Chapter 6: Problem 2
How many consistent observations does it take to prove a conjecture? How many inconsistent observations does it take to disprove a conjecture?
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Chapter 6: Problem 2
How many consistent observations does it take to prove a conjecture? How many inconsistent observations does it take to disprove a conjecture?
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How can the concept of "conjectures and refutations" be used in a practical problem-solving environment?
We have suggested • revenue (total quantity of good product sold per unit time) • operating expenses (operating budget of the plant) • assets (money tied up in plant, including inventories) as plant-level measures. How do these translate to the firm-level measures of total profit and ROI? Are there plant-level activities that are not reflected in the plant-level measures that affect the firm-level objectives? How might these be addressed?
Why does the distinction between objectives and constraints tend to blur in actual decision-making practice?
What relevance does something as abstract as a "science of manufacturing" have to manufacturing management?
Indicate how each of the following might promote and impede the objective to maximize long-run profitability: a. Decrease average cycle time b. Decrease WIP c. Increase product diversity d. Improve product quality e. Improve machine reliability f. Reduce setup times g. Enhance worker cross-training h. Increase machine utilization
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