680

20341.25

70374

23356.7

625571

283019.5

1013935

473191.85

31321

22600.5

63253

25773.25

661960

303690.55

1077007

497644.7

36389

20671.05

63072

24452.85

683746

315144.4

1118323

516347.4

21786

11453.85

41316

18702.7

721535

337837.9

1160783

528465

37789

22693.5

42460

12117.6

721535

337837.9

1160783

528465

821327

393208.85

1297961

573733.8

99792

55370.95

137178

45268.8000000001

870276

418345.6

1374659

601391.9

48949

25136.75

76698

27658.1

902828

445496.15

1451951

634687.95

32552

27150.55

77292

33296.0499999999

947548

470189.4

1534848

666844.25

44720

24693.25

82897

32156.3

987090

493089

1604811

701535.1

39542

22899.6

69963

34690.85

1041105

516617.65

1691484

736266.5

54015

23528.65

86673

34731.4

1091097

493089

1780701

774248.05

49992

-23528.65

89217

37981.5500000001

1157804

563800.4

1867958

809216.4

66707

70711.4

87257

34968.35

1218276

590280.55

1949127

844412.9

60472

26480.15

81169

35196.5

1282914

613900.4

2005067

873960.75

64638

23619.85

55940

29547.85

1333379

631341.85

2082248

904833.75

50465

17441.45

77181

30873

1396840

660380.8

2159705

933427.15

63461

29038.9500000001

77457

28593.4

1458009

683900.45

2238344

964330.3

61169

23519.6499999999

78639

30903.15

1534929

712691.1

2307919

994963

76920

28790.65

69575

30632.7

1602933

741378.65

2372418

1027884.9

68004

28687.55

64499

32921.9

1667876

763432.2

2424254

1059702.05

64943

22053.5499999999

51836

31817.15

1740185

788612.35

2469397

1089677

72309

25180.15

45143

29974.95

1784540

788612.35

2490166

1107553.75

44355

20769

17876.75

1876643

788612.35

2519358

1125996

92103

29192

18442.25

1933798

788612.35

2536191

1139780.5

57155

16833

13784.5

2004345

788612.35

2552668

1154066.05

70547

16477

14285.55

2041549

896151.5

2562273

1164649.35

37204

107539.15

9605

10583.3

2085554

919792.95

2568438

1179540.25

44005

23641.45

6165

14890.8999999999

2122403

942822.3

2572677

1193807.6

36849

23029.3500000001

4239

14267.3500000001

2169586

964714.35

2575773

1207468.35

47183

21892.0499999999

3096

13660.75

2203203

987952.55

2578295

1216293.45

33617

23238.2000000001

2522

8825.09999999986

2236945

1007031.25

2579854

1224327.7

33742

19078.7

1559

8034.25

2281759

1026455.35

2581352

1229533.95

44814

19424.1

1498

5206.25

2308798

1038439.2

2581411

1230433.65

27039

11983.85

899.699999999953

2341536

1052050.95

2581411

1230433.65

32738

13611.75

2366004

1068437

2581411

1230433.65

24468

16386.05

2392481

1082813.15

2581581

1230433.65

26477

14376.1499999999

170

100

1146

1187.5

211040

289403.16

-2391335

-1081625.65

-2370541

-941030.49

101

21458

42461.6

214904

297416.66

20312

41274.1

3864

8013.5

102

33908

75904.8

225411

304656.76

12450

33443.2

10507

7240.10000000004

103

49413

105703.53

239670

317174.61

15505

29798.73

14259

12517.85

104

66209

129799.17

264916

327297.71

16796

24095.64

25246

10123.1

105

92957

144109.02

291293

335828.56

26748

14309.85

26377

8530.84999999998

106

120572

165567.82

323878

345632.46

27615

21458.8

32585

9803.90000000002

107

147152

187884.27

356655

356351.16

26580

22316.45

32777

10718.7

108

175666

204277.92

339703

367811.66

28514

16393.65

-16952

11460.5

109

195912

213707.57

365674

227298.8

20246

9429.64999999999

25971

-140512.86

110

221443

240077.18

409494

239840.75

25531

26369.61

43820

12541.95

111

250665

255203.03

465507

260532.45

29222

15125.85

56013

20691.7

112

273954

276086.5

523063

277988.05

23289

20883.47

57556

17455.6

113

366023.94

306862.25

664883.19

708434.67

92069.94

30775.75

141820.19

430446.62

114

349131

304563.5

661589

326153.15

-16892.94

-2298.75

-3294.18999999994

-382281.52

115

398197

320986.52

734123

349443.6

49066

16423.02

72534

23290.45

116

442758

359984.12

807651

368681.45

44561

38997.6

73528

19237.85

117

461766

406730.52

848517

382732.3

19008

46746.4

40866

14050.85

118

492804

421295.62

897565

399961.55

31038

14565.1

49048

17229.25

119

528387

438031.62

981954

420742.7

35583

16736

84389

20781.15

120

557532

451847.32

1070903

444528.8

29145

13815.7

88949

23786.1

121

601264

464067.02

1151749

472714.3

43732

12219.7

80846

28185.5

122

644036

504817.27

1246152

503805.05

42772

40750.25

94403

31090.75

123

702853

530359.7

1341680

531827.25

58817

25542.4299999999

95528

28022.2

124

765625

543373.45

1438387

562524.8

62772

13013.75

96707

30697.55

125

838535

576637.52

1535121

596418.25

72910

33264.0700000001

96734

33893.45

126

884883

594809.62

1632327

630249.65

46348

18172.1

97206

33831.4

127

945712

621292.12

1730663

664288.8

60829

26482.5

98336

34039.15

128

1002689

643548.37

1822418

700413.75

56977

22256.25

91755

36124.95

129

1074432

657171.67

1905596

733822.75

71743

13623.3

83178

33409

130

1127873

672383.47

1982301

765691.65

53441

15211.7999999999

76705

31868.9

131

1196059

716453.82

2045752

793153.1

68186

44070.35

63451

27461.45

132

1250739

741696.57

2082790

814513.15

54680

25242.75

37038

21360.05

133

1294980

752819.42

2125292

835929.15

44241

11122.8500000001

42502

21416

134

1367873

775948.52

2163249

855086.45

72893

23129.1

37957

19157.2999999999

135

1408382

789539.32

2186051

870758.95

40509

13590.7999999999

22802

15672.5

136

1470496

815749.35

2205954

889171.9

62114

26210.03

19903

18412.9500000001

137

1515226

833231.57

2214799

903852.85

44730

17482.22

8845

14680.95

138

1560337

857010.27

2220676

914967.55

45111

23778.7000000001

5877

11114.7000000001

139

1607167

876819.92

2224830

919870.9

46830

19809.65

4154

4903.34999999998

140

1649149

912924.77

2227943

924047.25

41982

36104.85

3113

4176.34999999998

141

1682445

955103.57

2229816

928112.2

33296

42178.7999999999

1873

4064.94999999995

142

1723276

977084.62

2231298

932016.8

40831

21981.05

1482

3904.60000000009

143

1745027

1014318.97

2232504

935604.5

21751

37234.35

1206

3587.69999999995

144

1776714

1033298.32

2232504

936558.05

31687

18979.35

953.550000000047

145

1820659

1062319.22

2232504

936558.05

43945

29020.9

146

1850102

1081286.22

2232504

936558.05

29443

18967

147

1869345

1100685.27

2232504

938778.9

19243

19399.05

2220.84999999998

148

1899641

1121275.67

2232504

944378.45

30296

20590.3999999999

5599.54999999993

149

1931748

1139305.27

2232504

949847.05

32107

18029.6000000001

5468.60000000009

150

1931748

1139305.27

2232504

949847.05

151

1972323

1167250.17

2232572

961540.3

40575

27944.8999999999

11693.25

152

1988383

1179106.47

2234064

966628.3

16060

11856.3

1492

5088

153

18678

14798.3

247060

192462.75

-1969705

-1164308.17

-1987004

-774165.55

154

35162

26469.4

250100

193412.75

16484

11671.1

3040

950

155

156

157

94899

98319.45

279208

199370.7

158

159

137955

125431.05

333498

214686.75

160

161

190665

170884.9

388554

240353.25

162

231047

186504.6

422641

251695.1

40382

15619.7

34087

11341.85

163

271416

211987.75

462876

266941.85

40369

25483.15

40235

15246.75

164

308253

249681.5

505483

284504.8

36837

37693.75

42607

17562.95

165

343597

271780

558818

301764.3

35344

22098.5

53335

17259.5

166

381194

287081.8

623830

318392.3

37597

15301.8

65012

16628

167

420394

318165.8

687320

340133.8

39200

31084

63490

21741.5

168

451529

340633.55

749915

364986.45

31135

22467.75

62595

24852.65

169

481051

348525.35

788310

380151.9

29522

7891.79999999999

38395

15165.45

170

503646

355628.45

838122

394316.25

22595

7103.10000000004

49812

14164.35

171

544692

377049.45

921717

417741.7

41046

21421

83595

23425.45

172

586940

392210.2

1003400

443655.8

42248

15160.75

81683

25914.1

173

627433

422070.3

1088472

472548.05

40493

29860.1

85072

28892.25

174

674301

444677.5

1174222

506282.1

46868

22607.2

85750

33734.05

175

716920

466477.05

1264337

537157

42619

21799.55

90115

30874.9

176

770583

492189.1

1358168

571577.9

53663

25712.05

93831

34420.9

177

823964

514434.55

1455411

608402.7

53381

22245.45

97243

36824.7999999999

178

890692

538575.6

1556216

646860.2

66728

24141.05

100805

38457.5

179

956317

567342.25

1644593

685240.6

65625

28766.65

88377

38380.4

180

1023250

587027

1734071

724801.55

66933

19684.75

89478

39560.9500000001

181

1070355

603258.05

1830909

758321.5

47105

16231.05

96838

33519.95

182

1105032

626168.8

1909153

783966.7

34677

22910.75

78244

25645.2

183

1137731

639468.15

1958801

806801.5

32699

13299.35

49648

22834.8

184

1158338

645943.05

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291

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Explain each numbers of the threats and controls in the expenditure cycle General issues throughout the entire expenditure cycle 1. Loss or destruction of data 1.1. Backup and disaster recovery procedures 2. Poor performance 2.1. Managerial reports 3. Stockouts and excess inventory 3.1. Perpetual inventory system 3.2. Bar coding or RFID system 3.3. Periodic physical counts of inventory 4. Purchasing items not needed 4.1. Perpetual inventory system 4.2. Review and approval if purchase requisitions 4.3. Centralised purchasing functions

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Generally speaking, which of the failure costs are more expensive for an organization? Internal or Exteral? and Why

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In Essay format answer What are Community Lifelines with respect to EM? Must be at least 3 paragraphs.

