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In preparation for this discussion, read Chapter 5 in your textbook and review the Harvard

Question: In preparation for this discussion, read Chapter 5 in your textbook and review the Harvard Business Review case study “Box: The Evolution of Management Practices in a Start-Up.” Then, based on what you provided in the Module Two discussion question, share your response to the following question: What lessons did you learn from the Box case study that youIn preparation for this discussion, read Chapter 5 in your textbook and review the Harvard Business Review case study “Box: The Evolution of Management Practices in a Start-Up.” Then, based on what you provided in the Module Two discussion question, share your response to the following question: What lessons did you learn from the Box case study that you could apply to the Precision case study? (The case study “Appraising Performance at Precision” can be found in Chapter 3 of your textbook.)
Introduction Thank you for your response, I agree that performance appraisal is examination of employees to evaluate their performances and give their employees a chance to analyze their efforts for growth and development in an organization. I have l…View the full answer

Rocky Mountain Tire Center sells 7,000 go-cart tires per year. The ordering cost for

Question: Rocky Mountain Tire Center sells 7,000 go-cart tires per year. The ordering cost for each order is $35, and the holding cost is 30% of the purchase price of the tires per year. The purchase price is $22 per tire if fewer than 200 tires are ordered, $19 per tire if 200 or more, but fewer than 5,000, tires are ordered, and $15 per tire if 5,000 or more tiresSee the answerSee the answerSee the answer done loading
Show transcribed image textSOLUTION FORMULAS USED Rocky Mountains tire order each time it time it places an order will be “5000” T…View the full answerTranscribed image text: Rocky Mountain Tire Center sells 7,000 go-cart tires per year. The ordering cost for each order is $35, and the holding cost is 30% of the purchase price of the tires per year. The purchase price is $22 per tire if fewer than 200 tires are ordered, $19 per tire if 200 or more, but fewer than 5,000, tires are ordered, and $15 per tire if 5,000 or more tires are ordered. a) How many tires should Rocky Mountain order each time it places an order? Rocky Mountain’s optimal order quantity is units (enter your response as a whole number).

1. Consider a country, for example, Norway that wants to decide whether to join

Question: 1. Consider a country, for example, Norway that wants to decide whether to join an area of fixed exchange rate, for example, the Eurozone. Use the GG-LL diagram which shows the efficiency gain and the stability loss from joining the Eurozone against the degree of integration between Norway and the Eurozone, to answer the following questions. Denote theAsk an expertAsk an expertAsk an expert done loadingShow transcribed image textTranscribed image text: 1. Consider a country, for example, Norway that wants to decide whether to join an area of fixed exchange rate, for example, the Eurozone. Use the GG-LL diagram which shows the efficiency gain and the stability loss from joining the Eurozone against the degree of integration between Norway and the Eurozone, to answer the following questions. Denote the critical level of economic integration above which the gains exceed the costs of joining the area by 0. a. Suppose that Norway and the Eurozone have signed a free trade agreement (FTA) to reduce trade barriers. Show how the GG-LL diagram and 8 are affected. Explain why. b. Suppose that Norway has imposed a restriction on immigration. Show how the GG-LL diagram and are affected. Explain why.

INSTRUCTIONS Explain Shein’s Business Model by applying the Knowledge Management Cycle to it – i.e. explain

History Assignment Help Question: INSTRUCTIONS Explain Shein’s Business Model by applying the Knowledge Management Cycle to it – i.e. explain how Shein captures, shares and applies knowledge and how they assess, contextualise and update their knowledge during this process. Choose a company from another industry – not clothing, shoes, fashion accessories or homeware. Analyse how they applyINSTRUCTIONS
Explain Shein’s Business Model by applying the Knowledge Management Cycle to it – i.e. explain how Shein captures, shares and applies knowledge and how they assess, contextualise and update their knowledge during this process.
Choose a company from another industry – not clothing, shoes, fashion accessories or homeware.
Analyse how they apply the Knowledge Management Cycle to their business model.
Evaluate what elements of Shein’s business model could be applied to this company illustrating the points that can with examples and the points that can’t with explanations of the obstacles.
Recommend whether the company should maintain its existing business model or adopt characteristics of Shein’s one

