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  • [Solved] MGT603, 5–7 slide PowerPoint presentation, not including the title or reference page.

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    – ## MGT603WEEKONEASSIGNMENT2Instructions.docx **## MGT603WEEKONEASSIGNMENT2Instructions.docx** WEEK ONE ASSIGNMENT TWO: BOOK: **Operations and Supply Chain Management – ISBN: 9798214349961** **By: David A. Collier; James Evans**![Operations and Supply Chain Management](https://www.sweetstudy.com/qu…

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    – ## MGT603WEEKONEASSIGNMENT2Instructions.docx

    **## MGT603WEEKONEASSIGNMENT2Instructions.docx**

    WEEK ONE ASSIGNMENT TWO:

    BOOK:
    **Operations and Supply Chain Management – ISBN: 9798214349961**

    **By: David A. Collier; James Evans**![Operations and Supply Chain Management](https://www.sweetstudy.com/questions/mgt603-57-slide-powerpoint-presentation-not-including-the-title-or-reference-page)

    [https://bookshelf.vitalsource.com/reader/books/9798214349961/epubcfi/6/2[%3Bvnd.vst.idref%3Dcover-page]!/4/2[cover-page]/6[FDFMARGWAYWLH3AM2930]/2%4051:0](https://bookshelf.vitalsource.com/reader/books/9798214349961/epubcfi/6/2%5b%3Bvnd.vst.idref%3Dcover-page%5d!/4/2%5bcover-page%5d/6%5bFDFMARGWAYWLH3AM2930%5d/2%4051:0)

    (I WILL MESSAGE THE USER NAME AND PASSWORD)

    | | |
    | — | — |
    | **Assignment Information**<br>**Assignment 2: Compose an Operations Management (OM) Research Proposal** |
    | Instructions | |
    | **Background**<br>Your leadership appeared impressed with the role of an operations manager. They have always suspected of knowing what an operations manager is responsible for; however, your background paper provided the insight they needed to make a decision. There was a purpose to each departmental visit, and that was to identify which department was the most deserving of innovative funds. You later realize the funds are also used to pay for the extra time dedicated to research and any solution that makes sense (i.e., results in significant ROI, improves efficiency, improves quality, increases profit). <br>**Instructions**<br>The key to this assignment is to ensure that the problem being addressed is an operational issue and not strategic or so large in scale that it would take years to address. Operations Management (OM) deals with the day-to-day processes of running efficiently, so focus on something that can have measurable results on a short-term basis. Using your organization, critically think about an OM problem that could improve.  <br>This is a rough draft. The takeaway is to formulate a problem statement that you can use to write your paper, which is essentially a research question. You are composing a research question that drives an explanation for the necessary change that drives improvement. The question should start with “What can be done…”?. Avoid using questions that begin with “How will” or “Will.” These types of questions merely provide part of an explanation for a solution or a Yes or No answer. A proper solution digs deep into the root cause and is justified with evidence-based, actionable plans to incorporate change. Note: the instructor expects a rough draft, not a finished product.  <br>List some issues and metrics that pertain to potential problems in your organization. Explain your organization's transformation process by providing the inputs, transformation, and outputs (see the transformation process diagram, page XXX). Note any concerns in the transformation process and devise a few (3-5) topical questions to get you thinking about the term paper. Try to note metrics that can be used and measured between the as-is and to-be conditions. These metrics are how you will determine success. Note that metrics can pertain to financial and non-financial measures. Submit your 3-5 slide presentation rough draft by the end of module 1. <br>You are expected to provide the following information: <br>· Describe the organization <br>· Introduce the as-is operations condition <br>· Construct 3-5 problem statements <br>· Draft a research question: What can be done….? <br>· Provide any notable metrics that you could use to measure performance.  <br>· Reference list (note: Consider concepts and theories discussed in the text, grey literature (i.e., company metrics), and other peer-reviewed sources). <br>**Length**<br>5–7 slide PowerPoint presentation, not including the title or reference page.<br>**References**<br>3–5 citations with at least 2 from the university library and the class book.<br>[https://guides.library.cornell.edu/c.php?g=31867&p=201759](https://guides.library.cornell.edu/c.php?g=31867&p=201759)<br>**Grades**<br>This assignment is worth 120 points |

