(b) Based on the lessons learned, best practices and any additional steps you came up with in part (a), what if project manager X then got a job at Bank of America. Would it be possible for him/her to implement lean in the banking industry based on experience from the previous positions held at the automotive plant and the pharmaceutical company? Please state yes or no and explain the logic clearly for the same. Also, explain the steps that project manager X could take to implement lean at Bank of America (in the service industry) [10 points] You can refer to your class notes and will also have to do research online for both parts (a) and (b). Please state all the references used for each question.

(b) Based on the lessons learned, best practices and any additional steps you came up with in part (a), what if project manager X then got a job at Bank of America. Would it be possible for him/her to implement lean in the banking industry based on experience from the previous positions held at the automotive plant and the pharmaceutical company? Please state yes or no and explain the logic clearly for the same. Also, explain the steps that project manager X could take to implement lean at Bank of America (in the service industry) [10 points] You can refer to your class notes and will also have to do research online for both parts (a) and (b). Please state all the references used for each question.

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INEN 415 Simulation Lab 6 Fall 2015 Due Date: November 24th, 2015 (Submit via Blackboard) Description A small pizza delivery outlet in a busy metro area opens only for the lunch and dinner hours; for lunch from 11AM to 4PM and for dinner from 6PM to 11PM. Orders for single pizzas (no other orders are accepted) arrive with an inter-arrival time that is exponentially distributed with a mean of 3.25 minutes. (Need to create a rate table, see lab 5) The inside operations are handled by an OrderTaker, two IronChef, and an OvenMeister named Cruz. The outlet has one oven with a capacity of five pizzas. Two drivers driving Mustangs handle the deliveries. Timmy takes orders (for order-taking assume a triangular distribution with parameters 1, 2, 3 minutes). The IronChefs make the pizza including adding of toppings (assume a triangular distribution with parameters 2, 2.5, 3 minutes). When the pizza is made (but not cooked), the IronChefs places it in a Load Area in front of the oven. Cruz picks up the pizza from the Load Area and places the pizza in the oven (assume a triangular distribution with parameters 10, 15, 20 seconds) (Cruz is a worker) The cook time in the oven requires 15 minutes (fixed), and does not require any supervision; a buzzer alerts Cruz whenever any pizza has completed its oven time. When the pizza has cooked in the oven, Cruz takes the pizzas out of the oven (assume a triangular distribution with parameters 10, 15, 20 seconds). He carries the pizza to the Box Area. Where Cruz boxes the pizza (assume a triangular distribution with parameters 30, 45, 60 seconds) and leaves it in an area for the delivery people, who can transport a maximum of 5 pizzas (Triangular 10,20,30). Note: Cruz moves between Load Area, Oven, and Box Area. Assume travel times are negligible. Drivers take the pizza to the sink. Run model for 16 hours to ensure all pizzas are made. Simulate operations for one day using two scenarios: 1. The data as given above. 2. Inter-arrival rate decreases to 3 minutes.   Deliverable(s) I. Objectives a. Clearly define the objective(s) of the project. II. System Description / Modeling Approach a. Describe the model (personnel, processes, etc.) III. Input Data Requirements a. Describe the data collected to be used in the model. IV. Simulation Model a. Simulation Model (Screen shot of SIMIO model) V. Results / Conclusions Compare the following statististics for the two scenarios in a table. 1. Number of pizzas delivered. 2. Utilization of the all three personnel types. 3. Time in System for an order. VI. Discussion a. Based on the data provided, will the system have issues? b. As the IE professional, suggest possible changes to the system and clearly explain why such changes may improve the process. Tutorials/Simbits 1. Workers using work schedule (Simbit) 2. Single Vehicle Usage (Simbit) 3. Check on YouTube, they have many videos that can help!

