Kingdom of Saudi Arabia Ministry of Education Saudi Electronic University المملكة العربية

A3 Assignment Data Specifications General Notes: There is often more than one

A3 Assignment Data Specifications

General Notes:

There is often more than one entry for each patient in the file, since the record will have all their recent visits to the doctor. While some of this information is useful to understand their history, make sure you only count them once in the end.

There are a lot more codes for all these conditions, procedures, and medications. I simplified this list to make it manageable

Remember that the patients who have the condition go in the denominator; a subset of that group will go into the numerator (those who have the condition AND take aspirin)

Step-by-step details

Question

Details

What to look for in the data

Was the patient 18 or older on January 1st of the measurement period?

Our measurement period will be the entire year 2018, so the patient should be 18 by January 1, 2018 to be included in the metric

If the patient is not 18+, then add to the count for #1, not to be included in the data submission

If the patient is 18+, include in the count for #2 and move onto the next step

Did the patient have at least one visit during the measurement period (aka the entire year 2018)?

Look at the encounter dates to see if the patient is eligible

If no 2018 encounter, pt doesn’t count for either numerator or denominator

Did the patient have a diagnosis of Ischemic Vascular Disease?

There are many codes to identify this in EHRs, but I simplified the process for this assignment, so you will have to look for these 4 ICD9 codes

Ischemic Vascular Disease is present if codes are:

414.00

414.01

414.06

414.9

Was the patient discharged from the hospital with a diagnostic of heart attack (AMI) or had a procedure that indicates a heart condition?

There will be 3 types of procedures to look for:

AMI

CABG

PCI

Take a look at the flowchart and note that these have to be present in the 12 months before the measurement period (i.e., in 2017) to count—NOT in 2018

Aspirin used?

This is supposed to tell us if the patient goes into the numerator as well; those who get the treatment satisfy all the requirements

Aspirin (and other antithrombotics) come in all forms and doses, so medications usually have many codes to identify all potential combinations; for this exercise, you will look for anything that indicates Aspirin use[supanova_question]

Becoming a Master Manager, 6th ed. Print Version of the Competing Values

Becoming a Master Manager, 6th ed.

