considering the use of per diem nurses‚ use of overtime for your current staff‚ or just working with the available staff needs to be decided by the nurse manager. The pros and cons of each option will be discussed. When using per diem nurses or giving overtime to the current nurses‚ the one of the concerns is budget. Even though per diem nurses are paid more hourly than a normal hourly pay for a current nurse‚ this changes when looking at overtime pay. Per diem nurses cost $35.00 an hour‚ which
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workers employed in month t (t = 1‚..‚12) Ot = # of hours of overtime in month t (t = 1‚..‚12) It = # of units (000s) held in inventory at the end of month t (t = 1‚..‚12) Ct = # of units (000s) subcontracted in month t (t = 1‚..‚12) Pt = # of units (000s) produced in month t (t = 1‚..‚12) Parameters: Dt = # of units (000s) demanded in time period t (t = 1‚…12) Problem 8-1: Minimize Subject to: Inventory constraints: Overtime constraints: Production constraints: Workforce constraints:
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per week‚ are Plant 1‚ regular time 27‚000 units Plant 1‚ on overtime 7‚000 units Plant 2‚ regular time 20‚000 units Plant 2‚ on overtime 5‚000 units Plant 3‚ regular time 25‚000 units Plant 3‚ on overtime 6‚000 units If A-C shuts down any plant‚ its weekly costs will change‚ as fixed costs are lower for a non-operating plant. Table 1 shows production costs at each plant‚ both variable at regular time and overtime‚ and fixed when operating and shut down. Table 2 shows distribution
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Maffett‚ 2014). Risk management can assess for fatigue-related risks such as staff working overtime‚ being under staff and policies that encourages over time. To prevent work fatigue employers can provide compensation and an appropriate staffing system which will allow nurses to work in a safe and healthful environment in which the nurses will not feel compelled to seek supplemental income by working overtime which will lead to fatigue (Phillip & Maffett‚ 2014). The Center for American Nurses recommend
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1. ------------------------------------------------- Consider a firm with a daily demand of 100 units‚ a production rate per day of 500 units‚ a setup cost of $200‚ and an annual holding cost per unit of $10. Suppose that the firm operates 300 days per year. How many units of inventory must their storage area be able to hold? ------------------------------------------------- Answer | | close to 975 | | | close to 980 | | | close to 1095 | | | close to 1224 | | | close to 1225 | 5 points
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National Cranberry Cooperative In early 1981‚ at the National Cranberry Cooperative’s receiving plant number 1 (RP1)‚ overtime costs are too high and delivery trucks and their drivers have to wait several hours to unload. The trucks have to wait because the plant’s holding bins fill up and there is not temporary storage. The holding bins fill up because within the cranberry operating system there is a bottleneck‚ a place in the production process where production slows down because of a slow or
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Hours of Work | Work Operation/Shift Schedule | Shift Premium | Overtime | Rest/Meal Period | Opening Position | 2 Operating Shifts being run by 2 shift groups. (40 hour work week) Morning Shift (60% Workforce) Evening Shift (40% Workforce)Each employee will be working on 8-hour shift. Schedule of Shifts will run on a 5 day a week. Morning Shift -5 days (Monday to Friday) 8 hours fixed‚ with 2 consecutive days off (Saturday & Sunday off)Evening Shift – 5 days (Monday to Friday) 8 hours
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References: Alexis. W. (2010‚ September 10). What is Scope of Employment. Retrieved from http://www.wisegeek.com/what-is-scope-of-employment.htm Employment Law: Overtime Pay Exemptions. (2010) Retrieved from http://www.scalaw.com/faqs/wageAndHourLaw/overtimeExemption.php Halbert‚ T.‚ & Ingulli‚ E. (2010). Law and Ethics in the Business Environment Mason‚ Ohio: Cengage Learning Segal‚ A.‚ J. (1994‚ June 01)
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are as follows Plant 1 regular time 27‚000 units Plant 1 on overtime 7‚000 units Plant 2 regular time 20‚000 units Plant 2 on overtime 5‚000 units Plant 3 regular time 25‚000 units Plant 3 on overtime 6‚000 units If A-C shuts down any plants any plants‚ its weekly costs will change‚ as fixed costs are lower for a non-operating plant. Table 1 shows production costs at each plant‚ both variable at regular time and overtime‚ and fixed when operating and shut down. Table 2 shows distribution
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delivered will be up to 70%‚ around 955.5bbls/hr on average (1‚365*70%)‚ so the Drying capacity is too small to answer the need. Drying will be the crucial bottleneck. During the non-peak period‚ there’s no bottleneck. 2. Explain why so much overtime is required. Table 1. Chart A( extended) day total deliveries wet percent wet barrels dry barrels 20-Sep 16014 0.31 4964 11050 21-Sep 17024 0.39 6639 10385 22-Sep 16550 0.39 6455 10096 23-Sep 18340 0.42 7703 10637
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