Case Study of Hy Fybo Design

.docx

School

London School of Business and Finance *

*We aren’t endorsed by this school

Course

MANAGERIAL

Subject

Management

Date

Nov 24, 2024

Type

docx

Pages

Uploaded by george2550

1 Case Study of Hy Fybo Design Student Name Course Name Professor Name December 20, 2022

2 Case Study of Hy Fybo Design Part 1 – Questions Q 1. Corporate operations are organized to meet objectives, boost efficiency, and increase profit. Operations management (OM) seems to be a subdivision of management that supervises the whole power generation timeframe of a facility or product from the source side to the completed stage. This involves planning, arranging, and monitoring procedures, manufacturing and output procedures, and service distribution of manufacturing the preferred result of a high-quality commodity or service that gratifies client requirements. A business organization's operations area is manufacturing goods and services. Products are tangible objects, but services are actions that deal with a mixture of time, place, system, or psychological significance. Operations are internal tasks that must be completed to supply goods or services to clients. Therefore, operations management can be viewed from an organizational standpoint as the administration of the conversion processes that turn inputs like labor and raw materials into outcomes in the type of finished products and activities. It guarantees that goods fulfill client requirements and quality necessities (Olsen & Tomlin, 2019). Importance of Operation Management Nowadays, every firm recognizes operations management (OM) as little more than a crucial functional department. Operations governance is no longer viewed as a department that reports to the financial and advertising departments but as an equal. Businesses that don't acknowledge its crucial role in their success will often lose money and diminish their market share. Operations management's former reactive function, which focused primarily on cutting costs, has been substituted with a more proactive one aiming to maximize the value

3 contributed to the company's products and services. Businesses now operate in a very cutthroat market. Achieving and maintaining excellent quality while keeping costs in check are some of the critical problems its executives are currently dealing with in this unstable market. In addition, the business must efficiently collaborate with other departments to achieve its objectives, function efficiently among vendors, and be user-friendly for consumers. Technological advances and control mechanisms must also be integrated into current processes (Lee & Tang, 2018). These problems are all linked together. To succeed, OM must do all those tasks to the degree relevant in home and international markets. Furthermore, it would need to spend money on extra capability that might not always be used to its fullest. Following production, goods were packaged and kept at the nearby distribution facility. People disposed of most of their previous, smaller injection sculpting equipment when the company switched to producing higher-margin HFD goods. People could employ massive, multi-cavity castings because we had larger machinery overall. As a result, HFD made many items—or components—during each machine cycle, which enhanced production. Additionally, it enabled humanity to employ sophisticated molds that produced a high-quality end product while being bulky and more challenging to switch out (Lee & Tang, 2018). Q 2. All business operations have one thing in common: they transform inputs such as unprocessed materials, knowledge, cash, tools, and time into outputs. Operations are most easily regarded as the core of an organisation, where the majority of direct work is carried out. Operations at such a service-based company are frequently task-oriented and thus will adhere to a predetermined process until the facilities is complete. On the other hand, operations are far more critical in a manufacturing company since they follow the products

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

4 from their inception to a conclusion before going on to a later point, which is frequently distributed. HFD's 4Vs profile 1. Volume: The amount of a product that needs to be manufactured to gratify market demand. This denotes to the definite number of items or units produced. A large- volume company frequently has specialized personnel, protocols, and tools in addition to highly repeatable operations and goods. Given the prevalence of costly buildings and machinery explicitly designed for high-volume production and can provide the low unit pricing usually necessary to thrive in high-volume operations. As a result, the company is anticipated to be capital-intensive. Since they cannot be verified for this type of low-volume manufacturing, low-volume firm operations that manufacture a few items or offer a modest number of services yearly are doubtful to contain such expensive or specialized hardware, facilities, methods, or talents. Instead, they should participate in factors other than prices, such as customization or rapid lead times (Cappa et al., 2020). 2. Variety is the spectrum of goods and services that might be formed and made available to clients. This V efforts on diversity. Industries that provide various products or services can growth their income and profit prospective and reduce their dependency upon only one or two consequences, which could push them out of existence if the marketplace for those products or services declines or vanishes. 3. Variation is the degree to which demand shifts over time due to external factors. Forecasting variance, meanwhile, is difficult for many reasons. For example, things became entirely out of rhythm in all aspects of humanity when a significant catastrophe like the Covid-19 outbreak struck the world. Most business processes are made up of several versions that must be managed collectively instead of individually.

