...Business Research Project Part 5 Learning Team QNT 561 September 08, 2014 Business Statistical Analysis Scenario A GMC manager recently noticed that there is a production difference between the early shift and the late shift. The manager would like to determine why there is a difference in production between the shifts and asked for research on the issue. The research team came up with the following research question: Is there a reason for the different production levels between the day and evening shifts. Our team has come up with the following two null hypotheses: H0 - There is a significant difference in employee productivity between shifts due to worker age. Ha - There is no significant difference in employee productivity between shifts due to worker age. In order to accomplish this, we need to find the average number of errors along with the standard deviation. By doing so, we can set up a confidence interval to see if the late shift is truly doing better when it comes to quality. If they are, we can make the nomination that the manager has the late shift supervisors provide guidance to the early shift supervisors. There are various statistical reports that outsource the relationship between the independent variable(s) and the dependent variable. Here we will realize how GMC will translate the organization problem into a statistical problem, provide a solution to the problem statistically, and then translate the statistical solution...
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...assemblies. Their manufacturing plant operates in three shifts, with each shift being supervised by an experienced “Bucknell” senior. The three shifts are all unique in their responsibilities, as are the supervisors that are assigned to them. All of the supervisors are well liked by the employees; however there are some concerns that involve the overall welfare of the employee’s satisfaction levels and their assigned tasks. As consultants with Panther Consulting Inc., we make the following recommendations in an effort to address the employee’s individually agreed-upon task assignments. •&νβσπ;Open the doors of Communication- Because of the tedious work performed by members of Shift 1, they are dissatisfied and un-fulfilled. They’re responsibilities on the production line and packaging area is repetitive, and Art constantly reminds them on the rules and procedures. The rules and procedures are already posted and understood, so a daily reminder is something that adds to their perceived “annoyance” on the job. They respect Art, but they don’t voice their concerns. Members of Shift 2 sometimes find difficultly in their tasks, as they’re involved in the complex computer programs that run the operation. The workers have complained on numerous occasions to the supervisor, Tom, and the upper management, however, nothing has occurred after the fact that would address the issues. Members of Shift 3 are supervised by Carol, and their work seems very efficient. They are satisfied, and they...
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...one shift? How many if the factory works 2 shifts? Three shifts? How many if it operates three shifts a day, seven days a week? Which operation is the bottleneck? TASK | TIME | NUMBER OF OPERATORS | a.BUDDIES/HR | b.BUDDIES/SHIFT | c.BUDDIES/ "2" SHIFTS | d.BUDDIES/ "3" SHIFTS | e.BUDDIES/ "3" SHIFTS - 7 DAYS | FILLING | 1.5 | 6 | 240 | 1680 | 3360 | 5040 | 35280 | MOULDING | 1.6 | 3 | 225 | 1575 | 3150 | 4725 | 33075 | EYES | 1.2 | 2 | 300 | 2100 | 4200 | 6300 | 44100 | EYE GLASS | 1.2 | 1 | 300 | 2100 | 4200 | 6300 | 44100 | PAINTING | 1.5 | 1 | 240 | 1680 | 3360 | 5040 | 35280 | PACKING | 1.98 | 2 | 363 | 2541 | 5082 | 7623 | 53361 | a. Buddies/hr = 60minutes x Operators time/task b. Buddies/shift = 60minutes x Operators x Productive hrs time/task c. Buddies/ 2 shifts = 60minutes x Operators x Productive hrs x No. Of Shifts time/task d. Buddies/ 3 shifts = 60minutes x Operators x Productive hrs x No. Of Shifts time/task e. Buddies/ 3 shifts = 60minutes x Operators x Productive hrs x No. Of Shifts x Days 7 Days time/task Bottleneck = Lowest output (Moulding) Theoretical Capacity/hr = Operators x 60min Total time/task 15 x 60 = 258/hr 3.48 Q2. If all of the operators work at the...
