The answer is A. Multitasking. For three reasons: <span>You’re less productive. It is scientifically proven that there is no such thing as multitasking. You're simply switching from one task to another. When your brain tries to switch it needs to rethink about what its doing which wastes time.
You sabotage your ability to do good work. Constantly switching from one thing to another means you can't focus on one specific thing. This often leads to mistakes which means you need to take extra time to fix it anyway.
You squelch your creative juices. In other words when you go back and forth from one thing to another you're preventing your thoughts from developing into other thoughts. Which could potentially prevent a brilliant idea.Stay safe. Focus!
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Answer:
Medium of exchange
Explanation:
Fresh fish is not an effective form of money. Fresh fish lacks medium of exchange, which makes it ineffective.
Answer:
Only certain decision-making offered here is determined by the financial proclamations of that same healthcare institution.
Explanation:
- Whether we should start reversing this same healthcare services doorstep.
- If the amount needed is satisfactory again for the expansion of the company or even if the investments would have to be established.
- Accessibility of capital expenditures for the seamless functioning of the organization and the fulfillment of simple terms obligations.
Answer:
The impact of eliminating the backpack division
Particulars Amount
Decrease in contribution margin $480,500 ($950500-$470,000)
<u>Decrease in Expenses:</u>
Fixed expenses <u>$208,800 </u> ($70522,000*40%)
Decrease in Net operating income <u>$271,700</u> (Financial disadvantage)
Answer:
The answer is: 4) More frequently than not, the three objectives are compatible.
Explanation:
Toyota is famous for its Just in Time (JIT) management. They are the absolute kings of efficient supply chain management and they were able to do it by making the three objectives compatible. That doesn't mean that they all have to be dealt with at the same time and with the same intensity.
Toyota's first goal was to reduce costs and in order to reduce costs they had to increase their inventory turnover. Then they discovered that in order to keep increasing inventory turnover, they had to compress their cycle time. When they were able to compress their cycle time, their turnover increased even more and their costs were lowered. The system produces continuous feedback and their efficiency keeps increasing.
I once visited one of their factories that produces almost 500 pickup trucks per day and every single work station had available inventory for only 4 trucks; only 4 engines, 16 doors, etc. It is amazing how they do it considering that every 3 minutes one truck is fully produced.
The three objectives are not only compatible, but they are absolutely necessary for the SCM to be effective.