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Answer briefly based on your understanding.

1. Do you agree that the organization should treat risk management as a discrete event rather than continuous process? Why or why not?

2. Discuss briefly the Risk Governance 3. Discuss briefly the Risk Assurance

Subject: Risk Management

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Class: Technology Applications and Information Systems (STMG 602)

Present an example or case study describing how the Internet has changed the identification of competitive advantages in modern organizations. EXAMPLE OF A COMPANY

(Presente un ejemplo o caso prctico en donde describa cmo el Internet ha cambiado la identificacin de las ventajas competitivas en las organizaciones modernas. EJEMPLO DE UNA COMPAA)

I will be very grateful if you put the reference used.

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share how the RBC CEO McKay aligned purpose, performance and principles that contributed to a successful reorganization. (RBC - Royal Bank of Canada) -

What business skillsets were used? Provide examples in your response.

---------------------------------------------------------------------------------------------------------------------------

References -

https://www.talent-quarterly.com/5-things-all-great-leadership-teams-must-do/

Ready, D., & Mulally, A. (2017). How to become a game-changing leader.MIT Sloan Management Review, 59(1), 63-71. https://www.proquest.com/docview/1950373978

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Does Amazon use networks, databases, a DBMS, cookies and a recommender systems? Recall that Amazon has several business lines: online marketplace; grocery (Whole Foods); Amazon Prime streaming entertainment; Amazon Web Services.

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Who owns a customer's information? Who should profit from it? How would that work? Is anonymity the best solution to privacy? What is the difference between privacy and data security, and how should that difference affect the way we use customer data? Compare the situation of Big Business versus Big Brother having detailed information about you.

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1. Briefly discuss the following with examples:

a. Risk Response b. Risk Strategy c. Risk Culture

2. Should the organization focus more on internal rather than external risks? Justify your answer briefly.

Subject: Risk Management

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( A d a p t e d : S o u r c e - https://timesofindia.indiatimes.com/nri/us-canada-news/top-south-african-indian-origin-businessman- arrested-for-gupta-linked-fraud-and-corruption/articleshow/83217574.cms)

Based on the above article answer the below:

The King Code contains both principles and recommended practices aimed at achieving governance outcomes. The King IV CodeTM provides the 16 principles and 208 recommended practices that should assist the governing body and the organisation in attaining its 'good corporate citizen' status and governance outcomes. Deliberate on the applicability of King IV for the provincial Free State Department of Agriculture and through some research of your own, evaluate the entity's alignment with the 2nd principle of King IV.

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The majority of law suits for discrimination in hiring are related to three federal laws: the Civil Rights Act of

1991,

The Age Discrimination in Employment Act of

1967,

and the Americans with Disabilities Act of

1990 .

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In this week's lecture, we learned about the critical path and the theory of constraints at the resulting bottlenecks. With that in mind think of a recent service encounter and Describe the service What was the bottleneck? What was the cause of the bottleneck (speed of service, information transfer issues, etc.)? What could be done to remedy the issue? Other observations

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If the average number of no-shows are, for example 4, why isn't the best overbooking number necessarily 4 ?

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Please visit the (2) sites below and discuss briefly the relevance of the issues to risk management.

1. https://www.risk.net/regulation/7868066/climate-risk-weights-a-terrible-idea-for-aiding-transition

2. https://www.risk.net/risk-management/7867016/stronger-together-clss-chief-risk-officer-on-risk-culture

Subject: Risk Management

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Complete a PFMEA for the process of ordering your favorite fast food using the drive through window. Start with arriving at the window and end with receiving your order in the car..

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A book store has historical demand

(

Thousands

)

for the book An Inventory Story and The TSP Mystery for the past

12

months as shown in the table below.

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For your term project, you will assume the role of mentor or trainer developing a new event coordinator on your team. You will develop a training manual to provide instruction and guidelines for the new planner to organize and manage an upcoming event.

For this discussion, identify a hypothetical, upcoming group or event to use as the basis for the manual. Then you will need to identify the venue [your hypothetical employer] that will be hosting the event. The identified venue has to be an actual venue, preferably a location you are able to access and collect necessary data about.

Name group, event, and venue here. Provide a brief description, explanation, or justification as well. There is no word limit or minimum as long as each element is clearly identified and described.

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what is being asked. 1. Trace the evolution of business analytics by writing down the features of analytics. (i.e., its application, tools used) as employed in the following areas: Prehistoric Industrial (1800s) Information Age (Mid - 20th Century) Internet Age (21st Century) 2. WHAT IS business Intelligence? What is the difference if BA and BI

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Domino's Pizza Express Limited1 (https://investors.dominos.com.au/)

(Please note that this is the non-USA master franchisee to the Domino's Brand. This is different from the U.S.- based company by the same name.)

Need help with the following question:

Stakeholder description: Define and describe a specific non-financial stakeholder (i.e., NOT shareholders or creditors!) clearly from the Domino's Pizza Express Limited organisation. Stakeholder relationship with the company: Identify and describe relevant ways in which this stakeholder interacts with the company, how they affect the company and how the actions of the company affect them. Think beyond the purely transactional here: What forms of value does the stakeholder receive from the company (this could be positive or negative e.g., in the case of pollution) and vice versa?

Thank you

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Identify which of the Seven Revolutions you deem most pressing and support that position.

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How can you as a manager reinforce the importance of the agreed-upon deadlines for projects and how that may affect the organization if they are not met to an employee who is from Ireland, where they tend to be slightly more relaxed about deadlines?

Provided at least two suggestions.

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Develop a program model for training and development for nee line middle managers in gealthcare organizations.

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Make a concept map on the Risk Response, Risk Strategy, and Risk Culture of the Philippines.

For additional references, you may visit: https://www.youtube.com/watch?v=RcFS0mu1w6c https://www.youtube.com/watch?v=TBwgaPbpGjE https://www.youtube.com/watch?v=GUFeQf4DHsk https://www.youtube.com/watch?v=yCm65P-bVcY

Take note: this is the only reference, I check already it is accessible

Subject: Risk Management

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In Essay format: What is the definition of Preparedness and provide 2 examples? Must be at least 3 paragraphs.

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Answer the following questions:

What is process analysis?
What are the important differences among the different types of processes?
Why would a company want to perform a bottleneck analysis?
Is efficiency in operations and effectiveness in operations the same thing? Why or why not.

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Evaluating the skills, values, methods, and performance of someone in a leadership position. What determines a leader's strengths and weaknesses, accomplishments, and failures? If an individual approaches leadership, should they conform or diverge from the model presented by Kouzes and Posner? What are recommendations individuals could use to improve leadership skills?

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YIELD TEST: Snapper

Item: Snapper Cost per Kilo: $7.00

Total Weight: 5KG Total Cost: $

Details

Weight

Cost / KG

Total Cost

Total Weight

Usable Trimming

Waste Trimmings

Cleaned weight

Portion Cost

Uncleaned

Head, wings, bone, tail

Scales

Cutlets

Cutlet

5.00

2.400

0.200

7.00

Portion assumes serves of 0.200 KG

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Based on the above article answer the below:

In response to the numerous corporate scandals, there have been multiple responses that have been considered. Provide a definition for organisational misconduct and through secondary research, evaluate how the implementation of the EU Green Paper principles might have prevented the Estina Dairy Farm scandal.

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7. From the Internet, find a company that provides scheduling software. Provide the URL for this company and briefly describe its software.

2. Explain and illustrate what world-class companies are doing in their production scheduling. Identify one such company and illustrate its specific application.

9. From the Internet, provide an example of a company providing Gantt chart support or one using Gantt charts. Provide the URL for this and briefly describe it.

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Which of the factors below affect trucking rates?

	a.	All the other answers are correct
	b.	Equipment required
	c.	Size of shipment
	d.	Competition

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When should a coach obtain feedback from the squad? Incorrect AnswerPlease try again. a

.

right after tryouts and before the season begins bMy Response My Response at the end of every practice C

.

once a week d

.

only at the end of the season

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you only have 8 assembly lines. In addition, assume that you produce Model 3 cars in lots (or batches) of 100. In addition, assume that you produce Model X cars in lots (or batches) of 20. Each change in lot (or "batch") size takes 5 hours. (Imagine having to change the configuration of the machines, the materials/colors to install, etc.)

What is the maximum number of cars you can produce in a week?

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What is current industry expectations & procedures for the following

Profit Margins
Mark-Up Procedures
Penalty Rates

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Answer based on your understanding.

1. Do you agree that banks have high operating risks? Why? 2. What are the risks in doing business in the Philippines?

Subject: Risk Management

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nit 5: Assess Limitations of the Solution and the Enterprise Subject - Solutions Assessment And Validation BUAN 0150

Q- Could the assessment of solution and enterprise limitations occur in parallel? If so, why would assessing them together be beneficial? If not, what would prohibit this?

Give Reference Too.

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This section is where you will outline how the offering will be made available to the consumer. There may be various channels to consider.

Budget: Investment In this section, explain both the upfront costs to launch the offering as well as the ongoing costs to manage the offering.

Budget: Return In this section, you should detail the expected future financial gains, including the projected sales, costs, and net income. You should make it clear that the offering will have a positive financial trajectory or else leadership will question why they would invest.

Budget: Other Resources Required This section is optional. If you need to discuss resources that are not typical or need additional explanation, this is the area in which to outline and provide reasoning for the resources.

Maximum 400 wo-rds only

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For Information Systems Foundations 9.What changes were introduced in the revised version of the Delone and Mclean's model of Information Systems Success (2003)? Why was this change implemented?