Background Draft RFP All for Life Part 2 Rashid Khan and Anton Nelson stood

Question: Background Draft RFP All for Life Part 2 Rashid Khan and Anton Nelson stood back from the white board in the conference room. They had spent the morning developing the “go to Market” requirements to replace the aging and unreliable Material Handling Equipment (MHE) at All for Life Inc. Rashid turned to Anton “what I need from you is a first draft of the RFPAsk an expertAsk an expertAsk an expert done loading
Please write an answer for VENDOR INSTRUCTIONS ( IT’S URGENT)
Vendor Instructions
RFP Response Format: Describe the format and structure of the response required from the Vendor. Include tables, spreadsheets, lists, etc. if needed to ensure the responses from each vendor will be formatted consistently to aid evaluation.
Contact Information: Provide the contact details for the responsible purchasing individual within AFLI.
Applicable Regulations: Unlikely for AFLI, but for government purchasing there may be governing regulations and laws that the vendor must be compliant with.
Show transcribed image textTranscribed image text: Background Draft RFP All for Life Part 2 Rashid Khan and Anton Nelson stood back from the white board in the conference room. They had spent the morning developing the “go to Market” requirements to replace the aging and unreliable Material Handling Equipment (MHE) at All for Life Inc. Rashid turned to Anton “what I need from you is a first draft of the RFP Absolutely said Anton! Is there a template or a process to follow?. Rashid peered over his glasses and said perhaps you should spend some time with Bob Bell as he can clarify. Now Remember Rashid, clarity and structure are crucial for an RFP. If you do a poor job on the RFP, evaluating vendor responses will be difficult. Don’t forget the evaluation criteria must be included so vendors know how they will be scored. Rashid closed by telling Anton, this is a chance to show us what you can do for AFLI! The process and new MHE is expected to be completed and all MHE on site within 6 months. 2 SCM 5004 All for Life’s Requirements .. Needs: Go to Market: Software to track fleet Lift truck (s) Quality MHE but not top of line Conduct an operational review. Recommend a MHE flect composition that meets operational requirements for cost, flexibility, and quality. Provide fleet management, training, and maintenance services. No break-downs – good maintenance program Spare parts Evaluation Criteria: Lowest TCO over three year term. Contract T

QUESTION 3 COVID-19 became the accelerator for something that we should have done a

Question: QUESTION 3 COVID-19 became the accelerator for something that we should have done a few years ago. The irony is that the changes had already started to happen, and we were starting to catch up. Pandemic or not, external forces were already accelerating the need to set a clear learning strategy for the business. Refer to case study in general plus outsourced

Show transcribed image textSolution… description of the changing business global environment and how it may impact businesses or organizations. The business global environment is constantly changing. The outbreak of COVID-19 has accelerated the need for businesses to set a c…View the full answerTranscribed image text: QUESTION 3 COVID-19 became the accelerator for something that we should have done a few years ago. The irony is that the changes had already started to happen, and we were starting to catch up. Pandemic or not, external forces were already accelerating the need to set a clear learning strategy for the business. Refer to case study in general plus outsourced other information to fully describe the changing business global environment and how it may impact on businesses or organisations. Also suggest and elaborate ways of how businesses can respond to such changing dynamics. Discuss fully how Coca Cola responded in this case. [50]

Radovilsky Manufacturing Company, in Hayward, California, makes flashing lights for toys. The company operates

Question: Radovilsky Manufacturing Company, in Hayward, California, makes flashing lights for toys. The company operates its production facility 300 days per year. It has orders for about 11,900 flashing lights per year and has the capability of producing 105 per day. Setting up the light production costs $51. The cost of each light is $1.00. The holding cost is $0.05
Show transcribed image text 100% (1 rating)Answer: Given that: Annual Demand (D) = 11900 Daily Demand (d) = 11900 / 300 = 39.667 Produc…View the full answerTranscribed image text: Radovilsky Manufacturing Company, in Hayward, California, makes flashing lights for toys. The company operates its production facility 300 days per year. It has orders for about 11,900 flashing lights per year and has the capability of producing 105 per day. Setting up the light production costs $51. The cost of each light is $1.00. The holding cost is $0.05 per light per year. a) What is the optimal size of the production run? units (round your response to the nearest whole number).

Joe Henry’s machine shop uses 2,510 brackets during the course of a year. These

Question: Joe Henry’s machine shop uses 2,510 brackets during the course of a year. These brackets are purchased from a supplier 90 miles away. The following information is known about the brackets: Annual demand 2,510 Holding cost per bracket per year Order cost per order Lead time $1.55 $18.25 2 days 250 Working days per year a) What is the EOQ? units (round your
Show transcribed image textHello, Let us solve this problem on economic order qua…View the full answerTranscribed image text: Joe Henry’s machine shop uses 2,510 brackets during the course of a year. These brackets are purchased from a supplier 90 miles away. The following information is known about the brackets: Annual demand 2,510 Holding cost per bracket per year Order cost per order Lead time $1.55 $18.25 2 days 250 Working days per year a) What is the EOQ? units (round your response to two decimal places).

