Given this information on planned and actual inputs and outputs for a service center, determinethe work backlog for each period. The beginning backlog is 12 hours of work. The figures shownare standard hours of work.PERIOD1 2 3 4 5Input Planned 24 24 24 24 20Actual 25 27 20 22 24Output Planned 24 24 24 24 23Actual 24 22 23 24 24

Given this information on planned and actual inputs and outputs for a service center, determinethe work backlog for each period. The beginning backlog is 12 hours of work. The figures shownare standard hours of work.PERIOD1 2 3 4 5Input Planned 24 24 24 24 20Actual 25 27 20 22 24Output Planned 24 24 24 24 23Actual 24 22 23 24 24

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter7: Planning And Goal Setting

Section: Chapter Questions

Problem 2ED

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Personnel Planning; TDABC Recent competitive pressures have caused National InsuranceCompany to examine policies regarding personnel planning. As a start, the company has decided toexperiment with and develop a time-driven ABC model for its claims processing center.A study of this support center indicates the following three primary activities: remote processingof customer claims, 0.5 hour; onsite processing of customer claims, 1.0 hour; and updating/maintaining customer records, 0.2 hour. Onsite processing is required for larger claims, while remote processing is done for smaller claims. (For onsite processing, assume—for simplicity—that the claimsprocessors use their own automobiles.) All claims will require that the customers’ records be updated.The claims processing center currently employs three full-time employees. Total annual cost ofthe center (salaries, depreciation, utilities, etc.) is estimated at $255,000. The net amount of availablepersonnel time per year for this…
58) When the American Airlines CEO developed yield management, what type of information was crucial to its success? A. Employee wages B. Fuel prices C. Forecasting D. Destination times
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Tax Prep Advisers, Inc., has forecasted the following staffingrequirements for tax preparation associates over the next12 months. Management would like three alternative staffingplans to be developed. The company currently has 10 associates. No more than 10new hires can be accommodated in any month because oflimited training facilities. No backorders are allowed, andovertime cannot exceed 25 percent of regular-time capacityon any month. There is no cost for unused overtime capac-ity. Regular-time wages are $1,500 per month, and overtimewages are 150 percent of regular-time wages. Undertime ispaid at the same rate as regular time. The hiring cost is $2,500per person, and the layoff cost is $2.000 per person.a. Prepare a staffing plan utilizing a level workforce strategy,minimizing undertime. The plan may call for a one-timeadjustment of the workforce before month 1.b. Using a chase strategy, prepare a plan that is consistent withthe constraint on hiring and minimizes use of overtime.c.…
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