I need typed answer

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Assess five (5) types of Health Information Technologies (HIT) used today in terms of their influence on healthcare clinical outcomes AND organizational processes improvement. Analyze the challenges (administrative and managerial) each HIT type is facing in terms of adoption and performance in HC organizations. You were asked to present it in a tabular format. Make sure to label all columns and row clearly

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write a conclusion and recommendation of how the COVID-19 pandemic disrupts the overall production output at Company X

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What type of equipment is the most common, widely used and available for any basic freight that needs a limited form of protection from environmental threats.

	a.	Refrigerated truck
	b.	Drop deck trailer
	c.	Straight truck
	d.	Dry Van

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What is a differentiation strategy? In which circumstances do you think company should adopt such strategies? Explain with relevant examples.

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In a lengthy explanation and thorough research, what are the products and services offered by the Bank of the Philippine Islands (BPI)? Describe the products and services including patent, copyright and trademark status

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As noted in your text, the service industries account for 68% of the US GDP; thus it is very likely that you will work in a service business at some time in your career. While marketing of services also employ the marketing mix ("4 P's), some say that marketing a service is more difficult than marketing a tangible product. How does marketing a service differ from marketing a tangible good -- be specific in your respons. D o you think marketing a service is more difficult? Why or why not? (Defend your response; 2 0 0 w or d mini mu m).

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Healthcare industry uses various types of health information technology systems: one for healthcare administration, called Healthcare Management Information Systems (HMIS), and the other for clinical functions, termed as Health Information Management Systems (HIMS).

Using the Internet search locate one in each category and Compare and contrast them with respect to their five (5) functionalities. While defining the main users for each system (now many?), analyze the specific needs each user type is requiring the system to meet. Specifically, evaluate the systems' value and operability for the administrative, managerial, and clinical healthcare decision-making. This portion of the assignment may be developed in a mixed table/narrative report format.

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Please help with no plagari:

This week focuses on evaluation models. Discuss the following:

What factors ensure an evaluation is successful? Why?
How may evaluation results be used in making decisions? Explain.

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opening a tea and bakery products business what would be the advantage or things to do to get the target income during a pandemic situation.

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Describe the key responsibilities of an Operations Manager on a daily basis.

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RESPOND IN APPROX 100 WO-RDS

In a presentation, the best way to connect with an audience is really someone's presence. This seems like an intangible quality; however, through applications of several key elements of the being a credible communicator, presence is a skill that can be learned. Like all communication, credibility is key, and maintaining that will go a long way in being a credible presenter. You must also maintain authenticity, know the material, and project confidence. These are personal aspects that someone can project to be an effective presenter and connect with their audience.

Taking care to mind your audience and surroundings is also key. Empathy and spacial awareness go a long way in a presentation. Staying flexible by focusing on the needs of your audience, always having secondary plans for unknowns, knowing your messages can help. Using both verbal and non-verbal communications can also be a huge benefit to a speaker and help his/ her audience connect.

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Examine the format of the first digital adverts.

(15)

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After reading and analyzing Case Study 3.1, "No Room for Error," on pages 451-458 ofFundamentals of Performance Improvement, please respond to the following questions:

Which steps taken by the performance consulting team do you feel led the way for the positive results and sustainability of the implemented interventions? Explain how these steps made a positive impact.
Had you been on this consulting team, which of the intervention-related Performance Support Tools inFundamentals of Performance Improvement (Tools 9.1-22.2 on pages xxiii-xxiv) would you have found helpful to make intervention recommendations for this case? Explain why you chose these tools.

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Answer briefly based on your understanding.

1. Is it really necessary to manage risk? Please give justifications.

2. Why is risk assurance an important component of risk management process?

Subject: Risk Management

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Case study link:https://www.coles.com.au/about-coles

Using the Coles case study link, describe the company's approach to corporate social responsibility (CSR), focussing on at least two (2) of the (5) dimensions of CSR:

Social
Stakeholder
Economic
Environmental
Voluntariness

Your response should address how CSR relates to ethics in operations managements.

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One of the main goals of ICAO is to standardize the world's aviation systems. Thus,they publish 19Annexescontaining SARPs. Some of the SARPscover the following areas:

Language
Navigation
Communication
Surveillance
ATC Operations
Meteorology
Safety, and
Rules of the Air

describe them all with the critical importance of standards in these areas. What would happen if we didn't have standards in these areas? Also, answer with references used.

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identify issues related to hybrid work arrangements and develop strategies to ensure "safe reopening". You also need to explain about the type of leadership needed to ensure employee well-being is a priority in the workplace following the implementation of COVID-19.

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Subject: Sustainable Business Leadership: Answers should be brief and specific preferably in bullet points. Please submit it on time: Time 30 mins. In some questions, the question may divide into A B C D or etc, aiming was for the learner to know how to analyze and give the possible solution and the point must be linked or aligned to each other. Question No. 1: A) Sesty Enterprises Ltd, a company engaged in manufacturing of plastics goods submits the following target to Sbti

Reduce Scope 1 and Scope 2 Emissions by 70% by 2030 from 2015 base year

The company's Scope 1 and Scope 2 emissions in the base year of 2015 are 1500 tCO2. The most recently available emissions inventory, when the company submits is for 2018, in which scope 1 and 2 emissions are now 1200 tco2.

Calculate the LARR (Linear Annual reduction rate for both the ambitions i.e. time-frame ambition and forward looking ambition)

B) Differentiate between the following with the help of examples

Convergence and Contraction
Insets and Offsets
Science based net zero targets vs Climate neutrality targets
Absolute targets vs. Intensity targets
Abatement vs. compensation

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Defend eHarmony's decision to target a niche market. Explain why this approach makes more sense than selling to a broader target market.

I need typed answer

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The role of project management in the restaurant- the student determines the expected duration and variances of each activity

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Discuss the contribution of birth rate changes , immigration policy and the expansion / decline of the family footprint has on the number of people available to both work and be consumers in the economy.

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Hi i need answers for the following questions from Westwood securities (A) case study 1. Evaluate Diamond's performance to date. 2. What are the opportunities and risks of accepting the promotion? 3. What should Diamond do? Why? 4. How should Diamond approach the situation

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QUESTION 1 Risk Management and Transportation Problem

. With the huge economic value promised by undertaking the fourth mainland bridge in Lagos, it becomes pertinent to ensure all requirements are gathered from the different stakeholders. The proposed 38-kilometer bridge estimated at $2.5 billion had been planned to last a minimum of 100 years. One of your old friends who claimed to be a project manager has told you that if he were to be assigned as the project manager, he will need just 2 weeks to come up with all the stakeholders as this will require deep thinking from him. He was so sure the outcome would be successful and even bragged that by the time he is done, he would come up with a list of not less than 20 stakeholders.

(a) What gap did you realize in how your old friend intend to identify the stakeholders and what would you have suggested?

(b) Who are the possible stakeholders on this project and why they are important for requirements gathering?

I need correct answer i also submitted but tutor given me wrong answer so if you don't know the answer please skip it otherwise I will downvote

Thankyou

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Silk production is one of Vietnams most famous industries and silk production in Vietnam can be traced back to 2000 BC. Vietnam silk is produced in vibrant colours and exotic designs and, with increased tourist travel to the area, is an increasingly popular fabric in global fashion markets. Anh Nguyan has started a business importing Vietnamese silk scarves to the UK and has spotted an opportunity to launch her brand in high street accessories stores, department stores and through her own website. Anh Nguyan intends to sell the Vietnamese silk scarves to consumers at the retail price of 25 although some believe this is quite expensive for a Vietnamese silk scarf, which retails in Vietnam at a low price. Ann Nguyan argues that the scarves she is importing are not readily available in the UK market, are of the highest quality and are unusual, even in Vietnam, in their use of highly coloured traditional designs. Consumer perceptions so far seem to be that the product is unique and of high value. Required: Anh Nguyan proposes to set the retail price at 25 each for the silk scarves. Discuss the steps she should take to reach her final pricing decision. Imagine the company has fixed costs of 4.6 million, and that each silk scarf has a variable cost of 10 and a retail price of 25. How many Vietnamese Silks scarves does Anh have to sell to realise a target return of 500,000

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Make a one-page review on the risk assurance of E-commerce Business

For additional references, you may visit https://www.youtube.com/watch?v=pGurj582N1Y https://www.youtube.com/watch?v=s2v2ww4Yqic https://www.youtube.com/watch?v=G2gHOyNCwqk

Subject: Risk Management

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solution of whole case study...iphone supply chain under threat? 20% of marks

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How productivity impacts the overall quality of life and economic advancement. How this factor influences the rate of inflation.

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I need only 500 wo-rds. Please not more than 500 wo-rds.

What are organizational values, and why should a project manager be aware of them?
Describe the three responsibilities of project team members.
What are some ways to build relationships with key stakeholders?

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Find and describe a practical example of a situation where one or some of these ethical challenges played out and explain how they could be addressed

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cite an example of a company and its operation manager that succeed, due to proper management in their operations

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Our workload during the past seven weeks has been relatively intense, but this week we will reflect over the most important aspects of your learning.

What are some of the key themes and/or lessons you've learned about being a manager in the 21st century?
Identify two action item you intend to take forward into the workplace.
List two or three questions you have about business and business management.
How has your understanding and/or appreciation of business evolved over the last seven weeks?

For this final Discussion Board question, you do not need to respond to one another. You simply need to post a thorough and thoughtful response to the question by Thursday, midnight of week 8.

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Subject: Sustainable Business Leadership: Answers should be brief and specific preferably in bullet points. Please submit it on time: Time 30 mins. In some questions, the question may divide into A B C D or etc, aiming was for the learner to know how to analyze and give the possible solution and the point must be linked or aligned to each other. Question No. 2: A) What is voluntary carbon market?Briefly mention its advantages and disadvantages in context of net zero targets? Briefly comment on the success of voluntary carbon market in Thailand?

B) Energy transitions must also drive a just economy. Express your views with the help of examples?

