The XYZ Company produces small plastic toys in its Burbuli manufacturing plant. The company is currently evaluating ways to improve productivity. The accountant of the firm's parent organization suggested that management implement a new compensation plan based on throughput performance measure as an incentive to increase productivity. To demonstrate how such a measure might work, the accountant gathered the following production data for a recent month: Total units attempted 6,000,000 Good units manufactured 4,800,000 Processing time (total hours) 800 Value-added processing time 600 1. Compute the theoretical velocity. 2. Compute the actual cycle time.

The XYZ Company produces small plastic toys in its Burbuli manufacturing plant. The company is currently evaluating ways to improve productivity. The accountant of the firm's parent organization suggested that management implement a new compensation plan based on throughput performance measure as an incentive to increase productivity. To demonstrate how such a measure might work, the accountant gathered the following production data for a recent month: Total units attempted 6,000,000 Good units manufactured 4,800,000 Processing time (total hours) 800 Value-added processing time 600 1. Compute the theoretical velocity. 2. Compute the actual cycle time.

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter19: Managing Quality And Performance

Section: Chapter Questions

Problem 10DQ

See similar textbooks

Similar questions

Company ZYX is a small consulting organization with 40 employees. The manager who is responsible for employee performance appraisal has a particular way of conducting it. He has a firm belief that formal performance evaluations (with developed criteria, ratings, formal discussions etc.) are an absolute waste of time and should never be done. Instead, he thinks that he is well familiar with each employeeâ€™s work and achievements, and he can easily tell â€œwhat they are worthâ€ by interacting with them and observing their performance on a daily basis. As a result, the manager periodically stops at employeesâ€™ desks, talks to them, asks about their progress on projects and discusses other work-related issues. Employees have a lot of daily feedback and seem to like it. However, no written performance appraisal forms are ever filled in. When it comes to pay raises and promotion, the manager makes his decisions and announces them…
RASM is defined as Revenue per Available Seat Mile and is a common metric to understand flight performance across different routes. Based on the chart below, what would you expect to see in March on a YoY basis? 20 18 16 14 12 10 8 6 4 2 0 Jan-18 Feb-18 Mar-18 Apr-18 May-18 a) Weaker performance YoY b) Stronger performance YoY c) Identical performance YoY d) There are no indicators of performance Jun-18 RASM Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 Feb-19
Develop a balanced scorecard that the dean of the college could use to evaluate the college’s operations. Be specific and indicate the purpose of each balanced scorecard measure.
Describe two balanced scorecard critiques.
a. describe the history and purpose of the balanced scorecard.
What is the purpose of the balanced scorecard?
Explain what are some of the most important aspects of creating a balanced scorecard and ensuring its success?
In the balanced scorecard what initiatives can be used to support the Objective to "Increase Employee Productivity?"
What is a balanced score card? What role does the balanced scorecard serve in performance measurement?
Explain how independent performance evaluation procedures are either violated or effectively applied in each of the following situations. Identify the problem and suggest the check required (or applied) to prevent the identified problem from occurring. a. The manager who oversees the corporate fleet vehicles signed off on the purchase of 15 luxury SUVs to expand the company s fleet of cars. As soon as this was done, he instructed that the payment be made. b. At a newly opened local restaurant, waiters work six-hour shifts. There are three sixhour shifts per day, with each shift overlapping the next. The restaurant currently has two cash registers and these can be operated by any one of the waiters during a shift without them requiring any form of identification. The new manager has decided that the cash in the cash register box will be checked once every 24 hours, i.e., in the mornings before the new shift for the day begins. c. A company s financial clerk does a spot check of the…
Donna Karan is the director of health information services at Up-Scale Heights Community Medical Center. The medical center has established an objective performance appraisal (PA) system based on supervisory ratings in each of five performance dimensions: cooperation, dependability, attitude, quality of work, and quantity of work. The ratings are based on a five-point scale ranging from 1 (unacceptable) to 5 (outstanding). Supervisors are required to provide extensive narrative documentation to justify any ratings of "outstanding." Employees receiving below an overall rating of 3 (average) will not be eligible for consideration for the annual salary increment. Donna’s managers have expressed dissatisfaction with this system because of numerous complaints by employees about perceived unfairness in its administration. In job satisfaction surveys, employees have criticized the PA system as being too subjective and unfair and not very relevant to their jobs. In addition, departmental…
Tombro Industries is in the process of automating one of its plants and developing a flexible manufacturing system. The company is finding it necessary to make many changes in operating procedures. Progress has been slow, particularly in trying to develop new performance measures for the factory. In an effort to evaluate performance and determine where improvements can be made, management has gathered the following data relating to activities over the last four months: Month 1 2 3 4 Quality control measures: Number of defects 185 163 124 91 Number of warranty claims 46 39 30 27 Number of customer complaints 102 96 79 58 Material control measures: Purchase order lead time 8 days 7 days 5 days 4 days Scrap as a percent of total cost 1% 1% 2% 3% Machine performance measures: Machine downtime as a percentage of availability 3% 4% 4% 6% Use as a percentage of availability…