...Subject: Production & Operation Management Topic: Solve problems Assignment No: 2 Submitted To: Sir Usman Waris Submitted By: Ayesha Hamid Question No 1. See-Clear Optics is considering producing a new line of eyewear. After considering the costs of raw materials and the cost of some new equipment, the company estimates axed costs to be $40,000 with a variable cost of $45 per unit produced. a) If the selling price of each new product is set at $100, how many units need to be produced and sold to break even? Use both the graphical and algebraic approach? b) If the selling price of the product is set at $80 per unit, See-Clear expects to sell 2000 units. What would be the total contribution to profit from this product at this price? c) See-Clear estimates that if it offers the price at the original target of $100 per unit, the company will sell about 1500 units. Will the pricing strategy of $100 per unit or $80 per unit yield a higher contribution to port? Solution (a) Fixed Cost= $40000 Variable Cost= $ 45 per unit Selling Price= $100 Break Even Quantity=Fixed CostSelling price per unit-Variable cost per unit Break Even Quantity=$40000$100-$45 Break Even Quantity=$40000$55 Break Even Quantity=728 units (b) Selling Price= $80 Expected Sales (Q) = 2000 units Contribution to Profit= Total Revenue – Total Cost Contribution to Profit= SP (Q) – [FC+VC (Q)] Contribution to Profit= $80(2000) – [$40000+$45(2000)] ...
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...BAM 421 Operations Management Unit 4 Examination Follow Below Link to Download Tutorial https://homeworklance.com/downloads/bam-421-operations-management-unit-4-examination/ For More Information Visit Our Website ( https://homeworklance.com/ ) Email us At: Support@homeworklance.com or lancehomework@gmail.com BAM 421 Operations Management Unit 4 Exam 1. The aggregate plan gets input or feedback from which of the following areas? 2. engineering 3. finance, marketing and human resources 4. the master production schedule 5. procurement, production and general management 6. All of the above. 2. Which portion of the master production schedule is normally fixed, frozen or firm? 3. the entire schedule 4. only the aggregate schedule 5. only the middle of the schedule 6. only the near-term portion 7. only the far-term portion 3. In continuous (stock-to-forecast) operations, the master production schedule is usually expressed in terms of _______________. 4. end items 5. modules 6. kits 7. customer orders 8. warehouse orders 4. In job shop (make-to-order) operations, the master production schedule is usually expressed in _______________. 1. end items 2. modules 3. kits 4. customer orders 5. warehouse orders 5. A document calls for the production of 50 small garden tractors in week 1, 50 small garden tractors and 100 riding mowers in week 2, 100 riding mowers and 200 garden utility carts in week 3 and 100 riding mowers in week 4. This...
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... 2.6 Accident Reporting 12 2.7 Audits 12 3.0 Standard Laboratory Control Measures 13 3.1 Hygiene Practices 14 3.2 Ventilation 15 3.3 Safety Equipment 15 3.4 Hand wash Stations 16 3.5 Eyewash Stations 16 3.6 Fire Extinguishers 17 3.7 Flammable Storage Cabinets 17 4.0 Emergency And Medical Procedures 18 4.1 Basic Emergency Response 18 4.2 Controllable Release 19 4.3 Injury and illness 19 Preface The nature of the tasks being undertaken at the Ballistics Unit of the Institute of Forensic Science and Legal Medicine presents a number of hazards. The risks associated with these hazards can be greatly reduced if appropriate precautions and practices are adhered to. To manage these risks, the Ballistics Unit has developed this general safety manual. The intent of this manual is to provide the guideline for the development and implementation of a comprehensive safety programme which will assist staff in maintaining a safe working environment. Responsibility for the development, implementation and enforcement of the general safety manual and comprehensive safety programme are the responsibility of the officer in charge of the Ballistic Unit. This individual is also responsible for providing the relevant resources in order to ensure the effective implementation of the safety programme. Helpful Telephone Numbers and Useful Information Director- Institute of Forensic Science...
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...What is operations management? Operations management defined Operations management is the activity of managing the resources which are devoted to the production and delivery of products and services. 1 The consultancy services market – % of world revenues of 40 largest consultancy firms Financial 6 Organizational design 11 Marketing / sales 2 Operations and process management 31 Benefits / actuarial 16 Corporate strategy 17 IT strategy 17 The operations function is fashionable! Back office operation in a bank Kitchen unit manufacturing operation Retail operation They are all operations Take-out / restaurant operation 2 The best way to start understanding the nature of ‘operations’ is to look around you Everything you can see around you (except the flesh and blood) has been processed by an operation Every service you consumed today (radio station, bus service, lecture, etc.) has also been produced by an operation Operations Managers create everything you buy, sit on, wear, eat, throw at people, and throw away A general model of operations management Transformed resources … Materials Information Customers Design Input resources Transforming resources … Facilities Staff Operations management Planning and control Operations strategy The operation’s strategic objectives Operations strategy The operation’s competitive role and position Improvement Output products and services Customers 3 Operations management at IKEA Design...
