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Purchasing the new production line will be a ________ deal for the company.
A．profitable
B．tremendous
C．forceful
D．favorite
答案
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第1题
A.forceful
B.profitable
C.tremendous
D.favorite
第2题
Purchasing the new production line will be a ________ deal for the company.
A) profitable
B) tremendous
C) forceful
D) favorite
第3题
Tench Cars (Tench) is large national car manufacturing business. It is based in Essland, a country that has recently turned from state communism to democratic capitalism. The car industry had been heavily supported and controlled by the bureaucracy of the old regime. The government had stipulated production and employment targets for the business but had ignored profit as a performance measure. Tench is now run by a new generation of capitalist business people intent on rejuvenating the company’s fortunes.
The company has a strong position within Essland, which has a population of 200 million and forms the majority of Tench’s market. However, the company has also traditionally achieved a good market share in six neighbouring countries due to historic links and shared culture between them and Essland. All of these markets are experiencing growing car ownership as political and market reforms lead to greater wealth in a large proportion of the population. Additionally, the new government in Essland is deregulating markets and opening the country to imports of foreign vehicles.
Tench’s management recognises that it needs to make fundamental changes to its production approach in order to combat increased competition from foreign manufacturers. Tench’s cars are now being seen as ugly, pollutive and with poor safety features in comparison to the foreign competition. Management plans to address this by improving the quality of its cars through the use of quality management techniques. It plans to improve financial performance through the use of Kaizen costing and just-in-time purchasing and production. Tench’s existing performance reporting system uses standard costing and budgetary variance analysis in order to monitor and control production activities.
The Chief Financial Officer (CFO) of Tench has commented that he is confused by the terminology associated with quality management and needs a clearer understanding of the different costs associated with quality management. The CFO also wants to know the impact of including quality costs and using the Kaizen costing approach on the traditional standard costing approach at Tench.
Required:
Write to the CFO to:
(a) Discuss the impact of collection and use of quality costs on the current costing systems at Tench. (6 marks)
(b) Discuss and evaluate the impact of the Kaizen costing approach on the costing systems and employee management at Tench. (8 marks)
(c) Briefly evaluate the effect of moving to just-in-time purchasing and production, noting the impact on performance measures at Tench. (6 marks)
第4题
Section B – TWO questions ONLY to be attempted
Introduction
Flexipipe is a successful company supplying flexible pipes to a wide range of industries. Its success is based on a very innovative production process which allows the company to produce relatively small batches of flexible pipes at very competitive prices. This has given Flexipipe a significant competitive edge over most of its competitors whose batch set-up costs are higher and whose lead times are longer. Flexipipe’s innovative process is partly automated and partly reliant on experienced managers and supervisors on the factory floor. These managers efficiently schedule jobs from different customers to achieve economies of scale and throughput times that profitably deliver high quality products and service to Flexipipe’s customers.
A year ago, the Chief Executive Officer (CEO) at Flexipipe decided that he wanted to extend the automated part of the production process by purchasing a software package that promised even further benefits, including the automation of some of the decision-making tasks currently undertaken by the factory managers and supervisors. He had seen this package at a software exhibition and was so impressed that he placed an order immediately. He stated that the package was ‘ahead of its time, and I have seen nothing else like it on the market’.
This was the first time that the company had bought a software package for something that was not to be used in a standard application, such as payroll or accounts. Most other software applications in the company, such as the automated part of the current production process, have been developed in-house by a small programming team. The CEO felt that there was, on this occasion, insufficient time and money to develop a bespoke in-house solution. He accepted that there was no formal process for software package procurement ‘but perhaps we can put one in place as this project progresses’.
This relaxed approach to procurement is not unusual at Flexipipe, where many of the purchasing decisions are taken unilaterally by senior managers. There is a small procurement section with two full-time administrators, but they only become involved once purchasing decisions have been made. It is felt that they are not technically proficient enough to get involved earlier in the purchasing lifecycle and, in any case, they are already very busy with purchase order administration and accounts payable. This approach to procurement has caused problems in the past. For example, the company had problems when a key supplier of raw materials unexpectedly went out of business. This caused short-term production problems, although the CEO has now found an acceptable alternative supplier.
The automation project
On returning to the company from the exhibition, the CEO commissioned a business analyst to investigate the current production process system so that the transition from the current system to the new software package solution could be properly planned. The business analyst found that some of the decisions made in the current production process were difficult to define and it was often hard for managers to explain how they had taken effective action. They tended to use their experience, memory and judgement and were still innovating in their control of the process. One commented that ‘what we do today, we might not do tomorrow; requirements are constantly evolving’.
When the software package was delivered there were immediate difficulties in technically migrating some of the data from the current automated part of the production process software to the software package solution. However, after some difficulties, it was possible to hold trials with experienced users. The CEO was confident that these users did not need training and would be ‘able to learn the software as they went along’. However, in reality, they found the software very difficult to use and they reported that certain key functions were missing. One of the supervisors commented that ‘the monitoring process variance facility is missing completely. Yet we had this in the old automated system’. Despite these reservations, the software package solution was implemented, but results were disappointing. Overall, it was impossible to replicate the success of the old production process and early results showed that costs had increased and lead times had become longer.
