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Harkin Electronics is planning its production for the next quarter for its two product lines, relays and capacitors. The profit contribution is $250 for a case of relays and $200 for a case of capacitors. Three resources limit how much of each product the company can produce: labor, stamping capacity, and testing capacity. Next quarter 80,000 labor hours will be available; a case of relays requires 200 labor hours and a case of capacitors requires 150. The stamping machine will be available for 1,200 hours next quarter and a case of relays requires 4 hours on the stamping machine and a case of capacitors requires 2 hours. Relays require 3 hours of testing per case and capacitors require 5. The testing machine will be available for 2,000 hours next quarter. For every case of capacitors, the company can produce no more than two cases of relays. At a minimum the company must produce at least 150 cases of relays.

please show linear programming formulations and show the linear programming solution that you obtained via POM or Solver.

a) To maximize total profit next quarter, how many cases of relays and capacitors should Harkin Electronics produce during that period? If your answer is in fractional units of cases that is acceptable – do not round to whole number of cases.

b) How much profit will result? As a reminder, provide your linear programming formulation and the software solution to receive any credit for this problem.

 
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Case Analysis Questions: For each of the following questions provide a brief fact sheet, legal issues, and analysis.

The facts of a case heard by the Supreme Court of Canada are as follows: Mr. and Mrs. H were induced to sign a mortgage in favor of M.C.R. Ltd. by Johnston, a man living with their daughter. Johnston led them to believe that the document was an unimportant amendment to an existing mortgage when, in reality, it was a second substantial mortgage on their home. Neither read the document nor questioned it. When the payments were in arrears, the mortgagee took an action for foreclosure (to take their home). Mr. and Mrs. H. pleaded non-est factum. Would this defense succeed? Why or why not? Explain your response.

 
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please using a table in Microsoft Word – your understanding of all the actors / organizational artifacts in this process (i.e. lanes and pools). NB: if there are multiple entities within the same pool, please group them together in the table so that the structure is clear. You do not need to submit this as BPMN model or even a swimlane diagram.

please submit (in the Word document used above) one positive outcome and one negative outcome of this process.

The vaccination process starts when the person to be vaccinated (“vaccinee”) arrives. If the vaccinee is a member of staff, this will happen at the vaccine clinic location (within the hospital), and for all others, this happens at the hospital front door. For non-staff, they will be greeted by the hospital concierge and given directions to the COVID Vaccine Clinic which is near the front door.

Once the Vaccinee arrives at the Vaccine Clinic, they will be greeted by the Clinic Concierge, who assesses their vaccine booking status and priority phase. If the patient is a hospital staff member, or a member of the Queensland Ambulance Service (QAS) or Queensland Police Service (QPS) on duty, they are prioritised through the queue for registration. This ensures that people in these services spend the minimum time in the queue. The Concierge provides Vaccinees with the government mandated consent process for them to complete, and awaits their response.

Once handed in, the Concierge checks the paperwork and the Vaccinees’ answers. Vaccinees’ responses on the form may raise questions (for example, the person may have a chronic disease and the Concierge does not know what effect the vaccine will have on this), and if the Concierge cannot answer the questions or if the Vaccinee is asking a question above the authority of the Concierge to answer (for example, Vaccinee is requesting a vaccine for which they are not eligible), then the Concierge seeks advice from the senior Clinic Clinician. If the decision is that the Vaccinee is to proceed with vaccination, then they move to the next phase. If the Vaccinee is not to proceed with vaccination, then the Concierge informs the Vaccinee that he/she can now leave the clinic and monitor government announcements on eligibility for other vaccines. The Concierge also destroys the paper forms the Vaccinee had completed, and the process ends. Sometimes the Vaccinee did not complete all questions, and the Concierge will ask them to provide that information before proceeding, and in a very small number of cases, the Vaccinee does not complete the form before the clinic closes at 6pm, in which case the Concierge asks them to complete the form at home and return the next day.

If there are no further questions, the Concierge will call the Vaccinees in to be registered by the administrative staff, utilising the standard processes as set out in the government software. The Administration Staff double-check certain items of information with the Vaccinee as they proceed through the process. If there are concerns regarding aspects of the registration process, then the Administration Staff seek the advice of the Senior Clinic Clinician. This may again result in the Vaccinees not being able to proceed with vaccination, at which point the same process is followed for the Vaccinee to leave the Vaccine Clinic, except that it is done by the Administration Staff.