INEN 415 Simulation Lab 6 Fall 2015 Due Date: November 24th, 2015 (Submit via Blackboard) Description A small pizza delivery outlet in a busy metro area opens only for the lunch and dinner hours; for lunch from 11AM to 4PM and for dinner from 6PM to 11PM. Orders for single pizzas (no other orders are accepted) arrive with an inter-arrival time that is exponentially distributed with a mean of 3.25 minutes. (Need to create a rate table, see lab 5) The inside operations are handled by an OrderTaker, two IronChef, and an OvenMeister named Cruz. The outlet has one oven with a capacity of five pizzas. Two drivers driving Mustangs handle the deliveries. Timmy takes orders (for order-taking assume a triangular distribution with parameters 1, 2, 3 minutes). The IronChefs make the pizza including adding of toppings (assume a triangular distribution with parameters 2, 2.5, 3 minutes). When the pizza is made (but not cooked), the IronChefs places it in a Load Area in front of the oven. Cruz picks up the pizza from the Load Area and places the pizza in the oven (assume a triangular distribution with parameters 10, 15, 20 seconds) (Cruz is a worker) The cook time in the oven requires 15 minutes (fixed), and does not require any supervision; a buzzer alerts Cruz whenever any pizza has completed its oven time. When the pizza has cooked in the oven, Cruz takes the pizzas out of the oven (assume a triangular distribution with parameters 10, 15, 20 seconds). He carries the pizza to the Box Area. Where Cruz boxes the pizza (assume a triangular distribution with parameters 30, 45, 60 seconds) and leaves it in an area for the delivery people, who can transport a maximum of 5 pizzas (Triangular 10,20,30). Note: Cruz moves between Load Area, Oven, and Box Area. Assume travel times are negligible. Drivers take the pizza to the sink. Run model for 16 hours to ensure all pizzas are made. Simulate operations for one day using two scenarios: 1. The data as given above. 2. Inter-arrival rate decreases to 3 minutes.   Deliverable(s) I. Objectives a. Clearly define the objective(s) of the project. II. System Description / Modeling Approach a. Describe the model (personnel, processes, etc.) III. Input Data Requirements a. Describe the data collected to be used in the model. IV. Simulation Model a. Simulation Model (Screen shot of SIMIO model) V. Results / Conclusions Compare the following statististics for the two scenarios in a table. 1. Number of pizzas delivered. 2. Utilization of the all three personnel types. 3. Time in System for an order. VI. Discussion a. Based on the data provided, will the system have issues? b. As the IE professional, suggest possible changes to the system and clearly explain why such changes may improve the process. Tutorials/Simbits 1. Workers using work schedule (Simbit) 2. Single Vehicle Usage (Simbit) 3. Check on YouTube, they have many videos that can help!

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Clinical support services are diverse in any modern healthcare facility, but they all share some common elements from a management perspective. Select any one of the CSS departments of interest to yourself, and provide examples of performance measures that you would use in managing the service. Be sure to address all seven dimensions of performance for your department. Department: Emergency Medical System and Patient Transportation

Clinical support services are diverse in any modern healthcare facility, but they all share some common elements from a management perspective. Select any one of the CSS departments of interest to yourself, and provide examples of performance measures that you would use in managing the service. Be sure to address all seven dimensions of performance for your department. Department: Emergency Medical System and Patient Transportation

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The goal of security management is: Answers: To design healthy work environments that are safe, comfortable and pleasant for people to work in To ensure the accuracy, integrity and safety of all information system processes and resources To ensure the access and effective use of all information system processes and resources To design policies to ensure the privacy of personal information

The goal of security management is: Answers: To design healthy work environments that are safe, comfortable and pleasant for people to work in To ensure the accuracy, integrity and safety of all information system processes and resources To ensure the access and effective use of all information system processes and resources To design policies to ensure the privacy of personal information