5 Most of these techniques rely on inputs from various causes and points. Little courtesy has been paid to the initial idea and drafting of operational variation. Managers need a wealth of knowledge and expertise to fill the gaps. Procedures that don't follow a rigorous pattern in operational and production processes lead to quality concerns (Ivanov et al., 2020). 4. Visibility: This word refers to the entire value chain of a company's activities. Clients are required to utilize the corporation's products and services. In terms of visibility, the service industry is more visible than the industry sector. Client satisfaction is influenced by impressions of product excellence and attention to detail, and customers of high-profile enterprises will have lower response tolerances. High visibility businesses are forced to concentrate more on the client's demands, which raises unit prices. Companies that operate in "high exposure" environments need to be much better at handling clients and pay more attention to their looks and client interaction abilities. Conversely, operations with less "visibility" can focus more on their secrecy measures and are evaluated on the end prices, output quality, and punctuality of their result (Ivanov et al., 2020). Q 3. Company operations are the regular tasks that businesses complete to increase their worth and profits. It may be possible to enhance operations so that they generate enough revenue to cover expenses and benefit the business's owners. Employees assist in accomplishing business goals by doing certain duties like marketing, accounting, production, etc. Recommendations If CEO Tom Jameson asked me for advice for improving the company operations, I recommend some significant ways to him, which are explained as follows:

6 1. Record Every Procedure Company operations are essentially the activities, and sequences of actions workers take to produce the product for their company. For example, the steps required for a waitperson to accept somebody's order might serve as an example of a procedure if the business is a cafeteria. Workers should be aware of the procedures that relate to them because, in principle, these operations are taught during staff training. Assure that each and every procedure is well documented and always accessible to all workers to increase the effectiveness of these procedures and to enable future learning simpler (Chang et al., 2019). 2. Invest in Cutting-Edge Technology When many companies use contemporary technology, relying on traditional business tools will not help company operations. If anything, it adds significant obstacles to many corporate operations. Individuals should thus make it a priority to invest in cutting-edge technologies. Professionals may use various software and hardware innovations, from researching accounting practice management solutions to getting sophisticated security gear. The company benefits from increased productivity and safety thanks to this. Consequently, their team's performance might increase without impacting its work schedule (Herman et al., 2020). 3. Support the Workforce No matter what kind of company individuals run, it is critical that professionals focus on the development of company staff. This makes company personnel more capable of producing high-quality work while enabling them to be more effective in their daily activities. This enhancement may be attained through specialized training, in-depth team talks, and focused work activities. Real-time evaluation and inspiration may benefit from investing in a performance monitoring system. These techniques may guarantee the

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

7 company's growth, whether individuals use them immediately after learning to acquire new personnel or after supervising the team for years. 4. Contact Out Through Social Media Professionals must evaluate their company's social media marketing to enhance performance, given that practically all businesses today utilize social media as a powerful tool to connect to new consumers. Engaging in platform-specific advertising, creating fresh content, including updating company branding may all provide outstanding benefits. They may also utilize social media control to manage several profiles more easily. These actions may have a remarkable impact on the company's reach and assist them in maximizing the results of its advertising tactics. The company operations might be visibly improved with raised audience interest and reaction to marketing activities. By following these measures, professionals may significantly increase their company's production, reach, and effectiveness. This enables company operations to make remarkable advancements across the board, setting the company on a road of steady development (Herman et al., 2020). Part 2 - Analysis and Reflection Q 1. Lean Six Sigma seems to be a managerial approach with team importance that proposes to increase efficiency by reducing the wastage of resources and errors. It merges the lean manufacturing/ business mindset with Six Sigma practices and skills. It seeks to stop wasting material assets, time, skill, and labor while ensuring the quality of administrative and manufacturing procedures. Some people think it's significant since, with it, businesses can measurably and consistently improve their operations and financial performance. Businesses may increase employee and customer involvement by effectively implementing key processes. This may boost devotion both within and outside of a firm. Operations that have