Once registration is complete, the Administration Staff checks that the Vaccinee has his/her vaccine receipt card, and if not provides them with one. The Vaccinee then joins the queue for vaccination and is given a Number Card. If the Vaccinee is a member of on-duty hospital staff/QPS/QAS, s/he is prioritised in this queue, by being directed to seating separate from other Vaccinees and given a purple-coloured Number Card. When identifying their next patient, Vaccination nurses first check the on-duty priority area, calling hospital staff/QPS/QAS on duty in to be vaccinated in order of their Number Card.

Vaccination nurses then call non-hospital staff/QPS/QAS in, in order of their Number Cards. Vaccinees are invited to sit at a small table where the nurse has the necessary equipment and information. The nurse will then check the form to confirm which vaccine is to be administered, and to check for any complications. If there are concerns regarding aspects of the vaccination, then the Vaccination Nurse seeks the advice of the Senior Clinic Clinician. This may again result in the Vaccinee not being able to proceed with vaccination, with the process ending as before (except that it is done by the Vaccination Nurse). In all other cases, the Vaccination Nurse administers the vaccine to the Vaccinee in accordance with the processes mandated by the vaccine manufacturer. Key steps include taking the vaccine supply from the vaccine storage, extracting the recommended dose into a vaccine syringe, before covering the syringe and returning to the Vaccinee to administer the correct vaccine. The vaccine storage is centrally located to the vaccine administration area and easily accessible to the Vaccination Nurses. Once the vaccine is administered, the Vaccination Nurse signs the patient’s vaccine receipt card, then asks the patient if they would like to take a lollipop, and then escorts the Vaccinee to the Observation Area (also closeby). Though very rare, at any point after registration and before the vaccine is administered, the Vaccinee may realise that they had received the flu vaccine within the past 14 days (despite ticking the box earlier to say that they hadn’t). In these cases, when s/he informs the relevant Vaccination staff member, the Vaccinee’s registration and confirmation of receipt of vaccine must be reversed, and s/he is advised to return after the 14 days since the flu injection have passed to start the process again.

The Observation Clinician informs Vaccinees that they are wait in that area to be observed for 15 minutes to ensure there is no immediate, significant adverse reaction to the vaccine. The Observation Clinician will then double-check the Vaccinees’ clinical history, and will ask those with adverse reactions in the past to wait for 30 minutes. If a Vaccinee has an adverse reaction, the Observation Clinician will bring them to the resuscitation area, make observations and provide necessary treatment, including calling in the Senior Clinic Clinician as required. If the reaction is very significant, the Vaccinee is brought to the Emergency department by the Observation Clinician, after ensuring another clinician can observe the remaining Vaccinees. After their 15 (or 30) minutes of observation, Vaccinees, if well, are invited to leave and are signed out by the Observation Clinician, and the process ends.

 
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There’s No Future Here

“Could you come to my office for a minute, Bob?” asked Terry Geech, the plant manager. “Sure, be right there,” said Bob Glemson.

Bob was the plant’s quality control director. He had been with the company for four years. After completing his degree in mechanical engineering, he worked as a production supervisor and then as a maintenance supervisor prior to moving to his present job. Bob thought he knew what the call was about.

“Your letter of resignation catches me by surprise,” began Terry. “I know that Wilson Products will be getting a good person, but we sure need you here, too.”

“I thought about it a lot,” said Bob, “but there just doesn’t seem to be a future for me here.”

“Why do you say that?” asked Terry.

“Well,” replied Bob, “the next position above mine is yours. Since you’re only 39, I don’t think it’s likely that you’ll be leaving soon.”

“The fact is that I am leaving soon,” said Terry. “That’s why it’s even more of a shock to learn that you’re resigning. I think I’ll be moving to the corporate office in June of next year. Besides, the company has several plants that are larger than this one, and we need good people in those plants from time to time, both in quality control and in general management.”

“Well, I heard about an opening in the Cincinnati plant last year,” said Bob, “but by the time I checked, the job had already been filled. We never know about opportunities in the other plants until we read about the incumbent in the company paper.”

“All this is beside the point now. What would it take to get you to change your mind?” asked Terry.

“I don’t think I will change my mind now,” replied Bob, “because I’ve given Wilson Products my word that I’m going to join them.”

Question: Evaluate the career planning and development program at this company? IF you have been appointed as an HR, how would you enhance the T&D at this company 200 word

 
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