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...BAM 421 Operations Management Unit 4 Examination Follow Below Link to Download Tutorial https://homeworklance.com/downloads/bam-421-operations-management-unit-4-examination/ For More Information Visit Our Website ( https://homeworklance.com/ ) Email us At: Support@homeworklance.com or lancehomework@gmail.com BAM 421 Operations Management Unit 4 Exam 1. The aggregate plan gets input or feedback from which of the following areas? 2. engineering 3. finance, marketing and human resources 4. the master production schedule 5. procurement, production and general management 6. All of the above. 2. Which portion of the master production schedule is normally fixed, frozen or firm? 3. the entire schedule 4. only the aggregate schedule 5. only the middle of the schedule 6. only the near-term portion 7. only the far-term portion 3. In continuous (stock-to-forecast) operations, the master production schedule is usually expressed in terms of _______________. 4. end items 5. modules 6. kits 7. customer orders 8. warehouse orders 4. In job shop (make-to-order) operations, the master production schedule is usually expressed in _______________. 1. end items 2. modules 3. kits 4. customer orders 5. warehouse orders 5. A document calls for the production of 50 small garden tractors in week 1, 50 small garden tractors and 100 riding mowers in week 2, 100 riding mowers and 200 garden utility carts in week 3 and 100 riding mowers in week 4. This...
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...Operations Management Jana K. Adams BUS 307: Operations Management and Quantitive Techniques Instructor Amy Schoeppner February 6, 2012 When working for any business, it is vital that one keeps up with their day to day inventories and demand. By doing this, it allows management will follow a technique called master scheduling. The master scheduling permits management to establish targets for the demand, production and ending inventories. Having these targets will direct the companies to keep track of forecasted demands, booked orders, projected inventory levels, production quantities and units still available to meet customer needs otherwise known as available to promise. (Bozarth & Handfield, 2008, p.479) While viewing the Realco Breadmaster, the first thing that should have been completed was a master schedule such as the one below. Looking at the projected ending inventory, the inventory levels are running high. If the breadmaster production line continues to produce 40,000 breadmasters every other week while the customer demands continue to drop off, the management will need to re-strategize their production numbers. In my opinion I do not feel that Realco “overpromised”. The management however, should update their production numbers. If the production lines continue to over produce above the forecast, then the company runs the risk of over producing and the production lines will have to be shut down until some inventories can be sold. The management will...
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...OF SCIENCE IN INDUSTRIAL ENGINEERING ACADEMIC SCHOOL YEAR 2011 – 2012 Polytechnic University of the Philippines COLLEGE OF ENGINEERING INDUSTRIAL ENGINEERING DEPARTMENT Sta. Mesa, Manila Tel. No. 716-78-32 to 45 2011 IE CURRICULUM FIRST YEAR FIRST SEMESTER | COURSE CODE | COURSE TITLE | Pre-Requisites | COURSE CREDITED UNIT (S) | No. of hours | | | COURSE CODE | COURSE TITLE | | Lec | Lab | TOTAL | HUMA1013 | Introduction to Humanities | | NONE | 3 | 3 | 0 | 3 | MATH2013 | College Algebra | | NONE | 3 | 3 | 0 | 3 | MATH2033 | Plane and Spherical Trigonometry | | NONE | 3 | 3 | 0 | 3 | NASC 2015 | General Chemistry | | NONE | 5 | 4 | 3 | 7 | INEN3342 | Industrial Production Techniques 1 | | | 2 | 0 | 6 | 6 | ENGL1013 | Study and Thinking Skills in English | | NONE | 3 | 3 | 0 | 3 | PSYC1013 | General Psychology | | NONE | 3 | 3 | 0 | 3 | PHED1012 | PE1 (Physical Fitness) | | NONE | 2 | 0 | 2 | 2 | NSTP1013 | CWTS / ROTC 1 | | NONE | (3) | 3 | 0 | (3) | | | | TOTAL : | 27 Units | 22 | 11 | 33 | SECOND SEMESTER | COURSE CODE | COURSE TITLE | Pre-Requisites | COURSE CREDITED UNIT (S) | No. of hours | | | COURSE CODE | COURSE TITLE | | Lec | Lab | TOTAL | LITE1013 | Philippine Literature | | | 3 | 3 | 0 | 3 | MATH2022 | Advanced College Algebra | MATH2013 | College Algebra | 2 | 2 | 0 | 2 | MATH2053 | Analytic and Solid Geometry | MATH2013, MATH 2033 | College Algebra, Plane & Spherical Trigonometry...