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...ground or a place where the “losers” work. This has led to a high level of turn over decreasing continuity and confidence. His unit’s supervisors are also struggling with the permissive culture of the company, each having their own perspectives on the consequences of the culture; acceptability of supervisors to hold individuals accountable as well as expectations on supervisor engagement. The unit also lacks a clear vision for the workforce. David Gold laid out goals during the first off-site but hasn’t been able to engage his key leaders with a vision or objectives for the unit. Finally, David’s unit lacks trust. Trust from the supervisors’ perspective that management will support them when they make tough decisions as well as from the management’s perspective, supervisors won’t act in the best interest of the company and aren’t dedicated to their work. This environment has led to a unit not performing as a team with animosity building between supervisors from different backgrounds as well as between supervisors on different shifts. David Gold, the manager, should encourage the participation of all the supervisors in meeting the goals and objectives. He should also insist that the general supervisors collaborate with the production supervisors and maintenance staff, and have the production supervisors collaborate with the crew chiefs. The next step after connecting the staff of each shift should be connecting the staff of the three shifts, by putting in place procedures...
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...Goodman Case Situational Audit Situational Audit The Goodman Company manufactures small rubber automotive parts. They make boots for floor mounted automobile and truck transmissions, boots for brakes, and clutch and accelerator pedals. At the end, these products are sold to assembly plants for new cars and trucks. The president of the Goodman Company is Mr. Robert Goodman. Joes Smith is the production manager. Under Joe Smith they are three supervisors, one for each shift of work. Shift one is supervised by Mr. Cleverson Anthony, shift two supervised by Mr. Norm Leonard and the third shift by Bob Jackson. The company has been doing very well given the fact that the plant is fully staffed on each shift. Recently the plant has been working six days a week to keep up with increased orders. Being the good businessman Mr. Goodman is, the increase in demand for his products prompts him to explore the option of expanding his company. Any increase in production must occur within the present physical plant, because money is not available for a proposed multi-million dollar expansion that was thought about. The purchase of new equipment is also out of the question so Mr. Goodman decides to hire a production analyst in Ms. Ann Bennett to see if greater efficiency can be achieved. Ann Bennett has a bachelor’s degree in Finance with a concentration in Production Management. She graduated with first class honours. Before Ann Bennett implemented her changes the entire production process...
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...wanted to make more money doing something I love. Loving my choice of profession is a vital key for me. Not loving my career choice would defeat the purpose of differentiating between a job and a career. In addition it is an easy way to set yourself up to be successful as it comes unsurprisingly. Choosing a nursing career means; I wouldn’t have to push myself to do something I don’t want to just for a pay check. It is simple I love taking care of people and it is something that has always come naturally. Nursing careers allows flexibility as there are different needs in different environments that calls for Nurses. This allows 24 hour shift availability. For the morning person there is the day shift. Designed for the guy that’s not so nice before noon, there is a second shift. Then you have the night owls that love to work all night, thirds shift. This is also beneficial to mom’s like me, which would like time off for business and time with their children. Likewise a lot of mom’s choose the three day 12 hour...
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...repair equipment, sometimes working round the clock to do so. ▪ The plant manager had been repeatedly called on the carpet by corporate management for routinely missing production goals. ▪ Employee morale was very low due to rumors of plant closing for chronic production goal shortfalls. Assumptions: In any business, excess inventory is waste, and this company has adopted this wasteful practice. When an equipment failure halts or significantly decreases production, replacement parts are needed ASAP, so confiscatory rates for super-expedited shipping are being paid. All employees are assumed to be sufficiently competent to perform, given the proper working conditions. A final assumption is that there is currently no third, or graveyard, shift. Discussion: Worldwide Chemical makes polymer flake and fiber, which is used in all form of final products constructed of plastic or composites. Major consumers are typically auto, office furnishing, toy and aircraft manufacturers, as well as carpet...
