...always | More than half of the time | About half of the time | Less Than half of the time | Almost Never | | M | F | T | M | F | T | M | F | T | M | F | T | M | F | T | 1 | 0 | 4 | 4 | 0 | 2 | 2 | 1 | 0 | 1 | 1 | 2 | 3 | 2 | 0 | 2 | 2 | 0 | 1 | 1 | 0 | 2 | 2 | 1 | 5 | 6 | 0 | 0 | 0 | 3 | 0 | 3 | 3 | 1 | 2 | 3 | 1 | 3 | 4 | 1 | 1 | 2 | 0 | 1 | 1 | 1 | 1 | 2 | 4 | 0 | 3 | 3 | 1 | 4 | 5 | 2 | 1 | 3 | 0 | 0 | 0 | 1 | 0 | 1 | 5 | 1 | 4 | 5 | 0 | 1 | 1 | 0 | 1 | 1 | 2 | 2 | 4 | 1 | 0 | 1 | 6 | 0 | 4 | 4 | 0 | 2 | 2 | 1 | 0 | 1 | 1 | 2 | 3 | 2 | 0 | 2 | 7 | 0 | 3 | 3 | 1 | 2 | 3 | 1 | 1 | 2 | 1 | 1 | 2 | 1 | 1 | 2 | 8 | 0 | 3 | 3 | 1 | 1 | 2 | 1 | 3 | 4 | 0 | 1 | 1 | 2 | 0 | 2 | 9 | 0 | 2 | 2 | 1 | 2 | 3 | 1 | 0 | 1 | 0 | 3 | 3 | 2 | 1 | 3 | 10 | 1 | 1 | 2 | 0 | 2 | 2 | 1 | 3 | 4 | 1 | 1 | 2 | 1 | 1 | 2 | 11 | 0 | 3 | 3 | 0 | 3 | 3 | 1 | 1 | 2 | 1 | 1 | 2 | 2 | 0 | 2 | 12 | 0 | 1 | 1 | 1 | 2 | 3 | 1 | 1 | 2 | 1 | 3 | 4 | 1 | 0 | 1 | 13 | 0 | 2 | 2 | 0 | 0 | 0 | 2 | 3 | 5 | 1 | 3 | 4 | 1 | 0 | 1 | 14 | 0 | 1 | 1 | 0 | 3 | 3 | 1 | 1 | 2 | 1 | 2 | 3 | 2 | 1 | 3 | 15 | 0 | 4 | 4 | 0 | 1 | 1 | 1 | 1 | 2 | 0 | 1 | 1 | 3 | 1 | 4 | 16 | 0 | 4 | 4 | 1 | 0 | 1 | 0 | 1 | 1 | 2 | 0 | 2 | 1 | 3 | 4 | 17 | 0 | 2 | 2 | 0 | 2 | 2 | 1 | 0 | 1 | 2 | 4 | 6 | 1 | 0 | 1 | 18 | 1 | 2 | 3 | 1 | 2 | 3 | 1 | 0 | 1 | 0 | 1 | 1 | 1 | 3 | 4 | 19 | 1 | 2 | 3 | 0 | 1 | 1 | 0 | 1 | 1 | 1 | 2 | 3 | 2 | 2 | 4 | 20 | 0 | 5 | 5 | 1 | 0 | 1 | 1 | 1 | 2 | 1 | 1 | 2 | 1 | 1 | 2 | ...
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...Felipe Cesar E-mail: _________@knights.ucf.edu UCF ID: XXXXXXX Xtra Gas Station Model: More revenue through Simulation Table of Contents 1. INTRODUCTION .............................................................................................................. 1 1.1. 2. GAS STATION DESCRIPTION ................................................................................ 1 PROBLEM DESCRIPTION .............................................................................................. 2 2.1. PROJECT OBJECTIVES ........................................................................................... 3 2.2. PROPOSED PERFOMANCE MEASURES TO BE EVALUATED ........................ 3 3. PROPOSED INPUT DATA, DATA SOURCES AND COLLECTION METHODS ....... 4 4. PROPOSED ALTERNATIVE SYSTEMS DESIGN ........................................................ 5 4.1. 4.2. 5. PROPOSED DESIGN 1 .............................................................................................. 5 PROPOSED DESIGN 2 .............................................................................................. 6 PROJECT PLAN ................................................................................................................ 7 List of Figures Figure 1: Xtra Gas Station Physical Layout .............................................................................. 2 Figure 2: Proposed Design 1 .......................................................................................