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What concerns arise in Google's Project Dragonfly that challenge or compromise issues related to Diversity, Equity and Inclusion?
From an ethical standpoint, how would you evaluate the Dragonfly program using the ethical frameworks found within the SOB ethics primer (Kantian, Utilitarian, Rawlsian, or virtue-ethical)? Use the frameworks to evaluate the position of:
1. Larry Page and Sergey Brin
2. Sundar Pichai
What are the potential short-term and long-term consequences of releasing Dragonfly?
If you had decision making authority at Google, what are alternative examples of how you could have dealt with the situation to minimize conflicts with DEI and Ethics? Explain.
What is your recommendation for Google with respect to pursuing this market?

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In the

_______

type of culture there is an emphasis on entrepreneurship and respect for the employee, and organisational structures that empower employees to make decisions are in place.

1 .

clan

2 .

individualistic

3 .

adaptive

4 .

inert

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Total available time 96 hours/week

Model 3 Model X

Total processing time 1 hour/unit 2 hours/unit

Total target time 500 units/week 100 units/week

Capacity cushion 15.0%

1.) How many assembly lines are needed to meet weekly production targets? (we are ignoring setup times and batch sizing; round up to the nearest whole number)

2.) Now suppose you only have 8 assembly lines. In addition, assume that you produce Model 3 cars in lots (or batches) of 100. In addition, assume that you produce Model X cars in lots (or batches) of 20. Each change in lot (or "batch") size takes 5 hours. (Imagine having to change the configuration of the machines, the materials/colors to install, etc.)

3.) Now suppose you produce Model 3 in lot size of 10 units. You also change the lot size of Model X to 2 units.

Assuming you have 8 assembly lines, what is the maximum number of cars you can produce in a week?

4.) If there is a shortage in the available time, what is the impact of batch size on total production (scale)?

5.) What is the relationship between batch size and the total required time for production?

6.) Based on your responses in #4 and #5 is it always best to make the batch size as large as possible? Can you think of situations where the increasing batch size is not always the best approach?

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Analyze the organizational behavior and human resources issues that the real-world organization is facing and Create recommendations to solve the issues

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Who requests the deployment of troops in a domestic disaster?

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Should a firm pay executives in different countries according to the prevailing standards in each country, or should it equalize pay on a global basis?

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Please help me write the below:

You are Daniel Carp, Kodak Corp's CEO and Chairman and his management team in 2005. He is planning for the company's future-

What were some of Kodak's key resources/ capabilities that helped it dominate the film photography business?
How might some of these have impeded its efforts to build a digital photography business?
What are some things you would do differently from the companys previous efforts to enhance its digital imaging presence?

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The Australian MNE company you work for will have a new General Manager from your Japanese subsidiary coming to spend 2 years with you in Australia. She has also worked for your company in other Asian countries. You are to brief her on the key differences she should expect in employment relations in Australia compared to ER in Asia. Use the Parties, Processes, Outcomes framework and details of the ER systems.

Questions: What are the key differences in the employment relations system in Australia compared to the ER systems in Asia? How do these differences generally affect employment relations at the enterprise level?

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In the HBS case Messer Griesheim (A)

What are the specific problems which triggered the process of turnaround of the company

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SAGE business cases, SEDO.com

Assume that SEDO is not aware of the concept of touchpoints and also the current state of consumers in their decision-making process for domain reselling. Suggest at least 3 touchpoints for each stage of the decision-making process that SEDO can use. Search and find in which of the touchpoints for information search stage suggested by you, can you see the presence of SEDO.

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Meditech Surgical

Endoscopic surgical techniques fall under a class of surgical procedures described as minimally invasive. Minimally invasive surgery, as opposed to traditional open surgery, requires only small incisions to perform an operation. As a result, procedures using endoscopic techniques often provide substantial benefits for the patient both physically and financially. The procedures often shorten patient recovery, which can translate into reduced surgical expenses overall. Despite the benefits and the multi-decade history of endoscopic technology, the procedures have only become popular in the last 10 years. Only three years ago, the market for endoscopic surgical instruments was expected to double its size in five years. Growth beyond five years also looked promising. Largo Healthcare Company, Meditech's parent company, decided to spin Meditech off as an independent company focused solely on producing and selling endoscopic surgical instruments. Largo management hoped that the new company would prosper without the distractions of other Largo businesses and capture market share of endoscopic instruments as quickly as possible.

Since its inception just over six years ago, Meditech has produced innovative, low-cost products. New products were brought to the market quickly and pushed by an aggressive sales force. Old products were updated with innovative features and presented to the market as new products. Consequently, the competition between Meditech and National Medical centered on the continuous development and introduction of new products by both companies. A dozen or more new products would typically be introduced by Meditech in any given year.

Three years after Meditech was spun off from its parent company, Meditech captured a majority of the endoscopic surgical instrument market. Its primary competitor, National Medical Corporation, had practically invented the $800 million market just over a decade ago. But Meditech competed aggressively, developing new, innovative instruments and selling them through a first-class sales force. The combination paid off, and Meditech had become a phenomenal success in a short period of time. Despite the success, Dan Franklin, manager of Customer Service and Distribution, was concerned about growing customer dissatisfaction. Meditech had recently introduced several new products that were central to the entire Meditech product line. New product introductions, which were critical to Meditech's strategy of rapid product development, needed to be introduced flawlessly to protect Meditech's reputation and sales of other products. But Meditech consistently failed to keep up with demand during the flood of initial orders. Production capacity became strained as customers waited over six weeks to have their orders delivered. Poor delivery service, which is fatal in the health care industry, was jeopardizing Meditech's reputation.

Question:

Discuss three operation research (OR) problems of Meditech Surgical, and explain appropriate quantitative methods (QM) which may help solve the problems.

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'When a company is introducing a totally novel product or service, it is competing exclusively on the technical specification of that product or service. The operations function therefore has no significant role to play'. Discuss

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Kruger' s sustainability activities in line with united nation sustainability goals and what are the challenges they faced in sustainability

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Review the forecast in Exhibit

3 .

Does it seem reasonable, based on past demand and input from the marketing department? What concerns, if any, do you have?

Sales and Operations Planning is often based on demand at the level of a product family. Explain what that means for Lawn King.

Develop an S&OP plan by month for fiscal year

2020 .

Consider the use of several different production strategies. Which strategy do you recommend? Use Excel to save time in making these

plans

.

If Lawn King decides to add a second production shift, what costs and factors should be accounted for, beyond hourly labor?

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Minimum. 600 wo_rds

a)Explain how the change aligned with the company's strategic direction

b)Who was the change agent

c)What was your role

d)How the change was triggered (e.g. internally/ externally)

e)Whether it was successful or not, and

f)Possible instances of worker resistance to change

Specifics

In your ans-wer, do not forget to include a short introduction, describing the company and its main operations

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BPMNBusiness Process Model and Notation

model the current (as-is) scenario for an admitted patient's stay(the section, "In-House Treatment" starts on page 213) from the doctor's determination that admission is necessary through the patient's discharge.

Note the following:

a)The process has many actors involved, be sure to document all of them.

b)You may use the (+) symbol where appropriate.

In-house treatment

The hospital has four separate wards-one each for (i) males,

(ii) females, (iii) children and expectant women, and (iv) the

clergy. Twentyfifive patients can be accommodated in each

ward except the one for the clergy, which can accommodate

only up to 10 patients at a time. On any given occasion, all the

wards except for the ward for clergy are full and in total

accommodate an average of 75 patients a day.

Despite being recommended by a doctor at the OPD or a

clinic, not all patients are accommodated for in-house treat[1]

ment because of lack of capacity. However, in case of capacity

problems, special preference is given to patients who arefifirst[1]

time patients waiting to be admitted. Patients who have been

admitted at the different wards on prior occasions will only be

admitted if 3 months have elapsed after the last date of them

being discharged from the ward. This is recognised as a

general rule applied by the hospital to provide its services to

the majority of the masses who seek in-house medication at

the hospital.

To admit a patient to a ward, a referring doctor mustfifirst

informally check the available ward capacity by consulting

with the ward staff. The Chief Medical Offificer (CMO) at the

OPD is also kept informed about the ward occupancy details

by the duty nurse on a daily basis.

The patient takes the prescribed admission document

offered by the doctor to the Resident Medical Offificer's

(RMO) offifice. The RMO at this stage approves the patient

admission. The RMO considers both patient details and the

availability of space at the wards before approving admittance

to the ward. Upon approval, the patient's details are provided

by the patient or the patient's guardian to the staff (most

probably a clerk) at the RMO's offifice who completes an in[1]

house registration application for the patient. The application

form includes details such as the name, age, gender, marital status and residential address of the patient and/or guardian.

The patient and the guardian then leave for the ward with the

in-house registration application and hands it over to the

nurse in-charge of the ward at the particular point in time.

The nurse will then record details of the patient in the log

book maintained at the ward. As a general hospital rule, in[1]

house patient admissions are only allowed from 8.00 am to

11.30 am and 2.00 pm to 3.30 pm.

Upon admission, the patient is given a special ward-patient

ID number. This number is different from the number that the

patient was initially registered with. A separate patient register

is maintained in each ward by a nurse that includes details

such as (1) the number of cases from the commencement of

the year, (2) number of cases from the commencement of the

month, (3) the name of the patient, (4) age of the patient, (5)

gender of the patient, (6) marital status of the patient, (7) the

religion and ethnicity of the patient, (8) date and time of

admission to the hospital, (9) number of days the patient was

ill before admission or the date on which he/she fell ill and

(10) place at which he/she fell ill or was wounded. Upon

discharge, the date and time at which the patient was

discharged will also be noted in the register. Once a patient is

admitted to a ward for in-house treatment, they will be subject

to care and medication from the staff at the ward. As soon as

the patient is admitted to a ward, the doctor-in-charge is

informed who then examines the patient. If the doctor-in[1]

charge is not available, another available doctor or the RMO

will be informed to examine the patient.

The doctors, who are in-charge of the wards, will examine

the patient and prescribe medicine and diets, and conduct

various medical examinations (e.g., urine, blood pressure,

heart, etc.) of the in-house patients on a daily basis. These will

be recorded separately for each patient in the prescription

forms (containing patient's name, details of prescribed medi[1]

cines and dietary requirements) used for in-house patients.

Apart from this, the patient's condition is also recorded on a

daily basis by the doctor.

