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- 5.1 data: Prepare a product-by-value analysis for the following products, and given the position in its life cycle, identify the issues likely to confront the operations manager and his or her possible actions. product alpha has annual sales of 1000 units and a contribution of $2,500; it is in the introductory stage. product bravo has annual sales of 1,500 units and a contribution of $3,000; it is int the growth stage. Product Charlie has annual sales of 3,500 and a contribution of $1,750; it is in the decline stage. *See that attached image* Use the data in solved problem 5.1 to examine what happens to the decision if Sarah King can increase all of design B yields from 59,000 to 64,000 by applying an expensive phosphorus to the screen at an added manufacturing cost of $250,000. Prepare the modified decision tree. What are the pay-offs, and which branch has the greatest EMV.a) Suppose that you were conducting a market analysis for a new textbook about technology 3 management.i. What would you need to know to identify a market segment?ii. How would you make a need assessment?iii. What should be the collection of services and products?Red Baron Airlines serves hundreds of cities each day, butcompetition is increasing from smaller companies affiliatedwith major carriers. One of the key competitive priorities ison-time arrivals and departures. Red Baron defines on time as any arrival or departure that takes place within 15 minutesof the scheduled time. To stay on top of the market, man-agement set the high standard of 98 percent on-time per-formance. The operations department was put in charge ofmonitoring the performance of the airline. Each week, a ran-dom sample of 300 flight arrivals and departures was checkedfor schedule performance. Table 3.6 contains the numbersof arrivals and departures over the last 30 weeks that did notmeet Red Baron’s definition of on-time service. Using three-sigma control limits based on 98 percent on time arrivalsor departures, what can you tell the management about thequality of service? Can you identify any nonrandom behaviorin the process? If so, what might cause the behavior?
- Briefly define or explain each of these tools:b. BenchmarkingQ1) QA: Explain Productivity Growth and give me example and what is the benefits of use productivity in organizations. QB: Distinguish in detail between manufacturing and service and give me example about process in manufacturing and service.Industrial Engineering Department 4. Due to increasing population, the aspiration is to raise their standard of living and further improve the quality of life. In what way human can improve the standard-of living or quality of life? Picture / Situation Advantages Page 2 I 4 Q +
- Typed My feedback depends on how good quality solution I get Thsnks12. please i need the external analysis for the PASTEL ( see below) -PESTEL analysis for Sony Corporation GroupQ5 Your company suffered from loss, and decided to cut jobs extensively to reduce costs, upper-level managers are spending significant amounts of time solving problems in the production units. On the other hand the production managers are displeased that they cannot make dec8isions for their own units. What recommendation would you make for this firm?
- What is overall equipment effectiveness(OEE%) and its purpose? Explain in brief.2) Paige Vincent is the RM at the City Center Novotel. For over 12 months, she has been working hard to improve the performance of her hotel. Paige just received the following performance data. Help her understand the revenue optimization trends for her property by completing the chart. Then, you will be asked to evaluate her efforts. City Center Novotel Performance: Occupancy % Novotel Comp Set Index This month 57.2 58.1 Last 3 months 55.1 57.7 Last 12 months 51.3 55.6 ADR This month $266.57 $270.15 Last 3 months $244.91 $269.69 Last 12 months $231.45 $268.95 RevPAR This month Last 3 months Last 12 monthsAshby Associates is an architectural firm located in Barbados that has been in practice only a few years. The market for architectural services is very competitive. To compete successfully, Ashby must deliver quality services at a low cost. Ashby presents the following data for 2018 and 2019.2018 20191. Number of jobs billed 40 502. Selling price per job $32,000 $30,0003. Architect labour hours 24,000 27,0004. Cost per architect labour hour $35 $365. Architect/software support capacity (number of jobs the firm can do) 60 606. Total cost of software-implementation support $168,000 $180,0007. Software-implementation support-capacity cost per job (row 6/row5) $2,800 $3,000Architect labor-hour costs are variable costs. Architect (software) support costs for each year depend on the Architect support capacity that Ashby chooses to maintain each year (that is, the number of jobs it can do each year). Architect support costs do not vary with the actual number of jobs done that year. i. Is…