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...WEB 236 Entire Course (UOP) For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 5 Times, Rating: A+ WEB 236 Week 1 DQS part 1/3 WEB 236 Week 1 DQS part 2/3 WEB 236 Week 1 DQS part 3/3 WEB 236 Week 1 One Weekly Summary WEB 236 Week 2 DQS part 1/2 WEB 236 Week 2 DQS part 2/2 WEB 236 Week 2 Two Weekly Summary WEB 236 Week 2 Individual Assignment: Website Purpose and Architecture Plan- please add own images WEB 236 Week 3 DQS part 1/2 WEB 236 Week 3 DQS part 2/2 WEB 236 Week 3 Individual Assignment: Website Navigation and Development Plan- Please Add Own Images WEB 236 Week 4 Individual Assignment: Website Content Plan- Please Add Own Images WEB 236 Week 4 Learning Team Assignment: Research and Drafting: Develop Recommendations for Re-Design WEB 236 Week 4 DQS WEB 236 Week 4 Four Weekly Summary WEB 236 Week 5 Learning Team Assignment: Website Evaluation Paper and Prototype for Re-Design --------------------------------------------------------------------------------------- WEB 236 Week 1 DQS part 1/3(UOP) For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 0 Times, Rating: No Rating WEB 236 Week 1 DQS part 1/3 ------------------------------------------------------------------------------------------------------------------------ WEB 236 Week 1 DQS part 2/3(UOP) For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 1 Times, Rating: A+ WEB 236 Week 1 DQS part 2/3 ---------------------...
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...MGT 373 Entire Course For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 6 Times, Rating: A MGT 373 Week 1 Individual Assignment Business and Leisure Events Paper MGT 373 Week 1 DQ 1 MGT 373 Week 1 DQ 2 MGT 373 Week 2 Learning Team Assignment Roles and Responsibilities Paper MGT 373 Week 2 DQ 1 MGT 373 Week 2 DQ 2 MGT 373 Week 3 Learning Team Assignment Event RFP MGT 373 Week 3 DQ 1 MGT 373 Week 3 DQ 2 MGT 373 Week 4 Individual Assignment Sales, Marketing, and Technology Paper MGT 373 Week 4 Team Assignment RFP Team Re-work MGT 373 Week 4 DQ 1 MGT 373 Week 4 DQ 2 MGT 373 Week 5 Individual Assignment Trend Article Analysis MGT 373 Week 5 Learning Team Assignment ROI Paper and Presentation MGT 373 Week 5 DQ 1 MGT 373 Week 5 DQ 2 MGT 373 Week 5 Individual Final Exam (Code Of Ethics) ********************************************************** MGT 373 Week 1 DQ 1 For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 1 Times, Rating: No rating What are three types of business events? Is there a difference in planning for each type? Explain your answer. ********************************************************** MGT 373 Week 1 DQ 2 For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 2 Times, Rating: B+ What are different types of event planning organizations? What are similarities and differences among them? May different types of event planning organizations work together? Explain your...
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...SPE 556 Complete Course Material(UOP) For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 3 Times, Rating: A+ SPE 556 Week 1 DQ 1 SPE 556 Week 1 DQ 2 SPE 556 Week 1 Individual Personal Experience Paper SPE 556 Week 2 DQ 1 SPE 556 Week 2 DQ 2 SPE 556 Week 2 Learning Team Article Summaries SPE 556 Week 3 DQ 1 SPE 556 Week 3 DQ 2 SPE 556 Week 3 Individual Resource Guide SPE 556 Week 3 Learning Team Annotated Bibliography SPE 556 Week 4 DQ 1 SPE 556 Week 4 DQ 2 SPE 556 Week 4 Learning Team Checklist SPE 556 Week 5 DQ 1 SPE 556 Week 5 DQ 2 SPE 556 Week 5 Learning Team Reflective Responses SPE 556 Week 6 DQ 1 SPE 556 Week 6 DQ 2 SPE 556 Week 6 Individual Professional Ethics Article SPE 556 Week 6 Learning Team Home-School Communications Sheet ----------------------------------------------------------------------------------- SPE 556 Week 1 DQ 1(UOP) For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 0 Times, Rating: No Rating What is the definition of the terms disability, impairment, and handicap. Provide two real-life examples for each term. ----------------------------------------------------------------------------------- SPE 556 Week 1 DQ 2(UOP) For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 2 Times, Rating: A+ How do school, work, and recreational settings make reasonable accommodations...