The average cost incurred by the hospital for an in-house

patient's medicine amounts to Sri Lankan Rupees (LKR)

1500.00 (see Appendix for some further details related to costs

described here and currency conversions).The treatments

specifified by the doctors will be provided by the nurses and

the attendants at the wards. The wards also have very basic

facilities of toilets, bathrooms and eating spaces for the

patients. Certain equipment within the wards was donated by

the patients and their caretakers. However, because of limited

infrastructure, some of the equipment has not been used. The

archaic design of the ward does not provide adequate privacy

for patients. Female patients have to take additional steps on

their own to ensure their privacy. The admission capacity can

be increased by utilising the ample space available at the

hospital (the hospital sits in an area of 18 acres of land with

suffificient buildings already established and in good condition,

which are not used in a very'space-wise'manner). The

inadequate furniture for visitors makes it diffificult for them to

manage their visits to the ward patients.

In-house patients are examined daily by the doctor-in[1]

charge. They will decide on the patient's condition and make

the decision whether the patient needs further in-house

treatment or is ready to leave for home. If a patient is notfifit

to leave for home, they will continue to remain at the hospital

on medication and under daily monitoring. The ward staff

although few in number to attend to all the work relating to

the in-house patients, try their utmost best to serve the

patients well. If it is decided that the patient no longer needs

treatment in-house, the patient will be set for discharge and

will be informed of it. In most cases, patients are advised by

the ward-in-charge doctor to continue with the prescribed

medication at home. The patient will have to purchase the

prescribed medicine externally if it is not available at the

indoor dispensary (IDD).

On certain occasions, because of the unavailability of

adequate space and inadequacy to handle a large number of

patients, certain patients cannot be accommodated in the

wards, and, therefore, they are required to visit the wards for

treatment either on a daily basis or on specifific days.

The records of the patients'medication history are kept at

the ward in a separate summary patient register. This is

maintained by the ward staff during a patient's stay.

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Consider the pressures for small vs. large inventories. Which situation does Crayola seem to fit, and why?
Explain how both independent and dependent demand items are present at Crayola.
The Marker Maker product recently experienced an unexpected surge in demand and the supply chain's agility was credited with helping to meet the crisis. We have discussed four ways to classify operational inventories by how they are created. Regarding the ways managers can use these inventories to satisfy demand, explain how Crayola can achieve the flexibility to adjust to unexpected demand surges.

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case of ikea

-Identifying Business Process Elements and Requirements (Describe how the identification of BP Elements and Requirements are performed)

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can you outline a balanced scorecard for Huawei from performance objectives in 2019?

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Download the file"FlyFast.xlsx"available under course module forWeek 10.
Prepare the Data Dictionary in MS Word for the given data set. (5 Marks)
List at least 5 insights regarding the data set based on your analysis in the MS Word file.(2.5 Marks)
Document any errors that you find or changes that you make to the data set to correct the identified errors in the MS Word file. (2.5 Marks)
Perform the data cleansing (if needed), and prepare the data to be error free while documenting the approach you take for data cleansing. (5 Marks)

Submit both MS Word and MS Excel cleansed data set files to the assignment folder

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2. Assume you are managing a manufacturing line consisting of two workstations: Decambering and Hemming. The mean effective process time of the first machine is 15 minutes and its coefficient of variation is 1 (i.e., exponential distribution). The second machine has the same coefficient of variation, but this machine takes 14 minutes to process a part. (a) If there is an infinite buffer between the machines, compute the expected WIP, CT, and TH.

WIP: _________ TH: _________ CT: _________

(b) Now assume that there is enough space for only 3 parts between the machines (Hint: the buffer size, b, is 3.) Recompute the expected WIP, CT, and TH. Compare with Part a. WIP: _________ TH: _________ CT: _________

___________________________________________________________________________ ___________________________________________________________________________

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CASE STUDY QUESTIONS:

1. Why is geographic location data so important to Land O'Lakes? What categories of geographic in- formation does Land O'Lakes use?

2. How did using GIS improve operations and decision making at Land O'Lakes?

3. Give examples of three decisions at Land O'Lakes that were improved by using GIS.

PLEASE READ BELOW TO ANSWER:

Land O'Lakes is a member-owned agricultural co- operative serving the dairy industry by working to improve the quality, consistency, marketing, and economies of its dairy products. It was founded in 1921 by 300 creameries and is based in Arden Hills, Minnesota. It is now one of the largest co-ops in the United States, with 3,667 members and nearly 10,000 employees. Land O'Lakes sales of dairy products, animal feed, and seed and crop protection products total $15 billion per year. In 2019, the co-op produced $187 million in returns for its members.

Land O'Lakes provides technical know-how, proprietary tools, and research-based solutions to help farmers become more productive and competitive. About seven years ago, the co-op formed a Strategic Asset Management (SAM) team to provide consulting services to its members. In the agricultural industry, efficiencies and profits are deeply affected by the distance between a farm and various assets, such as feed lots, grain elevators, or crop nutrient facilities. Existing storage facilities may be located in suboptimal areas for serving farms' current customers, and new facilities are not always built in the most strategic locations.

SAM often uses geographic information systems (GIS) when it consults about these issues. For ex- ample, GIS can show co-op members mapping and locational information about the trade areas for a projectwhere the trade area is located, where members' facilities are situated within the trade area, and where competitors are based. The GIS is able to show the geographic dynamics of the trade area analyzed by the SAM team and how they can be improved.

If Land O'Lakes has multiple facilities that are close together, the SAM team analyzes where the trade areas overlap. It also performs transportation analysis to determine how products are currently being delivered to Land O'Lakes customers and if there is a way to do so more efficiently. The SAM team can analyze the facilities customers are currently using compared to ones that are believed to be more appropriate for their use based on distance, functionality, and future growth. Sometimes GIS will be used for analyzing drive-time routes within specific trade territories as well as for route planning.

Additionally, the team uses GIS for field data col- lection. It frequently needs to analyze how co-op members are operating their facilities. What are the capabilities of those facilities? How old are they? Can we expand those facilities? The SAM team uses Survey123 for ArcGIS to capture a comprehensive and consistent set of data about the facilities so it can answer these questions.

ArcGIS is a suite of GIS software products developed by ESRI (Environmental Systems Research Institute), an international supplier of geographic information systems that operate on desktop, server, and mobile platforms. These tools integrate, store, edit, analyze, and display geographic information for informing decision making. Survey123 for ArcGIS is a software tool for creating, sharing, and analyzing surveys and supports data collection via web and mobile devices.

The agricultural industry is affected by the consolidation of existing facilities and the construction of new ones. These changes can create trade area over- laps, gaps, and redundancies, which will impact efficiency and profitability. It is important to understand how much capacity an operation has and how much is needed to service existing and future customers. Before a co-op member builds new facilities, the

SAM team evaluates the project based on the future needs of the marketplace and the potential return on investment. The assessment addresses factors such as the current feed business, customer needs, competitor capabilities, asset efficiency, financial performance, regulatory compliance, market trends, and project risk. GIS help the SAM team show co-op members the customer allocations for various facilities, such as two new mills.

The SAM team makes recommendations about how to change members' transportation or distribution models. Take, for instance, a member operating seven feed mills for hog producers. Two of the mills are old and are not worth spending money to improve them. With some investment, another mill could be operated for five more years before it needs to be replaced. The feed mill market is growing, so the mill owner should increase capacity as the market expands. The question is, where is the best place to put a new facility to replace the three that are out- dated, a facility that can manufacture feed in a way that's more efficient and safer for employees, and implement a tracking mechanism to meet today's consumer transparency demands? The SAM team will work to provide answers.

Land O'Lakes uses transportation studies to ex- amine operating expenses and future transportation costs as part of its financial analysis for capital in- vestment purposes. The SAM team will try to answer questions such as: How many miles do truck drivers have to travel today to reach distribution facilities? How many miles would they have to drive if a new transportation model were implemented to accommodate a different set of distribution facilities? Will the new transportation model produce cost savings, or will costs increase by building new facilities in different areas?

The SAM team's market analyses also examine the demand trends for Land O'Lakes products: Where is this demand coming from? How is that demand changing? What is driving the demand? How much growth has happened in the market historically? Where are the growth opportunities in the future? Who are the competitors and what is their impact on the market? The SAM team's work has benefited both day-to-day operations as well as long-term planning.

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Toyota Motor Manufacturing, USA, INC., Kazuhiro Mishina and Kazunori Takeda, Harvard Business School (1995)

What should Doug Friesen do on Monday morning?

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Watch this YouTube videoLinks to an external site. on by Amane Dannouni titled How online marketplaces can help local economies, not hurt them. After watching the video, discuss your views concerning the future of cab drivers and if you think they will suffer or benefit from online marketplaces. Then, include an example of a traditional type of business (a business that has been around for several years before the Web 1.0 era) that could benefit from ecommerce, and in what way it could benefit.

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Describe the leadership within Nokia from the 1980's until now that has help the coporation become successful and discuss any challenges these leaders have had recently.

Provide a current strategic planning error that Nokia has faced within the last 2 years and how they overcame this issue.

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Why plan for life-long learning after just accomplishing a Master's degree? Develop a Mission. Read more about the mission athttps://www.wix.com/partners/post/10-motivational-mission-statement-examples?utm_source=google&utm_medium=cpc&utm_campaign=bd_partners_dsa_t1^&experiment_id=^486283628158^^^b^^_DSA&gclid=EAIaIQobChMIjaGh2u3a7QIVGYeGCh1gPAjwEAAYAiAAEgKud_D_BwE

VISION

Develop a personal vision statement. Read more about a vision athttps://www.indeed.com/career-advice/career-development/personal-vision-statement

GOALS: (Limit to 4-6 major goals)

In terms of learning over the next 10 years, what specific things can be done that will help a person stay current and on top of their field? Develop SMART goals. Read more athttps://www.indeed.com/career-advice/career-development/smart-goals

GUIDING RESOURCES

What is (or will be) the guiding management book(s) that provides the basis for understanding/approaches/actions as a manager/administrator?

What is (or will be) the guiding health care book(s) that provides the basis for understanding/approaches/actions in the health care arena?

