Principles of Operations Management: Sustainability and Supply Chain Management (10th Edition)
10th Edition
ISBN: 9780134181981
Author: Jay Heizer, Barry Render, Chuck Munson
Publisher: PEARSON
expand_more
expand_more
format_list_bulleted
Question
Chapter 15, Problem 2CS
Summary Introduction
Case summary:
The case deals about the store that manufactures old Oregon tables. There are four employees (Person T, Person G, Person L, and Person C), who deal with the operations such as preparation, assembly, finishing, and packaging. Each one would deal with a specific operation. However, all the four are able to do all the four operations. Person R is hired to perform major duties and help when the employees are absent. The time taken by each employee to perform every task is as follows:
Preparation | Assembly | Finishing | Packaging | |
Person T | 100 | 60 | 90 | 25 |
Person G | 80 | 80 | 60 | 10 |
Person L | 110 | 90 | 80 | 10 |
Person C | 120 | 70 | 100 | 25 |
Person R | 110 | 80 | 100 | 10 |
To determine: The fastest way to manufacture the tables using Person R instead of any of the employee.
Expert Solution & Answer
Want to see the full answer?
Check out a sample textbook solutionStudents have asked these similar questions
Walt Marshall—Supervisor of Repair Crew
You are the head of a crew of telephone maintenance workers, each of whom drives a small service truck to and from the various jobs. Every so often you get a new truck to exchange for an old one, and you have the problem of deciding which of your crew members you should give the new truck. Often there are hard feelings, since each seems to feel entitled to the new truck, so you have a tough time being fair. As a matter of fact, it usually turns out that whatever you decide is considered wrong by most of the crew.
You now have to face the issue again because a new truck has just been allocated to you for assignment. In order to handle this problem what will you do?
Joanne supervised 36 professionals in 6 city libraries to cut the costs of unnecessary overtime, she issued this one-sentence memo to her staff
when workloads increase to a level requiring hours in excess of an employee's regular duty assignment, and when such work is estimated to require a full shift of (8) hours or more on two (2) or more consecutive days even when unscheduled days intervene, an employee's tour f duty shall be altered to include the hours when such work must be done, unless an adverse impact would result from such employee's absence from his previously scheduled assignment
after the 36 copies were sent out, joanne's office received 26 phone call asking what the memo meant,what the 10 people who didn't call about the memo thought is uncertain. it took a week to clarify a new policy
1. who is communicating to whom, about what, how and why?
2. what was the goal of communication in each base?
3. explain what costs/losses were incurred by this problem
Joanne supervised 36 professionals in 6 city libraries to cut the costs of unnecessary overtime, she issued this one-sentence memo to her staff
when workloads increase to a level requiring hours in excess of an employee's regular duty assignment, and when such work is estimated to require a full shift of (8) hours or more on two (2) or more consecutive days even when unscheduled days intervene, an employee's tour f duty shall be altered to include the hours when such work must be done, unless an adverse impact would result from such employee's absence from his previously scheduled assignment
after the 36 copies were sent out, joanne's office received 26 phone call asking what the memo meant,what the 10 people who didn't call about the memo thought is uncertain. it took a week to clarify a new policy
1. identify communication error
2. identify possible solutions or strategies that would have been prevented the problem, and what benefits would have be derived from implementing…
Chapter 15 Solutions
Principles of Operations Management: Sustainability and Supply Chain Management (10th Edition)
Ch. 15 - Prob. 1EDCh. 15 - Prob. 1DQCh. 15 - Prob. 2DQCh. 15 - Prob. 3DQCh. 15 - Prob. 4DQCh. 15 - Prob. 5DQCh. 15 - Prob. 6DQCh. 15 - Prob. 7DQCh. 15 - Prob. 8DQCh. 15 - Prob. 9DQ
