1. Who investigates mergers and takeovers?

2. Suggest three reasons for vertical integration.

3. Distinguish between internal and external economies of scale.

 

 

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1. Why do monetarists dislike the PSNCR?

2. What happens to the national debt if a public-sector debt repayment occurs?

3. What has happened to the national debt in real terms since 1945?

 

 

 

 

 

 

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1. Why do you think major auto manufacturers do not build ambulances?

2. What is an alternative process strategy to the assembly line that Wheeled Coach currently uses?

3. Why is it more efficient for the work cells to prepare “modules” and deliver them to the assembly line than it would be to produce the component (e.g., interior upholstery) on the line?

4. How does Wheeled Coach determine what tasks are to be performed at each workstation?

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Case5_Group5_21/11/2018_Discussions and Submission Case examines the process strategy at Wheeled Coach, the US’s largest manufacturer of ambulances. Chapter 7 turns to helping managers find the best way to produce their goods. A process strategy is how a company, like ambulance manufacturer Wheeled Coach, the world’s largest, transforms its resources into finished products. The 350 employees at Wheeled Coach make only custom-made ambulances. Virtually every vehicle is different. Wheeled Coach accommodates this growth by providing a wide variety of options and an engineering staff accustomed to innovation and custom design. Wheeled Coach’s growth, now requiring that more than 20 ambulances roll off the assembly line each week, makes process design a continuing challenge. Wheeled Coach’s response has been to build a focused factory: Wheeled Coach builds nothing but ambulances. Within the focused factory, Wheeled Coach established work cells for every major module feeding an assembly line, including aluminum bodies, electrical wiring harnesses, interior cabinets, windows, painting, and upholstery. Labor standards drive the schedule so that every work cell feeds the assembly line on schedule, just-in-time for installations. The chassis, usually that of a Ford truck, moves to a station where the aluminum body is mounted. Then the vehicle is moved to painting. Following a custom paint job, it moves to the assembly line, where it will spend seven days. During each of these seven workdays, each work cell delivers its respective module to the appropriate position on the assembly line. During the first day, electrical wiring is installed; on the second day, the unit moves forward to the station at which cabinetry is delivered and installed, then to a window and lighting station, on to upholstery, to fit and finish, to further customizing and finally to inspection and road testing. Discussion 1. Why do you think major auto manufacturers do not build ambulances? 2. What…

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1. Why do you think that the Chinese apparently have a cost advantage in the production of pencils?

2. Do you think that lobbying the U.S. government to impose antidumping duties on imports of pencils from China is a good way to protect American jobs? Who benefits most from such duties? Who loses? What alternative policy stance might the government take?

3. By establishing facilities in Mexico, Dixon became a multinational company. Why has Dixon become a multinational? What are the economic benefits to Dixon of becoming an international business?

4. Now that Dixon has a production operation in China, why does it not simply import finished pencils from China to the United States, instead of making those pencils in Mexico?

 

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1. Why do you think the percentage of Americans who believe that trade with other countries leads to job creation increased from 20% to 36% between 2014 and 2018? 2. What do you feel would create a greater sense of appreciation among average Americans for the role that international trade plays in creating a prosperous domestic economy?

 

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