As a result, sender was upset over not receiving the information he actually needed. | Subordinate did not run the report he was asked to run and instead began to run another one, the Daily Transaction Report, believing that this alternate report would give him the same information as the one he was actually asked to reference. In reality, these reports do not disclose the same information. Consequently, the inventory balances were off. | How could the misunderstanding have been avoided?
This type of complacency and neglect reflects on the individual and there chain of command. Something as simple as checking serial numbers does not take up a lot of time and in the end will keep from unnecessary headaches such as not knowing where your specific piece of equipment is and then tracking it down. Just think of what would happen if you never check the serial number after signing for a piece of equipment then finding out later that it is the wrong item. Now you have signed for and are responsible for an item that you have not inspected yet. Not to mention now you have to waste time tracking that item down and securing it.
Which of the following is true about make-to-stock processes? is when the activities in the stage must stop because there is no place to deposit the item just completed. The type of processing structure that is used for producing discrete products at higher volume is: is when the activities in the stage must stop because there is no place to deposit the item just completed An example of a business/industry that uses batch flow process structure is: The major decision variables in equipment selection are According to your text, the most common process metric is In which phase of new-product design process are considerations to target market, desired level of performance, investment requirements and financial impact made Which of the following statements is true about value analysis/value engineering (VA/VE)? Which of the following is not a dimension of design quality? The category given the maximum point value in the Baldrige award is: Which of the following is not an assumption of the basic economic-order quantity model?
This might result in the wrong usage of the power given to clerk in handling all the activities right from ordering parts to taking annual inventory. This will result in loss of assets of the company since the clerk is not watched by any superior, he can fraud things easily since he is the only guy involved in managing inventory at William Oil Services company. The possible solution for problem is applying the missing internal control characteristic that is segregation of duties to different persons. Key duties and responsibilities need to be divided or segregated among different people to reduce the risk of error or fraud. This should include separating the responsibilities for authorizing transactions, processing and recording them, reviewing and approving the transaction, and handling any related assets.
One of the problems is booking in and putting away of the stock, as this is new the guns do not seem to be fully compatible with the Duty Management system in place already, this in turn is causing system errors, stock not recording correctly, Po’s (which are programs that allow you to see what stock has been delivered and enable you to correctly book in stock onto the duty management system, these are generated by the customer) not being excepted on the Guns, not being able to shut down Po’s once opened. This has made booking in very difficult and long winded. Also one major problem as well is that the Guns are losing signal strength due to either all the metal in the building as we have mezzanine floors or the signal boxes are not in the correct place and not the correct
* (1) Duplicate paychecks might be issued. * (2) The wrong hourly rate could be used to calculate gross pay. * (3) Employees might be paid for hours they did not work. * (4) Payroll checks might not be distributed to the appropriate employees. * c. The purpose of segregating the duties of hiring personnel and distributing payroll checks is to separate the * (1) human resource function from the controllership function.
This leaded to a displacement and diffusion of responsibility. When the system is in charge for decisions, moral disengagement of the employees appears. 3) Loss of autonomy Do to the fact, that everything was guided and recommended by the IT System, there was no space for personal reasoning and finally nobody felt responsible. 4) Change of business strategy Through the acquisition of the LPB business the original “Feel-Good-Strategy” of Mrs. Field´s cookies was gone. Further not to franchise the original cookie business and to diversify the business concept was not beneficial and leaded to high depths of the company.
There was no attempt to look across the portfolio of projects and prioritize projects nor was there adequate attention to the execution phases of the project. The results of this situation were twofold. First the lack of attention to basic project management practices has led to some project budget overruns and secondly, due to the financial situation there was a greater need to prioritize projects (i.e. they were searching for optimal use of capital funds). To address these issues corporate management requested the development of a formal project planning process, which would become the Project Management and Control System (PM&C).
The challenges for the distributor were observed to surround visibility and forecasting. Visibility issues arise due to the distributor’s inability to decide on the appropriate product mix to be shipped and the uncertainty in predicting the consumers’ impulsive buying behaviour. Forecasting issues, on the other hand, relate to stockouts or piling up of excess inventory, in addition to errors in predicting demand. The retailer grapples with visibility issues as well. Improper maintenance of stock and stacking below the eye-level on store shelves make the products – Livon, Set Wet and Zatak – less visible than their ‘rivals’ in the respective product segments.
This involved rework of items to correct the defects or scrapping the product because the item could not be corrected. These were the three specific costs associated with this case. There is a fourth costs that would be external costs. These costs occur when the customer receives a poor quality product and has to have it returned or repaired, ultimately resulting in the customer losing faith and loyalty in the company. Fortunately, this case never described