59. ( )
+150
2
´1
2
( )
=5´256
( )
+22,500´1
( )
=1,280
()
+22,500
( )
=23,[email protected]
ROP =(150´5)+1.65(154)@750+254=1,004 packs
Classmate 1
French vs. British colonies
While both the French and British nations’ colonies had
successful trade with the Native Americans of the time, how
they went about establishing their colonies was quite different.
When the French came to settle in America, they limited their
colonies to only Catholic settlers (Shi 110). Whereas the British
allowed more religious freedom to their settlers. The French
emigrated to America by order of the crown and were under
“absolute rule” of the French crown. Again, the English settlers
were granted more freedom and were allowed to self-govern in
their individual colonies, providing they followed English law
while doing so (Colonization and Settlement). Due to their strict
rules, the French colonies were far fewer in numbers than the
English colonies. According to the text, the population of New
France in the 1660’s was less than the small British colony of
Rhode Island (Shi 110).
60. The British colonies were larger in numbers and focused more
on farming, fishing and trading. The French focused on fur
trading as it was more profitable, although their government did
encourage more farming efforts. Harsh winters took their toll on
the French colonies and those in charge new they needed to rely
on help from the Native Americans. The French were successful
in establishing strong alliances with the neighboring tribes.
They assigned people to learn the languages and ways of the
indigenous people and had them marry into their families as
well (Shi 110). This effort strengthened the alliance with the
Native Americans, but did not do much in the way of growing
their colonies.
The British colonies may have started out relatively peaceful
with the Native Americans, but as greed took over, British
colonies quickly started showing blatant disregard for the
indigenous people and their land. Even after the British bested
the French during the French and Indian war, the French
“handed over” land that did not belong to them as a part of “The
Treaty of Paris.” The British king established the Royal
Proclamation of 1763, stating that the land to the west of the
Appalachians belonged to the Native Americans and the white
settlers were not to disturb them. Even though the King sent
soldiers to ensure compliance, it was unsuccessful and the
settlers continued to steal land without respect for the current
inhabitants (Shi 124-125).
COLONIZATION AND SETTLEMENT (1585–1763) English,
French, and Spanish Colonies: A Comparison. Facts on File
Inc.,
www.granburyisd.org/cms/lib/TX01000552/Centricity/Domain/2
87/Fact_Sheet_U1_Comparison_of_Eng_Fr_Sp_Col.pdf.
Classmate #2
There were many challenges that the American military leaders
61. faced during the Revolutionary war. The first issue was that the
Colonies did not have a professional army with the full-time
commitment to protect. Most of the American solders were
citizen-solders, known as militiamen. These militiamen were
“civilians called out from their farms and shops on short notice
to defend their local communities… once the danger was past,
they disappeared, for there were chores to do at home”(Shi, pg.
159). George Washington, the General of what became know as
the Continental army, knew that they could not win a war with
only using citizen soldiers. He recognized the need for a full-
time professional army, which he came to realize, would be a
difficult task to accomplish. Washington began recruiting
members whom sometimes arrived only to “claim the $20 in
cash and 100 acres of land offered by the Continental Congress
to those who would enlist for three years,” (Shi, pg. 166) and
“Washington and his officers soon began whipping the
Continental army into shape”, (Shi, pg. 159). Another problem
with obtaining troops for the Army was that many individuals
sided with Britain and did not support the war against them.
Eventually Washington realized that the only way to win the
war with the military that was available was to outlast Britain
and win the war with small surprise attacks. Britain eventually
ran out of money and resources due to the dragging on of the
war and Washington’s strategies were successful.
Lack of supplies was also a challenge for the American military
and lead to the taking of “supplies- grain and livestock –
directly from farmers in return for promises of future payment”,
(Shi, pg. 159). During the winter months the army suffered from
lack of clothing, which lead to extreme suffering. Lack of
supplies affected also contributed to the lack of soldiers as
many members went home during the winter months. One way
the American military solved the issues with lack of supplies as
well as troops were the alliances made with other Nations. The
American militaries alliances with France, Spain, and the
Netherlands was a “crucial development during the war…” as
these “nations provided the American revolutionaries
83. Unacceptable
Poor
Good
Best
Fair
High loss
Loss (to producing organization, customer, and society)
Low loss
L = D2C
where
L =loss to society
D2 =square of the distance from target value
C =cost of deviation
Lower
Target
Upper
Specification
92. Backboard stability
Rim height
Follow-through
Hand position
Aiming point
Bend knees
Balance
Size of ball
Lopsidedness
Grain/Feel (grip)
Air pressure
Training
Conditioning
Motivation
Concentration
Consistency
105. what is very different about the
selection of services is the poor definition of the (1) intangible
differences between products and
(2) the intangible expectations customers have of those
products. Indeed, the intangible attributes
may not be defined at all. They are often unspoken images in
the purchaser’s mind. This is why
all of those marketing issues such as advertising, image, and
promotion can make a difference.
The operations manager plays a signi!cant role in addressing
several major aspects of
service quality. First, the tangible component of many services
is important. How well the ser-
vice is designed and produced does make a difference. This
might be how accurate, clear, and
complete your checkout bill at the hotel is, how warm the food
is at Taco Bell, or how well your
car runs after you pick it up at the repair shop.