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Select Case 1, 2, or 8 in the back of the textbook. After you have read the case, select at least one of the questions presented at the end.-If you select only one question, then you will need to elaborate with more examples and perspectives than if you select more than one, but the choice is yours. Fair warning: It is possible to fall into the trap of repeating oneself. To avoid that threat, think in advance of the different perspectives that you wish to explore. If you select more than one question, each answer will naturally be shorter. This may be a good approach if you discern that the questions lack strong potential to elicit in-depth answers. Remember to reply to the contributions of two other students in this exercise. This is a rule that we are only observing in the case analyses, given the relative complexity of the cases, compared to the chapter discussion questions. Always add value, from the textbook, news, personal experience, or all three. Indicate the case and question at the beginning, but avoid restating the question in your answer. In this respect, use the same method as in the chapter discussion questions, described in the Week 2 forum. Write at least 500 words (no minimum for replies, but do add value). Quoted passages do not contribute to the word count (so you will need to write more if you insert any quoted material). Post-edit your work carefully to catch errors. Avoid plagiarism at all cost. ——— Note on anomalous questions. Some questions will require you to work around selected details to fit the requisite discussion format. For example, Question 2 in Case 1 asks how your proposal will solve certain problems noted in answer to the previous question. If you have not actually answered Question 1, then you will have to assert one or more problems from the case, a proposed solution, and then an explanation of how your proposal may help. Question 3 is similar, in that you will need to identify a problem and a solution, followed by an argument about the budget. Although Alistair was expecting to hire a Project Engineer rather than a Quality Compliance Manager, the methods used to make the decision should be similar. The main difference in the Quality Compliance Manager position is that it is in a joint venture with a Hungarian government backed firm. International Joint Ventures (IJV) makes HRM practices more complicated because HRM practices and strategies are required for each IJV entity (Dowling, Festing, & Engle, 2013). HRM must address IJV in four stages, in which, each stage has an impact on the next. It is important for HRM to very thorough with each stage and communication through each stage is vital. To be successful, HRM must combine the IJV strategy along with the recruitment, selection, training, and development processes (Dowling et al., 2013). In light of the needs of the company and the new Quality Compliance Manager position, Alistair should choose the first candidate, Marie Erten-Loiseau. The fact that the job requires travel to France and Germany is a positive for Marie because she was born in France and was educated in France and Germany. The familiarity of these locations will help her as she meets with new business partners because she will have a good understanding of the policy and procedures required for companies in these two countries. Dowling et al., (2013), points out that the manager needs to be able to assess the desires of the stakeholders and be able to implement strategies based on their desires. Another reason for choosing Marie is that she has the most experience and has worked with Trianon for 13 years. The experience she has with the company is invaluable because she knows the goals of the company and strategies for implementing those goals. The last reason for choosing Marie is that she has been successful in her previous positions. She has lead two projects in two different countries and both were successful. This shows that she is able to adapt to the different practices of each country. There are many factors that Alistair should take into consideration to determine the correct choice for the Quality Compliance Manager position. The major factors that require consideration are the specificities of the entire situation, the reason for the assignment, and type of assignment. The four main specificities include context specificities, firm specific variables, local unit specificities, and IHRM practices (Dowling et al., 2013). The context specificities would include the differences in cultures between the assignment in Hungary and the base location for the Trianon, Marseilles. The firm specific variable includes any changes in the way operations in Hungary are conducted, whether it is strategy or HRM policies. The local unit specificities include the role of the joint venture in relation to Trianon and how this joint venture will fit into the long-term plan of the company. The company hopes that it will provide a good working relationship with the state supported airline, which will lead to more business in the future. The IHRM practices determine the employees that are hired and the training that is available to the employees. The reason for the assignment also is a major factor in determining the correct candidate. In the situation of Trianon, a joint venture with a Hungarian government back firm created a position that needed filling. The Quality Compliance Manager position allows Trianon to manage the joint venture operation, make sure it is