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    **## MGT603WEEKONEASSIGNMENT2Instructions.docx**

    WEEK ONE ASSIGNMENT TWO:

    BOOK:
    **Operations and Supply Chain Management – ISBN: 9798214349961**

    **By: David A. Collier; James Evans**![Operations and Supply Chain Management](https://www.sweetstudy.com/questions/mgt603-57-slide-powerpoint-presentation-not-including-the-title-or-reference-page)

    [https://bookshelf.vitalsource.com/reader/books/9798214349961/epubcfi/6/2[%3Bvnd.vst.idref%3Dcover-page]!/4/2[cover-page]/6[FDFMARGWAYWLH3AM2930]/2%4051:0](https://bookshelf.vitalsource.com/reader/books/9798214349961/epubcfi/6/2%5b%3Bvnd.vst.idref%3Dcover-page%5d!/4/2%5bcover-page%5d/6%5bFDFMARGWAYWLH3AM2930%5d/2%4051:0)

    (I WILL MESSAGE THE USER NAME AND PASSWORD)

    | | |
    | — | — |
    | **Assignment Information**<br>**Assignment 2: Compose an Operations Management (OM) Research Proposal** |
    | Instructions | |
    | **Background**<br>Your leadership appeared impressed with the role of an operations manager. They have always suspected of knowing what an operations manager is responsible for; however, your background paper provided the insight they needed to make a decision. There was a purpose to each departmental visit, and that was to identify which department was the most deserving of innovative funds. You later realize the funds are also used to pay for the extra time dedicated to research and any solution that makes sense (i.e., results in significant ROI, improves efficiency, improves quality, increases profit). <br>**Instructions**<br>The key to this assignment is to ensure that the problem being addressed is an operational issue and not strategic or so large in scale that it would take years to address. Operations Management (OM) deals with the day-to-day processes of running efficiently, so focus on something that can have measurable results on a short-term basis. Using your organization, critically think about an OM problem that could improve.  <br>This is a rough draft. The takeaway is to formulate a problem statement that you can use to write your paper, which is essentially a research question. You are composing a research question that drives an explanation for the necessary change that drives improvement. The question should start with “What can be done…”?. Avoid using questions that begin with “How will” or “Will.” These types of questions merely provide part of an explanation for a solution or a Yes or No answer. A proper solution digs deep into the root cause and is justified with evidence-based, actionable plans to incorporate change. Note: the instructor expects a rough draft, not a finished product.  <br>List some issues and metrics that pertain to potential problems in your organization. Explain your organization's transformation process by providing the inputs, transformation, and outputs (see the transformation process diagram, page XXX). Note any concerns in the transformation process and devise a few (3-5) topical questions to get you thinking about the term paper. Try to note metrics that can be used and measured between the as-is and to-be conditions. These metrics are how you will determine success. Note that metrics can pertain to financial and non-financial measures. Submit your 3-5 slide presentation rough draft by the end of module 1. <br>You are expected to provide the following information: <br>· Describe the organization <br>· Introduce the as-is operations condition <br>· Construct 3-5 problem statements <br>· Draft a research question: What can be done….? <br>· Provide any notable metrics that you could use to measure performance.  <br>· Reference list (note: Consider concepts and theories discussed in the text, grey literature (i.e., company metrics), and other peer-reviewed sources). <br>**Length**<br>5–7 slide PowerPoint presentation, not including the title or reference page.<br>**References**<br>3–5 citations with at least 2 from the university library and the class book.<br>[https://guides.library.cornell.edu/c.php?g=31867&p=201759](https://guides.library.cornell.edu/c.php?g=31867&p=201759)<br>**Grades**<br>This assignment is worth 120 points |

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  • [Solved] MGT 603 Week One Discussion Replies

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    – ## WeekONEDiscussionRepliesHM.docx **## WeekONEDiscussionRepliesHM.docx** Please respond to the TWO students' Discussion Post. Min 150 words EACH. **Trent Feltz** A transformation process is defined as the set of activities that takes inputs and changes or adds value to them in order to produce ou…

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    – ## WeekONEDiscussionRepliesHM.docx

    **## WeekONEDiscussionRepliesHM.docx**

    Please respond to the TWO students' Discussion Post. Min 150 words EACH.