Print Version of the Competing Values Competency Questionnaire 10

7

Computational worksheet

Ahad Al Masud

Department of Business Administration, California State University, Bakersfield

MGMT 3090 Career and Managerial Skills

Jason W. Matson

September 8th, 2021

COMPUTATIONAL WORKSHEET

Collaborate-focused Competencies

Understanding Self and Others

Communicating Honestly and Effectively

Mentoring and Developing Others

Managing Groups and Leading Teams

Managing and Encouraging and Constructive Conflict

# 17= 6

# 48= 5

# 13= 6

# 10= 6

# 40=5

# 24= 5

# 58= 7

# 26= 5

# 12= 5

# 54=4

# 27= 4

# 73= =6

# 30= 4

#15= 6

# 59=4

# 68= 6

# 76= 5

# 37= 5

# 66= 5

# 63= 3

# 71= 5

# 100= 2

# 43= 1

# 92= 4

# 90= 5

Sum = 26

Sum = 30

Sum = 21

Sum = 26

Sum = 21

Sum / 5 = 5.2

Sum / 5 = 6

Sum / 5 = 4.2

Sum / 5 =5.2

Sum / 5 =4.2

COMPUTATIONAL WORKSHEET

Control-focused Competencies

Organizing Information Flows

Working and Managing Across Functions

Planning and Coordinating Projects

Measuring and Monitoring Performance and Quality

Encouraging and Enabling Compliance

# 39 = 1

# 64 =5

# 8= 4

# 19= 6

# 6= 5

# 65= 1

# 87=2

# 16= 3

# 20= 4

# 14= 5

# 69= 4

# 93= 1

# 21= 4

# 31= 3

# 22=6

# 86= 4

# 95= 1

# 55= 1

# 88= 4

# 41= 5

#91= 5

# 99= 1

# 82= 1

# 94= 4

# 89= 5

Sum = 15

Sum = 10

Sum = 13

Sum = 21

Sum = 26

Sum / 5 = 3

Sum / 5 = 2

Sum / 5 = 2.6

Sum / 5 = 4.2

Sum / 5 = 5.2

COMPUTATIONAL WORKSHEET

Compete-focused Competencies

Developing and Communicating a Vision

Setting Goals and Objectives

Motivating Self and Others

Designing and Organizing

Managing Execution and Driving for Results

# 5= 5

# 47= 5

# 4= 7

# 45= 2

# 7= 5

# 9= 5

# 53= 5

# 32= 4

# 56= 1

# 11=4

# 35= 6

# 57=1

# 36= 5

# 74= 1

# 25= 5

# 62= 1

# 72= 6

# 49= 4

# 81= 1

# 52= 4

# 97= 3

# 77= 5

# 79= 4

# 84= 4

# 70= 5

Sum = 20

Sum = 22

Sum = 24

Sum = 9

Sum = 23

Sum / 5 = 4

Sum / 5 = 4.4

Sum / 5 = 4.8

Sum / 5 = 1.8

Sum / 5 = 4.6

COMPUTATIONAL WORKSHEET

Create-focused Competencies

Using Power Ethically and Effectively

Championing and Selling New Ideas

Fueling and Fostering Innovation

Negotiating Agreement and Commitment

Implementing and Sustaining Change

# 38= 3

# 1= 5

# 2= 7

# 28= 6

# 61= 4

# 60= 5

# 23= 4

# 3= 6

# 29= 4

# 78= 5

# 67= 5

# 33= 4

# 18= 3

# 34= 4

# 83= 5

# 75= 1

# 42= 3

# 46= 4

# 50= 5

# 96= 4

# 80= 1

# 44= 2

# 51= 5

# 85= 6

# 98= 6

Sum = 15

Sum = 18

Sum = 25

Sum = 25

Sum = 24

Sum / 5 = 3

Sum / 5 = 3.6

Sum / 5 = 5

Sum / 5 = 5

Sum / 5 = 4.8

Competing Values Competency Summary

Collaborate

Creating and Sustaining Commitment and Cohesion

Understanding Self and Others- 5.2

Communicating Honestly and Effectively- 6

Mentoring and Developing Others- 4.2

Managing Groups and Leading Teams- 5.2

Managing and Encouraging Constructive Conflict- 4.2

Create

Promoting Change and Encouraging Adaptability

Using Power Ethically and Effectively- 3

Championing and Selling New Ideas- 2

Fueling and Fostering Innovation- 2.6

Negotiating Agreement and Commitment- 4.2

Implementing and Sustaining Change- 5.2

Control

Establishing and maintaining stability and continuity

Organizing Information Flows- 4

Working and Managing Across Functions- 4.4

Planning and Coordinating Projects- 4.8

Measuring and Monitoring Performance and Quality- 1.8

Encouraging and Enabling Compliance- 4.6

Compete

Improving productivity and increasing profitability

Developing and Communicating a Vision- 3

Setting Goals and Objectives- 3.6

Motivating Self and Others- 5

Designing and Organizing- 5

Managing Execution and Driving for Results- 4.8

\[supanova_question]

Becoming a Master Manager, 5th ed. Print Version of the Competing Values

Writing Assignment Help Becoming a Master Manager, 5th ed.

Print Version of the Competing Values Competency Questionnaire 14

Becoming a Master Manager, 6th ed.

Print Version of the Competing Values Competency Questionnaire 10

PRINT VERSION OF

THE COMPETING VALUES COMPETENCY QUESTIONNAIRE

TO ACCOMPANY

BECOMING A MASTER MANAGER:

A Competing Values Approach

SIXTH EDITION

QUINN / FAERMAN/ THOMPSON / MCGRATH / BRIGHT

(Text published by John Wiley & Sons)

If you have questions about this questionnaire, please email them to: [email protected]

Copyright © 2014

COMPETING VALUES COMPETENCY QUESTIONNAIRE

The Competing Values Competency Questionnaire will help you create a detailed profile of your development as a managerial leader with respect to the four quadrants of the competing values framework. You will assess your level of mastery on each of the competencies discussed in the textbook.

This questionnaire consists of 100 questions related to skills that managerial leaders need to meet the challenges of complexity, ambiguity, and paradox that characterize the world today.

For each item, indicate how often you have successfully engaged in the activity. Rate yourself on the following 7 point scale:

Never

Very Seldom

Seldom

Occasionally

Frequently

Very Frequently

Almost Always

1

2

3

4

5

6

7

It is important to note that this questionnaire is not designed to provide a final evaluation of your ability as a managerial leader. It is designed to provide a “snap-shot” profile, based on your perceptions of your current experience, strengths, and weaknesses. You can use the profile to create a personal development plan based on your individual needs and interests.