Ch. 15 - Prob. 10DQCh. 15 - Prob. 11DQCh. 15 - Prob. 12DQCh. 15 - Prob. 13DQCh. 15 - Prob. 1PCh. 15 - Prob. 2PCh. 15 - Prob. 3PCh. 15 - Prob. 4PCh. 15 - Prob. 5PCh. 15 - Prob. 6PCh. 15 - Prob. 7PCh. 15 - Prob. 8PCh. 15 - Prob. 9PCh. 15 - Prob. 10PCh. 15 - Prob. 15PCh. 15 - Prob. 16PCh. 15 - Prob. 17PCh. 15 - Prob. 18PCh. 15 - Prob. 19PCh. 15 - Prob. 20PCh. 15 - Prob. 21PCh. 15 - Prob. 22PCh. 15 - Prob. 23PCh. 15 - Daniels Barber Shop at Newark Airport is open 7...Ch. 15 - Given the following demand for waiters and...Ch. 15 - Prob. 1CSCh. 15 - Prob. 2CSCh. 15 - Prob. 3CSCh. 15 - Prob. 4CSCh. 15 - Prob. 1.1VCCh. 15 - Prob. 1.2VCCh. 15 - Prob. 1.3VCCh. 15 - Prob. 2.1VCCh. 15 - Prob. 2.2VCCh. 15 - Why is seniority important in scheduling servers?Ch. 15 - Prob. 2.4VC
Knowledge Booster
Similar questions
- Describe two different examples of how an employee in the back of the house must serve an employee in the front of the house and explain the importance of this working relationship.arrow_forwardJoanne supervised 36 professionals in 6 city libraries. To cut the costs of unnecessary overtime, she issued this one-sentence memo to her staff.“When workloads increase to a level requiring hours in excess of an employee’s regular duty assignment, and when such work is estimated to require a full shift of eight (8) hours or more on two (2) or more consecutive days, even though unscheduled days intervene, an employee’s tour of duty shall be altered so as to include the hours when such work must be done, unless an adverse impact would result from such employee’s absence from his previously scheduled assignment.”After the 36 copies were sent out, Joanne’s office received 26 phone calls asking what the memo meant. What the 10 people who didn’t call about the memo thought is uncertain. It took a week to clarify the new policy. discuss the “communication pitfalls” in the communication process and how this could be avoided.arrow_forward7:28 < Jaell ühösi Short Shorts MINICASE: MGMT - 11 BUSINESS ETHICS PROGRAM Short Shorts Тоpic: Workplace Policies and Discrimination The Sandtrap Don, Manager of The Sandtrap Fred, Owner of The Sandtrap Characters: Lucy, Employee Lucy, a college student, is a waitress at a popular eating and drinking establishment called The Sandtrap, located on the local beach. This restaurant is known for nightly bands and great entertainment. The usual uniform for waitresses is jeans or similar long pants and a "Sandtrap" T-shirt. Business is always good during the spring and summer months while everyone is vacationing, but during the winter months there is a steady decline. In an effort to improve business during the off-season months, Fred, the Sandtrap's owner, tried a number of new strategies and gimmicks to increase patronage. A past plan was to include extended happy hour specials and complimentary forger foods to customers. His latest successful strategy is to require all waitresses to wear…arrow_forward
- Jennifer supervised 50 employees in 5 departments. She sent a memo to her team in order to be efficient and cut costs of unnecessary overtime. The message was the following: “When workloads increase to a level requiring hours in excess of an employee’s regular duty assignment, and when such work is estimated to require a full shift of eight hours or more on two or more consecutive days, even though unscheduled days intervene, an employee’s tour of duty shall be altered so as to include the hours when such work must be done, unless an adverse impact would result from such employee’s absence from his previously scheduled assignment”. After the 50 copies were sent out, Jennifer’s office received 40 phone calls asking what the memo meant. The 10 employees left did not call but their thoughts about the memo is uncertain. It took two weeks to clarify the new policy. What is the main problem that the supervisor is trying to solve? What is the purpose of the message: to inform, persuade,…arrow_forwardWhat are the alternative forms of work cells discussed in this textbook?arrow_forwardDefine the term Job rotation.arrow_forward