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...Problems: Chapter 1 Chapter 1: Problem 1 A. Opportunity Set With one dollar, you can buy 500 red hots and no rock candies (point A), or 100 rock candies and no red hots (point B), or any combination of red hots and rock candies (any point along the opportunity set line AB). then: Algebraically, if X = quantity of red hots and Y = quantity of rock candies, 0.2 X + 1Y = 100 That is, the money spent on candies, where red hots sell for 0.2 cents a piece and rock candy sells for 1 cent a piece, cannot exceed 100 cents ($1.00). Solving the above equation for X gives: X = 500 − 5Y which is the equation of a straight line, with an intercept of 500 and a slope of −5. Elton, Gruber, Brown, and Goetzmann Modern Portfolio Theory and Investment Analysis, 7th Edition Solutions to Text Problems: Chapter 1 1-1 B. Indifference Map Below is one indifference map. The indifference curves up and to the right indicate greater happiness, since these curves indicate more consumption from both candies. Each curve is negatively sloped, indicating a preference of more to less, and each curve is convex, indicating that the rate of exchange of red hots for rock candies decreases as more and more rock candies are consumed. Note that the exact slopes of the indifference curves in the indifference map will depend an the individual’s utility function and may differ among students. Chapter 1: Problem 2 A. Opportunity Set The individual can consume everything at time 2 and nothing...
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...are estimated to outperform Manzana Fruitvale branch as well. There are several problems that are leading to the poor performance at this branch. This past quarter turnaround time increased again reaching 6 days, where Golden Gate is sitting at 2 days. Also the system is running very close to efficiency, which can cause a problem down the road with changes we recommend. A big problem with what is going on has to deal with the RUNs and RAINs being of higher priority than the RERUNs for the senior underwriters. The senior underwriters are simply accepting the RUNs and RAINs first because those are more profitable for them, but this is hurting the company as our renewal loss rate hit an all-time high at 47%. Something must be done about these problems if we are going to compete with Golden Gate in this territory and below are these problems in more detail along with recommendations on how we feel these problems can be resolved. Findings TAT The calculation of TAT was made by multiplying the number of each type of request at each desk by a standard completion time (SCT). The 95% SCT is the time during which 95% of the requests should be taken care of. The company assumes that the variability of the processing time has the normal distribution, which has the characteristic that with a mean of processing time (µ), and a deviation (σ), 95% of the requests should be finished within (µ+2σ) approximately. In this way the variability has been considered in the calculation of 95% SCT, so...
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...NTC 406 Entire Course (UOP) For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 6 Times, Rating: A NTC 406 Week 1 Individual Assignment Network Requirements Analysis Paper NTC 406 Week 1 Learning Team Assignment Broadband Over High-Powered Electrical Cables Paper NTC 406 Week 1 Supporting Activity 1 The Layers of the TCP/IP Model NTC 406 Week 1 Supporting Activity Remote File Operations NTC 406 Week 1 DQ 1 NTC 406 Week 1 DQ 2 NTC 406 Week 1 DQ 3 NTC 406 Week 2 Individual Assignment Slow Network Analy ------------------------------------------------------ NTC 406 Week 1 Individual Assignment Network Requirements Analysis Paper (UOP) For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 4 Times, Rating: A+ NTC 406 Week 1 Individual Assignment Network Requirements Analysis Paper Prepare a 1- to 2-page paper in which you describe the process of analyzing business requirements to determine network technical requirements. • Provide an example from your personal experience, or with the Virtual Organizations, in translating business requirements into technical requirements. • Explain the challenges of integrating application program interfaces within your network. • Cite at least three different references. Format your paper consistent with APA guidelines. ------------------------------------------------------ NTC 406 Week 1 Learning Team Assignment Broadband Over High-Powered Electrical...