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...Effective Communication Paper HCS/241 May 2, 2011 In order for a business or company to run smoothly, the employees and company must be on the “same page” when it comes to what the goals of the business are and the ideas that employees have for making it a better place to work. Many businesses today are asking their employees how they can improve the working conditions and make it more enjoyable for an employee to be at work. There are many ways that companies are doing this. I will be explaining the way that the company I work for not only explains or shares knowledge about how the company is doing, but I will explain how the company wants feedback on how they can make the working conditions better for the employees. I will first explain that I work in a very big distribution center for a large home improvement center company. When I first started with this company, I wondered if this was going to be one of these businesses that even cared about their employees or what they had to say, or was this company so big and powerful that they were not interested in what their employees had to say because the company’s way is the right way and the only way. I quickly learned that not only was this company not a big bully to their employees, but that they actually went out of their way to ask the employees how they thought they could improve the company but also how could the company improve for the benefit of the employees. The company’s attitude towards their employees...
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...In this case, there were many problems within the Treadway Tire Lima factory plant. All of the problems were caused by the inefficient system that was in place. Most of the lower level leaders within the company were either under trained or not trained at all. Three things that could have been done to fix the system would be an organized training system within Treadway Tire, less pressure on the foreman and supervisors for immediate results on things that were outside their control, and shorter shifts. If Treadway Tire implements an organized training program, the supervisors and managers won’t have to come up with everything on their own. It will eliminate the sink or swim mentality forced on the foreman and supervisors. The training should have the following important aspects: 1. Plant operations 2. Interactions between Treadway Tire employees and Union Workers 3. Proper disciplinary actions for employees 4. Areas for personal management education and advancement In starting an organized training program, the initial training would have to happen right away for all management from foreman to managers. The initial training would help all of the leaders to be on the same page. After the initial training, it would be important to have a refresher training course every six months to a year so that the leaders would know what they could and couldn’t do. As the training program continued, the foreman and supervisors would be asked for feedback and the training program could...
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...CapSim Demonstration Notes 1. Save MS Excel file from “Getting Started” or work directly online 2. Login to the Excel file using login created during registration a. File, Save (different save options) i. Save “directly to the website” ii. Save “All Team Decisions” to save everything b. Undo i. “To last save” means: ii. “To start of round” means: c. Decisions: i. R&D 1. Performance: Should be within the fine cut, to appeal to customers, should be near the ideal spot. 2. Size: Should be within the fine cut, to appeal to customers, should be near the ideal spot. a. Positioning Reminder: Just beyond fine cut, appeal drops 1%; ½ way between fine and rough cut appeal drops 50%; Just inside rough cut, appeal drops 99%. b. When you revise, you can see where the new and old products are on the Perceptual Map. c. Time for revisions: The length of time required to revise a sensor (change positioning) varies. Slight revisions complete in 3-4 months; more extensive changes are most of a year. Reported under Revision Date. When you have more than one product under revision, the overall revision time lengthens. Pay attention to this…you probably do not want to lock up a product for more than a year because they won’t sell while under revision. d. Cost of Revisions: R&D revision costs are driven by the time it takes for them to complete—a 6-month project costs $500K a 12-month...
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...The company has several patents on parts that fit in the brake assembly of nearly all domestic and foreign cars. Each year, the company produces 3 million parts that it ships to assembly plants throughout the world. To produce the parts, Brako runs three shifts with about 40 workers on each shift. The supervisors for the three shifts (Art, Bob, and Carol) are experienced employees, and each has been with the company for more than 20 years. The supervisors appear satisfied with their work and have reported no major difficulty in supervising employees at Brako. Art supervises the first shift. Employees describe him as being a very hands-on type of leader. He gets very involved in the day-to-day operations of the facility. Workers joke that Art knows to the milligram the amount of raw materials the company has on hand at any given time. Art often can be found walking through the plant and reminding people of the correct procedures to follow in doing their work. Even those working on the production line, Art always has some directions and reminders. Workers on the first shift have few negative comments to make about Art’s leadership. However, they are negative about many other aspects of their work. Most of the work on this shift is very straightforward and repetitive; as a result, it is monotonous. The rules for working on the production line or in the packaging area are all clearly spelled out and require no independent decision making on the part of workers. Workers simply need...
