How do you measure 1/8 teaspoon if you only have a 1/4 teaspoon?

A team member who has been a good worker for many years has recently been doing poor work. You suspect that he may be tired of h

ohaa [14]

Answer:

You must follow the steps below to deal with employees who have poor performance. I hope that you will be able to handle all the issues after reading this answer.

Explanation:

Be specific with facts in hand

It is important to confront your employees about their respective actions. But to convince them about their withdrawal from lack of interest, it is imperative to have a consistent record at hand as well. For example, if the employee has been constantly delayed for a period of time, specify the precise details about the frequency and intensity of absenteeism. Be sure not to overdo your statements or use hard phrases to reduce employee self-esteem. Just be direct and precise. Reiterate the guidelines accordingly.

Consider the needs of your employees

Poor performance is not always the result of an employee's carelessness. There can be multiple genuine reasons for lack of performance and it can vary from person to person. The first is to understand the reason and judge whether they are genuine or not. Even if they aren't, don't let the other person know. Focus on your concerns and provide solutions accordingly. For example, if your employees cannot focus on their work due to some personal stress, make appointments for the counseling sessions and make sure they can get back on track.

Focus on feedback

Everyone handles comments differently. Although it is always recommended to be direct and clear in your communication, there may be certain strategies you can adopt to communicate your comments effectively. If your employee has difficulties in achieving his goals, work with him and provide him with all the necessary help to improve his performance. The best way is to provide weekly or monthly comments to your employees, so they know what they must do to achieve their goals.

Provide Performance Support Technology

When faced with existing employees who do not meet expectations, it is a smart decision to offer them training (and / or training) and different resources to help them improve. As an example, you can combine a low-performance worker with someone to act as a mentor or offer you a manual with the procedures to follow. In addition, there are performance improvement tools: WalkMe is a very valuable technology that can help a worker be more efficient and precise, within the workflow (and not take them away from their daily tasks).

Offer rewards and recognition

Whenever you see that your employees have poor performance, it is always better to adopt a carrot and stick approach for instant and consistent improvement. It is a combination of rewards and punishments that you can induce for the best and worst weekly or monthly performance. This has proven to be one of the best ways to combat low performance problems in companies of all kinds for centuries.

Facing low-performance workers for the first time may not be too encouraging for managers as well, but having an adequate system to deal with them is essential, especially during the performance of change management. It is always better to deal with such situations, instead of ignoring them, to maintain the consistency of productivity and profitability in the business.

8 0

4 years ago

The ABC Corporation manufactures and sells two products: T1 and T2. 20XX budget for the company is given below:

Sliva [168]

Answer:

The ABC Corporation

a) Total Expected Revenue (in dollars) for 20XX:

Revenue from T1 = 60,000 x $165 = $26,400,000

Revenue from T2 = 40,000 x $250 = $10,000,000

Total Revenue from T1 and T2 = $36,400,000

b) Production Level (in units) for T1 and T2

T1 T2

Total Units sold 160,000 40,000

Add Closing Inventory 25,000 9,000

Units Available for sale 185,000 49,000

less opening inventory 20,000 8,000

Production Level 165,000 units 41,000 units

c) Total Direct Material Purchases (in dollars):

Cost of direct materials used T1 T2

A: (165,000 x 4 x $12) $7,920,000 $2,460,000 (41,000 x 5 x $12)

B: (165,000 x 2 x $5) 1,650,000 615,000 (41,000 x 3 x $5)

C: 0 123,000 (41,000 x 1 x$3)

Total cost $9,570,000 $3,198,000 Total = $12,768,000

Cost of direct per unit = $58 ($9,570,000/165,000) for T1 and $78 ($3,198,000/41,000) for T2

Cost of direct materials used for production $12,768,000

Cost of closing direct materials:

A (36,000 x $12) $432,000

B (32,000 x $5) 160,000

C (7,000 x $3) 21,000 $613,000

Cost of direct materials available for prodn $13,381,000

Less cost of beginning direct materials:

A (32,000 x $12) $384,000

B (29,000 x $5) 145,000

C (6,000 x $3) 18,000 $547,000

Cost of direct materials purchases $12,834,000

d) The Total Direct Manufacturing Labor Cost (in dollars):

T1 T2

Direct labor per unit 2 hours 3 hours

Direct labor rate per hour $12 $16

Direct labor cost per unit $24 $48

Production level 165,000 units 41,000 units

Labor Cost ($) $3,960,000 $1,968,000

Total labor cost $5,928,000 ($3,960,000 + $1,968,000)

e) Total Overhead cost (in dollars):

Overhead rate = $20 per labor hour

Overhead cost per unit: T1 = $40 ($20 x 2) and T2 = $60 ($20 x 3)