successful, and build a strong relationship with Malev. The last major factor is the type of assignment. The Quality Compliance Manager assignment is long-term assignment because it is 3 years in duration. The joint venture is the first that the company has been involved in outside the UK so there is less familiarity on the administrative/compliance side. The candidate must act as an agent of direct control (Dowling et al., 2013) by assuring that compliance policies are followed and company strategy is implemented. Assessing whether a male or female would be the best fit for the position is also a factor that deserves consideration. The low number of female expatriates led Jessens, Cappellen, &Zanoni (2006) to research the following three myths: women have no desire to be in positions of authority in a foreign country, companies do not desire to place females in positions of authority while a foreign country, and women would be ineffective because of the views towards women in foreign countries. The research indicated that female expatriates do have conflict that arises related to their gender but the successful ones were able to turn the conflicts around based on the qualities that these women possess (Jessens et al., 2006). With all of these factors considered, I believe Marie Erten-Loiseau is the best candidate for the Quality Compliance Manager. References Dowling, P.J., Festing, M., & Engle, A.D. Sr. (2013). International Human Resource Management (6th ed.). Stamford, CT: Cengage Learning Janssens, M., Cappellen, T., &Zanoni, P. (2006). Successful female expatriates as agents: Positioning oneself through gender, hierarchy, and culture. Journal of World Business, 1-16. doi:10.1016/j.jwb.2006.01.001 2.) Case 8 – Questions 1 & 4 Multinational firms are often faced with recruiting and staffing decisions that could ultimately enhance or diminish the firm’s ability to be successful in a competitive global market. Perlmutter identified four staffing approaches for MNEs to consider based on the primary attitudes of international executives that would lay the foundation for MNEs during the recruitment and hiring process (Dowling, Festing, & Engle, 2013). At one point or another throughout the MacDougall family journey Lachlan and Lisa have served in one of the four capacities as an ethnocentric, polycentric, geocentric, and regiocentric employee. The ability to encompass all four attitudes that Perlmutter set forth is something that the MacDougall family has managed to do extremely well. The possibility for a multinational firm to recruit a family of this caliber that has been exposed and has an understanding of the positive and negative aspects of each attitude is phenomenal. This would be resourceful for any multinational firm. The MacDougal family’s exposure to cross-cultural management is also valuable. The diverse cultural background that the family has encountered on their international journey is a rarity. Cultural diversity and cross-cultural management play a critical role in MNEs because it produces a work environment that can transform the workplace into a place of learning and give the firm the availability to create new ideas for a more productive and competitive advantage over other firms (Sultana, Rashid, Mohiuddin, &Mazumder, 2013). This is something that is easy for the MacDougall family to bring to the table with the family’s given history. The expatriate lifestyle that has become second nature to the MacDougall family is beneficial for multinational firms for multifarious reasons Being raised around different cultures and then choosing to work internationally and learn different cultures has attributed to Lachlan’s successful career. The family’s ability to communicate and blend in socially among diverse cultures is an important aspect for international firms that want to stay competitive and be successful. The family has acclimated fairly easy to all of the places they have been and this is something that can be favorable when firms are recruiting employees. The MacDougall family has an upper-hand in the international marketplace naturally due to previous experiences with other countries and cultures. The exceptional way that the family has managed to conform to a multitude of other cultures and flourish is not an easy task. Marriage is not easy and many families experience a greater challenge avoiding divorcees when international mobility is involved. Lachlan and Lisa have been able to move together and this is an important aspect to the success of their marriage. Based on the case study they have a common desire to travel and both are successful in their careers. Lisa’s devotion to her husband’s successful career has put some strain on the marriage as she has had times where she felt she did not have her own identity. Military spouses experience this type of stress during long deployments and times that they have to hold the household together on their own. Another example is with employers who are transferred internationally for a short period of time or travel often. Separation of spouses can strain any marriage, but Lisa and Lachlan have been fortunate to avoid separation for any extended length of time. References Dowling, P.J., Festing, M., & Engle, A.D.Sr.(2013). International Human Resource Management. (6thed.). Stamford, CT: Cengage Sultana, M., Rashid, M., Mohiuddin, M. &Mazumder, M. (2013).Cross-cultural management and organizational performance.A Contnet analysis perspective.International Journal of Business and Management, 8(8), 133-146.