Second, another aspect of service and service quality is the
process. Notice in Table 6.5 that
9 out of 10 of the determinants of service quality are related
to the service process. Such things
as reliability and courtesy are part of the process. An
operations manager can design processes
(service products) that have these attributes and can ensure their
quality through the TQM
techniques discussed in this chapter.
Third, the operations manager should realize that the customer’s
expectations are the stan-
dard against which the service is judged. Customers’
perceptions of service quality result from
a comparison of their “before-service expectations” with their
“actual-service experience.” In
106. VIDEO 6.2
TQM at Ritz-Carlton Hotels
Aircraft 97%
boarded 10 min.
before departure
time
1st bag to
conveyor belt
15 min. after
arrival
First passenger boarded
40 min. before departure
Flight attendants on- board
45 min. before departure
Cargo door opened
1 min. afer arrival
All doors closed
2 min before
departure
On board count-
check-in count
5 min. before
departure
Final load
closeout
2 min. before
departure
123. Lightweight 3
Easy to use 4
Reliable5
Easy to hold steady 2
High resolution1
What the Customer
Wants
Relationship
Matrix
Technical
Attributes and
Evaluation
How to Satisfy
Customer Wants
Interrelationships
Analysis of
Competitors
127. Lightweight 3
Easy to use 4
Reliable5
Easy to hold steady 2
High resolution1
Our importance ratings22927273225
What the Customer
Wants
Relationship
Matrix
Technical
Attributes and
129. Lightweight 3
Easy to use 4
Reliable5
Easy to hold steady 2
High resolution1
Our importance ratings225
How well do competing products meet customer wants
What the Customer
Wants
131. How to Satisfy
Customer Wants
Interrelationships
Analysis of
Competitors
Target values
(Technical attributes)
Technical evaluation
Company A0.760%yes1okG
Company B0.650%yes2okF
Us0.575%yes2okG
2 circuits
Failure 1 per 10,000
Panel ranking
0.5 A
75%
2’ to ∞
*
133. Low electricity requirements
Aluminum components
Auto focus
Auto exposure
High number of pixels
Ergonomic design
Company A
Company B
Lightweight3
Easy to use4
Reliable5
Easy to hold steady2
High resolution1
Our importance ratings
GP
GP
FG
GP
PP
135. House of Quality Sequence
Figure 5.4
Deploying resources through the organization in response to
customer requirements
Production process
Quality plan
House 4
Specific components
Production process
House 3
Design characteristics
Specific components
House 2
Customer requirements
Design characteristics
House 1
167. Each participant has a process domain that includes the set of
activities over which it has
control. The domain and interactions between two participants
for sandwich preparation are
shown in the PCN diagram (Figure 5.12). The activities are
organized into three process
regions for each participant:
1. The direct interaction region includes process steps that
involve interaction between par-
ticipants. For example, a sandwich buyer directly interacts with
employees of a sandwich
store (e.g., Subway, in the middle of Figure 5.12).
2. The surrogate (substitute) interaction region includes
process steps in which one partici-
pant is acting on another participant’s resources, such as their
information, materials,
or technologies. This occurs when the sandwich supplier is
making sandwiches in the
restaurant kitchen (left side of Figure 5.12) or, alternately,
when the customer has access
to buffet ingredients and assembles the sandwich himself (right
side of the figure). Under
surrogate interaction, direct interaction is limited.
3. The independent processing region includes steps in which
the sandwich supplier and/or
the sandwich customer is acting on resources where each has
maximum control. Most
make-to-stock production fits in this region (left side of Figure
5.12; think of the firm that
assembles all those prepackaged sandwiches available in
vending machines and conveni-
ence stores). Similarly, those sandwiches built at home occur to
the right, in the customer’s
168. independent processing domain.
All three process regions have similar operating issues—quality
control, facility location and lay-
out, job design, inventory, and so on—but the appropriate way
of handling the issues differs across
regions. Service operations exist only within the area of direct
and surrogate interaction.
From the operations manager’s perspective, the valuable aspect
of PCN analysis is insight
to aid in positioning and designing processes that can achieve
strategic objectives. A !rm’s
operations are strategic in that they can de!ne what type of
business the !rm is in and what
value proposition it desires to provide to customers. For
example, a !rm may assume a low-cost
strategy, operating on the left of Figure 5.12 as a manufacturer
of premade sandwiches. Other
!rms (e.g., Subway) adopt a differentiation strategy with high
customer interaction. Each of
the process regions depicts a unique operational strategy.
Process chain
A sequence of steps that ac-
complishes an identifiable purpose
(of providing value to process
participants).
Figure 5.12
Customer Interaction Is a Strategic Choice
Sandwich supplier
Assemble sandwich
Supplier’s process domain
169. Prepare sandwiches
at factory for resale
at convenience stores
Make sandwich in restau-
rant kitchen from menu
offerings with modest
modifications
Assemble custom
sandwich at Subway
as customer orders
Customer assembles
sandwich from buffet
offerings
Assemble sandwich at
home using ingredients
from refrigerator
Independent
processing
Independent
processing
Surrogate
interaction
Surrogate
interaction
Direct
interaction