T1 overhead = $20 x 2 x 165,000) = $6,600,000

T2 overhead = $20 x 3 x 41,000) = $2,460,000

Total Overhead cost = $9,060,000

Cost of goods produced:

Cost of opening inventory of materials = $547,000

Purchases of directials materials 12,834,000

less closing inventory of materials = $613,000

Cost of materials used for production 12,768,000

add Labor cost 5,928,000

add Overhead cost 9,060,000

Total production cost $27,756,000

f) Total cost of goods sold (in dollars):

Cost of opening inventory = $3,928,000

Total Production cost = $27,756,000

Cost of goods available for sale $31,684,000

Less cost of closing inventory $4,724,000

Total cost of goods sold $26,960,000

g) Total expected operating income (in dollars)

Sales Revenue: T1 and T2 $36,400,000

Cost of goods sold 26,960,000

Gross profit $9,440,000

less marketing & distribution 400,000

Total Expected Operating Income = $9,040,000

Explanation:

a) Cost of beginning inventory of finished goods:

T1, (Direct materials + Labor + Overhead) X inventory units =

T1 = 20,000 x ($58 + 24 + 40) = $2,440,000

T2 = 8,000 ($78 + 48 + 60) = $1,488,000

Total cost of beginning inventory = $3,928,000

b) Cost of closing Inventory of finished goods:

T1 = 25,000 x ($58 + 24 + 40) = $3,050,000

T2 = 9,000 ($78 + 48 + 60) = $1,674,000

Total cost of closing inventory = $4,724,000

5 0

4 years ago

What is a perpetual motion machine of the second kind?

d1i1m1o1n [39]

Answer:

perpetual motion machine of second type is a machine that generates job from a single source of heat.

Explanation:

perpetual motion machine is a machine that generates job from a single source of heat. only one heat reservoir is present in this type of machine and it is continuously cooled to generate function without transferring heat to a cooler reservoir. Such a demonstration machine was names as ammonia engine

5 0

3 years ago

In ________ programming, the programming is centered on objects that are created from abstract data types that encapsulate data

Contact [7]

Answer:

Object-oriented

Explanation:

Object Oriented programming (OOP) is a specific way of programming, where the code is organized in units called classes, from which objects are created that are related to each other to achieve the objectives of the applications. Object-oriented programming took over as the dominant programming style in the mid-1980s, largely due to the influence of C ++. Its dominance was consolidated thanks to the rise of graphical user interfaces, for which object-oriented programming is particularly well suited. Its most important characteristics are the following:

Encapsulation

Polymorphism

Abstraction

Inheritance

8 0

3 years ago

ear shaft.3. Chapter 12 –Loading on Spur Gears: A 26-tooth pinion rotating at a uniform 1800 rpm meshes with a 55-tooth gear in

Mama L [17]

Answer:

The bending stress is 502.22 MPa

Explanation:

The diameter of the pinion is equal to:

$d_{p} =mN_{p}$

Where

m = module = 5

Np = number of teeth of pinion = 26

$d_{p} =5*26=130mm$ = 0.13 m

The pitch line velocity is equal to:

$V_{t} =\frac{d_{p}*2*\pi *w_{p} }{120}$

Where

wp = speed of the pinion = 1800 rpm

$V_{t} =\frac{0.13*2*\pi *1800}{120} =12.25m/s$

The factor B is equal to:

$B=\frac{(12-Q_{v})^{2/3} }{4} , if Q_{v} =10\\B=\frac{(12-10)^{2/3} }{4} =0.396$

The factor A is equal to:

A = 50 + 56*(1 - B) = 50 + 56*(1-0.396) = 83.82

The dynamic factor is:

$K_{v} =(\frac{A}{A+\sqrt{200V_{t} } } )^{B} \\K_{v}=(\frac{83.82}{83.82+\sqrt{200*12.25} } )^{0.396} =0.832$

The geometry bending factor at 20°, the application factor Ka, load distribution factor Km, the size factor Ks, the rim thickness factor Kb and Ki the idler factor can be obtained from tables

JR = 0.41

Ka = 1

Kb = 1

Ks = 1

Ki = 1.42

Km = 1.7

The diametrical pitch is equal to:

$P_{d} =\frac{1}{m} =\frac{1}{5} =0.2mm^{-1}$

The bending stress is equal to:

$\sigma =\frac{W_{t}P_{d}K_{a}K_{m}K_{s}K_{b}K_{i} }{FJ_{g}K_{v}} \\\sigma =\frac{22000*0.2*1*1.7*1*1*1.42}{62*0.41*0.832} =502.22MPa$

4 0

3 years ago