    **Trent Feltz**

    A transformation process is defined as the set of activities that takes inputs and changes or adds value to them in order to produce outputs of goods or services for customers (Collier & Evans, 2024, p. 199). This process is central to operations management because it determines how organizations convert resources into value. A clear example of a transformation process can be seen at Starbucks. The inputs include raw materials such as coffee beans, milk, and syrups, human resources like baristas and managers, capital such as espresso machines and store facilities, and information such as recipes and customer preferences. Finance and time are also required inputs. These resources move through the transformation process of roasting beans, distributing them through the supply chain, and preparing customized drinks in stores. The outputs are both tangible in the form of beverages and food, and intangible in the form of service experience and atmosphere (Collier & Evans, 2024, p. 6-8).As an operations manager, I would make changes to inputs to maximize efficiency. Supplier contracts could be refined to stabilize cost and quality, automation could be applied to inventory tracking, and training could be improved to reduce errors in service. Forecasting tools could also improve scheduling to ensure that labor hours match demand, which these changes will increase productivity by raising output per unit of input (Collier & Evans, 2024, p. 10-14).The video highlights four steps that must be monitored in a transformation process. These include inputs, transformation activities, outputs, and customer feedback (Films Media Group, 2013). Monitoring all four creates a complete loop of quality control. Finally, it is not possible for any business or department to exist without customers. Even internal teams such as finance or HR provide value to employees and leadership. I know that every process delivers value to someone, and that person is the customer. According to Collier and Evans (2024), every business and department has customers because a customer is any person or group that receives the outputs of a process and operations must always be designed with the customer in mind, whether that customer is internal or external (p. 9-10).

    **References**

    Collier, D., & Evans, J. (2024).
    _Operations and supply chain management_ (3rd ed.). Cengage Learning.

    Films Media Group. (2013). Operations processes: Inputs, transformations, outputs. Films On Demand. Retrieved April 16, 2023, from
    [https://fod-infobase-com.eu1.proxy.openathens.net/p_ViewVideo.aspx?xtid=53757](https://fod-infobase-com.eu1.proxy.openathens.net/p_ViewVideo.aspx?xtid=53757).

    **Zachary LaLonde**

    As the general and operations manager for the Magnetic Silencing Facility, I lead a transformation process that plays a vital role in supporting the Navy, while serving as a defense contractor with INDUS Technology. The inputs for this process include skilled technicians, technical manuals, specialized test equipment, ship availability schedules, and materials such as connectors and replacement cables. The components are the workforce, the established procedures, and the tools we use to carry out the work. The transformation takes place through testing, troubleshooting, cable grooming, and repairs. The final output is a ship that meets magnetic signature standards, ensuring it is mission ready and cleared for deployment.

    To strengthen productivity, I focus on refining the inputs. By expanding training and cross-skilling, technicians are able to cover a wider range of tasks without slowing progress. Partnering with suppliers to stage critical materials ahead of time eliminates unnecessary delays. I also emphasize the use of digital reporting and data collection, which reduces paperwork, cuts down on errors, and speeds up communication. These adjustments help us cut waste, manage costs, and deliver a consistent, high-quality service to the Navy (Slack et al., 2022).

    There are four stages in the transformation process that I continuously monitor. The first is inputs, ensuring resources are ready and available. The second is the transformation activities, where I confirm that procedures are being followed correctly. The third is outputs, which requires me to check that our service meets the standards expected. The final stage is feedback, which helps identify gaps and allows for ongoing improvements (Heizer et al., 2020).

    I also hold the view that every organization or department has customers. They may not always be external, but they always exist. For example, maintenance teams serve operations, and HR serves employees. In my case, the Navy is our direct customer, and without that relationship, our work would have no purpose.

    References
    Heizer, J., Render, B., & Munson, C. (2020). Operations management: Sustainability and supply chain management (13th ed.). Pearson.
    Slack, N., Brandon-Jones, A., & Burgess, N. (2022). Operations management (10th ed.). Pearson.

    **## WeekONEDiscussionRepliesHM.docx**

    Please respond to the TWO students' Discussion Post. Min 150 words EACH.

