A computer repair shop received several complaints about the length of time required to complete repairs. The management replied by adding 10% to the repair staff. Concerns about repair time fell rapidly, but complaints about repair expense grew dramatically. Surprisingly, when the manager reviewed repair expenses, he discovered that the average cost of repair had actually fallen in comparison to what it was before to the personnel expansion. What are some plausible explanations for the concerns, and what possible responses might the manager consider?
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A computer repair shop received several complaints about the length of time required to complete repairs. The management replied by adding 10% to the repair staff. Concerns about repair time fell rapidly, but complaints about repair expense grew dramatically. Surprisingly, when the manager reviewed repair expenses, he discovered that the average cost of repair had actually fallen in comparison to what it was before to the personnel expansion. What are some plausible explanations for the concerns, and what possible responses might the manager consider?
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. Ethical decisions that affect a buyers ethical perspective usually involve the organizational environment, cultural environment, personal environment, and industry environment. Analyze this scenario using these four variables.A computer repair shop had received a number of complaints on the length of time it took to make repairs. The manager responded by increasing the repair staff by 10 percent. Complaints on repair time quickly decreased, but then complaints on the cost of repairs suddenly increased. Oddly enough, when repair costs were analyzed, the manager found that the average cost of repair had actually decreased relative to what it was before the increase in staff. What are some possible explanations for the complaints, and what actions might the manager contemplate?
- (a) A computer repair shop had received a number of complaints on the length of time it took to make repairs. The manager responded by increasing the repair staff by 10 percent. Complaints on repair time quickly decreased, but then complaints about the cost of repairs suddenly increased. Oddly enough, when repair costs were analyzed, the manager found that the average cost of repair had actually decreased relative to what it was before the increase in staff. What are some possible explanations for the complaints, and what actions might the manager contemplate? (b) How do you relate inspection, cost, and quality? (c) An automatic filling machine is used to fill 2-liter bottles of cola. The machine’s output is approximately normal with a mean of 2.0 liter and a standard deviation of 0.024 liters. The output is monitored using the mean of samples of 36 observations.i. Determine upper and lower control limits that will include roughly 95 percent of the sample means when the process is in…A computer repair shop had recieved several complains on the length of time it took to make repairs. The manager responded by increase in the repair by 10 percent. Complaints on repair time quickly decreased but then complaints on the cost of repair suddenly increased. Oddly enough when repair costs were analyzed the managers found that average cost of repair had decreased relative to what was before the increase in staff. What are some possible explanations for the complaints and what actions might the manager contemplate?computer repair shop had received a number of complaints on the length of time it took to make repairs the manager responded by increasing the repair stuck by 10%. Complaints on repair time quickly decreased , but then complains on the cost of repairs suddenly increased. Oddly enough when repair cost were analyzed , the manager found that average cost of repair had actually decreased relative to what it was before the increase in staffWhat are some possible explanations for the complaints , and what actions might a manager contemplate?
- . The manager of Perrotti's Pizza collects data concerning customer complaints about pizza delivery. Either the pizza arrives late, or the wrong pizza is delivered. Problem Topping is stuck to box lid Pizza arrives late Wrong topping or combination Wrong style of crust Wrong size Pizza is partially eaten Pizza never arrives Frequency 17 35 9 6 4 3 6 a. Use a Pareto chart to identify the "vital few" delivery problems. Comment on potential root causes of these problems and identify any especially egregious quality failures. b. The manager of Perrotti's Pizza is attempting to understand the root causes of late pizza delivery and has asked each driver to keep a log of specific difficulties that create late deliveries. After 1 week, the logs included the following entries: delivery vehicle broke down, couldn't make it across town to deliver second pizza in time, couldn't deliver four pizzas to four different customers in time, kitchen was late in producing order, got lost, order ticket was…Bob's Construction Company employs 25 persons in a residential construction operation (NAICS 2361). There were 7 recordable incidents (1 fatality) for FY 2022. All employees worked full-time for the year with no vacation. What is the overall incident rate for Bob’s Construction Company? What is the industry average? How are they doing?A Food Processing company has proposed you as a management consultant. The firm seeks to implement the balanced scorecard tool in an attempt to monitor performance.The management has no idea about the balanced scorecard model and has approached you for guidance regarding the approach to implement it and the challenge such a model presents.a) Describe the balanced scorecard. b) Explain the steps that a company can take in designing and implementing the balanced scorecard.
- fishing shipping sailing 2. Why is the Gulf of Mexico a key shipping area? * Your answer 3. What is the closest body of water to you? * Your answer Submit Never submit passwords through Google Forms. This form was created inside of Alamance Burlington School System Report AbuseProductivity; Sustainability Telematics is a system of sensors installed on cars and trucks thatprovides current information on the status and operation of many of the vehicle’s parts. It can beused to show the location of the vehicle, the oil level, the condition of the brake pads, whether alllights are working, and whether a seatbelt is buckled, among many other potential measures. UnitedParcel Service (UPS) uses telematics on nearly one-half of its 55,000-vehicle U.S. truck fleet.Required1. Describe what you think is UPS’s strategy. Does telematics support UPS’s strategy, and if so, how?2. How can telematics be used to improve productivity and sustainability at UPS?2.1. Backwoods American, Inc., produces expensive water-repellent, down-filled parkas. The company implemented a total quality-management program in 2014. Following are quality-related accounting data that have been accumulated for the five-year period after the program’s start. Year 2015 2016 2017 2018 2019Quality Costs (000s)Prevention $3.2 10.7 28.3 42.6 50.0Appraisal 26.3 29.2 30.6 24.1 19.6Internal failure 39.1 51.3 48.4 35.9 32.1External failure 118.6 110.5 105.2 91.3 65.2Accounting Measures (000s)Sales $2,700.6 2,690.1 2,705.3 2,310.2 2,880.7Manufacturing cost 420.9 423.4 424.7 436.1 435.5 a. Compute the company’s total failure costs as a percentage of total quality costs for each of the five years. Does there appear to be a trend to this result? If so, speculate on what might have caused the…