What are the Plans and specific steps to execute the plan mentioned above in order to stay current with developments and issues in both general management and health care administration.

ENVIRONMENT:The time horizon for this exercise is the next ten years (through 2031).

STRATEGIES

What are the specific things that must be worked on to help a person achieve each goal?

TACTICS

What are the specific steps that must be taken to achieve each strategy (relatively short-term actions)

MONITORING

How will you a person know if they are succeeding and achieving expected outcomes? How will they spot impending failure or the need to adjust either strategies or tactics?

RISK FACTORS

Identify the general environment (e.g., information technology), professional and personal factors that will help/hinder success with the plan?

PLAN B

how is the person going to manage the risk or overcome obstacles presented?

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Identify a sport event or facility and use the steps in the risk management process to explain how this event/facility manages risk.

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Enterprise Company Rent a Car a lot of Issues exist in this Organization.We should imagine ourselves as part of this company's top management. Just imagine that we are managers and end need to conduct an in-depth study of the company, using an analytical tool to analyze its external and internal environments. We must identify the company's strategic options and develop recommendations to maximize the company's long-term.

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Which stage of the contract lifecycle represents the day

-

-

day processes by setting up collection methods for agreed upon performance indicators, regular communications and meetings, as well as responses and problem solving needs?

Question

2

options:

Implement the contract and make it operational

Consider choices at the end of the current contract

Specification of the requirement and proposed solution

Operate and manage the contract

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Una tienda de muebles durante la pandemia trabaja 8 horas al da, en ese tiempo llegaron unos 110 clientes con llegadas tipo poisson y tiempos de servicios exponenciales. La tasa media de servicio es de 18 unidades por hora

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We hear about mass shootings almost weekly in the news but we don't always know the behind-the-scenes tasks that the investigators are taking to reconstruct those scenes. I'd like each of you to take a recent current event and explain which reconstruction approach may have been taken and how.

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TERRA MINERALS LIMITED Elizabeth M.A. Grasby revised this case (originally Mansfield Minerals Inc. written by Jeffrey Gandz) solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Version: 2015-08-19

John Parson, president of Terra Minerals Limited (Terra), Ontario, put down his cell phone slowly. Talk about a kick to the stomach! He had just heard from an old friend from business school days, Dave Stack, who had called him with some disturbing information. Apparently, his recently appointed vice-president of Exploration, Steve Bartlett, had been fired by one of his previous employers for a serious drug abuse problem about six years ago. Bartlett had made no mention of this event, nor had it been revealed in reference checks, and the termination was not evident on Bartlett's original application for employment with Terra.

WHO IS STEVE BARTLETT? Age 35 and married with three children, Steve Bartlett had earned a degree in geophysics and had completed graduate work in geophysical engineering. Following graduate school, he had worked for three years with a major mining company but had left it to join Can-Ore Minerals (Can-Ore), a junior company involved in geophysical research. Bartlett had been highly valued and well-paid by Can-Ore. When interviewed by the executives at Terra, he said he had been very satisfied with how he had been treated at Can-Ore.

After four years with Can-Ore, Bartlett had decided to pursue his long-time ambition to return to business school to complete his MBA. He had graduated in the top quartile of his MBA class and was on the dean's list (top 10%) in both years of his program. While at the business school, Bartlett had come to the attention of one of the professors who also did some consulting work for Terra. Indeed, it was this professor who had suggested to Parson that Bartlett was "a young man whose career was well worth watching." Parson contacted Bartlett in the middle of his second year of the MBA program and suggested that they meet to discuss his career interests.

THE INTERVIEW AND JOB OFFER Parson met with Bartlett and three other members of the Terra management team. They were all impressed. Bartlett's analytical skills were excellent. He was obviously competent and, while somewhat reserved and a little withdrawn, he had a pleasantly effective manner about him. Bartlett had explained his decision to leave the major mining company and join Can-Ore as a move from a bureaucratic to an entrepreneurial environment, one where he could make a great personal contribution and be rewarded accordingly.

This explanation fit perfectly with what Parson and the other Terra executives were looking for in a company employee, and they thought that he would blend in well with the Terra operation. Parson offered Bartlett a position at Terra as manager of Exploration, subject to the usual medical examination and reference checks. The vice president of Human Resources checked Bartlett's references from the business school and also checked with his previous employer, Can-Ore. The vice-president of Exploration at Can-Ore described Bartlett as a first-rate person, one they would like to have returned as an employee to their firm.

BARTLETT AT TERRA In his three years with Terra, Bartlett's performance had exceeded all of Parson's and other executives' expectations. He was an excellent manager: he had the intuitive judgment essential to the exploration business, had helped to build a good staff of young geologists and geophysicists, and had maintained excellent control of his operations. During these years, Bartlett had earned four consecutive highly satisfactory performance appraisals. When Tom Camp, the vice-president of Exploration at Terra for 15years, decided to retire, there was no hesitation in promoting Bartlett to the position.

THE TELEPHONE CALL It was the day after Bartlett's picture had appeared in the business press with the announcement of his appointment that Parson had received the call from his friend, Dave Stack. Stack was now the president of the mining company where Bartlett had started his career, and the company was also one of Terra's major clients. Parson recalled his conversation with Stack on the phone:

Stack: I didn't know that you had hired Steve Bartlett. He's really come up in the world since he used to work for me. Parson: Well, you guys never could hold onto the good ones! Life is too boring for anyone with some "get up and go." You train them and we reward them! (The well-intentioned ribbing went on for a few minutes before Stack got to the point.) Look, John, this may come as a bit of a shock to you, but Bartlett didn't exactly "get up and go." We had to give him a push to help him on his way. Parson: What do you mean? What for? Stack: Well, we were concerned about a few things. His performance on the job wasn't bad; in fact, he was a good guy, technically. But he seemed to be tired a lot and, well, kind of moody and miserable. We did some checking around, and asked a few people, you know the kind of thing. Several people told us that he was into drugs in a pretty serious way. I spoke with him about it -- he was pretty evasive at first, but after a while, he didn't deny it. We let him go. He never pushed back on this decision. Perhaps we should have handled it differently and given him a leave of absence to attend a rehab program of some kind. Parson: Why didn't this surface when Can-Ore hired him? Stack: I'm not sure, John. I'm not even sure that Can-Ore checked out Bartlett with us. Sometimes these small companies are pretty sloppy about those kinds of things. After we fired him, I think Bartlett went to Europe for several months. Maybe he spun some kind of yarn to them about the gap in his rsum. Parson: Well, I'm not sure whether I should thank you for this information or not. I don't know what I'm going to do. Do me a favor, keep this between us. I'd hate for rumors to start flying around.

NEXT STEPS Parson was disturbed about the phone call for a number of reasons. The more he thought about Bartlett, the more he seemed to focus on Bartlett's lack of openness about himself with the executive team. Come to think of it, unlike the other executives and senior managers in the firm, Bartlett did not mix much socially.Further, Parson did not really know much about Bartlett and his family. Did he still have a problem? What would happen if Bartlett was confronted about this issue? What bothered Parson the most was that Bartlett had hidden these facts from him. In fact, he had deceived Parson and Terra's other executives about his reasons for leaving the mining company and joining Can-Ore. But after all, Parson wondered, if he had been in Bartlett's shoes, would he have really done anything different? What chance would Bartlett have had of landing a job with Can-Ore or with Terra if he had come totally clean about his past? But how did this prior behavior mesh with Terra's excellent corporatereputation for integrity? Should Terra employ a senior executive officer with this kind of past? Above all else, Parson wondered what he should do now.

Questions:

From what you can tell, what quadrant (Competing values framework) does Terra minerals operate in? What is your evidence?
What is the company's schema for a good leader? A good employee?
Does Steve Bartlett fit that criteria?
In Organizational Behavior terms, what is the problem facing Parson? Please pick from the list below:
1. Fundamental attribution error
2. Person or role schema
3. Diversity
4. Social identity
What are two things, given the quadrant and course concepts, that Parsons should do now?
What are the pros and cons of each action?

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You can make your title based on your literature review finding.

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Which legislation established the minimum wage, overtime pay, recordkeeping, and youth employment standards?

Question

30

options:

Fair Labor Standards Act of

1938

Americans with Disabilities Act of

1990

National Labor Relations Act of

1947

Age Discrimination in Employment Act of

1967

Family and Medical Leave Act of

1993

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A. Use the case study below to explain Vertical Integration

The Case

Apple's ownership of its own branded stores set the firm apart from computer makers such as Hewlett-Packard, Dell, and Lenovo that only distribute their products through retailers like Best Buy and Office Depot. Employees at Best Buy and Office Depot are likely to know only a little bit about each of the various brands their store carries. In contrast, Apple's stores are popular in part because store employees are experts about Apple products. They can therefore provide customers with accurate and insightful advice about purchases and repairs. This is an important advantage that has been created through forward vertical integration.

B. Suppose your company in Australia wants to expand internationally and is considering either Indonesia or Chile. Apply a CAGE framework to support your decision.

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Read one or both of these articles in the OP300 e-Reserve Library @ http://library.ggu.edu/search/p?SEARCH=Dawe: 1) "P&G Takes Inventory Up a Notch" & 2) "Ten Ways to Reduce Inventory While Maintaining or Improving Service" You can answer Q#1-2 with the first article or Q#3-4 with the second article or all four for double extra credit.

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How does Levi's align new product developmentwith the company's strategic goals? Consider the product life cycle as you address this question.

Does Levi's new product development process match the one described in your textbook (e.g. Figure 5.3)? If so, how and if not, why not?

At what phase in the product development process does Levi's convert customer needs into product requirements? How are product specifications incorporated into the manufacturing process?

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"The term "manufacturing operations" refers to a framework in which man, machine and material come together to produce a tangible product. It deals with all the supply chain activities such as gathering requirements from customers, procuring raw materials, allocating resources, scheduling the production, maintaining the inventory, and delivering end products to customers." (Reddy, 2022)

"Services are intangible and non-physical products offered by one party to another in exchange for money. As reported in theHarvard Business Review, service-providing operations aim to deliver an experience that leads to customer satisfaction. Service operations engage a wide range of teams to deliver services, including professional service teams, customer support teams and customer experience teams. Organizations that engage in hospitality, travel, media, sports, health care and entertainment are service-providing organizations. Service-providing operations send employees to their customers' locations or meet the customers at the company's premises to facilitate the service provision." (Reddy, 2022)

Choosing a manufacturing operation and a service operation of your choice, discuss and compare the differences and similarities in terms of "what" is done in each operation and "how" it is done?