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...Refuelling Schedule for Airports By Kiran R K Jitha Babu Shyam S Sreeraj S CHAPTER 1 INTRODUCTION 1.1 REFUELLING Refuelling is an important aspect with respect to the airports since it determines the ground time of an aero plane. Aircraft fuelling can take up to 90 minutes of ground time. Hence, precise planning and allocation is absolutely essential. Once a flight lands in an airport it has to be refueled for the next flight. The quantity of fuel required depends on the distance it has to travel to reach the next station and type of flight. Aviation fuel is a specialized type of petroleum-based fuel used to power aircraft. It is generally of a higher quality than fuels used in less critical applications such as heating or road transport, and often contains additives to reduce the risk of icing or explosion due to high temperatures, amongst other properties. Aviation fuels consist of blends of over a thousand chemicals, primarily Hydrocarbons (paraffins, olefins, naphthenes, and aromatics) as well as additives such as antioxidants and metal deactivators, and impurities. Principal components include n-octane and isooctane. Like other fuels, blends of Aviation fuel are often described by their...
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...with the need to departmentalize within their areas, and they should be familiar with the alternatives available for grouping activities. These are the same options available to top-level managers when they define the major departments. Departmentation is usually done according to function, products or services, territory, customer, process and equipment, time, or matrix design. Functional Departmentation. The most widely used form of departmentation is to group activities by function—the jobs to be done. Consistent with the idea of specialization and division of work, activities that are alike or similar are placed together in one department and under a single chain of command. For example, word processing, data-entry, and duplicating services may be grouped together into a clerical department or information processing center; sales and promotional activities into a marketing department; manufacturing assembly work into a production department; inspection and monitoring activities into a quality control department; and so on. As an enterprise undertakes additional activities, these new activities—for the most part—are simply added to the already existing departments. Functional departmentation is a method that has been and still is successful in most organizations. It makes sense since it is a natural and logical way of arranging activities. Grouping departments along functional lines takes advantage of occupational specialization by placing together jobs and tasks that...
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...Regarding the statement that mention on the discussion above. As an internship student, I will be able to do some important key role for the company as a supervisor and employee. Because of the big organization , The company give me lots of opportunity to be able to train in different departments such as Human Resources, Food and Beverages, Risk management, Retails, Front Office. When you work with the big organization, you have to face with difficult co-workers and employee. It happens everywhere in the work place environment. As a role of a supervisor, dealing with employees issues is challenging. It is very important how to treat every employee equally. I have a chance to face a problem as a supervisor and as employee. Working in different departments has different issues. However, the most issues that have face is the schedule. The casino industry business is 24 hours. Employees also need to do the rotation the shifts. There are three shifts. Day Shift , Swing Shift and Night shifts. Nobody likes to work in the night shifts. My employees start to complain and try to find an excuse not work at night...
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...http://www.powershow.com/view1/1bc95b-ZDc1Z/Treetop_Forest_Products_powerpoint_ppt_presentation Treetop Forest Products and Productivity Treetop Forest Products, Inc. is a forest product corporation established thirty years ago. It has one general manager, sixteen supervisors and support staff including 180 unionized employees. The mill is divided into the boom, packaging, sawmill, planning, shipping and maintenance departments. The departments in this company operate in shifts of morning and afternoon, the boom, sawmill and packaging departments starts their shifts at 6 am and 2pm in the afternoon in a two week shift rotating schedule. The planning and shipping departments work on morning shifts only whereas employees in the maintenance department work the night shifts that start at 10pm. However, every department has a supervisor on each work shift except the packaging department. Furthermore, the packaging department is housed in a different building from other departments making it difficult for assigned supervisors to visit the department. All of the company's products are solely marketed by the largest marketing agency called Westboard Company. Since the market for building grade lumber is very competitive with prices due to the availability of the numerous mills. The product packaging determines whether the buyer buys from Treetop or other mills. Treetop has won the packaging quality award organized by Westboard severally in the past five years. However, just recently...
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