for Drug Screening Biochemistry and Molecular Biology‚ Merck Frosst Centre for Therapeutic Research‚ 16711 TransCanada Hwy.‚ Kirkland‚ Quebec‚ Canada H9H 3L1; Phone: +1.514.428.3360; E-mail: christine_brideau@merck.com Abstract Many bottlenecks in drug discovery have been addressed with the advent of new assay and instrument technologies. However‚ storing and processing chemical compounds for screening remains a challenge for many drug discovery laboratories. Although automated storage
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LITTLEFIELD TECHNOLOGIES 2nd edition The Return of The Honeybadgers ------------------------------------------------- Executive Summary Over the span of 168 simulated days‚ team Honeybadgers managed the Littlefield Technologies job shop. The team’s objective was to maximize the firm’s cash position relative to the rest of the class. Using 50 days of historical data‚ the team reviewed re-order points‚ re-order quantity‚ capacity‚ lead times‚ and therefore contract terms. The team also weighed
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Question Number: 1 BASICS OF SUPPLY CHAIN MGMT (BSCM) :Businesswide Concepts The basic elements of the supply chain include: A) supply‚ manufacture‚ distribution. B) design‚ manufacture‚ inventory. C) engineer‚ design‚ manufacture. D) supply‚ engineer‚ manufacture. The correct answer is: A Even though different companies produce different products‚ the basic elements are the same: supply‚ manufacture‚ and distribution. (Arnold‚ Introduction to Materials Management‚ Chapter 1).
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CHAPTER 4: FLOW TIME ANALYSIS 4.3 Solutions to the Problem Set Problem 4.1 [a] Draw a process flow diagram. [b]. The theoretical flow time is 36 minutes: There are three paths through the system: A: Take Order – Food – Deliver – Bill → 4 + 18 + 12 + 2 = 36 mins B: Take Order – Wine – Deliver – Bill → 4 + 4.8 + 12 + 2 = 22.8 mins C: Take Order – Cart – Deliver – Bill → 4 + 10 + 12 + 2 = 28 mins Path A is critical so the TFT is 36 minutes [c]. The flow time efficiency is 36/60
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Review Want More from Lean Six Sigma? By Klaus Neuhaus and Peter Guarraia published by Harvard Business School Publishing - newsletter While Lean Six Sigma can be extremely effective in correcting manufacturing or service industry - related bottlenecks‚ it is less suitable for uncovering hidden sources of ineffectiveness‚ as well as diagnosing the biggest opportunities for improvement. To get the best value out of Lean Six Sigma‚ business and process - savvy companies take a “diagnostic X-ray”
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Case Study: Kristen’s Cookie Company Key questions to answer before you launch the business: 1) How long will it take you to fill a rush order? If we consider that one order is a dozen‚ the flow time is 26 minutes for the first order. 2) How many orders can you fill in a night‚ assuming you are open four hours each night? (4 hours = 240 minutes) If we consider that one order is a dozen‚ it will take me: * For the first order: 26 minutes * For the second order: 20 minutes
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I would like to start by saying that any corporate organizational structure depends on the product line and the industry in which the company operates. The companies belong to the continuum of either the functional or project organizations. Functional companies are organized around different technological processes. The top management of such organizations is responsible for the resource allocation‚ with the responsibility for the final output is not being tied to one single person. The use
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Introduction This report talks about the problems faced by Fruitvale branch of Manzana Insurance in the mid 1991 and recommendations given to them. Manzana insurance specializes in commercial insurance but the Fruitvale branch handles only property underwriting. Currently the branch is confronted with problems like high turnaround time‚ reduced profits and stiff competition from other players. Performance of the Fruitvale branch The Fruitvale branch
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Aspect of Company Performance Factors to be Considered Organizational Goal (per quarter) Actual Performance (most recent quarter) GAPS Financial Quarterly Profit Results Inventory Turnover (rate of product manufactured in that quarter sold within 1-2 months) $20‚000 90% $25‚000 110% Quarterly profits were higher than anticipated ($25‚000 versus $20‚000)‚ as was inventory turnover rate (110% versus 90%). Customer Customer Satisfaction Rate Customer Recommendation Rate (rate of new business
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ABERDEEN BUSINESS SCHOOL Coursework Submission Form Name | Vigneshwaran Palanisamy | Email: | 1118562@rgu.ac.uk | Course: | MSc Purchasing & Supply Chain Management | Module: | BSM 520 STRATEGIC PURCHASING | Date: | 10th April 2012 | For the attention of: | Carol Air | TABLE OF CONTENTS S.NO | TOPICS | PAGE NUMBER | 1 | EXECUTIVE SUMMARY | | 2 | INTRODUCTION | | 3 | OBJECTIVE | | 4 | THE KRALJIC PORTFOLIO MODEL | | 5 | CASE STUDY5.1 THE PORTFOLIO APPROACH5
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