8 been simplified and made quicker can provide an organization with more flexibility and simplify it to take advantage of new opportunities. Additionally, they could lead to higher revenue and sales, lower costs, and better business outcomes. Workers may gain new abilities (including managing projects and other crucial talents), improve their chances of career progression, and build solidarity by participating in a group project or company-wide efficiency push. Companies save time, money, and labor by preventing errors instead of having to identify and rectify them after the fact. Businesses save time, money, and work by avoiding mistakes instead of having to determine and remedy them after the fact. The company activities benefit all parties, including the corporation, clients, vendors, and workers (Noskieviová & Moravec, 2022). Amazon Several of the world's most profitable companies have effectively incorporated elements of Six Sigma into their operational strategies. Few industries, meanwhile, are as suitable for its principles as retail, and sometimes even a handful of these companies carry out the operation as thoroughly and well as Amazon. A situation made achievable partly by its significant usage of Six Sigma across all activities, and the e-commerce titan quickly leads all those other online retailers. Amazon provides such a brilliant example of Six Sigma that the corporation would undoubtedly be a good source of motivation for the private group. The Lean approach enhances the Six Sigma perspective, and Amazon has incorporated its main operational priority into its everyday operations. The company, for instance, commits more staff to its fulfillment and customer support centers than to its technology program to retain a high degree of service. Each work operation is also methodically planned for maximum effectiveness, and the delivery date is utilized to choose the best mode of transportation for a particular product.

9 This method allows firms to make the most use of their assets and save costs, which helps prevent the organization from developing too rapidly (Wang et al., 2022). It's a strategic decision that only companies can incorporate the Six Sigma methodology into their company. However, this strategy's tangible impact on retailers like Amazon makes a strong reason. After all, keeping up with what their rivals are accomplishing is among the greatest ways to assist any business in development. Amazon's continued domination of e-commerce calls for deeper examination. There must be some crucial lessons individuals can implement in their activities if Six Sigma could assist that organization in becoming its market leader. It seems that company operations must constantly improve, given that its objective is to provide improved and enhanced results (Wang et al., 2022). The company's operations at Amazon are governed by the Kaizen concept, which emphasizes maximizing efficiency to meet or exceed consumer expectations, particularly in the fulfillment center. Its storage facilities process more than 35 purchases each second, representing a level of service almost unheard of in the retail industry. Every delivery company even has a manager whose job it is to oversee ongoing workflow improvements. While your business may not have the same quantity as Amazon, users should pay close attention to factors like order scheduling that directly affect the bottom line. To determine the flaws or the proportion variation for the level of error specified, Six Sigma is a quantitative and mathematical computation of the data. Any business should approach information as a resource rather than a department's possession, particularly in an age where data is used constantly (Lameijer et al., 2021). Analyzing data opened up new business opportunities for Amazon. Jeff made careful to instill a data-driven environment from the frontline personnel to the management when his company was still in its infancy. Amazon has always engaged engineers to work on various data mining projects. This has likely allowed the company to effectively maintain its more significant market position in the e-commerce sector for over 25

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

10 years. Due to his foresight, data became the focal point of Bezos' organizational culture. He set up the company's structure so all levels could access the data. It allowed the front lines to make minor, regular decisions to raise consumer happiness. Amazon used its data technology platform to study customer behavior, including the purchases people make, the things they buy, and the demand cycles for products on the shelves. They could innovate and release new products based on customer search information. Finding vendors that supplied top-notch products at the most reasonable pricing and convenient delivery places was made more accessible by data churning. With data available in this digital age, testing and analysis of information got quicker and simpler. This encouraged continuous growth and learning to increase profitability (Sordan et al., 2021). Q 2. Operations management has advanced through many periods, beginning with an emphasis on cost reduction and ending with an emphasis on the quality era. The 1890s to 1920s, also known as the "scientific organizational era," concentrated on lowering production expenses as much as possible. OM during this time was mainly concerned with increasing productive labor output. Businesses were primarily involved in finding ways to generate more with less, using limited assets, and charging employees less. On the other hand, businesses were beginning to understand the value of quality as they sought to preserve their market share rather than focusing solely on profits and lowering prices. Companies pay more attention to client satisfaction by eliminating flaws and improving the efficiency and longevity of their goods. Since they recognized the connection between efficient cost and high quality could increase businesses' competitiveness and help them hold their market share for an extended without being affected by rivals (Scortex, 2020). Reducing the Cost Era and Quality Era