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Pre-pare a short summary (2 para_graphs) The summary should include the following:

o The basic accounting goals of the Projects for this course:

o The work you have done while going through the steps of the accounting cycle for your business.

The course about: Prepared the journal entries for the transactions provided Posted the transactions to the ledger accounts correctly. Prepared a Trial Balance using the accounts provided. Made the adjusting entries and jour-nalized them correctly. Prepare a adjusted trial balance and completed the Worksheet. Prepare a Income Statement correctly, using the classified income statement template and income template provided. Prepared the Statement of Owner's equity correctly. Prepared the Balance Sheet correctly. Made the closing entries and prepared the Post-closing Trial Balance correctly

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How to pay for the changes with the Green New Deal.

Please provide references.

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what was the goal of corrections in the

1900

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Describe FOUR (4) of the general information skills essential for all business careers. How can a firm's security policies contribute and relate to the following business objectives: operational excellence; new products, services, and business models; customer and supplier intimacy; improved decision making: competitive advantage; and survival? Explain any FIVE (5) of the business objectives and provide with examples.

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Explain the SWOT analysis, Business Level Strategies, and Corporate Level Strategies of Rocky Mountain Psychological Services Alberta.

Furthermore state the: Consumer base. Income levels. Competitors. Substitutes, etc. Professional staff base - qualified candidates Concepts from the teachings (Business and Corporate Level Strategies) to develop winning, competitive strategy)

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ntroduction, ix-xxv Case # 1: "Half a Pie, or None?" Case # 2: "One Step Forward, Two Steps Back?" Case #3: "Did Attorney Evans Bump Her Head on the "Glass Ceiling?" Case #4: "Medical Mentoring." Please identify and discuss how the following issues are captured and addressed in the 4 cases you read

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Name and define Five (5) key things we plan for in the event of an event that puts out Business Continuity Plan into effect whether it directly impacts the business or the community where it is located.

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EEA prohibits any form of discrimination or harassment.

True

False

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Get the article from HBR, "How Executive Teams Shape a Company's Purpose" Do an article review utilizing APA. Briefly discuss the article's contents and then comment from your perspective. Use the HBR article and your text as references. 300-word minimum

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Market and competitor analysis on detail report about Launching a new business on waste management and recycling process In Europe Limit_4000-4500 I will definitely upvote!

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Answer the case study below using the law of contract principles. (Total: 50 marks)

Mas Sam is getting older and his medical expenses are getting higher. He has decided to sell a parcel of land he owns in the parish of St. Michael. He posted a letter on May 20, to Joshua offering to sell him two acres for $3,000,000. He stated that it must be a cash purchase and that he must have his answer in the course of post by June 2.

Mas Sam also decided to lease another parcel of agricultural land in St. John to raise funds. He telephoned Malachi on May 23 and offered to lease him the two acre property for $120,000 per year, to be paid in two instalments for a period of five years. He told Malachi to let him have an answer by telephone call no later than June 1 at 4:00 pm.

Joshua on receiving the letter containing the offer on May 22, called Mas Sam and left a voice message stating '$2,500,000 is the best I can do'. Mas Sam upon retrieving the message ignored same and accepted an offer of $4,000,000 from Mas Charlie for the land on May 31. Joshua upon not hearing from Mas Sam decided to post his letter on May 24 which Mas Sam never received.

Meanwhile Malachi accepted the offer by emailing Mas Sam on May 25 and told him that he would come by on June 12 with the cheque, however Mas Sam's email is not working so he never got the email and Malachi did not call him until June 12, to tell him he was on the way with the cheque for the sum of $60,000. Mas Sam informed him that having not heard from him, the farm was leased to Peter, his neighbour. Malachi is demanding that he be allowed to occupy the property as he has an order from Big Breeze Hotel for fresh callaloo in August. He has threated to sue saying 'We have a contract!'

On June 1, 2023 at 1:00 pm Joshua goes to Mas Sam's farm with a cheque for $3,000,000.00 and demands a signed agreement and receipt 'or else I will see you in Court!

Mas Sam had promised his wife Mrs Sam that he would buy her a car from the proceeds of sale of the land in St. Michael. He decided that he would not give her the car as she has not been cooking his dinner for the past month and she has sued him. He is quite unhappy with the turn of events with Mrs Sam. He went to the bar where he saw Pablo his friend who he told of all his troubles and Pablo informed him that he had a drug " Miss White" to sell him that will take away all his troubles for $100,000.00. When Mas Sam went home and took out the cocaine, he realised that it was baking flour and wants back his money from Pablo.

Advise Mas Sam by answering the following:

a. Identify the seven (7) legal issues arising . b. Discuss the legal principles and supporting cases that are present in this question.

c. Apply the legal principles to the facts of the case.

(3 12 marks) (34 12 marks) (10 12 marks)

(1 12 marks)

d. Advise Mas Sam

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how to reduce depression through social media ?

(5 points needed only)

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What are the challenges posed with the implementation of Essure?
Based on previous question, what are the causes of the problems?
Do you think using the design thinking approach for Essure development will avoid the problems? State your stand and justify.
Describe the pros and cons of Da Vinci Surgical System
If you need to redesign the Cobalt-chrome using the design thinking approach, what do you need to do in the empathy stage
If you are given an opportunity to design a medical device for healthcare industry, what would it be? Why?

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ARTICLE LINK: https://smallbusiness.chron.com/service-operations-vs-manufacturing-operations-25843.html (Links to an external site.) 1. Analyse and explain in detail - the differences between Service Operations vs. Manufacturing Operations 2. Give examples of both Service Operations vs. Manufacturing Operations in the Canadian market - naming specific companies and how they do it. 3. Analyse the success of Canadian business' Operations Management - with reference to the above examples. 4. Outline specific recommendations You and Your team have for Canadian companies - with reference to their Operations (this section must also be on slides for presenting to the class)

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Testing in preparation for an EHR system implementation is a critical but often short-changed step. How might you go about ensuring there is adequate testing of an EHR system to prepare for implementation? What types of testing should be completed? What factors are particularly important to consider?

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I need help expanding on this essay about this case study. Here is the summary I got for you. Please help me get 6 references for this that tie into the point and write about how it does. If you need the case study please let me know. In short, I need to build on what I have right now and make it longer and expand it.

This case study looks at the situation of Guy, a manager at Ralston Crane, who is struggling to decide whether or not to intervene in a project led by another manager, Charyl.It also goes over how Guy and Charyl at Ralston Crane show how hard it is for managers to deal with different ideas about how to run a project. It shows how important good communication is and how important it is for firms to have a well-structured project governance mechanism. This essay tries to add to the case study by talking about relevant literature and giving suggestions for how Guy, Ruth, and Ralston Crane might work together better on projects and make them more successful overall.Guy has reservations about the project and believes that it could be more successful if it was approached in a different way. He is hesitant to intervene, however, due to his mentor's advice to not "butt in" and the fact that Charyl is protective of her project. The case study suggests that Guy should approach Ruth, the executive in charge of the project, with a different idea for the project under the same loyalty banner she has announced. This way, he can present his idea without antagonizing Charyl, and Ruth will get what she asked for. It is also suggested that Ralston Crane should adopt a road map and portfolio approach to guide their thinking about which initiatives to pursue and should make a culture that lets project teams succeed.

This case study looks at the situation of Guy, a manager at Ralston Crane, who is struggling to decide whether or not to intervene in a project led by another manager, Charyl. Guy has reservations about the project and believes that it could be more successful if it was approached in a different way.
The case study suggests that Guy should approach Ruth, the executive in charge of the project, with a different idea for the project under the same loyalty banner she has announced. This way, he can present his idea without antagonizing Charyl, and Ruth will get what she asked for.
It is also suggested that companies should establish a level of governance over their projects and use a road map and portfolio approach to guide their thinking about which initiatives to pursue. This will help them avoid launching too many projects simultaneously and developing an internal culture of competition between project teams.
Companies should also make a culture that lets project teams succeed. This includes fostering clear objectives and roles, straightforward communication, and defined decision points. This will make a sense of openness and trust between employees and management.
A study in Sweden by Sten Jnsson shows that successful managers often have experience in working on challenging and ambiguous projects early in their careers. Therefore, it is important for companies to develop a project-oriented culture that allows employees to succeed.

How Ralston Crane Deals with Project Conflicts and Builds a Collaborative Culture

The case study of Guy and Charyl at Ralston Crane shows how hard it is for managers to deal with different ideas about how to run a project. It shows how important good communication is and how important it is for firms to have a well-structured project governance mechanism. This essay tries to add to the case study by talking about relevant literature and giving suggestions for how Guy, Ruth, and Ralston Crane might work together better on projects and make them more successful overall.

Discussion:

1. Communication and Resolving Conflicts: Guy doesn't want to become involved in Charyl's project because he's afraid it would lead to a fight and hurt their working relationship. Organizations need good communication and dispute resolution to make sure their workplaces are healthy. (De Dreu, 2008). Guy can talk to Charyl about his problems by using strategies like active listening and empathy. (Bodtker & Jameson, 2001).

2. Project Governance and Portfolio Management: Ralston Crane should use a project governance framework with clear goals, roles, and points when decisions need to be made. (Too & Weaver, 2014). A portfolio management technique can assist put projects in order of importance and make the most use of resources. (Artto et al., 2008).

3. Creating a culture of collaboration: For a project to be successful, there must be a culture of collaboration. (Thompson, 2008). This can be done if team members are honest, trust each other, and talk to each other openly. (Katzenbach & Smith, 1993).

4. Employee Development and Career Advancement: Jonsson's (1998) study shows that great managers generally start their careers by working on difficult projects. Organizations should invest in their employees' growth and give them chances to do so by giving them different tasks. (DeFilippi & Arthur, 1994).

