Cycle time: Bottleneck| Cycle time = 1/Capacity rate | | Inventory = Throughput Rate x Flow Time | Little’s Law: I = R x T | Inventory Turns (IT) = 1 / Flow time (T) = R / I | BCWS = Budgeted Cost of Work Scheduled BCWC = Budgeted Cost of Work Complete |ACWC = Actual Cost of Work Complete | Cost Variance CV = BCWC – ACWC | Schedule variance SV = BCWC – BCWS | Utilization=Demand /CAPACITY| Inventory Buildup rate IBR|No IBR if no stations limits Throughput rate| Capacity rate = 1 / Cycle
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this transaction. Terms called for a down payment of $500‚000 with the balance in two equal annual installments payable on December 15‚ 2014‚ and December 15‚ 2015. Ignore interest charges. Rigsby has a December 31 year-end. In 2013‚ Rigsby would recognize realized gross profit of entry at December 31‚ 2013? Gross profit % = ($4‚500‚000-3‚600‚000)/$4‚500‚000=20%2013:20%x$500‚000=$100‚000 In its December 31‚ 2013‚ balance sheet‚ Rigsby would report In 2013‚ Rigsby would recognize realized gross
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Training and Learning Standards A checklist and tool for developing and implementing high-quality training and learning interventions October 2012 INTRAHEALTH INTERNATIONAL i © 2012 IntraHealth International‚ Inc. IntraHealth International is a leader in supporting the development of an effective health workforce. We are committed to working toward the goal of people everywhere having access to qualified‚ supplied‚ and supported health workers who can provide essential health care
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Statement of contribution CASE STUDY 1 While doing this case study‚ I observed more information and knowledge about vision and mission in business. People are now usually confuse about the different between mission and vision; through this assignment I already have a brief idea and able to clarify these two. In simple sense‚ mission is all about the short-term plan of a business. Day by day‚ the management always needs to set expectation of which they want to achieve by the end of the working
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BALAncEd ScorEcArd BAckground The balanced scorecard is a set of financial and non-financial measures relating to the company’s mission‚ strategies‚ and critical success factors. The balanced scorecard puts vision and strategy at the center of the management control system. Vision and strategy drive performance measures‚ as opposed to the traditional performance measurement systems that provided their own‚ limited measures to management whether they were needed or not. The goal is
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Unit 1. Assignment 1. Homeostatic Imbalances Ericka Keil 3-26-13 A & P Homeostasis is the maintenance of somewhat stable conditions inside the body. Each and every body structure contributes in some way to keep the inside of our body’s and its functioning within normal limits. It is extremely important for proper functioning of all the human body systems. Sometimes our body fails like with Diabetes for example. Glucose is the main sugar that comes from the digestion
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Ashley Huston ILab‚ Week #2 CATIONS AND ANION LAB Introduction The purpose of this lab is to demonstrate a double-replacement reaction of ionic compounds. In this experiment‚ you will combine two ionic compounds. Both compounds are soluble in water. If a response happens between these two compounds‚ then a precipitate will form because one of the two resultant compounds is not soluble in water. This is a hint that a reaction took place. Cations are positively charged ions that are attracted
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Cheat Sheet: Note: UCC governs the sale of goods; NOT SERVICES Offer+acceptance+consideration=contract Four types of contracts: 1. consideration: when you have a contract for a bargained for exchange where the promisor receives a benefit to the promisee’s detriment; note: benefit/detriment has to induce the promise 2. moral obligation: promise+antecedent benefit (rare) 3. promissory estoppel: a contract exists when a person reasonably relies upon a promise to his detriment 4. form: some contracts
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The balanced scorecard The balanced scorecard is an approach for the company to transfer the strategies‚ objectives and missions into performance measures. It aims at assist the organization to complete and manage the strategies which the organization set up. The balanced scorecard has different perspectives‚ such as financial‚ customer‚ community and internal processes and employees. And also each perspective has two different indicators‚ lead and lag. Lag indicator is a measurement for the company
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Ilduara Busta Corporate Governance in Banking A European Study Corporate Governance in Banking A European Study ISSN 0906-6934 ISBN 978-87-593-8365-0 The PhD School in Economics and Business Administration CBS / Copenhagen Business School PhD Series 15.2008 CBS PhD nr 15 Ilduara Busta - OMSLAG.indd 1 10/06/08 13:53:41 Corporate Governance in Banking Ilduara Busta Corporate Governance in Banking A European Study CBS / Copenhagen Business School The PhD School
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