11  Operations management has advanced through several periods, emphasizing cost reduction and progressing with a focus on quality. Each of these periods had come before it, and each succeeding one added to the knowledge gained by the ones that came before it.  The concentration on streamlining operations during the cost-cutting period, particularly in mass-production contexts, was marked by an increasing focus on economy and effectiveness. The advent of the assembly plant, the most effective method of manufacturing ever created at the time, during this age is not a coincidence. The emphasis on cost-cutting was accompanied by a desire to keep growth stable and consistent.  The emphasis on the quality era, which came after and was inspired by the emphasis on cost-cutting, saw a change toward a strategy to operations management that was more focused on the needs of the customer. This change featured a stronger focus on staff empowerment to provide clients with greater service. In order for all facets of the business activities to collaborate to provide superior results for clients, it also placed a greater focus on collaboration across various divisions within a corporate organization (Scortex, 2020).  Operations executives in the production industry have seen two different periods when the emphasis has been on cutting costs and enhancing quality. Although each of these periods had its method of approaching operations, each era also assisted in developing the subsequent one.  During the age of cost-cutting, businesses concentrated on cutting expenses as much as possible. Henry Ford's invention of the factory line, which made mass manufacturing and far lower prices conceivable than had before been feasible, had a significant influence on this time period. Specifically, businesses sought to create

12 more while utilizing fewer assets and paying employees less. This was the main focus of their attention (Khan et al., 2021).  There is a big shift in perspective as we go towards the era of quality-focused production. Businesses are now focused on creating items that would be both more attractive to consumers and cheaper rather than only focusing on making goods cheaper. This meant eliminating flaws and creating items that consumers would find appealing and durable. With their concentration on producing high-quality items via excellent innovation and workmanship, Japanese producers set the bar here.  The application of mass manufacturing concepts to achieve economies of scale was introduced during the cost-cutting period of OM. Contrarily, in the era of quality as defined by operations management, consumers took center stage in implementing total quality management principles. For instance, computerized systems like MRP controlled the period of reducing costs. Still, the era of quality control was seen as a competing weapon to boost sales by providing high-quality products. The idea behind the cost-cutting period, it might be said, was centered on using flexible production systems and producing using computer programs. In contrast, the quality period was primarily when the idea of quality as a distinct stage of the manufacturing process was addressed (Khan et al., 2021).  Innovative effort and advocacy for the necessity to develop original product advancement ideas in order to have the flexibility to satisfy rapidly shifting consumer preferences and wants To adjust to the shortening product life cycle, business methods must be recovered more quickly while production offices must be managed much more efficiently. The main forces behind the new modifications in the present key strategies are consumers who clearly emphasise their needs. They are the most notable associations' partners. Additionally, society and the neighbourhood as a whole make

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

13 up one of the best partner groups for organisations. This shifting partner centre compels OM to rigorously assess the wider impact of operational decisions on the environment and free society. Organizations must gradually demonstrate their eco- friendliness if they want to maintain effective advertising in society. Q 3. a. Capacity Planning The quantity of production producers can produce in terms of products and services to satisfy consumer requirements closely correlates with the industry's capability. The procedure through which producers evaluate how many assets they will need to fulfill the requirement for their goods or services is known as capacity planning. Capacity planning methods can assist producers in establishing how much natural resources, machinery, labor, and facility capital will be necessary to fulfill prospective product requirements. These strategies can guide capital spending for raw resources, hardware, labor, and facility financing. Absence of capacity planning results in clients' requirements not being satisfied as soon as they might be, which increases the risk of losing them to competitors. A strong capacity planning technique aids the effective distribution of production materials. It implies that the operator's funds are mismanaged and may be effectively used elsewhere, generating a profit. On the contrary side, "low capacity" is the inability of a manufacturer to generate for a set amount of time in line with a user's criteria (Choi et al., 2021). Guaranteeing that there is room for potential expansion enhances the organization's operations even more. It also enables the company to prevent excess capacity and the expenses that come with it, like idle assets and unproductive capability. All capacity planning and OM techniques aim to determine the optimal amount of electricity required to fulfill future needs. Forecasting upcoming demand is the first step in the capacity planning

