When a worker calls in sick, a temporary replacement is hired to operate his machine. During the week in which the replacement is working, scrap increases significantly, to the point that almost all points plotted on the control chart used to monitor the machine, fall well above the central tendency. Management is frustrated because it cannot understand why the process has deteriorated so rapidly. However, when the original worker returns, scrap decreases to the original level. Management is satisfied it has fixed the problem somehow once and for all although it doesn’t have any idea how the high rate of scrap occurred. According to Deming, this is an example of management: I incorrectly identifying common cause variation present as special cause variation. II under controlling the process by not reacting to special cause variation occurring. III correctly identifying special cause variation. IV correctly identifying common cause.
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Business, 21.06.2019 21:10, BABA3724
Auniversity spent $1.8 million to install solar panels atop a parking garage. these panels will have a capacity of 400 kilowatts (kw) and have a life expectancy of 20 years. suppose that the discount rate is 20%, that electricity can be purchased at $0.10 per kilowatt-hour (kwh), and that the marginal cost of electricity production using the solar panels is zero. hint: it may be easier to think of the present value of operating the solar panels for 1 hour per year first. approximately how many hours per year will the solar panels need to operate to enable this project to break even? a. a.3,696.48 b.14,785.92 c.9,241.20 if the solar panels can operate only for 8,317 hours a year at maximum, the project (would/would not)break even?
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When a worker calls in sick, a temporary replacement is hired to operate his machine. During the wee...
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