- Marshall learned how to drive a forklift and received a bonus. What type of pay or bonus is this? knowledge bonus job perk spot bonus skill payarrow_forwardJohn Schnatter: Papa John's John Schnatter, founder of Papa John's, a fast-growing pizza franchise with more than 4,400 outlets in every American state and 34 global markets, makes personal visits to some of his franchisees' stores four or five times each week to make sure they are performing up to the company's standards. Franchisees say Schnatter, known for his attention to detail, often checks pizzas for air bubbles in the crust or tomato sauce for freshness and quality of cheese. Once, when John Schnatter was visiting a franchisee in Texas, the franchisee objected on the training programs, saying, the training department visits them once a year and instead of offering their staff a complete training on making pizza, they just ask if everything is going alright. What drawback of having a franchise appeared in this scenario? * contract terms and renewal unsatisfactory training programs strict adherence to standardized operations market saturationarrow_forwardWhen creating a job breakdown structure, what exactly do you need to know?arrow_forward
- Assessment1. How would the employees who remained be affected by the unjust termination of a colleague? 2. What do you think is the reason why outplacement for laid-off employees should be away from company headquarters? 3. Why should you complete a termination interview for at most 15 minutes? 4. Suppose you have to choose who to lay off between an employee who is about to retire and a new employee who shows significant potential. What would be your considerations in choosing the person to lay off? Who will you choose to lay off then?arrow_forwardwhat is meant by flexible work arrangementarrow_forwardAs an incentive for disabled workers to return to work as soon as possible, many Di policies offer a residual disability benefit, one that will pay the disabled a portion of his benefits if he is able to work part-time following a period of total disability. Which of the following conditions need to be met for this benefit to apply? 1. There has to be a minimum period of total disability under the contract, often six months, including the waiting period. 4 2. There are minimum and maximum income requirements for an insured to qualify for residual benefits normally 20%. 3. If the insured earns 60% of his pre-disability income, he will receive no benefit 4. If the insured only earns 20% or less of his pre-disability income, he will qualify for full benefits. 5. Earnings between 20 % and 60% of pre-disability income will result in a pro-rata benefit, proportional to the percentage of income lost to disability. Select one: 1,2,3 & 4 b. 1,2 & 4 Oc 1,2,4&5 d. 2,3,4 & 5arrow_forward
arrow_back_ios
SEE MORE QUESTIONS
arrow_forward_ios
Recommended textbooks for you
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,Operations ManagementOperations ManagementISBN:9781259667473Author:William J StevensonPublisher:McGraw-Hill EducationOperations and Supply Chain Management (Mcgraw-hi...Operations ManagementISBN:9781259666100Author:F. Robert Jacobs, Richard B ChasePublisher:McGraw-Hill Education
- Purchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage LearningProduction and Operations Analysis, Seventh Editi...Operations ManagementISBN:9781478623069Author:Steven Nahmias, Tava Lennon OlsenPublisher:Waveland Press, Inc.
Practical Management Science
Operations Management
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:Cengage,
Operations Management
Operations Management
ISBN:9781259667473
Author:William J Stevenson
Publisher:McGraw-Hill Education
Operations and Supply Chain Management (Mcgraw-hi...
Operations Management
ISBN:9781259666100
Author:F. Robert Jacobs, Richard B Chase
Publisher:McGraw-Hill Education
Purchasing and Supply Chain Management
Operations Management
ISBN:9781285869681
Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. Patterson
Publisher:Cengage Learning
Production and Operations Analysis, Seventh Editi...
Operations Management
ISBN:9781478623069
Author:Steven Nahmias, Tava Lennon Olsen
Publisher:Waveland Press, Inc.