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2.1 The Brown Furniture Company makes three kinds of office furniture: chairs, desks, and tables. Each product requires skilled labor in the parts fabrication department, unskilled labor in the assembly department, machining on some key pieces of equipment, and some wood as raw material. At current prices, the unit profit contribution for each product is known, and the company can sell everything it manufactures. The size of the workforce has been established, so the number of skilled and unskilled labor hours are known. The amount of wood, fabrication, assembly, and machining required for one unit of each product is known, and a known amount of wood can be obtained from the supplier each month. The managers would like to maximize their monthly profit. The data for this problem is given in the table below.     

Chairs Desks Tables Resource

Fabrication (hr) 4 6 2 2000hr

Assembly (hr) 3 8 6 2000hr

Machining (hr) 9 6 4 1440hr

Wood (sqft) 30 40 25 9600 sqft

profit/unit ($) 16 20 14

2.14 Coffee Blending and Sales Hill-O-Beans Coffee Company blends four component beans into three final blends of coffee: One is sold to luxury hotels, another to restaurants, and the third to supermarkets for store-label brands. The company has four reliable bean supplies: Argentine Abundo, Peruvian Colmado, Brazilian Maximo, and Chilean Saboro. The table below summarizes the very precise recipes for the final coffee blends, the cost and availability information for the four components, and the wholesale price per pound of the final blends. The percentages indicate the fraction of each component to be used in each blend.

Component Hotel Restaurant Market Cost per pound Pounds

Abundo 0.2 0.35 0.1 0.6 40000

Colmado 0.4 0.15 0.35 0.8 25000

Maximo 0.15 0.2 0.4 0.55 20000

Saboro 0.25 0.3 0.15 0.7 45000

Wholesale price

per pound 1.25 1.5 1.4

The processor’s plant can handle no more than 100,000 lb per week, and Hill-O-Beans would like to operate at capacity, if possible. Selling the final blends is not a problem, although the Marketing Department requires minimum production levels of 10,000, 25,000, and 30,000 lb, respectively, for the hotel, restaurant and market blends.

To maximize weekly profit, how many pounds of each component should be purchased?

How would the optimal profit change if there were a 1000-lb increase in the availability of Abundo beans? Colmado? Maximo? Saboro

How would the optimal profit change if there were a 1000-lb increase in the availability of Abundo beans? Colmado? Maximo? Saboro

Production Planning The Kim Camera Company produces four different camera models, known as C1–C4. Each model can be made by two different methods. The manual method requires work in the Fabrication, Assembly, and Test departments, while the automated method combines the Assembly and Test operations in one department. The first table below describes the price and cost features of the camera models, along with marketing information on the range of possible sales in the coming month. Because model C1 is delivered to one large retailer under a long-term contract, a threshold demand quantity of 1500 units must be met. For the other models, there is flexibility in how much demand to meet, up to a ceiling that represents maximum possible sales.

Open table as spreadsheet

C1 C2 C3 C4

125 175 200 135

Price 110 160 155 125

Manual cost 100 112 150 90

Auto cost 15 15 45 10

Manual margin 25 63 50 45

Auto margin 3000 2500 2000 3200

Sales max. 1500 0 0 0

Sales min.

The next table provides data on the various departments at the firm, consisting of the time per camera required in each department and the number of hours available in each department during the month.

Open table as spreadsheet

C1 C2 C3 C4 Hours

3 5 4 4 16000

Manual fab. 8 12 10 9 30000

Manual asy. 2 3 5 2 15000

Manual test 5 6 7 4 24000

Auto fab. 4 5 8 5 20000

Auto asy/test

What production plan will maximize profit for Kim Camera?

How would the solution in (a) change if there were no threshold requirement for Camera C1?

MGT 331 Entire Course

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MGT 331 Week 1 Individual Organizational Behavior Terminology.doc

MGT 331 Week 2 Individual Workplace Observation.doc
MGT 331 Week 2 Team Organizational Behavior Forces.doc

MGT 331 Week 3 Individual Diversity.doc
MGT 331 Week 3 Individual Interactive Simulation.doc
MGT 331 Week 3 Team DISC Platinum Assessment Paper.doc

MGT 331 Week 4 Individual Groups and Teams.doc
MGT 331 Week 4 Team Motivation.doc
MGT 331 Week 4 Team Power and politics.doc

MGT 331 Week 5 Individual Organizational Behavior Trends.doc

MGT 311 Entire Class With Bonus Final Exam

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MGT 311 Week 1 DQs and summary.doc

MGT 311 Week 2 DQs and Summary.doc
MGT 311 WEEK 2 Employee Portfolio Management Plan.doc
MGT 311 Week 2 reflection.doc

MGT 311 Week 3 DQs and Summary.doc
MGT 311 WEEK 3 Employee Portfolio Motivation Action Plan.doc
MGT 311 Week 3 reflection.doc

MGT 311 Week 4 DQs and Summary.doc
MGT 311 WEEK 4 PART 1 TEAM STRATEGY PLAN.doc
MGT 311 WEEK 4 PART 2 CONFLICT MANAGEMENT PLAN.doc
MGT 311 Week 4 reflection.doc

MGT 311 WEEK 5 Change Management and Communication Plan.doc
MGT 311 Week 5 DQs and Summary.doc
MGT 311 Week 5 reflection.doc
MGT 311 Final Exam.zip

MGT 307 Entire Class Eith Bonus Final Exam

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MGT 307 Week 1 Organizational Behavior Terminology and Concepts paper.doc
MGT 307 Week 1 DQs.doc
MGT 307 Week 1 Summary.doc

MGT 307 Week 2 compare contrast.doc
MGT 307 Week 2 MedQuist Organizational Behavior.doc
MGT 307 Week 2 DQs.doc

MGT 307 Week 3 DISC Assessment.doc
MGT 307 Week 3 Platinum Rule Assessment.doc
MGT 307 Week 3 DQs.doc

MGT 307 Week 4 DQs.doc
MGT 307 Week 4 Evaluating Performance through Motivation and Conflict Management.doc
MGT 307 Week 4 Individual Assignment – Groups and Teams Paper.doc
MGT 307 Week 4 Learning Team Assignment Version 2.doc
MGT 307 Week 4 Learning Team Assignment.doc

MGT 307 Week 5 Trends in the Workplace & Organization.doc
MGT 307 Week 5 characteristics.doc
MGT 307 Week 5 DQs.doc
MGT 307 Week 5 Organizational Trends Team Paper.doc
MGT 307 Conflict Management Strategies.doc
MGT 307 Final Exam.pdf