Mountain Springs Water Company has two departments, Purifying and Bottling. The Bottling Department received 69,480 liters from the Purifying Department. During the period, the Bottling Department completed 66,940 liters, including 2,750 liters of work in process at the beginning of the period. The ending work in process was 5,290 liters. How many liters were started and completed during the period? ?????????????????????? liters started and complet

Mountain Springs Water Company has two departments, Purifying and Bottling. The Bottling Department received 69,480 liters from the Purifying Department. During the period, the Bottling Department completed 66,940 liters, including 2,750 liters of work in process at the beginning of the period. The ending work in process was 5,290 liters. How many liters were started and completed during the period? ?????????????????????? liters started and complet

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter12: Queueing Models

Section: Chapter Questions

Problem 59P

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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. 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. 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 does the Institute of Supply Management code of ethics say about financial conflicts of interest?
Tema Tire Services (TTS) decided to hire a new mechanic to handle all tire changes for customers ordering a new set of tires. Two mechanics have been shortlisted for the job. One mechanic has limited experience, can be hired for GH¢14 per hour, and can service an average of three customers per hour. The other mechanic has several years of experience, can service an average of four customers per hour, but must be paid GH¢20 per hour. Historical data shows that customers arrive at the TTS garage at the rate of two customers per hour. b) If the company assigns a customer waiting cost of GH¢30 per hour, which mechanic provides the lower operating total cost (TC)? c) With the aid of a sketch, show the economic relationship between service cost and waiting costs, and justify whether or not it is necessary for TTS to keep investing in better and/or additional mechanics until waiting time reduces to ze
TemaTire Services (TTS) decided to hire a new mechanic to handle all tire changes for customers ordering a new set of tires. Two mechanics have been shortlisted for the job. One mechanic has limited experience, can be hired for GH¢14 per hour, and can service an average of three customers per hour. The other mechanic has several years of experience, can service an average of four customers per hour, but must be paid GH¢20 per hour. Historical data shows that customers arrive at the TTS garage at the rate of twocustomers per hour. 5a)Assuming Poisson arrivals and exponential service times, compute the following for eachmechanic:(i).Average number of customers waiting(ii).Average number of customers in the system(iii).The average time spent in the queue(iv).The average time spent in the system(v).The probability that no queues would build up(vi).The probability that exactly two customers are waiting at any given time.(vii).The probability that up to two customers are waiting at any…
TemaTire Services (TTS) decided to hire a new mechanic to handle all tire changes for customers ordering a new set of tires. Two mechanics have been shortlisted for the job. One mechanic has limited experience, can be hired for GH¢14 per hour, and can service an average of three customers per hour. The other mechanic has several years of experience, can service an average of four customers per hour, but must be paid GH¢20 per hour. Historical data shows that customers arrive at the TTS garage at the rate of twocustomers per hour. 5a)Assuming Poisson arrivals and exponential service times, compute the following for eachmechanic:(i).Average number of customers waiting(ii).Average number of customers in the system(iii).The average time spent in the queue(iv).The average time spent in the system(v).The probability that no queues would build up(vi).The probability that exactly two customers are waiting at any given time.(vii).The probability that up to two customers are waiting at any…
INAL SINAVI 17 - - is a parametric analysis method which allows obtaining the capacity curve from a dynamic analysis. This procedure offers to investigate, by scaling the induced base acceleration, a continuous picture of the structural behavior from elastic to yield range and eventually to collapse. Time-history representation of ground motions Hysteretic models for components behavior a) b) Time-history analysis d) Incremental dynamic analysis Boş bırak 17/20 Sonraki> Карat KÖnceki
Discuss the process used to overcome objections. This upcoming Tuesday will be the 3rd meeting the sales team from La Carva Luxury Bathtubs will be having with a prospect regarding bathtubs she would like to purchase. The sales team conducted a presentation five months ago to a group of prospects, which this prospect attended. While the prospect expresses great interest in the product, at the previous meetings she seems to have additional concerns regarding the bathtubs and was not able to come to a decision to make a purchase. This issue is becoming overwhelming, and the sales team intends to address this matter once and for all. Based on the listening technique in the LAER MODEL, how will this effectively address the prospect's objections? Explain. Please be mindful to use relevant personal selling and marketing concepts to support the claim.
A fast-food restaurant has a drive-thru window and during peak lunch times can handle a maximum of 60 cars per hour with one person taking orders, assembling them, and acting as cashier. The average sale per order is $9.50. A proposal has been made to add two workers and divide the tasks among the three. One will take orders, the second will assemble them, and the third will act as a cashier. With this system, it is estimated that 85 cars per hour can be serviced.
please answer correctly. The selections are either BETA or ALPHA Mariah Enterprises makes a variety of consumer electronic products. Its camera manufacturing plant is considering choosing between two different processes, named Alpha and Beta, which can be used to make a component part. To make the correct decision, the managers would like to compare the labor and mulifactor produclivity of process Alpha wilth that of process Beta. The value of process oulput for Alpha and Beta is $130 per unit of product A and $200 per unit of product B, and the corresponding overhead costs for Alpha and Beta are $5,000 and $7,000, respectively. Process Alpha B Process Beta Product Output (units) Labor (S) Materials (S) A A B 40 60 80 50 $1,200 $1,400 $1,000 $2,000 $1,500 $2,500 S3,000 $3,500 a. Which process, Alpha or Beta, is more productive? Process has % higher labor productivity. Process V has % higher multifactor productivity. (Enter your responses rounded to the nearest whole number.)
. A teller at a drive-up window at a bank had the following service times (in minutes) for 20 randomly selected customers.SAMPLE1 2 3 44.5 4.6 4.5 4.74.2 4.5 4.6 4.64.2 4.4 4.4 4.84.3 4.7 4.4 4.54.3 4.3 4.6 4.9a. Determine the mean of each sample.
How did you calculate experimental and theoretical time periods? How did they differ in yourexperiment?