Question 16 (2 points) What one of the Big Data "Four V's" of Big Data does IBM describe as "data uncertainty" as it relates to managing the reliability and predictability of inherently imprecise data types? Question 16 options: Volume Velocity Vareity Veracity Question 17 (2 points) Organizations must have a strategy for managing all the resources that are involved in meeting customer demand for their product or service. This strategy is developed in the ________ activity of SCM (Supply Chain Management). Question 17 options: 1) plan 2) deliver 3) return 4) make Question 18 (2 points) With respect to an SCM (Supply Chain Management) Value Chain, ________ portals automate downstream business processes involved in selling or distributing products from a single supplier to multiple buyers. Question 18 options: 1) Distribution 2) Selling 3) Procurement 4) Buying Question 19 (2 points) Which of the following would not be considered an SCM (Supply Chain Management) task commonly performed by an inter-organizational information system (IOS) when managing information flows among two or more organizations? Question 19 options: Eliminating the inefficiencies and costs of processing transactions using paper documents Reducing the cost of completing routine business transactions Coordinating a marketing plan for product pricing Compressing the cycle time required to fulfill routine business transactions Question 20 (2 points) In the IBM video case "What is Knowledge Management?", how can a knowledge management system help a company ensure business continuity when an employee leaves the company? Question 20 options: By helping hire new employees with similar experience By reassigning open projects to other employees By capturing what an employee knows before they leave By understanding what processes the employee developed
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IBM describes "data uncertainty" as veracity, which refers to the reliability and predictability of inherently imprecise data types. Question 17: The correct answer is 1) plan. The strategy for managing resources in meeting customer demand is developed in the Show more…
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Question 1. Nimbus, Inc., makes brooms and then sells them doorto-door. Here is the relationship between the number of workers and Nimbus’s output in a given day: Workers Output Marginal Product Total Cost Average Total Cost Marginal Cost 0 0 1 20 2 50 3 90 4 120 5 140 6 150 7 155 a) Fill in the column of marginal products. What pattern do you see? How might you explain it? b) A worker costs $100 a day, and the firm has fixed costs of $200. Use this information to fill in the column for total cost. c) Fill in the column for average total cost. (Recall that ATC=TC/Q.) What pattern do you see? d) Now fill in the column for marginal cost. (Recall that MC=ΔTC/ΔQ.) What pattern do you see? e) Compare the column for marginal product and the column for marginal cost. Explain the relationship. f) Compare the column for average total cost and the column for marginal cost. Explain the relationship. Question 2. Based on market research, a film production company in Ectenia obtains the following information about the demand and production costs of its new DVD: Demand: P = 1,000 - 10Q Total Revenue: TR = 1,000Q - 10Q2 Marginal Revenue: MR = 1,000 - 20Q Marginal Cost: MC = 100 + 10Q where Q indicates the number of copies sold and P is the price in Ectenian dollars. a. Find the price and quantity
Alexander B.
11-24 Decision trees. TelMark Mobile Services provides mobile phone services to millions of customers in the U.S. TelMark's customer base is constantly changing as old customers leave the service and new customers join. This is called churn, and it is a very important dynamic for the company to manage effectively because it has significant profit implications. Churn has increased recently, so managers at TelMark have started a program to offer targeted promotions to customers who are likely to abandon the service. They would like to develop a machine learning model to help identify these customers. Sylvia Restler is the management accountant assigned to work on the project with the data science team. Sylvia speaks with a few members of the customer service team to better understand why customers leave their platform. The team tells her that two variables are highly related to customer churn: the number of lines per customer family plan and the number of months the customer has been with the company. According to their data, customers who have already been with the company for a long time tend to stay, as do customers with many lines on their family plan. Sylvia asks the data science team to use these variables to create a decision tree. The team uses the following as a validation set: Observation Number of Lines Number of Months Actual Outcome (1) 1 2 3 4 5 6 7 8 9 (2) 2 2 1 4 3 3 5 1 3 (3) 13 23 20 21 27 19 25 21 23 (4) Leave Stay Stay Stay Stay Leave Stay Stay Stay
Sri K.
Quality Function Deployment Customer Demands versus Organizational Capabilities "I don't know why we keep collecting all this customer input and feedback. It's clear they want a better product than our processes can produce," said Derrick Kramer, CEO of Ronkel Inc. "That's true," said Linda Carver, Ronkel's director of quality. "But we are going to lose our customers if we don't improve our processes. We need to do more than collect customer feedback. We need to use it to keep our processes up-to-date." Clearly, Ronkel needs to translate customer demands into process improvements. 1. Explain how QFD could be used to help this company. 2. How should Kramer and Carver proceed if they choose to apply QFD? SPC's Effect on Competitiveness The government invites two companies to bid for a contract to produce 100 flightline avionics maintenance systems. The design is owned by the air force, and the air force will provide all necessary documentation to the successful bidder. Both companies understand the requirements of the contract, and both are equipped and have the know-how to manufacture the devices. Company ABC, with no SPC experience, develops a conservative proposal, accounting for 25% rework in its manufacturing labor costs, padding materials costs by 10% in anticipation of scrappage, and allowing for inspection sufficient to smoke out most of the defects—calculated at 20% of the basic manufacturing labor. Company XYZ, which uses SPC in all its manufacturing processes, bids rework and scrap at much lower rates and includes only enough inspection to audit processes and meet the customer's own minimum inspection criteria. The following chart compares the bids from the two companies: Company ABC Company XYZ Assembly Labour $200,000 $200,000 Rework labour 50,000 (25%) 8,000 (4%) Inspection labour 40,000 (20%) 4,000 (2%) Materials 550,000 505,000 Totals $840,000 $717,000 With a difference of $123,000, there can be no doubt that Company XYZ will win the contract. Not only is Company ABC's bid 17% higher, but also one would be safe in predicting that its higher-priced product would be inferior to XYZ's product. SPC is the only difference here. DISCUSSION QUESTIONS 1. How would you rate the comparative competitiveness of the two companies? 2. If you work for a company that does not employ SPC, how could SPC help the firm?
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