Manager’s Hot Seat: Control—Losing Control with Automation Control is making something happen the way it

Question: Manager’s Hot Seat: Control—Losing Control with Automation Control is making something happen the way it was planned to happen. Controlling is defined as monitoring performance, comparing it with goals, and taking corrective action as needed. Controlling is the fourth management function, along with planning, organizing, and leading, and its purpose is
Manager’s Hot Seat: Control—Losing Control with Automation

Control is making something happen the way it was planned to happen. Controlling is defined as monitoring performance, comparing it with goals, and taking corrective action as needed. Controlling is the fourth management function, along with planning, organizing, and leading, and its purpose is plain: to make sure that performance meets objectives.

Appsung has developed the 15th edition of its popular H-Line mobile device and has started manufacturing. The phone went on sale last week, but Appsung can’t keep up with demand. A couple of managers are meeting on the production line to discuss the issues the company is facing. How is the leadership team handling the situation? How would you?

Which of the following core total quality management (TQM) principles is Leo exhibiting?
Multiple Choice
get every employee involvedIncorrect

continuous improvement

None of the answers are correct.

use of accurate standards

listen to and learn from customers and employees

Are other countries wanting to invest in your Italy? Why or why not? Support your answer with research.

Question: Are other countries wanting to invest in your Italy? Why or why not? Support your answer with research.
Show transcribed image textANSWER FOR THE QUESTION: Italy is presently the world’s eighth-largest economy, a member of the G7 cluster, and a worldwide leader in an exceedingly vary of business sectors, as well as the textile, machinery,…View the full answerTranscribed image text: Are other countries wanting to invest in your Italy? Why or why not? Support your answer with research.

Boeing Continuing Case—Part 6 This is the sixth and final part of the Boeing

Question: Boeing Continuing Case—Part 6 This is the sixth and final part of the Boeing continuing case. Each part considers issues confronting Boeing as it attempts to manage problems associated with the Boeing 737 MAX tragedy. Part 6 integrates concepts covered in Chapter 16. Read the case and answer the questions that follow. CHAPTER 16: CONTROL SYSTEMS ANDSee the answerSee the answerSee the answer done loadingBoeing Continuing Case—Part 6

This is the sixth and final part of the Boeing continuing case. Each part considers issues confronting Boeing as it attempts to manage problems associated with the Boeing 737 MAX tragedy. Part 6 integrates concepts covered in Chapter 16.

Read the case and answer the questions that follow.

CHAPTER 16: CONTROL SYSTEMS AND QUALITY MANAGEMENT: TECHNIQUES FOR ENHANCING ORGANIZATIONAL EFFECTIVENESS

Let’s consider whether or not the control function contributed to the 737 MAX disaster.

Quality Control at Boeing

We’ve discussed the fatal flaws with Boeing’s overhaul of the 737 airframe and the Maneuvering Characteristics Augmentation System (MCAS). The aircraft’s design and technical systems aren’t the only causes of the MAX crashes. Department of Justice (DOJ) and Federal Aviation Administration (FAA) investigators have also raised concerns about Boeing’s quality control and production safeguards. For example, inspectors found that assemblers unintentionally left debris in fuel tanks and other interior spaces of almost half of undelivered MAX planes. The debris included tools, rags, and other materials, which can pose serious safety hazards by clogging fuel lines and damaging sensors, pumps, and interior linings.1

Boeing’s lack of quality control isn’t only tied to the MAX’s production at its Renton, Washington factory. In fact, regulators have discovered similar flaws in the production of another Renton-produced airplane, Boeing’s military refueling tanker.2 Airlines have also complained about the quality of a larger Boeing commercial plane, the 787 Dreamliner. KLM Royal Dutch Airlines, for example, described Boeing’s quality control at a South Carolina plant—where Dreamliners are built—as “way below acceptable standards.” United Airlines also complained about quality control issues, noticing 20 defects when it inspected a Dreamliner that was delivered in April 2019. Among the issues KLM, United, and other airlines uncovered included loose seats, dented panels, missing and incorrectly installed pins, nuts and bolts not fully tightened, and a fuel-line clamp that was not secured.3

