Charles Lackey operates a bakery in Idaho Falls, Idaho. Because of its excellent product and excellent location, demand has increased by 45% in the last year. On far too many occasions, customers have not been able to purchase the bread of their choice. Because of the size of the store, no new ovens can be added. At a staff meeting, one employee suggested ways to load the ovens differently so that more loaves of bread can be baked at one time. This new process will require that the ovens be loaded by hand, requiring additional manpower. This is the only production change that will be made in order to meet the increased demand. The bakery currently makes 1,500 loaves per month. Employees are paid $8 r hour. In addition to the labor cost, Charles also has a constant utility cost per month of $550 and a per loaf ingredient cost of $0.40. Current multifactor productivity for 640 work hours per month = loaves/dollar (round your response to three decimal places).

The production manager asked the foreman to achieve a target production of 200 units per day, but he doesn't give him the authority to requisition tools and materials from the stores department. Can the production manager blame the foreman if he is not able to achieve the desired target? Give reasons.

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help please need to see the work and answers done in excel only

The Big Black Bird Company (BBBC) has a large order for special plastic-lined military uniforms to be used in an urgent military operation. Working the normal two shifts of 40 hours each per week, the BBBC production process usually produces 2,500 uniforms per week at a standard cost of $120 each. 68 employees work the first shift and 30 the second. The contract price is $220 per uniform. Because of the urgent need, BBBC is authorized to use around-the-clock production six days per week. When each of the two shifts works 72 hours per week, production increases to 3,800 uniforms per week but at a cost of $144 each. a. The multifactor productivity level for two shifts working 72 hours when compared to the level of the normal two shifts.

A 25,000-seat college football stadium is used 20 times for games.  Each event averages four hours and assumes the stadium is at 80% capacity for each event.  The stadium is available 365 days a year from 8 a.m. to midnight.          Use Equation 11.1: Utilization (U) = Resources Used/Resources Available Perform calculations. Provide calculations used and numerical response to #1. Provide detailed response for #2 (min one good paragraph.)    What is the seat utilization?   (Be careful here, this is total seat utilization. Be cautious when determining availability. Be specific.) As an operations manager, what could you do to improve seat utilization?

Hi, I need help determining the correct answer to this Operations Management problem. Thank you!

Number of Pickers (per Hour) 0 1 2 3 4 5 6 7 8 9 Total Strawberry Output (Boxes per Hour) 0 5 10 14 17 19 20 20 18 15 Price of Total Strawberries Revenue (per Box) (per Hour) $2 2 2 2 2 2 2 2 2 2 $0 10 20 28 34 38 40 40 36 30 Marginal Revenue New Price of Product Strawberries $10 10 8 6 + NO + -4 -6 $4 4 4 4 4 4 4 4 4 4 New Total Revenue (per Hour) How many pickers would be hired at $12 an hour after the price change? picker(s) New Marginal Revenue Product

You are the operations manager for Louisiana Oysters, Inc. The company has designed new "Oyster shucking" knife that is expected to reduce risk of injury to the user. Your firm plans to begin production of these knives soon. Either of two machines, A or B could be used for in-house production. Machine A would have a fixed cost of $6000 and a variable cost of $5 per knife produced, and machine B would have a fixed cost of $9600 but a variable cost of $3 per knife. Each knife is expected to sell for $15. Determine the Range of annual “Volume of Business“[Q], for which each of the two alternative machines would be optimal i.e. best. Hint: Compute various break-even points for your evaluation

63- The biggest difference among football teams in terms of revenue-generating capacity is A- luxury box revenue B- local television in the city C- the cost of living in the city D- memorabilia sales