This means the forecast for next year will be taken as given. b. Fill in the empty cells in the forecast of labor availabilities in Table 1.1. Forecast of availabilities Next year (projected) (1) (2) (3) (4) (5) Exit Current Workforce Previous year (1) Store associate 8,500 4505 510 0 0 0 3485 (2) Shift leader 1,200 0 648 192 0 0 360 (3) Department manager 850 0 0 544 51 0 255 (4) Assistant store manager 150 0 0 9 78 12 51 (5) Store manager 50 0 0 0 0 33 17 c. Conduct an environmental scan. Based on the environmental data, what factors in the environment suggest Tanglewood might have difficulty filling their vacancies in the future?
Tanglewood Case Two: Planning The chart below shows a forecast of labor availabilities within Tanglewood, assuming that the labor requirements remain constant from the previous year: Table 1.1 Markov Analysis Information Transition probability matrix | Current year | | (1) | (2) | (3) | (4) | (5) | Exit | Previous year | (1) Store associate | 0.53 | 0.06 | 0.00 | 0.00 | 0.00 | 0.41 | | (2) Shift leader | 0.00 | 0.50 | 0.16 | 0.00 | 0.00 | 0.34 | | (3) Department manager | 0.00 | 0.00 | 0.58 | 0.12 | 0.00 | 0.30 | | (4) Assistant store manager | 0.00 | 0.00 | 0.06 | 0.46 | 0.08 | 0.40 | | (5) Store manager | 0.00 | 0.00 | 0.00 | 0.00 | 0.66 | 0.34 | | | Forecast of availabilities | Next year (projected) | | (1) | (2) | (3) | (4) | (5) | Exit | | | Current Workforce | | | | | | | Previous year | (1) Store associate | 8,500 | 4505 | 510 | 0 | 0 | 0 | 3485 | | (2) Shift leader | 1,200 | 0 | 600 | 192 | | | | | (3) Department manager | 850 | 0 | | 493 | 102 | | | | (4) Assistant store manager | 150 | 0 | | | 69 | 12 | | | (5) Store manager | 50 | 0 | | | | 33 | 17 | Environmental Scan Based on this environmental scan and the data that was gathered, Tanglewood may have an issue with filling up vacancies in the future, one reason being that the hiring process requires associates to work their way up the promotion chain. Many associates may not be willing to put in the years to move up the hierarchy. Because our goal at Tanglewood is to build a strong commitment to developing long-range relationships with its workers, we want to hire and bring in the most experience, intelligent and motivated individuals or recent college graduates. This could, however, be seen as a down fall and could be difficult, because most recent graduates do not find retail work appealing due to its long
Golden Buffalo, Inc. Supply Management July 14, 2013 Golden Buffalo, Inc. Study Case Ruben Gomez is a supply manager at Golden Buffalo, Inc. which is a publisher of textbooks. Sales at Golden Buffalo last year were $45 million. Ruben’s department purchases paper, printing equipment, office and printing supplies. The supply management department reports directly to the General Manager, George Zinke who is satisfied with the operating results and information that is reported in the weekly meetings that are held with the manager of marketing, the director of operations, the director of acquisitions, the finance manager, and Ruben Gomez who is the supply manger. The supply department consists of Ruben, three supply managers, an expeditor, and three clerks.
Put all of this together to simulate the lost revenue due to copier breakdowns over 1 year to answer the question asked in the case study. In a word processing program, write a brief description/explanation of how you implemented each component of the model. Write 1-2 paragraphs for each component of the model (days-to-repair; interval between breakdowns; lost revenue; putting it together). Answer the question posed in the case study. How confident are you that this answer is a good one?
1. A. Currently the organization expects that their forecast for labor requirements is essentially constant from the previous year. This means the forecast for next year will be taken as given. B.
Planning for the State of Washington: Forecasting Requirements and Availabilities The Staffing Services Director, Daryl Perrone, has requested your assistance in the completion of an HR planning analysis for the 50 stores in two regional divisions in the state of Washington. After these overall goals are developed for the state, the policy will be disseminated across all 50 individual stores. Data from the individual stores will then be sent to the corporate offices for analysis and re-evaluation. The basic model for planning includes (1) forecasting labor requirements, (2) forecasting labor availabilities, (3) conducting environmental scans, (4) determining gaps, and (5) developing action plans. These steps are described in your textbook.
(Render, Stair, and Hanna, 2009, pp. 321-323). Chase Manhattan Bank has determined their personnel requirements for each hour of the business day based on service demands as follows: Time Period Personnel Required 9:00-10:00 14 10:00-11:00 25 11:00-12:00 26 12:00-1:00 38 1:00-2:00 55 2:00-3:00 60 3:00-4:00 51 4:00-5:00 29 5:00-6:00 14 6:00-7:00 9 The bank’s corporate policy does not allow the total part time employee hours to be more than 40% of the total hours required to operate the shift efficiently and meet the demands. Part time employees must work at least four hours per day, but less than eight hours per day and they do not receive a lunch break. The full time employees take one hour for lunch and half of these full timers go to lunch at 11:00 and the other half at noon.
WFU Student Individual Assignment #2 Quantitative Methods I Wake Forest University Charlotte Saturday MBA Program March 3, 2012 Executive Summary The Stampworks gear shift stamping division recently analyzed a random sampling of gear shifts produced after two separate manufacturing processes to pinpoint if the company is meeting production targets. After reviewing the original stamping process, results indicate that on average, the shift lengths are slightly exceeding set targets; however, process improvements are recommended to minimize impacts to customer satisfaction. The increase in the frequency of cleaning the stamping tools resulted in a more consistent product quality, albeit also demonstrating further deviation from the target mean of 30 centimeters. | Process 1 | Process 2 | Sample Mean (x) | 30.05 cm. | 30.10 cm.
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1.4.2. The customer relationship management techniques must be implemented. 1.5 Controlling 1.5.1 The Branch Manager should send the cash and receipts to the head office every day. 1.5.2 Weekly balance sheet 1.5.3 Monthly report The above activities are planned and executed for more than one month to establish a new branch in the city. Even Finance and Controlling are same but the project manager has treated them as separate function.