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...MTH 208 WEEK 4 QUIZ For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 3 Times, Rating: B+ MTH 208 WEEK 4 QUIZ ----------------------------------------------- MTH 208 WEEK 3 QUIZ For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 2 Times, Rating: No rating MTH 208 WEEK 3 QUIZ ----------------------------------------------- MTH 208 WEEK 2 QUIZ For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 3 Times, Rating: B+ MTH 208 WEEK 2 QUIZ ----------------------------------------------- MTH 208 WEEK 1 QUIZ For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 2 Times, Rating: No rating MTH 208 WEEK 1 QUIZ ----------------------------------------------- MTH 208 Final Exam For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 5 Times, Rating: A+ MTH 208 Final Exam ----------------------------------------------- MTH 208 WEEK 4 QUIZ For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 3 Times, Rating: B+ MTH 208 WEEK 4 QUIZ ----------------------------------------------- MTH 208 WEEK 3 QUIZ For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 2 Times, Rating: No rating MTH 208 WEEK 3 QUIZ ----------------------------------------------- MTH 208 WEEK 2 QUIZ For more course tutorials visit www.tutorialrank.com Tutorial Purchased: 3 Times, Rating: B+ MTH 208 WEEK 2 QUIZ ----------------------------------------------- ...
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...1.0 Experiment 1: Effect of Controller Gain (P-value) Figure 1: Simulink setup for Experiment 1 Graph 1: Graph from value P = 0.005, I = 0.01 and D = 0 Graph 2: Graph from increasing value of P = 0.01 and fixed value of I = 0.01 and D = 0 Graph 3: Graph from increasing value of P = 0.02 and fixed value of I = 0.01 and D = 0 Graph 4: From combining Graph 1-3 to compare the result. From the simulation, the value of P in PID causes the graph change. Increasing the value of P makes the graph become more stable. (Graph 1 – Blue, Graph 2 – Green and Graph 3 – Red) 2.0 Experiment 2 – Effect of Integral Time (I-value) Figure 2: Simulink setup for Experiment 2 Graph 5: Graph from value P = 0.005, I = 0.01 and D = 0 Graph 6: Graph from decreasing value of I = 0.001 and fixed value of P = 0.05 and D = 0 Graph 7: Graph from decreasing value of I = 0.0005 and fixed value of P = 0.05 and D = 0 Graph 8: From combining Graph 5-7 to compare the result. From the simulation, the value of I in PID causes the graph change. Decreasing the value of I makes the graph become more stable. (Graph 5 – Blue, Graph 6 – Green and Graph 7 – Red) 3.0 Experiment 3 – Effect of Derivative Time (D-value) Figure 3: Simulink setup for Experiment 3 Graph 9: From combining the graph from the experiment to compare the result. From the simulation, the value of D in PID causes the graph change. Increasing the value of D makes the graph become more stable. (Blue – D = 0, Pink – D...
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...Assignment 1 Operations Management I Kristen’s Cookie Company (A1) Total (50) Marks Weightage 10% Lead Questions for Assignment 1 1. How long will it take you to fill an order? (8) marks Operation | Time (mins) | Quunatiy (dozen) | Washing, Mixing etc | 6 | 3 | Spooning | 2 | 1 | Resetting & Baking | 10 | 1 | Cooling | 5 | 1 | Packing | 2 | 1 | Accepting Payment | 1 | - | For filling in a rush order Time taken = 6+2+10+5+2+1 = 26 mins 2. How many orders can you fill in a night, assuming you are open four hours each night? ( 7) marks Time for 1 dozen = 26 mins. Time for 2 dozen = 6+2+10+10+5+2+1 = 36 mins. Time for 3 dozen = 6+2+10+10+10+5+2+1 = 46 mins. Hence, eqn for time reqd = 16+10*n ; where n => no of dozen Therefore 4*60 = 16+10*n 224 = 10*n n = 22 dozen 3. How much of your own and your roommate’s valuable time will it take to fill each order? ( 5) marks My time spent = 6+2 = 8 mins. Roommate time spent = 1+3 = 4 mins. 4. Because your baking trays can hold exactly one dozen cookies, you will produce and sell cookies by the dozen. Should you give any discount for people who order two dozen cookies, three dozen cookies or more? If so, how much? Will it take you any longer to fill a two-dozen cookies order than one–dozen cookies order? ( 4) marks The two cost components in this business, that the team of Kristen and her roommate is...