14 procedure. After the projection, capacity may be scheduled following the anticipated demand. The objective is to fulfill client demand with sufficient capacity while minimizing expenses. Different firms will require more capacity relying on their processes, goods, and services. OM's crucial capacity planning component must be customized to each company's requirements. When done correctly, capacity planning may save organizations money by ensuring they have the capabilities needed to satisfy future needs and avoiding the expenses associated with over- or under-capacity (Teerasoponpong & Sopadang, 2021). b. Planning and Control The managerial responsibilities of planning and control, sometimes referred to as manufacturing planning and regulation, focus on determining two things: first, what the market wants, and second, how a firm may best prepare for and fulfill those needs. Daily operations need planning, including scheduling, dispatch verification, quality evaluation, inventory supervision, and supply and material maintenance. Control ensures that the actions are carried out as efficiently and cost-effectively as possible. Controls are put in place to prepare businesses for modifications when they inevitably occur, whereas planning puts out the objectives, purposes, and strategies for enterprises to meet customer expectations. In other words, control ensures that companies may swiftly adapt and modify their operating principles. Overall, scheduling and monitoring ensure that stock is maintained current, the staff is scheduled correctly, output maintains up with the market, and the manufacturing line runs like well-oiled gear (Oluyisola et al., 2021). c. Forecasting Forecasting is the process of making predictions based on recent and previous data. Trend evaluation is the approach that is used most frequently for this. To predict an interest-based factor at a specific future period would be one example. Prediction is a comparable but more

15 general concept. Both terms might describe less formal judging techniques or statistical approaches using time-periodic, cross-sectional, or continuous data. The words "prediction" as well as "forecasting" are employed for more broad estimations, like the frequency of flooding more than an extended period, whereas "forecast" with "forecasting" are occasionally retained in the context of hydrology for predictions of values at particular future intervals. Using data from the past and current, forecasting aids in the prediction of future commercial occurrences. By using accurate forecasting, companies can ensure adequate supply and preparedness to meet the operation's requirements. Naturally, many risks are associated with running a business, which is why predicting is done. The reliability of the predicted data may be impacted if people presume anything without evidence (Fildes et al., 2019). In addition, as precise projections are necessary for benefits in product innovation, price, and quickness to market, forecasting is crucial for maintaining excellent relations with suppliers. Underrating demand implies many consumers won't obtain the things they desire because there isn't enough supply while overestimating demand results in more enormous inventory and needless expenditures. The number of devoted clients in the company may decline due to this issue. Lack of capacity can cause shortages that cost businesses, consumers, and industry share. Demand projections are taken into account while hiring, training, and terminating employees. To satisfy the need for human assets in perspective, it is crucial to assess the quantity and quality of current and projected human resources that are accessible both inside and outside the business. Analyzing and predicting the numerous expenditures and administrative tasks associated with hiring more employees or cutting back on staff will significantly impact the organization's operation (Fildes & Goodwin, 2020).

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

17 References Chang, Y.-T., Chen, H., Cheng, R. K., & Chi, W. (2019). The impact of internal audit attributes on the effectiveness of internal control over operations and compliance. Journal of Contemporary Accounting & Economics , 15 (1), 1–19. https://doi.org/10.1016/j.jcae.2018.11.002 Choi, T., Kumar, S., Yue, X., & Chan, H. (2021). Disruptive technologies and operations management in the industry 4.0 era and beyond. Production and Operations Management , 31 (1), 9–31. https://doi.org/10.1111/poms.13622 Fildes, R., & Goodwin, P. (2020). Stability in the inefficient use of forecasting systems: A case study in a supply chain company. International Journal of Forecasting , 37 (2), 1031–1046. https://doi.org/10.1016/j.ijforecast.2020.11.004 Fildes, R., Ma, S., & Kolassa, S. (2019). Retail forecasting: Research and practice. International Journal of Forecasting , 38 (4), 1283–1318. https://doi.org/10.1016/j.ijforecast.2019.06.004 Herman, L. E., Sulhaini, S., & Farida, N. (2020). Electronic customer relationship management and company performance: exploring the product innovativeness development. Journal of Relationship Marketing , 20 (1), 1–19. https://doi.org/10.1080/15332667.2019.1688600 Khan, S. A. R., Razzaq, A., Yu, Z., & Miller, S. (2021). Industry 4.0 and circular economy practices: A new era business strategies for environmental sustainability. Business Strategy and the Environment , 30 (8), 4001–4014. https://doi.org/10.1002/bse.2853 Lameijer, B. A., Pereira, W., & Antony, J. (2021). The implementation of Lean Six Sigma for operational excellence in digital emerging technology companies. Journal of Manufacturing Technology Management , 32 (9), 260–284. https://doi.org/10.1108/jmtm-09-2020-0373