Select Case 1, 2, or 8 in the back of the textbook. After you have read the case, select at least one of the questions presented at the end.-If you select only one question, then you will need to elaborate with more examples and perspectives than if you select more than one, but the choice is yours. Fair warning: It is possible to fall into the trap of repeating oneself. To avoid that threat, think in advance of the different perspectives that you wish to explore. If you select more than one question, each answer will naturally be shorter. This may be a good approach if you discern that the questions lack strong potential to elicit in-depth answers. Remember to reply to the contributions of two other students in this exercise. This is a rule that we are only observing in the case analyses, given the relative complexity of the cases, compared to the chapter discussion questions. Always add value, from the textbook, news, personal experience, or all three. Indicate the case and question at the beginning, but avoid restating the question in your answer. In this respect, use the same method as in the chapter discussion questions, described in the Week 2 forum. Write at least 500 words (no minimum for replies, but do add value). Quoted passages do not contribute to the word count (so you will need to write more if you insert any quoted material). Post-edit your work carefully to catch errors. Avoid plagiarism at all cost. ——— Note on anomalous questions. Some questions will require you to work around selected details to fit the requisite discussion format. For example, Question 2 in Case 1 asks how your proposal will solve certain problems noted in answer to the previous question. If you have not actually answered Question 1, then you will have to assert one or more problems from the case, a proposed solution, and then an explanation of how your proposal may help. Question 3 is similar, in that you will need to identify a problem and a solution, followed by an argument about the budget. Although Alistair was expecting to hire a Project Engineer rather than a Quality Compliance Manager, the methods used to make the decision should be similar. The main difference in the Quality Compliance Manager position is that it is in a joint venture with a Hungarian government backed firm. International Joint Ventures (IJV) makes HRM practices more complicated because HRM practices and strategies are required for each IJV entity (Dowling, Festing, & Engle, 2013). HRM must address IJV in four stages, in which, each stage has an impact on the next. It is important for HRM to very thorough with each stage and communication through each stage is vital. To be successful, HRM must combine the IJV strategy along with the recruitment, selection, training, and development processes (Dowling et al., 2013). In light of the needs of the company and the new Quality Compliance Manager position, Alistair should choose the first candidate, Marie Erten-Loiseau. The fact that the job requires travel to France and Germany is a positive for Marie because she was born in France and was educated in France and Germany. The familiarity of these locations will help her as she meets with new business partners because she will have a good understanding of the policy and procedures required for companies in these two countries. Dowling et al., (2013), points out that the manager needs to be able to assess the desires of the stakeholders and be able to implement strategies based on their desires. Another reason for choosing Marie is that she has the most experience and has worked with Trianon for 13 years. The experience she has with the company is invaluable because she knows the goals of the company and strategies for implementing those goals. The last reason for choosing Marie is that she has been successful in her previous positions. She has lead two projects in two different countries and both were successful. This shows that she is able to adapt to the different practices of each country. There are many factors that Alistair should take into consideration to determine the correct choice for the Quality Compliance Manager position. The major factors that require consideration are the specificities of the entire situation, the reason for the assignment, and type of assignment. The four main specificities include context specificities, firm specific variables, local unit specificities, and IHRM practices (Dowling et al., 2013). The context specificities would include the differences in cultures between the assignment in Hungary and the base location for the Trianon, Marseilles. The firm specific variable includes any changes in the way operations in Hungary are conducted, whether it is strategy or HRM policies. The local unit specificities include the role of the joint venture in relation to Trianon and how this joint venture will fit into the long-term plan of the company. The company hopes that it will provide a good working relationship with the state supported airline, which will lead to more business in the future. The IHRM practices determine the employees that are hired and the training that is available to the employees. The reason for the assignment also is a major factor in determining the correct candidate. In the situation of Trianon, a joint venture with a Hungarian government back firm created a position that needed filling. The Quality Compliance Manager position allows Trianon to manage the joint venture operation, make sure it is successful, and build a strong relationship with Malev. The last major factor is the type of assignment. The Quality Compliance Manager assignment is long-term assignment because it is 3 years in duration. The joint venture is the first that the company has been involved in outside the UK so there is less familiarity on the administrative/compliance side. The candidate must act as an agent of direct control (Dowling et al., 2013) by assuring that compliance policies are followed and company strategy is implemented. Assessing whether a male or female would be the best fit for the position is also a factor that deserves consideration. The low number of female expatriates led Jessens, Cappellen, &Zanoni (2006) to research the following three myths: women have no desire to be in positions of authority in a foreign country, companies do not desire to place females in positions of authority while a foreign country, and women would be ineffective because of the views towards women in foreign countries. The research indicated that female expatriates do have conflict that arises related to their gender but the successful ones were able to turn the conflicts around based on the qualities that these women possess (Jessens et al., 2006). With all of these factors considered, I believe Marie Erten-Loiseau is the best candidate for the Quality Compliance Manager. References Dowling, P.J., Festing, M., & Engle, A.D. Sr. (2013). International Human Resource Management (6th ed.). Stamford, CT: Cengage Learning Janssens, M., Cappellen, T., &Zanoni, P. (2006). Successful female expatriates as agents: Positioning oneself through gender, hierarchy, and culture. Journal of World Business, 1-16. doi:10.1016/j.jwb.2006.01.001 2.) Case 8 – Questions 1 & 4 Multinational firms are often faced with recruiting and staffing decisions that could ultimately enhance or diminish the firm’s ability to be successful in a competitive global market. Perlmutter identified four staffing approaches for MNEs to consider based on the primary attitudes of international executives that would lay the foundation for MNEs during the recruitment and hiring process (Dowling, Festing, & Engle, 2013). At one point or another throughout the MacDougall family journey Lachlan and Lisa have served in one of the four capacities as an ethnocentric, polycentric, geocentric, and regiocentric employee. The ability to encompass all four attitudes that Perlmutter set forth is something that the MacDougall family has managed to do extremely well. The possibility for a multinational firm to recruit a family of this caliber that has been exposed and has an understanding of the positive and negative aspects of each attitude is phenomenal. This would be resourceful for any multinational firm. The MacDougal family’s exposure to cross-cultural management is also valuable. The diverse cultural background that the family has encountered on their international journey is a rarity. Cultural diversity and cross-cultural management play a critical role in MNEs because it produces a work environment that can transform the workplace into a place of learning and give the firm the availability to create new ideas for a more productive and competitive advantage over other firms (Sultana, Rashid, Mohiuddin, &Mazumder, 2013). This is something that is easy for the MacDougall family to bring to the table with the family’s given history. The expatriate lifestyle that has become second nature to the MacDougall family is beneficial for multinational firms for multifarious reasons Being raised around different cultures and then choosing to work internationally and learn different cultures has attributed to Lachlan’s successful career. The family’s ability to communicate and blend in socially among diverse cultures is an important aspect for international firms that want to stay competitive and be successful. The family has acclimated fairly easy to all of the places they have been and this is something that can be favorable when firms are recruiting employees. The MacDougall family has an upper-hand in the international marketplace naturally due to previous experiences with other countries and cultures. The exceptional way that the family has managed to conform to a multitude of other cultures and flourish is not an easy task. Marriage is not easy and many families experience a greater challenge avoiding divorcees when international mobility is involved. Lachlan and Lisa have been able to move together and this is an important aspect to the success of their marriage. Based on the case study they have a common desire to travel and both are successful in their careers. Lisa’s devotion to her husband’s successful career has put some strain on the marriage as she has had times where she felt she did not have her own identity. Military spouses experience this type of stress during long deployments and times that they have to hold the household together on their own. Another example is with employers who are transferred internationally for a short period of time or travel often. Separation of spouses can strain any marriage, but Lisa and Lachlan have been fortunate to avoid separation for any extended length of time. References Dowling, P.J., Festing, M., & Engle, A.D.Sr.(2013). International Human Resource Management. (6thed.). Stamford, CT: Cengage Sultana, M., Rashid, M., Mohiuddin, M. &Mazumder, M. (2013).Cross-cultural management and organizational performance.A Contnet analysis perspective.International Journal of Business and Management, 8(8), 133-146.

