A manager checked production records and found that a worker produced 180 units while working 40 hours. In the previous week, the same worker produced 126 units while working 30 hours. a. Compute Current period productivity and Previous period productivity. (Round your answers to 2 decimal places.) Current period productivity Previous period productivity Units/hour Units/hour b. Did the worker's productivity increase, decrease, or remain the same? (Round your Intermediate calculations and final answer to 2 decimal places.) Worker's productivity by

A manager checked production records and found that a worker produced 180 units while working 40 hours. In the previous week, the same worker produced 126 units while working 30 hours. a. Compute Current period productivity and Previous period productivity. (Round your answers to 2 decimal places.) Current period productivity Previous period productivity Units/hour Units/hour b. Did the worker's productivity increase, decrease, or remain the same? (Round your Intermediate calculations and final answer to 2 decimal places.) Worker's productivity by

Purchasing and Supply Chain Management

6th Edition

ISBN:9781285869681

Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

Publisher:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson

ChapterC: Cases

Section: Chapter Questions

Problem 5.3SD: Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling...

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Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?
Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?
Balanced Scorecard Maloney Corporation manufactures plastic water bottles. It plans to grow by producing high-quality water bottles at a low cost that are delivered in a timely manner. There are a number of other manufacturers who produce similar water bottles. Maloney believes that continuously improving its manufacturing processes and having satisfied employees are critical to implementing its strategy. Required: a. Please create a vision and mission for Maloneys that makes sense for them . b. Please identify, clearly and in your own words, what the Balanced Scorecard measures and its four perspectives . c. Please identify 3 key performance measure (applicable to Maloney Corporation), as well as their corresponding measures and targets, for each balanced scorecard perspective.
4. Productivity can be determined as Output divided by Input True False A B
The manager of a crew that installs carpeting has tracked the crew’s output over the past severalweeks, obtaining these figures:Week Crew Size Yards Installed1 4 962 3 723 4 924 2 505 3 696 2 52Compute the labor productivity for each of the weeks. On the basis of your calculations, what canyou conclude about crew size and productivity?
NBC is a famous and old steel products manufacturing company. For the last several years, there has been a series of complaints from customers regarding the quality and features of the product; the attitude of the employees of NBC; and the availability of the product. But no one cares about the complaints. If asked, some employees try to say that it is a common nature of the customers and other employees blame each other and other departments for the situation. Revenue of the company has been turning from upward to stiff. With all these, the management is perplexed and looking for a direction to move. How do you assess the situation of the company? Explain the key factors which should be addressed for the improvement of the company. Make a list of the quality indicators which indicate the satisfaction level of the customer; satisfaction level of the employee; and growth of the organization.
A computer repair shop received several complaints about the length of time required to complete repairs. The management replied by adding 10% to the repair staff. Concerns about repair time fell rapidly, but complaints about repair expense grew dramatically. Surprisingly, when the manager reviewed repair expenses, he discovered that the average cost of repair had actually fallen in comparison to what it was before to the personnel expansion. What are some plausible explanations for the concerns, and what possible responses might the manager consider?
Carpet City recorded the following data on carpet installa-tions over the past week. Use the data to calculate the average rate (in yards per hour) at which carpet can be installed. Installation 1 2 3Square yards 1225 1435 2500No. of workers 4 3 5No. of hours per worker 3 5 6
The manager of a crew that installs carpeting has tracked the crew's output over the past several weeks, obtaining these figures: Week Crew Size Yards Installed 1 4 96 2 3 72 3 92 4 2 50 5 3 69 6 52 Compute the labor productivity for each of the weeks. On the basis of your calculations, what can you conclude about crew size and productivity?
In December, General Motors produced 6,600 customized vans at its plant in Detroit. The labor productivity at this plant is known to have been 0.10 vans per labor hour during that month. 300 laborers were employed at the plant that month.a. How many hours did the average laborer work that month?b. if the productivity can be increased to 0.11 vans per labor hour, how many hours would the average laborer work that month?
In December, General Motors produced 7,500 customized vans at its plant in Detroit. The labor productivity at this plant is known to have been 0.14 vans per labor hour during that month. 340 laborers were employed at the plant that month. a) In the month of December the average number of hours worked per laborer =hours/laborer (round your response to one decimal place).