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...CHAPTER 2: Company Overview 5 CHAPTER 3: Operation Management an Introduction at ETA 6 3.1 Managing the 5Ps 6 3.1.1 Concept of 5Ps In Operation Management 6 3.1.2 Managing the 5Ps of Operation Management by ETA 7 3.2 Transformation Process 8 3.2.1 Concept of Transformation Process 8 3.2.2 Practice Of Transformation Process In ETA 9 3.2.3 Implication & Analysis On Transformation Process in ETA 9 3.3 Vs Of Operations 11 3.3.1 Concept Of 4Vs in Operations 11 3.3.2 Implications of 4Vs in ETA 12 CHAPTER 4: Process Design 13 4.1 Concept of Process Design 13 4.2 Process Design In ETA 14 4.2.1 Production Process Involved 14 4.2.2 Production Strategies Involved 15 4.3 Implication and Analysis of Process Design in ETA 15 CHAPTER 5: Plant Layout 17 5.1 Concept Of Plant Layout 17 5.2 Plant Layout Used In ETA 17 5.2.1 Cellular Layout 18 5.2.2 Process or Functional Layout 18 5.3 Implications And Analysis of Plant Layout in ETA 18 CHAPTER 6: Capacity Management 19 6.1 Concept Of Capacity Management 19 5.2 Capacity Management In ETA 20 5.3 Implication And Analysis of Capacity Management In ETA 20 CHAPTER 7: Conclusion 21 Reference 22 CHAPTER 1: Executive Summary CHAPTER 2: Company Overview Operation management involves the management of the systems and process that are required to create the goods and/or services. Stevenson (2007) stated that operation management is the management of the part of the organisation that...
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...campus living district will gross in excess of $2 million in sales in its first year of operation, ending July 2002. First year operations will produce a net profit of $433,000. This will be generated from an investment of $625,000 in initial capital. Since 10 months of operations have already been comp.leted the confidence level for final first year numbers is extremely high. Expansion plans are already underway. Owner funding and internally generated cash flow will enable additional stores to open. Sales projections for the next four years are based upon current planned store openings. Site surveys have been completed and prime locations (based on UC and CSU impacted locations) have been targeted for store expansion. This plan will result in sales revenues growing to $25 million by FY2006 and generating net income in excess of $5.6 million. Management has recognized the rapid growth potential made possible by the quick success and fast return-on-investment from the first location. Payback of total invested capital on the first location will be realized in less than 18 months of operation. Cash flow becomes positive from operations immediately and profits are substantial in the first year. 1.1 Objectives The Brew'n Bake has the objective of opening additional stores in Pepperdine University, Gal State Fullerton, UG San Diego, Gal State Polytechnic at Pomona. The management of The Brew'n Bake has demonstrated its concept, execution, marketability, and cQntrols...
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...File: ch01, Chapter 1: Basics of Operations Management Multiple Choice 1. Every business is managed through what three major functions? a) accounting, finance, and marketing b) engineering, finance, and operations management c) accounting, purchasing, and human resources d) accounting, engineering, and marketing e) finance, marketing, and operations management 2. Which business function is responsible for managing cash flow, current assets, and capital investments? a) accounting b) finance c) marketing d) operations management e) purchasing 3. Which business function is responsible for managing cash flow, current assets, and capital investments? a) accounting b) finance c) marketing d) operations management e) purchasing 4. Which business function is responsible for sales, generating customer demand, and understanding customer wants and needs? a) finance b) human resources c) marketing d) operations management e) purchasing 5. Which business function is responsible for planning, coordinating, and controlling the resources needed to produce a company’s products and services? a) engineering b) finance c) human resources d) marketing e) operations management 6. Which of the following is not true for business process reengineering? a) It can increase efficiency. b) It cannot be used to improve quality. c) It can reduce costs. d) It involves asking why things are done in a certain way. e) It involves redesigning processes. 7...
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...Executive Summary Our teams goal is to establish how Agrium has transitioned from a local Calgary based Corporation to a large corporation with an apparent “Global Organization” model. We are interested in understanding how they have grown into a world leader in their industry. We will identify where they started, where they are today in mining and technology, and how they reach consumers all over the world while maintaining their vertical control from their headquarters in Calgary; by analysing Agrium’s history, corporate structure, and three key business units. At the end of this case study we hope other Canadian organizations will adopt the Agrium model when they consider expanding operations globally. Keywords: Agrium, Agro-food, , clusters, global, mining, and vertical integration Table of Contents Introduction.................................................................................................................................................. 1 History .......................................................................................................................................................... 1 Corporate Division ...................................................................................................................................... 2 Governance ............................................................................................................................................. 2 Board of Directors ..........................