5. The Role of Executive Leadership: As the executive in charge, Ruth should encourage open conversations and make it easy for project teams to talk about their issues. (Zaccaro et al., 2001). This will assist fix any possible problems and improve the results of the project. (Ancona et al., 2007).

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How can economies of scale be achieved? Please provide an example as well

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Mee Enterprises is a multinational engineering company that has its head office based in London, UK. Due to recent expansion, the company has decided to open new offices in Singapore,Hong Kong and Malaysia.

As the Personal manager in London, you have been asked to provide training or the newly appointed Personnel Managers in Singapore,Hong Kong and Malaysia.

Complete background reading and a set of detailed notes prior to the first virtual meeting with the new Personnel Managers from Singapore,Hong Kong and Malaysia.

The detailed notes must

Evaluate the importance of recruiting and retaining a highly skilled force.
Analyse recruitment processes in organizations.
Evaluate methods for Training & Development
Analyse the need for continuous professional development (CPD)
Analyze the need for performance development (PDP)and reviewing

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Using process capability indices, such as Cp and Cpk explain the different performance levels of 1 to 6 sigma increasing by integers.

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3. If you were the judge what would your final decision be under each situation in Jimmy and Elizabeth backyard wedding?

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I need a speech on a current event in the recreation and sports organizations to present to my leisure and society class. I was thinking something to do with soccer

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Describe the wireless sensor networks. Explain how do they work and used for?

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Sample Capacity Calculation and Process Flow Diagram Problem:

Imagine you go to a movie theater for a 7:00 PM show. You decide to valet your car. There are 3 valet attendants helping customers, taking 1 minute per customer.You then go inside to buy a ticket from one of 4 employees selling tickets. On average, it takes a customer 2 minutes to buy a ticket. You then proceed to the concession stand to purchase popcorn and drinks. There are 2 employees helping customers. On average, it takes 3 minutes to serve a customer. After getting concessions, you proceed to the one ticket taker. It takes 30 seconds for each customer at this station. You then head to the theater. Assume each customer only buys 1 ticket. Also, you may assume that the time to get from one station to the next is minimal and does not need to be included in your analysis.

a). Draw a process flow diagram for the above process.

b). Calculate the capacity (unconstrained) of each operation in the process in terms of people/ hour.

c). What is the bottleneck operation?

d). What is the minimum throughput time for a customer?

e). What is the capacity of the theater per hour (i.e. maximum system capacity) in terms of processes before the actual watching of the movie?

f). Where will WIP build up in the system?

g). If 20 customers are in line at 6:30 PM when you arrive, will you get through the ticket taker before your movie starts? If not, how late will you be to the movie?

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What is an example of an operations management framework or environment for an electric/gas utility supplier?

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Describe the circumstances that would necessitate you to outsource the food service operations at a facility.

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Study the scenario as background to your sales presentation SIWELA FAMILY VINEYARDS Siwela Family Wines 50 Electron Isando Johannesburg Dear Team, Congratulations! It is with great pleasure that we, the Board of Directors of Siwela Family Vineyards, confirm your appointment as the Sales Team for our Siwela range of products, which includes wines, cans and leather bags. According to our discussion, the wine's strategic direction and goal is to attract young adults (ages 21-30) to enjoy our 'easy drinking' wine. As you are probably aware, Siwela Wines produces Chenin Blanc and Siwela Grace. Grace is a high-quality red blend made up of Cabernet Sauvignon, Merlot, Pinotage, and Shiraz. Each wine was fermented and aged separately for 18 months in French oak barrels before being blended prior to bottling. The wine possesses aromas of dark fruits, vanilla, and spices. This wine's elegant, smooth, and bold flavour complements hearty dishes such as lamb shanks, beef stews, and steak. We are considering offering this wine both by the bottle and in a can. We would love to hear your view on this from a sales point of view. In addition to the Grace range we also have Chenin Blanc. Siwela Chenin Blanc is made from 100 % Chenin Blanc grapes from the Stellenbosch region. The wine offers a crisp, vibrant, and well-balanced acidity with hints of yellow apples, passion fruit and floral notes. This unwooded white wine pairs well with seafood, white meat, salads or simply on its own. Refreshing when served chilled. We need to position this wine for the young adult market and are keen to hear more about your sales strategy for this wine. Also, Siwela Vineyards has a keen interest in cans, and we are proud to introduce timeless and classic cans to our market (the proposed market is also the young adult market). The board of directors is keen to hear your sales strategy for our can products. We are aware of the deadlines and therefore recommend that you present a sales strategy for only one of our products either the wines or cans. We would prefer that this presentation take place in person, but due to Covid-regulations, we understand that it will take the form of a PowerPoint presentation, saved as a PDF. Please refer to the rubric below for additional guidance on your sales presentation and the expectations for your performance. We eagerly await your presentation. Regards, Siwela, Board of Directors

Question 3: Highlight the factors which will influence their decision-making to buy or not to buy the wine or cans

Counts 10 Marks

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Below is data collected on the number of prescriptions requests filed at a pharmacy each season in the past three years.

Season	2020	2021	2022
Winter	3124	3227	3606
Spring	2634	2492	2715
Summer	1078	1284	1645
Fall	1639	1733	1789

Build a running chart plot of the three years of data (time on the horizontal axis and number of prescriptions filled on the vertical axis).
Apply the Least Square Regression model (using MS Excel) to forecast demand for the four seasons of the upcoming year (2022).

Problem 2

Below is the layout of three work stations (rooms 1,2,3) in a primary care clinic, along with data regarding traffic between the work stations and distance between the zones (A,B,C).
Find the load-distance for the current layout.
Redesign the layout to minimize load-distance (i.e. which room should be in which zone). What is the total load-distance for your recommended layout?

Zone A

Room 1

Zone B

Room 2

Zone C

Room 3

	To	Zone
From		A	B	C
A		-	40	80
B			_-	25

Distances Between Locations (in Feet)

Daily Traffic (Number of Trips) Between Rooms

	To Room
From	1	2	3
Room 1	-	18	4
Room 2	20	-	6
Room 3	7	12	-

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Based on the following situation, determine if the finished product can be considered originating (qualifying). Use your Tariff and CUSMA Annex to determine the specific rules which apply. Identify the type of Annex rule (what type of change is needed). Explain your answers as to why the good(s) do or do not meet the Annex rule.

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Packaged hair shampoo made in Frankfort, Kentucky (USA) and the shampoo is packaged in plastic bottles made in China. If this product was exported to Canada from the United States would they be considered originating? (5 marks)

HS code of final product: ---------------------------------------------------------

Type of Annex 401 rule: ---------------------------------------------------------

HS codes of non-originating materials: ---------------------------------------------------------

---------------------------------------------------------

Explanation: ---------------------------------------------------------------------------------------------------------------------

=====================================================================================

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Determine organizational risk Of Zambrero and identify links to strategy. Explain the minimum 5 risks. Develop and justify responses to identified risks and why they were selected.

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Using the five principles for thinking ethically, provided by the Markula Center for Applied Ethics, describe practical examples from either manufacturing or service industries to illustrate their working applications.

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In the case of a lamp, the core

(

NOT actual

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product is

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Considering the topics listed below that we have covered in this Operations Management course, please SELECT 3 topics and briefly describe for each how it has been and/or will be impacted by the COVID-19 Pandemic and the anticipated future recovery from it. Support your answer with specific examples including the analysis, actions and decisions an Operations Manager might undertake.

Supply Chain Management
Sustainable Supply Chains
Process Configuration
Capacity
Inventory Management
Quality and Process Improvement
Lean Systems
Location and Layout
Managing Demand and Forecasting
Operations Planning and Scheduling

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pick a specific brand. Imagine that you are the Director of Advertising of said brand and build a marketing strategy. Define what you are trying to accomplish. Who are you trying to reach? What channels are you proposing to utilize to get your message across? What meaning are you trying to get across to your target audience/consumers.

I.e. Rolex sponsors the PGA Tour because it is trying to reach high net-worth individuals who have a propensity to golf/enjoy watching golf, etc.

I.e. Life Alert advertises on daytime television because it is trying to reach seniors. Seniors are most likely retired and have a higher likelihood of being home during the day watching TV, etc.

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"Competition is at the heart of capitalism. Even if you think there are better ways to set up an economy, you can't deny that competition motivates people to work harder. It forces businesses to innovate their products.It inspires team spirit among employees at a company. A lot of teams bond through having a common goal. One of those goals could be surpassing the competition in sales, new customers, or market share. Your employees, especially if they work on commission, will be more motivated to keep customers when there's more competition around them. When competition comes up with a new product, marketing technique, or way to run their business, it keeps your company on its toes and moving towards innovation. Competition inspires growth, progress, and creativity. When things get competitive, you might take a bigger risk in the hopes of a big reward. You can't just stay the same and hope to keep your customers as times change and new names enter your industry." (Anon, 2022)

Discuss the major influences that Operations has on Competitiveness?

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6. Let's evaluate the training: (a) Explain how you would evaluate this training for a "Behavior and skill-based" outcome. (Note: no need to construct any instruments, just identify the specific steps you would take). (b)What challenges might you have in conducting a "Return on investment" for this training? (4 pts. for a and b combined)

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In analyzing Apple's culture, answer the following questions:

What were Apple's values when Steve Jobs was CEO? How did Tim Cook change these values? Be specific.
What were Apple's norms when Steve Jobs was CEO? How did Tim Cook change these norms? Be specific.
What was Apple's dominant logic when Steve Jobs was CEO? How did Tim Cook change it? Be specific.

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Select two companies from two different industries and compare their mission and vision statements, and answer the questions below.

Does their mission/vision statementcommunicate the purpose of their organization to their stakeholders? (Who we are? What we value?) Explain.
Does their mission/vision statement communicate a future declaration of their organization's purpose and aspirations? (What we want to become?) Explain.
Do they inform strategic development? (How we willachieve our vision?) Explain.
Do they have measurable goals and objectives to gauge their success of their strategies? (How we gauge our degree of success?) Explain.
Identify which company is meeting their goals and objectives, according to their mission/vision statements, and which isn't. Explain why or why not?
What is your own thoughts on each of these companies and how they can better meet their goals and objectives.

Posted Date: May 15, 2024 04:31 AM

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