18 Lee, H. L., & Tang, C. S. (2018). Socially and environmentally responsible value chain innovations: new operations management research opportunities. Management Science , 64 (3), 983–996. https://doi.org/10.1287/mnsc.2016.2682 Noskievičová, D., & Moravec, L. (2022). Using principles and selected tools of lean six Sigma to improve sustainability: A case study. Quality Engineering , 34 (2), 1–13. https://doi.org/10.1080/08982112.2021.2024230 Olsen, T. L., & Tomlin, B. (2019). Industry 4.0: opportunities and challenges for operations management. Manufacturing & Service Operations Management , 22 (1). https://doi.org/10.1287/msom.2019.0796 Oluyisola, O. E., Bhalla, S., Sgarbossa, F., & Strandhagen, J. O. (2021). Designing and developing smart production planning and control systems in the industry 4.0 era: a methodology and case study. Journal of Intelligent Manufacturing , 33 , 311–332. https://doi.org/10.1007/s10845-021-01808-w Scortex (Ed.). (2020, July 28). Focus on quality: Improve profitability by maximizing operational efficiency . Scortex. https://scortex.io/focus-on-quality/ Sordan, J. E., Oprime, P. C., Pimenta, M. L., Silva, S. L. da, & González, M. O. A. (2021). Contact points between Lean Six Sigma and Industry 4.0: a systematic review and conceptual framework. International Journal of Quality & Reliability Management , ahead-of-print (ahead-of-print), 2155–2183. https://doi.org/10.1108/ijqrm-12-2020- 0396 Teerasoponpong, S., & Sopadang, A. (2021). A simulation-optimization approach for adaptive manufacturing capacity planning in small and medium-sized enterprises. Expert Systems with Applications , 168 , 114451. https://doi.org/10.1016/j.eswa.2020.114451

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

19 Wang, F.-K., Rahardjo, B., & Rovira, P. R. (2022). Lean Six Sigma with value stream mapping in industry 4.0 for human-centered workstation design. Sustainability , 14 (17), 11020. https://doi.org/10.3390/su141711020 Ivanov, D., Tang, C. S., Dolgui, A., Battini, D., & Das, A. (2020). Researchers' perspectives on Industry 4.0: multi-disciplinary analysis and opportunities for operations management. International Journal of Production Research , 59 (7), 1–24. https://doi.org/10.1080/00207543.2020.1798035 Cappa, F., Oriani, R., Peruffo, E., & McCarthy, I. (2020). Big Data for creating and capturing value in the digitalized environment: unpacking the effects of volume, variety, and veracity on firm performance. Journal of Product Innovation Management , 38 (1), 49– 67. https://doi.org/10.1111/jpim.12545

Related Questions

Subj: Business/ Operations Management Scenario: John used the AirBnB platform to book a condo for his staycation with his family on Dec 17 in Cebu, but due to the typhoon Odette, he had to cancel on Dec 16. Because the cancellation was done within 48 hrs, he's no longer eligible for a full refund. He also missed to file a claim within 14 days due to power outage and loss of internet connection caused by the typhoon. 1. Identify the problems with Airbnb’s current refund process. 2. Provide at least three possible solutions and include the pros and cons for each suggested solution then choose the best solution based on your assessment. 3. What are the pros and cons of the current policy versus your proposed solution?

Can you assist me with Question 4.29 I've made attempts to solve but still don't understand. Can you please write the process out step by step? It's easier to follow along. Thank you kindly.

What is CAPACITY REQUIREMENTS FORECASTING?

