MGT 502 Final Review Questions 1. List and explain the three ways to decrease process throughput time. 1) Perform activities in parallel a. A serial approach results in the throughput time for the entire process being the sum of individual steps plus transport and waiting time between steps. Using a parallel approach can reduce throughput time by as much as 80 percent and produces a better result. 2) Change the sequence of activities b. Altering the sequence of activities
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Degree BACHELOR OF SCIENCE IN HOME TECHNOLOGY By KIRK ANTHONY R. RETORIANO January 2013 Republic of the Philippines AKLAN STATE UNIVERSITY College of Agriculture‚ Forestry and Environmental Sciences Banga‚ Aklan APPROVAL SHEET ON THE JOB TRAINING NARRATIVE REPORT TITLE : HANDS ON EXPERIENCE AT LA CARMELA de BORACAY RESORT HOTEL NAME : KIRK ANTHONY R. RETORIANO DEGREE : BACHELOR OF SCIENCE IN HOME TECHNOLOGY MAJOR : HOME MANAGEMENT IN FOOD
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|Turnover Ratio | |N.I. Net Income |XA Uncollectable | | |Accounts | | |~A Contra-Asset | | |(negative) | | |$ CASH | Balance sheet |Assets |Liabilities | |Current Assets |Current Liabilities | |Cash |Payable (Account‚ | |Marketable |Note‚Interest‚ | |Securities/Stocks |Salaries‚ Income | |Short Term |Tax)
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SAMPLE BALANCE SHEET Most accounting balance sheets classify a company’s assets and liabilities into distinctive groupings such as Current Assets; Property‚ Plant‚ and Equipment; Current Liabilities; etc. These classifications make the balance sheet more useful. The following balance sheet example is a classified balance sheet. Sample Balance Sheet: Example Company Balance Sheet December 31‚ 2010 ASSETS | | | LIABILITIES | Current Assets | | | Current Liabilities | | | Cash
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Table of Contents Introduction The objective of this report is to provide Mr. Paul Harvey‚ president with the detailed reasoning for the decisions recommended and also to figure out which products are losing money. As the company is operating in an oligopoly and has somewhat medium market share‚ setting our own prices is not an option. The giant Samra announces the prices for the products annually‚ and the other eight companies in the industry follow the price. Problem The organization
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20 INTRODUCTION : Computer Integrated Manufacturing‚ known as CIM‚ is the phrase used to describe the complete automation of a manufacturing plant‚ with all processes functioning under computer control and digital information tying them together. CIM is an example of the implementation of information and communication technologies (ICTs) in manufacturing. This starts with computer aided design‚ followed by computer aided manufacture‚ followed by
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Chapter 4 Homework 4-18 Job costing‚ normal and actual costing. Amesbury Construction assembles residential houses. It uses a job-costing system with two direct-cost categories (direct materials and direct labor) and one indirect-cost pool (assembly support). Direct labor-hours is the allocation base for assembly support costs. In December 2010‚ Amesbury budgets 2011 assembly-support costs to be $8‚300‚000 and 2011 direct labor-hours to be 166‚000. At the end of 2011‚ Amesbury is comparing the
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Introduction to Operations Management After completing this chapter‚ you should be able to: 1. Define the term operations management. 2. Identify the three major functional areas of organizations and describe how they interrelate. 3. Identify similarities and differences between production and service operations. 4. Describe the operations function and the nature of the operations manager’s job. 5. Summarize the two major aspects of process management. 6. Explain the key aspects of operations management
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Just-In-Time Manufacturing Just-In-Time manufacturing‚ commonly referred to as JIT‚ is a company wide philosophy aimed at eliminating a company ’s waste. Waste can be found in many forms. For example it can be defined in the material form such as plastic or metal scrap‚ or it can be defined in the administrative form as excessive overhead that slows production or adds an unnecessary expense. The basic theory behind JIT is a pull system that is driven by a demand of supplies. This results in
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and planning organizations establish a core business process called Customer Demand Planning (COP). The COP is a business planning process enabling sales teams to develop demand forecasts as input to manufacturing planning and control. The whole process has been termed as Demand Management. "Manufacturing organizations‚ whatever their products‚ face the same daily practical problem - that customers want products to be available in a shorter time than it takes to make them. This means that some level
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