    **Trent Feltz**

    A transformation process is defined as the set of activities that takes inputs and changes or adds value to them in order to produce outputs of goods or services for customers (Collier & Evans, 2024, p. 199). This process is central to operations management because it determines how organizations convert resources into value. A clear example of a transformation process can be seen at Starbucks. The inputs include raw materials such as coffee beans, milk, and syrups, human resources like baristas and managers, capital such as espresso machines and store facilities, and information such as recipes and customer preferences. Finance and time are also required inputs. These resources move through the transformation process of roasting beans, distributing them through the supply chain, and preparing customized drinks in stores. The outputs are both tangible in the form of beverages and food, and intangible in the form of service experience and atmosphere (Collier & Evans, 2024, p. 6-8).As an operations manager, I would make changes to inputs to maximize efficiency. Supplier contracts could be refined to stabilize cost and quality, automation could be applied to inventory tracking, and training could be improved to reduce errors in service. Forecasting tools could also improve scheduling to ensure that labor hours match demand, which these changes will increase productivity by raising output per unit of input (Collier & Evans, 2024, p. 10-14).The video highlights four steps that must be monitored in a transformation process. These include inputs, transformation activities, outputs, and customer feedback (Films Media Group, 2013). Monitoring all four creates a complete loop of quality control. Finally, it is not possible for any business or department to exist without customers. Even internal teams such as finance or HR provide value to employees and leadership. I know that every process delivers value to someone, and that person is the customer. According to Collier and Evans (2024), every business and department has customers because a customer is any person or group that receives the outputs of a process and operations must always be designed with the customer in mind, whether that customer is internal or external (p. 9-10).

    **References**

    Collier, D., & Evans, J. (2024).
    _Operations and supply chain management_ (3rd ed.). Cengage Learning.

    Films Media Group. (2013). Operations processes: Inputs, transformations, outputs. Films On Demand. Retrieved April 16, 2023, from
    [https://fod-infobase-com.eu1.proxy.openathens.net/p_ViewVideo.aspx?xtid=53757](https://fod-infobase-com.eu1.proxy.openathens.net/p_ViewVideo.aspx?xtid=53757).

    **Zachary LaLonde**

    As the general and operations manager for the Magnetic Silencing Facility, I lead a transformation process that plays a vital role in supporting the Navy, while serving as a defense contractor with INDUS Technology. The inputs for this process include skilled technicians, technical manuals, specialized test equipment, ship availability schedules, and materials such as connectors and replacement cables. The components are the workforce, the established procedures, and the tools we use to carry out the work. The transformation takes place through testing, troubleshooting, cable grooming, and repairs. The final output is a ship that meets magnetic signature standards, ensuring it is mission ready and cleared for deployment.

    To strengthen productivity, I focus on refining the inputs. By expanding training and cross-skilling, technicians are able to cover a wider range of tasks without slowing progress. Partnering with suppliers to stage critical materials ahead of time eliminates unnecessary delays. I also emphasize the use of digital reporting and data collection, which reduces paperwork, cuts down on errors, and speeds up communication. These adjustments help us cut waste, manage costs, and deliver a consistent, high-quality service to the Navy (Slack et al., 2022).

    There are four stages in the transformation process that I continuously monitor. The first is inputs, ensuring resources are ready and available. The second is the transformation activities, where I confirm that procedures are being followed correctly. The third is outputs, which requires me to check that our service meets the standards expected. The final stage is feedback, which helps identify gaps and allows for ongoing improvements (Heizer et al., 2020).

    I also hold the view that every organization or department has customers. They may not always be external, but they always exist. For example, maintenance teams serve operations, and HR serves employees. In my case, the Navy is our direct customer, and without that relationship, our work would have no purpose.

    References
    Heizer, J., Render, B., & Munson, C. (2020). Operations management: Sustainability and supply chain management (13th ed.). Pearson.
    Slack, N., Brandon-Jones, A., & Burgess, N. (2022). Operations management (10th ed.). Pearson.