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...1. How successful is the Shouldice Hospital? Process: Day 1 Day 2 Day 3 Day 4 Steady state scenario Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 29 29 29 29 Table 1 Shouldice hospital is currently only focussed on hernia operations. Their USP is their focus on early ambulation. They also put more emphasis on post-operative care for 2-3 days offering accommodation. Other hospitals do not focus on early ambulation or accommodation after operation. This gives Shouldice a competitive advantage. The procedure is well defined and structured. As it is mentioned in the case, change in procedure usually requires the chief surgeon to be present to look after the proceedings. This fixed procedure ensured that the primary operations got over in 45 mins, and minimal chances of secondary operations on Shouldice operated cases. The secondary operations also take about 90 mins. The number of operations performed by a typical general surgeon is 25-30 per year whereas the surgeons at Shouldice perform 750 operations per year. They are well paid and looked after with a profit sharing plan, and this applies to even the administrative staff along with nurses and surgeons. Some features: Infrastructure - A 17,000 square foot main building on a 130 acre estate with 89 beds for patients with 7600 operations performed per year as of 2004 Theoretical...
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...1、 Why are the lead times so long? First of all, a lot of time was wasted getting the customers’ order to the shop floor by manual process, although the H.C. Starck had installed a new ERP system and Manger of Marketing and Sales name Mike Coscia use it. However, the Supervisor of Production Control named Jim McMahon don’t have faith in SAP, so the production planning and scheduling still be performed manually, which means that SAP was often ignored. Jim may stack the production order up on his desk, until it is time to release them to the floor, then a manual paper-based process was used to transmit the order from SO to PO, so there seems to be an ‘information black hole’——order go to the mill, but the demand data doesn’t seem to make it back upstream to the melt shop, which take about 2 weeks. Secondly, the long lag time was caused by the current production policy. HCST was a make-to-order job shop, yet few items are sold from stock, or even made in a single production step from stock. Moreover, HCST don’t maintain stocks of some of the standard intermediate size, so the material will likely flow through multiple process order before ending up as the final product like the Figure 3-23 shows. Therefore, manufacturing lead time will take longer than the Figure 3-26 shows. Thirdly, the technology of rolling and fabrication are not good enough. ‘Fishtailing’ and edge cracks make them to stop rolling and prevent these cracks from propagating. Besides, they use the same mill, but...
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...Answers Fundamentals Level – Skills Module, Paper F5 Performance Management 1 Chaff Co (a) June 2008 Answers When assessing variances it is important to consider the whole picture and the interrelationships that exist. In Chaff there appears to be doubt about the wisdom of some of the decisions that have been made. Favourable variances have been applauded and adverse variances criticised and the managers in charge dispute the challenge to their actions. Purchasing manager. The purchasing manager has clearly bought a cheaper product, saving $48,000. The cause of this is not specified and it could be due to good buying or negotiation, reductions in quality or changes in overall market conditions. We are told the market for buying seeds is stable, so there is more likely to be an internal reason for the problem. The material usage variance is significantly adverse, indicating much more waste than is normal has occurred in month 1. This suggests that the quality of the seed bought was poor and as a result a $52,000 excess loss has occurred. It is possible that the waste was caused by the labour force working poorly or too quickly and this has to be considered. The sales price achieved is also well down on standard with the sales price variance showing an $85,000 loss of revenue and (therefore) profit. We are told that the market for sales of brown rice is stable and so it is reasonable to presume that the fall in sales price achieved is as a result of internal quality issues...
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...are not motivated • Employees who are working full time are seniors and so making the job and the working atmosphere really boring • Employees find no fun and good benefits from doing the job • Lack of recognition • Lack of benefits • Lack of fun and excitement II- • The employees’ lack of recognition causes them to be less motivated • Young people seeks excitement and fun and so they leave the boring job • Managers don’t even recognize the employee’s effort • Managers don’t even seek to know what the employee’s needs are. III- A. • Create more challenges at work • Fixed working schedule • Set a quota • Give employees some good incentives like choosing employee of the month B. • Employees will tend to work harder • Employees won’t even think about quitting the job • More young people will consider working full-time • Working atmosphere will be more fun and exciting C. 1. Both will improve employees’ motivation because they will have a goal set in their minds. That goal will motivate them to work harder and when they reach that goal, they’ll feel a sense of satisfaction. JAGPREET MANN (100277869) I- 1. Employees are not motivated 2. Employees who are working full time are seniors and so making the job and the working atmosphere really boring 3. Employees find no fun and good benefits from doing the job 4. Lack of recognition 5. Lack of benefits 6. Lack of fun and excitement II- 1. The employees’ lack of recognition causes them to be...
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