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    Pizza USA is a chain of pizza restaurants offers sit down and take out service. Part I as the customer: make a list of the attributes of a pizza delivery of pizza
    delivery that are important you as a customer. What must a pizza delivery service accomplish so that would make it reasonably satisfied? What could a pizza
    delivery service do that would make it really unique and create a differential advantage? Part II as the manager: for this part of the exercise, you will be a team
    member, lists all of you team members, create a master list, group the items on you list under a series of major headings: ex. condition of delivered pizza or
    quick on time. Make a list of pizza delivery process design requirements that your pizza delivery will have to meet. Think about measurable standards; measures
    that make your process effectively and efficiently. What do you think that these measures will be useful? (hot pizza when delivered) 1. Make a list of pizza
    delivery attributes that are important to you as a customer. 2. Combine your list with the lists of a few other class members and categorize the items under a
    series of major Headings. 3. Make a list of pizza delivery process design requirements. Associate with each requirement a measure that would ensure that the
    process meets the requirement. 4. Design a process that meets your requirements. Describe it by using a flowchart similar to those shown in Exhbits 7.4 7.5 and 7.6


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      please give step by step solutions.

      Attachments:



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        Hottenstein, Griffith, and Hult, attorneys at law, do a great deal of printing. The firm uses a single type of printer with annual demand for print cartridges of
        480 per year. The order cost is $15 per order, and carrying cost of $35 per cartridge. A. How many print cartridges should the firm order at one time? B. What is
        the time between orders?


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          See data table below: This is a 6 month period for a grocery store. Construct a Pareto analysis of the data and determine the percentage of total complaints
          represented by the two mos comm categories. Data Table: All Other 71 Checker 59 General 58 Service Level 55 Policy/Procedures 40 Price Marking 45 Product Quality
          87 Product Request 105 Checkout Queue 33 Stock Condition 170


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            A firm is selling two products, chairs and bar stools, each at $50 per unit. Chairs have a variable cost of $25 and bar stools $20 Fixed cost for the firm is
            $200 a. if the sales mix is 1:1 one chair sold for every bar stool sold what is the break even point in dollars of sales? units? b. if the sales mix changes to
            1:4 one chair sold for every four bar stools sold what is the breakeven point in dollars of sales? in units of chairs and bar stools?


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              Discuss why it is important to know the history, mission and culture of your company.


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                After graduation, you decide to go into a partnership in an office supply store that has existed for a number of years.

                Walking through through the store and stockrooms, you find a great discrepancy in service levels.

                Some spaces and bins for items are completely empty ; others have supplies that are covered with dust and have obviously

                been there a long time. You decide to take on the project of establishing consistent levels of inventory to meet customer demands.

                Most of your supplies are purchased from just a few distributors that call on your store once every two weeks.

                You choose, as your first item of study, computer printer paper. You examine the sales records and purchase orders and find

                that demand for the past 12 months was 5,000 boxes. Using your calculator you sample some days’ demands and estimate

                that the standard deviation of daily demand is 10 boxes. You also search out these figures :

                – cost per box of paper = $11

                – desired service probability = 98%

                – store is open every day

                – salesperson visits every two weeks

                – delivery time following visit is three days

                Using your procedure, how many boxes of paper would be ordered if, on the day the salesperson calls, 60 boxes are on hand?



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                  Draw a sketch of the procurement Importance Matrix and briefly explain the focus/purchasing strategy that should be used for each of the four
                  category items types.


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                    CASE STUDY 1: ANALYZING CASINO MONEY-HANDLINGPROCESSES