← 9:11 A A DOC-20240630-WA... THE UNIVERSITY OF THE WEST INDIES GLOBAL CAMPUS CONTINUING PROFESSIONAL EDUCATION SEMESTER I Course Code and Title: MGMT158 JAMAICA SEMESTER II SUMMER Assessments of: June 2024 Manpower Planning & Development Date: Wednesday, June 26, 2024 This assessment contributes to 20% of your final grade. Instructions to Candidates: Read the case below and answer the questions that follow. Scenario Brian Charles, Vice President of Marketing for Sharpo Manufacturing, commented at the weekly executive directors' meeting, "I have good news. We can get the large contract with Medord Corporation. All we have to do is complete the project in one year instead of two. I told them we could do it." Charmaine Powell, Vice President of Human Resources, brought Brian back to reality by reminding him, "Remember the manpower plan we were involved in developing and we all agreed to? Our present workers do not have the expertise required to produce the quality that Medord's…

H3. Weber Optical, an eyeglass manufacturer, pays employees an incentive based on the average amount of work completed per processing 20 invoices per hour. An employee who processes 30 invoices would earn $15 per hour. Hence, Weber Optical pa many invoices an employee processes per hour. Which type of incentive pay does this scenario illustrate? O 1. rising differential 2. straight commission plan 3. straight piecework plan 4. standard hour plan Show proper step by step calculation

Prepared a paper. with organizational chart of HCA Florida memorial hospital, The services provided by the organization. The evidences-based practice used in the organization. The use of interdisciplinary collaboration and care. Write a Schedule for 4 weeks of staff to cover unit needs. Prepare a financial plan for the unit, source of income and expenditure. State the consideration to reduce waste, fraud and abuse and improve efficiency.

iChange Management Plan Part 2: Peppercorn Dining AnalysisBackground:Revisit the mini-case study Peppercorn Dining from Module 7, and review the discussion posts in response to each mini-case question. How consultants see organizational issues will, in part, determine how the feedback process will be designed. Choosing a diagnostic/analytic model is no small issue. There is no evidence in the case that a particular diagnostic model is driving the data collection process (a potential problem), and there are at least two models that would work. First, the consultants could use an individual based model—such as the one described in Chapter 5. For each job at Peppercorn, the consultants could ask what their data reveals about task identity, skill variety, task significance, autonomy, and feedback in the context of Peppercorn’s structure. But this is a more limited perspective and not as good a choice. Perhaps more relevant in this case, would be an organization-level diagnostic model such…

How does the intricate interplay between process planning variables, such as sequencing, resource allocation, and quality control mechanisms, intricately influence and ultimately determine the overarching quality parameters of the final product or service, and what nuanced strategies can be employed to optimize this impact within diverse operational contexts?

A Manager’s Woes Kyle Peschken has been a manager for the discount store Zelmart for the past two years. It’s time for his annual performance review, and Kyle would like to make a big impression on the corporate staff. Walking through the store, he makes a mental note of which departments need to be straightened, which ones need to be reorganized, and which employees he’d like to schedule during the week of his review. And then he sees it—blocking the aisles, creating commotion, and looking very unprofessional—the long line in the electronics department. It’s time to confront Chris, the sales clerk. “Chris, what’s the holdup here?” “I’mwaiting for a manager to approve this $120 check. And then I have to show this lady a digital camera from the display cabinet. She’s been waiting half an hour, and then . . . .” “Alright Chris . . . I can help out for a while . . .Two hours later, Kyle exited the electronics department disheartened. That’s no way for a store manager to spend his…

Required information Outline: Introduction: Understanding Business Operations/Operations Management Practice Activities: 1. Identify the associated tasks of each business operations component. A Closer Look: Voluntrip’s Operational Framework 2. Create business operations plan. INTRODUCTION: Understanding Business Operations/Operations Management Business operations/operations management includes the management and oversight of the physical location, facilities, equipment, inventory, warehousing, information managements systems, and people, that are required to manage a business. Understanding and effectively managing the day-to-day business operations are the keys to establishing and maintaining a successful business. Business operations/operations management encompasses three major business imperatives: Generate recurring revenue Increase the value of business assets Secure income and value for the business While each business imperative exists…

Robot Manufacturing Optimization FAY Technologies is deciding whether it should begin production of a new toy robot. It has manufactured children’s toys before but nothing as advanced as its latest robot so historical data is at a minimum. The company believes that they can secure the materials for manufacture for between $65-85 per unit and labor costs would be between $15-25 per unit. Management’s expectations are that materials will cost $70 per unit and labor $25 per unit and that 800 units will be sold monthly. Should FAY decide to manufacture the robots in-house, maintenance of the factory machine would cost $15,000 per month. However, management has found that another alternative is for the company to outsource the labor for a flat rate of $35 per unit. The company expects to sell between 750-1000 units per month initially at a price of $149. Provide recommendations for FAE technologies that will maximize profit. Also include base, worst, and best case…