After struggling with the system for a few months, support from the software supplier began to become erratic. Eventually, the supplier notified Flexipipe that it had gone into administration and that it was withdrawing support for its product. Fortunately, Flexipipe were able to revert to the original production process software, but the ill-fated package selection exercise had cost it over $3m in costs and lost profits. The CEO commissioned a post-project review which showed that the supplier, prior to the purchase of the software package, had been very highly geared and had very poor liquidity. Also, contrary to the statement of the CEO, the post-project review team reported that there were at least three other packages currently available in the market that could have potentially fulfilled the requirements of the company. The CEO now accepts that using a software package to automate the production process was an inappropriate approach and that a bespoke in-house solution should have been commissioned.
Required:
(a) Critically evaluate the decision made by the CEO to use a software package approach to automating the production process at Flexipipe, and explain why this approach was unlikely to succeed. (12 marks)
(b) The CEO recommends that the company now adopts a formal process for procuring, evaluating and implementing software packages which they can use in the future when a software package approach appears to be more appropriate.
Analyse how a formal process for software package procurement, evaluation and implementation would have addressed the problems experienced at Flexipipe in the production process project. (13 marks)
第6题
Mercedes experienced one of its worst years ever in 1992. The auto maker's worldwide car sales fell by 5 percent from the previous year, to a low of 527,500. Before the decline, in 1988, the company could sell close to 600,000 cars per year. In Germany alone, there were 30,000 fewer new Mercedes registrations last year than in 1991. As a result, production has plunged by almost 50,000 cars to 529, 400 last year, a level well beneath the company's potential capacity of 650,000. Mercedes's competitors have been catching up in the U.S., the world's largest car market. In 1986, Mercedes sold 100,000 vehicles in America; by 1991, the number had declined to 39,000. Over the last two years, the struggling company has lost a slice of its U.S. market share to BMW, Toyota and Nissan. And BMW outsold Mercedes in America last year for the first time in its history. Meanwhile, just as Mercedes began making some headway in Japan, a notoriously difficult market, the Japanese economy fell on hard times and the company saw its sales decline by 13 percent in that country.
Revenues(收益) will hardly improve this year, and the time has come for getting down to business. At Mercedes, that means cutting payrolls, streamlining production and opening up to consumer needs. Revolutionary steps for a company that once considered itself beyond improvement.
The author's intention in citing various nationalities' interests in Mercedes is to illustrate Mercedes' ______.
A．sale strategies
B．market monopoly
C．superior quality
D．past record
第7题
(b) State the enquiries you would make of the directors of Mulligan Co to ascertain the adequacy of the
$3 million finance requested for the new production facility. (7 marks)
第8题
(i) The number of new employees recruited was lower than expected
(ii) Unexpected problems were encountered with production
(iii) Unexpected changes to Health and Safety laws meant that the company had to increase the number of breaks during production for employees
Which of the above reasons could have caused the difference between the expected rate of learning and the actual rate of learning？
A.All of the above
B.(ii) and (iii) only
C.(i) only
D.None of the above
第9题
Buying:A marketer focuses on buyers'needs and desires in order to decide what products to make available.Understanding buyers'behavior is of great importance.
Selling:Marketers usually view selling as a persuasive activity that is completed through promotion.Selling includes personal selling, advertising, and other selling methods.It is probably the function of marketing that we most often see in our daily life.
Transporting:Transporting is physically moving the product from the seller to the buyer.Marketers focus on transporting costs and services.
Storing:Like transporting, storing is an aspect of the physical distribution of products.Storing includes warehousing activities.Warehouses hold products for long periods sometimes in order to create time utility.
Grading:Grading involves sorting products according to size and quality.This makes buying and selling easier because it reduces the need for inspection and sampling.
Financing:For many products, such as automobiles, fridges and new homes, the purchase is facilitated when the marketer provides credit that makes the purchasing of the product possible.
Marketing research:Through research, marketers may find out the need for new products and services.By gathering information on a regular basis, they can better plan, carry out and control marketing activities.
Risk taking:It involves bearing the uncertainties that are part of the marketing process.Most marketing decisions result in either success or failure that is associated with risk.
1.It is very important to understand buyers'behavior.
2.Marketers usually use different selling methods.
3.Marketers ignore transporting costs and services.
4.Both transporting and storing are the aspects of the physical distribution of products.
5.Marketers provide credit that makes the purchasing of automobiles, fridges and new homes possible.
第10题
package, experiencing, patience, difficulty, customers
Dear We are sorry to hear that you have been()problems with your new product. While we do ask that our()contact their dealer in the event of a problem, we recognize that, in your case, it his would be impossible. Therefore, if you will carefully()the unit in its original carton and send it to us, our doctors will put it through a thorough examination to determine the source of the problem. Again, I am sorry that you experienced this()and wish to thank you for your()and for purchasing our product.