  • [Solved] Wendy Lewis

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  • [Solved] resume writing

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  • [Solved] critical response

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    you will practice responding to a piece of published research writing, you should exercise your volition for skepticism, argumentation, synthesis, and debate. It will consist of a number of components, one where you explicate the author's argument in its entirety, and then transition into a discussi…

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    you will practice responding to a piece of published research writing, you should exercise your volition for skepticism, argumentation, synthesis, and debate. It will consist of a number of components, one where you explicate the author's argument in its entirety, and then transition into a discussion of your own impressions and opinions about the feasibility or lackthereof (in your opinion) of what they had to say.  You will write a five-page response or rebuttal to their article.
    \
    RamseyExperiencingtheSocialIssuesthatImpactAmericasClassroomscopy.pdf](https://www.sweetstudy.com/files/ramseyexperiencingthesocialissuesthatimpactamericasclassroomscopy-pdf "RamseyExperiencingtheSocialIssuesthatImpactAmericasClassroomscopy.pdf")

  • [Solved] ADD AUDIO TO YOUR MULTIMODAL PROJECT

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  • [Solved] assistance needed

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    please see attachment – ## Thisextracreditdiscussionisworth5points.docx **## Thisextracreditdiscussionisworth5points.docx** **This extra credit discussion is worth 5 points**. **You do not need to reply to your classmates to earn full points.** We learned about the functions of sugar in food and how…

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    please see attachment

    – ## Thisextracreditdiscussionisworth5points.docx

    **## Thisextracreditdiscussionisworth5points.docx**

    **This extra credit discussion is worth 5 points**.
    **You do not need to reply to your classmates to earn full points.**

    We learned about the functions of sugar in food and how it affects different traits of food including but not limited to taste, texture, and shelf-stability.

    Between 2017-2018, CDC found the average intake of added sugars for persons ages 2 to 19 years were 17-teaspoons per day (~408 calories); this average was the same for adults 20 years or older.

    If we break the amount of added sugar consumed from food, studies show –

    · The largest source of added sugar consumption comes from sugar-sweetened beverages such as juice, soda pop, energy drinks, and coffee

    · Breakfast cereals contributes < 5% of added sugars to American diets; however, in 2014 it was found to be the fifth highest source of added sugars in diets of children under 8 years.

    · Dietary cholesterol was thought to be the perpetrator of high triglyceride levels; however, added sugars is the largest contributor to high triglyceride levels. Liver converts excess sugar into triglycerides via lipogenesis.

    Answer the following questions; there are no right or wrong answers here –

    1. Should added sugars be regulated in our food supply? If so, what are some ideas to regulate added sugars?

    2. Who should be responsible for the cost of care to treat chronic disease due to complications associated from consuming too much added sugar? Is it the consumers, the food industry, or both?

    3. Are there benefits of foods with added sugars for specific populations or disease states?

    **## Thisextracreditdiscussionisworth5points.docx**

    **This extra credit discussion is worth 5 points**.
    **You do not need to reply to your classmates to earn full points.**

    We learned about the functions of sugar in food and how it affects different traits of food including but not limited to taste, texture, and shelf-stability.

    Between 2017-2018, CDC found the average intake of added sugars for persons ages 2 to 19 years were 17-teaspoons per day (~408 calories); this average was the same for adults 20 years or older.

    If we break the amount of added sugar consumed from food, studies show –

    · The largest source of added sugar consumption comes from sugar-sweetened beverages such as juice, soda pop, energy drinks, and coffee

    · Breakfast cereals contributes < 5% of added sugars to American diets; however, in 2014 it was found to be the fifth highest source of added sugars in diets of children under 8 years.

    · Dietary cholesterol was thought to be the perpetrator of high triglyceride levels; however, added sugars is the largest contributor to high triglyceride levels. Liver converts excess sugar into triglycerides via lipogenesis.

    Answer the following questions; there are no right or wrong answers here –

    1. Should added sugars be regulated in our food supply? If so, what are some ideas to regulate added sugars?

    2. Who should be responsible for the cost of care to treat chronic disease due to complications associated from consuming too much added sugar? Is it the consumers, the food industry, or both?

    3. Are there benefits of foods with added sugars for specific populations or disease states?

  • [Solved] 3 PAGE RESEARCH

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  • [Solved] HLM

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  • [Solved] Lung cancer

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