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Identify legislative and regulative requirements relative to information security for a bank

Identify legislative and regulative requirements relative to information security for a bank

A number of federal laws directly control the collection and … Read More...
Design the manufacturing processes. no copy from internet. drowning pic for the processes. Requirement on the project report: 1. Cover page of the project 2. Table of the content 3. Abstract 4. Introduction 5. Conclusion on this research 6. References (during this research)

Design the manufacturing processes. no copy from internet. drowning pic for the processes. Requirement on the project report: 1. Cover page of the project 2. Table of the content 3. Abstract 4. Introduction 5. Conclusion on this research 6. References (during this research)

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Comp755 HW 2 – Fall 2015 1. Problem 4.2 (10pts) 2. Problem 4.4 (15pts) 3. Problem 5.25 (10pts) 4. Problem 10.2 (15pts) . Hint: Create three Gantt charts where each square represents 10 time units. a. The first chart should use earliest deadline using the processes that are currently available. Since there is no preemption, some processes will not be scheduled if there start deadline is missed. b. The second chart should schedule strictly by the earliest deadline. The processor will be idle if the process with the earliest deadline has not arrived. c. The third chart should just use FCFS. 5. (Synchronize threads) Write a program that launches 1,000 threads. Each thread adds 1 to a variable sum that initially is 0. You need to pass sum by reference to each thread. In order to pass it by reference, define an Integer wrapper object to hold sum. Run the program with and without synchronization to see its effect (Create a command line argument where passing a 0 means run unsynchronized and passing a 1 means to run synchronized). Submit your entire Netbeans project (50pts).

Comp755 HW 2 – Fall 2015 1. Problem 4.2 (10pts) 2. Problem 4.4 (15pts) 3. Problem 5.25 (10pts) 4. Problem 10.2 (15pts) . Hint: Create three Gantt charts where each square represents 10 time units. a. The first chart should use earliest deadline using the processes that are currently available. Since there is no preemption, some processes will not be scheduled if there start deadline is missed. b. The second chart should schedule strictly by the earliest deadline. The processor will be idle if the process with the earliest deadline has not arrived. c. The third chart should just use FCFS. 5. (Synchronize threads) Write a program that launches 1,000 threads. Each thread adds 1 to a variable sum that initially is 0. You need to pass sum by reference to each thread. In order to pass it by reference, define an Integer wrapper object to hold sum. Run the program with and without synchronization to see its effect (Create a command line argument where passing a 0 means run unsynchronized and passing a 1 means to run synchronized). Submit your entire Netbeans project (50pts).

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8. Discuss the marketing and supply chain risks and benefits related to product complexity?

8. Discuss the marketing and supply chain risks and benefits related to product complexity?

Logistics and supply chain management have considerably augmented their visibility … Read More...