The FAA is considering fining Boeing millions of dollars over quality control issues. Regulators also are planning on enhanced assembly-line inspections to ensure the airplane maker has made good on its promise to take corrective action.4 Government inspectors may find themselves as a rare set of quality control inspectors given that the airplane maker is planning to eliminating up to 900 quality-inspector positions as part of a cost-cutting measure. Boeing leadership claims that a second set of eyes won’t be necessary after mechanics have completed their jobs because tasks have been redesigned to get done right the first time, and smart tools and technology are being deployed to monitor quality. Some experts believe the job cuts are a mistake and point to evidence showing an unacceptable defect rate at Boeing’s plants. For example, the airplane maker uses a “Process Monitoring” system—which randomly audits a small percentage of jobs in certain categories—to ensure there is a 95 percent production acceptability rate. According to the Seattle Times, some of Boeing’s production categories, such as electrical, failed to meet this 95 percent pass rate.5

Getting Production off the Ground

Boeing has committed to improving its control over the production process and restarted limited manufacturing of the MAX in May 2020. The airplane maker restarted at a slower rate as the company is focusing on improving quality and efficiency before increasing its output.6 Though Boeing can control its production quality, there is much uncertainty surrounding its supply chain. Many of its 600 prime suppliers began doing work for Airbus once Boeing suspended MAX production.7 Others were forced to downsize because of the coronavirus pandemic and the resulting reduction in air travel. MAX engine supplier General Electric, for example, laid off approximately 2,500 employees in March 2020 and is eyeing additional furloughs.8

In addition to competing with Airbus for a dwindling number of suppliers, Boeing needs to update technical systems like MCAS and remedy other defects from its initial production. These issues will create delays in delivering MAX aircraft to customers even if the FAA ends up clearing the plane for operation.9

Boeing’s leadership is closely controlling this round of MAX production. In fact, CEO David Calhoun looks to gain $7 million in performance incentives if he can get the MAX produced and cleared for takeoff by regulators.10 Can he get it done safely?

1. A. Pasztor and A. Tangel, “Prosecutors, Regulators Probe Boeing 737 MAX Production Issues,” The Wall Street Journal, April 28, 2020, https://www.wsj.com/articles/prosecutors-regulators-probe-boeing-737-max-production-issues-11588085503.
2. A. Pasztor and A. Tangel, “Prosecutors, Regulators Probe Boeing 737 MAX Production Issues,” The Wall Street Journal, April 28, 2020, https://www.wsj.com/articles/prosecutors-regulators-probe-boeing-737-max-production-issues-11588085503.
3. D. Slotnick, “Airlines flying Boeing’s 787-10 Dreamliner are complaining about quality they say is ‘way below acceptable standards’,” Business Insider, August 5, 2019, https://www.businessinsider.com/boeing-787-dreamliner-airline-complaints-quality-production-2019-8.
4. A. Pasztor and A. Tangel, “Prosecutors, Regulators Probe Boeing 737 MAX Production Issues,” The Wall Street Journal, April 28, 2020, https://www.wsj.com/articles/prosecutors-regulators-probe-boeing-737-max-production-issues-11588085503.
5. D. Gates, “Shortcoming in Boeing quality-control audit draws scrutiny from inspectors, FAA,” Seattle Times, February 1, 2019, https://www.seattletimes.com/business/boeing-aerospace/boeings-move-toward-fewer-inspectors-questioned-following-quality-control-audit/#:~:text= Boeing plans to eliminate up,a mechanic does a job.
6. J. Johnsson, “Boeing, Suppliers Advance on Restart of 737 Max Production,” Transport Topics, May 28, 2020, https://www.ttnews.com/articles/boeing-suppliers-advance-restart-737-max-production.
7. B. Ferrari, “Boeing Turns Attention Towards 737 MAX Supply Network,” Supply Chain Matter, February 27, 2020, https://theferrarigroup.com/boeing-turns-attention-towards-737-max-supply-network/.
8. T. Borden, A. Akhtar, and J. Hadden, “The coronavirus outbreak has triggered unprecedented mass layoffs and furloughs. Here are the major companies that have announced they are downsizing their workforces,” Business Insider, August 28, 2020, https://www.businessinsider.com/coronavirus-layoffs-furloughs-hospitality-service-travel-unemployment-2020.
9. B. Ferrari, “Boeing Turns Attention Towards 737 MAX Supply Network,” Supply Chain Matter, February 27, 2020, https://theferrarigroup.com/boeing-turns-attention-towards-737-max-supply-network/.
10. R. Perper, “Boeing’s new CEO will get a $7 million payout if he successfully gets the troubled 737 Max flying again,” Business Insider, January 14, 2020, https://www.businessinsider.com/boeing-ceo-bonus-if-737-max-operation-again-2020-1#:~:text=Boeing’s new CEO will get, troubled 737 Max flying again

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