                    Retrieving money from a slot machine is referred to asthe drop process. The drop process begins with a
                    securityofficer and the slot drop team leader obtaining the slotcabinet keys from the casino cashier’s cage. Getting thekeys takes about 15 minutes. The slot drop team
                    consistsof employees from the hard count coin room, security,and accounting. The slot drop leader, under
                    theobservation of a security officer and a person
                    fromaccounting, actually removes the drop bucket from theslot machine cabinet. When
                    the drop bucket is pulledfrom the slot cabinet, a tag with the proper slot maA?¬chinenumber is placed on top of the coins to
                    identify wherethat bucket came from when the weigh process begins.Retrieving the drop bucket
                    takes about 10 minutes perslot machine. Once a cart is filled with buckets from 20different slot machines, the
                    drop team leader andsecurity and accounting people deliver the buckets to thehard
                    count room. The buckets are securely locked in thehard count room to await the start of the hard countprocess.
                    Delivering and securing the buckets takes about30 minutes per cart. The hard count
                    process is performed at a designated timeknown to gaming regulatory authorities. The hard countteam
                    first tests the weigh scale, which takes
                    10 minutes. The scale determines the dollar value, by denomination,for set weights of 10 and 25 pounds. These results arecompared to calibration results, calculated when the scale was last serviced, to
                    determine if a significantvariance exists. If one does exist, the hard countsupervisor
                    must contact the contractor responsible formaintaining the scale and the controller’s office. If nosignificant variance is found, the weigh process cancontinue.Following the scale check, each drop bucket is emptiedinto the
                    weigh scale holding hopper. Using informationfrom the identificaA?¬tion tag, the specific slot machinenumber from which the bucket originated is entered
                    intothe weigh scale computer. The weigh scale computer isprogrammed to convert the weight of coins, bydenomiA?¬nation, into specific dollar values, which arerecorded in the weigh journal along
                    with the slot machinenumber. This weighing and recording process takes sevenminutes per bucket. Once the scale has weighed
                    thecontents of the drop bucket, the coins automatically droponto a conveyor belt, which
                    transports them to wrappingmachines. As the coins are wrapped, the rolls of coinsdrop onto
                    another conA?¬veyor belt, which takes them to acanning station. Twenty-five silver dollars are wrapped ineach
                    roll at a rate of 10 rolls per minute.At the canning station, the coin rolls are placed in metalor
                    plasA?¬tic cans that hold specific dollar amounts basedon coin denominaA?¬tion. The cans are stacked to facilitatecounting the wrapped coins. Silver dollar cans hold$1,000, or 40 rolls, and take five minutes to fill and
                    stack.When the weigh process is completed, the weigh scalecomputer runs a summary
                    report totaling the weight by denominaA?¬tion. These totals are recorded on theweigh/wrap verification report, which takes five minutesto produce.When the wrap
                    portion of the count is completed and allof the
                    rolled coins have been canned and slacked, theyare manually counted by denomination. These totals arealso
                    recorded on the weigh/wrap verification report. Thevariance in both dollar amounts and perA?¬centages, foreach denomination, is calculated. Variances that
                    exA?¬ceedplus or minus 2 percent or are $ 1,000 or greater(whichever is less) must be investigated by
                    the hardcount supervisor, who writes an explanatory report. If nosignificant variances exist, all members of the hard countteam sign the weigh/wrap
                    verification report. To completethe hard count process, the casino cashier’s cage is thennotified that
                    the slot drop is ready to be transferred intocage
                    accountability. Manually counting and verifying thecounts take on average two minutes per can.In a process
                    separate from the hard count, a cage cashierperforms an
                    independent count and verification, bydenomination, of the wrap. If everything balances, themain bank cashier
                    signs the weigh/wrap verificationreport, accepting the slot drop into cage accountability.
                    Itis at this point that the actual slot gross gaming revenueis
                    recognized.

                    Questions

                    1) Draw a diagram of the drop process

                    2) Draw a diagram of the hard count process.

                    4) What would be the impact of purchasing “electronic” slot machines that do not use coins?


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                      A cafeteria serving line has a coffee urn from which customers serve themselves. Arrivals at the urn follow a Poisson distribution at the rate of three per minute.
                      In serving themselves, customers take about 15 seconds, exponentially distributed. A. How many customers would you expect to see on the average at the coffee urn?
                      B. How long would you expect it to take to get a cup of coffee? C. What percentage of time is the urn being used? D. What is the probability that three or more
                      people are in the cafeteria? E. If the cafeteria installs an automatic vendor that dispenses a cup of coffee at a constant time of 15 seconds, how does this change
                      our answers to A and B?


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                        A small computer firm orders monitors for sale. The annual demand is 1300 per year. The holding cost is 10 percent of the value of the monitors on hand. Each time
                        they order it cost the company 150 dollars. Using the price break table below please determine what the optimal number to order would be for this company. Annual
                        Demand 1300 order cost 150 percent holding cost 0.1 price break discount table number price 0 to 100 $100.00 101-200 $99.75 201-250 $99.50 251-300 $99.35 301-350
                        $99.25 351 and up $99.20


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                          Dunstreet’s Department Store would like to develop an inventory ordering policy with a 95 percent probability of not stocking out. To illustrate your recommended procedure, use as an example the ordering policy for white percale sheets. Demand for white percale sheets is 5,000 per year. The store is open 365 days per year. Every two weeks inventory is counted and a new order is placed. It takes 10 days for the sheets to be delivered. Standard deviation of demand for the sheets is five per day. There are currently 150 sheets on hand. How many sheets should you order?

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