123 Corporation a health club facility has two employees who work on lead generation. Each employee works 40 hours a week and is paid $ 15 an hour. Each employee identifies an average of 500 possible leads a week from a list of 10,000 names. Approximately 12 percent of the leads become members and pay a onetime fee of $110. Material costs are $150 per week, and overhead costs are $1,000 per week. Calculate the multi-factor productivity for this operation in fees generated per dollar of input.
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123 Corporation a health club facility has two employees who work on lead generation. Each employee works 40 hours a week and is paid $ 15 an hour. Each employee identifies an average of 500 possible leads a week from a list of 10,000 names. Approximately 12 percent of the leads become members and pay a onetime fee of $110. Material costs are $150 per week, and overhead costs are $1,000 per week. Calculate the multi-factor productivity for this operation in fees generated per dollar of input.
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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. 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.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 should Sharon do in this situation?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?
- Problem 16-15 (Algo) The owner of a large machine shop has just finished its financial analysis from the prior fiscal year. Following is an excerpt from the final report: Net revenue $ 378,000 Cost of goods sold 323,000 Value of production materials on hand 42,500 Value of work-in-process inventory 55,000 Value of finished goods on hand 21,500 Compute the inventory turnover ratio (ITR). (Round your answer to 1 decimal place.) Compute the weeks of supply (WS). (Do not round intermediate calculations. Round your answer to 1 decimal place.)Charles Lackey operates a bakery in Idaho Falls,Idaho. Because of its excellent product and excellent location,demand has increased by 25% in the last year. On far too manyoccasions, customers have not been able to purchase the bread oftheir choice. Because of the size of the store, no new ovens can beadded. At a staff meeting, one employee suggested ways to loadthe ovens differently so that more loaves of bread can be baked atone time. This new process will require that the ovens be loadedby hand, requiring additional manpower. This is the only thingto be changed. If the bakery makes 1,500 loaves per month witha labor productivity of 2.344 loaves per labor-hour, how manyworkers will Lackey need to add? (Hint: Each worker works160 hours per month.)The owner of a large machine ship has just finished its financial analysis from the prior fiscal year. The following is an excerps from the final report. Net revenue Cost of goods sold Value of production materials on hand $41,500 Value of work-in-process inventory $31,000 Value of finished goods on hand a. Compute the inventory turnover ratio (ITR). b. Compute the weeks of supply (WS). $22,500 $500,000 $328,250
- The owner of a large machine shop has just finished its financial analysis from the prior fiscal year. The following is an excerpt from the final report Net revenue $ 343,000 Cost of goods sold 302,000 Value of production materials on hand 42,500 Value of work-in-progress inventory 69,000 Value of finished goods on hand 28,000 Compute the inventory turnover ratio (ITR). (Round 1 decimal place) Compute the weeks of supply (WS) (Do not round immediate calculation. Round 1 decimal place)1. Nasrin, Rashed and Tahmid run a Chocolate manufacturing company. Their productionruns 30-hour per week and they pay $6 per hour to their labors. Material cost is $3.5 per lbs.Machine productivity is 2.5 times weekly labor cost. Overhead is $300 per week. The weeklyproductivity figures are given below:Weeks Output (Units) Labors Material (lbs)1 1400 8 362 1500 9 343 1250 6 334 1300 7 35 a) Compute multi-factor productivity of machine and material for each of the monthsshown for their Chocolate manufacturing firm.b) Compute multi-factor productivity of Labor and Overhead for each of the months shownfor their Chocolate manufacturing firm.c) Compute total productivity measure for each of the months shown for their Chocolatemanufacturing firm.d) What do the productivity figures suggest? undefinedCarpet City recorded the following data on carpet installa-tions over the past week. Use the data to calculate the average rate (in yards per hour) at which carpet can be installed. Installation 1 2 3Square yards 1225 1435 2500No. of workers 4 3 5No. of hours per worker 3 5 6
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