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...Army Regulation 350–1 Training Army Training and Leader Development Rapid Action Revision (RAR) Issue Date: 4 August 2011 Headquarters Department of the Army Washington, DC 18 December 2009 UNCLASSIFIED SUMMARY of CHANGE AR 350–1 Army Training and Leader Development This rapid action revision, 4 September 2011-o Implements the Don’t Ask, Don’t Tell Repeal Act of 2010 by deleting all references to developing and conducting training concerning the Army’s Homosexual Conduct Policy (paras 2-21p and 2-22k.) o Rescinds paragraphs 2-6r, 2-46ac, and G-14e.) o Makes administrative changes (app A: marked obsolete forms and publications; corrected forms and publication titles; and corrected Web site addresses; glossary: deleted unused acronyms and corrected titles/abbreviations as prescribed by Army Records Management and Declassification Agency). *Army Regulation 350–1 Headquarters Department of the Army Washington, DC 18 December 2009 Effective 18 January 2010 Training Army Training and Leader Development History. This publication is a rapid action revision (RAR). This RAR is effective 20 September 2011. The portions affected by this RAR are listed in the summary of change. Summary. This regulation consolidates policy and guidance for Army training and leader development and supports a full-spectrum, force protection, expeditionary Army. Applicability. This regulation applies to the active Army, the Army National ...
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...Banking of BRAC Bank Limited Submitted by : Nishat Farhana Matric No- B061409 22 Batch, BBA Submitted to : Kazi Farzana Lecturer in Management, IIUC,DC. Department of Business Administration International Islamic University Chittagong Date of Submission:12-12-2010 DECLARATION This is to notify that this presented report titled "SME Banking of BRAC Bank Ltd." is written as a requirement of Ocp. I also confirm that this report is prepared solely for the academic requirement and not for any other purposes and for the use of any other party. Signature ........................... Nishat Farhana Matricno.:B061409 Program: BBA, Batch: 22B 1, Major in Marketing Department of Business Administration, International Islamic University Chittagong, Dhaka Campus. Letter of Submission Dated: December 12, 2010 To, The Head, Department of Business Administration, International Islamic University Chittagong, Dhaka Campus. Subject: Submission of research report based on“SME BANKING OF BRAC BANK LTD” Dear Sir, It is very pleasure & opportunity to submit my research report on “SME BANKING OF BRAC BANK LTD”-a study of BRAC BANK Limited. As per my organizations requirement & supervisor’s suggestion and guidance, I have tried my best to make the report effective and standard. I have closely studied the operations & functioning of the company. Still if there is any room for further clarification or improvement, I will be glad to attend to it. I sincerely...
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...her advises kindness and guidance in the process of preparing and completion of this assignment for MGT657 (Strategic Management) Possible thanks to classmate for their advice and help towards the completion of this assignment. Lastly to family, who have always offered their prayers towards the success of this studies, we are express a grateful thanks, to all May Allah S.W.T reward you accordingly. 1.0 EXECUTIVE SUMMARY It began with Colonel Harland Sanders. He discovered his penchant for cooking when he was only 9 years old. Through the years he grew up to become a personage the world knows as Colonel Sanders, founder of KFC. He reached celebrity status in 1952, when he decided to franchise his famous Kentucky Fried Chicken recipe blends of 11 herbs and spices to the rest of America. By the early70's, that special recipe reached Malaysia. KFC Holdings (Malaysia) Bhd, which is held by KFCH. Through its subsidiaries, engages in restaurant, poultry production and processing, and property holding businesses. It operates a chain of KFC and RasaMas restaurants. The company also engages in the retail of chicken and chicken-based products; and integrated poultry operations comprising the feed mill, breeder farms, hatchery, contract broiler farms, poultry production, and poultry processing and further processing plants. In addition, it involves in operation of bakeries, commissary, sauce manufacturing plant, and contract packing. Further, the company engages in the trade of...
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...financial Institutions and individual shareholders. Unique owns three factories and three partly manufacturing units i.e. they had 6 primary manufacturing units located at Jammu, Nagpur, Agra, Pune, Gorakhapur and Hyderabad. The total manpower in these six units was 1900, and was held by Mathew Thomas as managing director. Five directors looking after various financial areas like technical, operations, commercial, HR and marketing, supported him. Agra unit was situated near Mathura with a manpower capacity of 450 employees, including 41 executives, 12 managers and remaining operators. A representative union was also registered in the name of Association of Chemical Workers in the company. This unit was working in 3 shifts and for all the seven days. The average age of the employees was around 30 years. Agra unit was the only automated plant among the plants of Unique India. It had a unique feature of cross-functional activities at the managerial level with the result a strong networking was observed. Emphasis on financial relations among the employees was given to promote simplified working and better understanding among them. Unique was known for its welfare facilities like – free canteen, free transportation, free uniform, medical re-imbursement up to 5% of the gross salary and all other benefits according to the statutory norms. They also provide with housing loan facilities to employees through HDFC and State Bank of India. Unique re-imbrued the interest amount on house loan exceeding...
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