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Which one of the
following is not one of the factors that affect the S/Q rating of a company’s
footwear? Copyright by Glo-Bus Software, Inc. Copying distributing or 3rd party
website posting inexpressiy prohibited and constitutes copyright violation

The percentage size of a production facility’s
reject rates for branded and private-label footwear due to defective
workmanship and poorly-maintained equipment

• Expenditures for new styling/features per
model o Whether production improvement option has been installed (this option
entails investing in special production equipment that boosts the S/Q rating of
all pairs produced by 1.0 star)

A company’s current and
cumulative spending for TQM/Six Sigma quality control programs

Expenditures for best
practices training

 
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Ritz? Products’s materials? manager, Tej? Dhakar, must determine whether to make or buy a new semiconductor for the wrist TV that the firm is about to produce.

One million units are expected to be produced over the life cycle. If the product is? made, start-up and production costs of the make decision total ?$1

?million, with a probability of 0.5 that the product will be satisfactory and a 0.5

probability that it will not. If the product is not? satisfactory, the firm will have to reevaluate the decision. If the decision is? reevaluated, the choice will be whether to spend another ?$1

million to redesign the semiconductor or to purchase. Likelihood of success the second time that the make decision is made is 0.9.

If the second make decision also? fails, the firm must purchase. Regardless of when the purchase takes? place, Dhakar’s best judgment of cost is that Ritz will pay ?$0.60

for each purchased semiconductor plus ?$1 million in vendor development cost.

?a) Assuming that Ritz must have the semiconductor? (stopping or doing without is not a viable? option), what is the best? decision?

The firm should…. (MAKE/BUY) the semiconductors because this decision has an expected cost of

 
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A Japanese restaurant receives on average 1200 customers per day (between 10:00 and 22:00). During peak times (12:00-15:00 and 18:00-21:00), the restaurant receives around 800 customers in total, and 100 customers can be found in the restaurant (on average) at a given point in time. At non-peak times, the restaurant receives 400 customers in total, and 30 customers can be found in the restaurant (on average) at a given point in time.

  1. What is the average time that a customer spends in the restaurant during peak times?
  2. What is the average time that a customer spends in the restaurant during non-peak times?
  3. The restaurant plans to launch a new Italian pizza to attract more customers. However, the restaurant’s capacity is limited and becomes too full during peak times. What can the restaurant do to address this issue without investing in extending its building?
 
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Scope and Schedule: At the end of week 4, you are to finalize the initially approved scope from week two and start building the project schedule. In this week, you are also to work on building the project Work-Breakdown Structure (WBS). Project scope and schedule will include the following components: – Finalized project scope – Project requirements – in more details – WBS structure – Developed project schedule – Identify key milestones and deliverables – Outline project resources and assign them to tasks accordingly. – Stakeholder engagement – communication plan for data transformation from Data Center Transformation – to complete a migration strategy/plan to complete the following two tasks:

On-Premise Transformation
Infrastructure And Application Migration to The Cloud

 
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