Waymouth Manufacturing operates a contract manufacturing plant located in Dublin, Ireland. The plant provides a variety of electronics products and components to consumer goods manufacturers around the world. Cycle time is a critical success factor for Waymouth, which has developed a number of measures of manufacturing speed. Waymouth has studied the matter and found that competitive contract manufacturers have manufacturing cycle times (MCE) of about 35%. When last calculated, Waymouth’s MCE was 32%.   Key measures from the recent month’s production, averaged over all the jobs during that period, are as follows:   Activity Average Time (hours) New product development 24.0 Materials handling 0.5 Order setup 4.5 Machine maintenance 1.5 Order scheduling 16.0 Inspection of completed order 1.0 Pack and move to storage or ship 0.5 Manufacturing assembly 3.0 Order taking and checking 0.5 Receiving and stocking raw materials 1.0 Inspection of raw materials at start of production 3.0   Required: Determine the manufacturing cycle efficiency (MCE) for the recent month. (Round your answer to 1 decimal place (i.e. .123 = 12.3%).)

Please offer two examples of how the CMMI was really put into practice.

Issues: The Saudi Arabian market was initially introduced to online meal delivery services by HungerStation, one of the first and most popular food delivery apps in the country. However, the platform is beginning to lose many of its devoted users and receives an increasing number of complaints. Problems may be as the following: Delays can be caused by things like traffic congestion, wrong addresses, or a large number of orders, which lead to unhappy consumers and possible business loss. It is essential to respond quickly and effectively to consumer inquiries, complaints, or difficulties. Negative client evaluations and a tarnished reputation can be brought on by poor customer service, slow response times, or failure to address issues. Communication breakdown with partner restaurants or poor management might cause incomplete orders, incomplete deliveries, or delays. There are many businesses fighting for market share in the fiercely competitive online food delivery market. Continuous…

QoS levels in response time, availability, and security may be used to evaluate the AIT Lemass's performance. Talk about ways to improve service in any of the assessed categories.

Describe the importance of service blueprinting in designing and improving service processes.

How can businesses align their KPIs with their strategic goals to ensure effective performance measurement?

Describe the concept of a safety-critical system and provide examples of industries where such systems are commonly used.

DBS is also expecting the demand for its top-of-the range devices to increase further from the next year. Given the increase in annual requirement, the production manager is contemplating to start manufacturing the special components in-house to save costs rather than sourcing them from outside.   Given the current purchase price of $9000 per unit, what will the average annual requirement need to be in order to justify making the components in-house if the variable cost of making is $6750 per unit and an upfront fixed cost of $55,000,000 is needed to procure the necessary plant and equipment? However, in the event that the expected increase in demand does not materialize and the demand is actually forecast to drop to 20,000 units next year, then what will be the maximum price per unit that DBS would be willing to pay to the supplier in order to continue buying from them?     Going forward, if it is found to be a better decision to make the components in-house, DBS will then need to…

What is life cycle assessment, and what is its overall goal?

CEO John Spychalski is concerned about a problem that has existed at CBN railroad for almost 20 years now. The continuous problem has been that the locomotives used by the company are not very reliable. Even with prior decisions to resolve the problem, there still has not been a change in the reliability of these locomotives. Between 2013 and 2014, 155 new locomotives were purchased and one of CBN's repair shops was reno- vated. The renovated shop has been very inefficient. Spychalski estimated that the shop would complete 300 overhauls on a yearly basis, but instead it has only managed to com- plete an average of 160 overhauls per year. The company has also been doing a poor job servicing customers (that is, providing equipment). CBN has averaged only 87 to 88 percent equipment availability, compared to other railroads with availability figures greater than 90 percent. Increased business in the rail industry has been a reason for trying to reduce the time used for repairing the…