Some items refer to general activities that you may do regularly, such as recognizing people’s feelings. Others items refer to more specific activities and tools that you may not have had any experience with yet, such as coaching people on career issues or preparing a Gantt chart. If you have not had a chance to engage in the activity specified or are unfamiliar with the tool or technique mentioned, you should give that item a rating of 1 – Never.

Information on how to interpret your results is provided at the end of the questionnaire.

After you have worked through the exercises in Becoming a Master Manager: A Competing Values Approach, 6th ed., we encourage you to retake the questionnaire to see how your profile as a managerial leader has changed as you have gained more knowledge and experience.

In addition, to receive input from others about your managerial leadership skills, use the Competing Values Managerial Practices Instrument and Competing Values Leadership Instrument that are also provided with this text.

Competing Values Competency Questionnaire

1 = Never

7 = Almost Always

#

How often have you successfully engaged in . . .

1

launching important new efforts.

2

inspiring people to be creative.

3

encouraging people to try new things.

4

showing an appetite for hard work.

5

emphasizing the need to compete.

6

seeing that procedures are understood.

7

providing fast responses to emerging issues.

8

keeping projects under control.

9

developing a competitive focus.

10

maintaining an open climate for discussion.

11

emphasizing producing faster outcomes.

12

making it legitimate for people to contribute their opinions.

13

making sure that everyone has a plan to help them develop.

14

making sure formal guidelines are clear to people.

15

employing participative decision making techniques.

16

closely managing projects.

17

recognizing people’s feelings.

18

getting people to exceed traditional performance patterns.

19

communicating my expectation that people need to get the details of their work right.

1 = Never

7 = Almost Always

#

How often have you successfully engaged in . . .

20

emphasizing the need for accuracy in work efforts.

21

providing tight project management.

22

ensuring that policies are known.

23

initiating bold projects.

24

being aware when people are burning out.

25

emphasizing getting work done more quickly.

26

coaching people on career issues.

27

encouraging people to have work/life balance

28

identifying the changing needs of customers and others with whom I negotiate.

29

meeting with customers and others from whom I need to obtain a commitment to discuss their needs.

30

encouraging others to think about their career development.

31

emphasizing accuracy in work efforts.

32

modeling an intense work effort.

33

starting ambitious programs.

34

anticipating what customers and others with whom I negotiate will want next.

35

insisting on beating outside competitors.

36

demonstrating full exertion on the job.

37

developing others by delegating tasks that require them to learn new skills.

38

recognizing when one source of power is likely to be more useful than another source of power.

1 = Never

7 = Almost Always

#

How often have you successfully engaged in . . .

39

deciding when a face-to-face interaction is more appropriate than an email, phone call, or paper memo.

40

avoiding prematurely smoothing over constructive task-related conflicts.

41

using multiple approaches to encouraging compliance with rules.

42

selecting the most appropriate communication style based on the purpose of my message.

43

providing timely performance feedback that includes specific examples of desirable and undesirable behaviors.

44

anticipating counterarguments that others might express when I make a recommendation.

45

improving performance by appropriately applying the concepts of division of labor and specialization.

46

using brainstorming and nominal group techniques to foster innovative thinking.

47

identifying goals that are not aligned vertically or laterally in the organization.

48

knowing my audience and having a clear understanding of my purpose when I communicate.

49

creating a high performance environment in which employees can feel empowered and engaged.

50

establishing mutual purpose, mutual meaning, and mutual respect when negotiating with others.

51

overcoming individual and organizational barriers to creative thinking.

52

considering both human and process issues when evaluating how to improve performance.

53

setting goals and objectives that clarify the priorities of the organizational unit.

1 = Never

7 = Almost Always

#

How often have you successfully engaged in . . .

54

stimulating conflict using advocacy groups to encourage higher quality decisions.

55

preparing and using basic project planning tools such as a work breakdown structure.

56

using different tools to create integration across a differentiated organization.

57

evaluating a performance management system to see if it relates appropriately to organizational performance goals.

58

communicating persuasively by providing solid evidence and strong theoretical arguments that support my position.

59

distinguishing among different sources of conflict.

60

building personal power by expanding my personal network.

61

reducing resistance to change.

62

writing a vision that addresses strategic philosophy, tactical policies and practices, and individual emotions.

63

using different approaches to managing conflict depending on the specific situation.

64

picking the right people to work on a cross-functional team.

65

managing messages and materials that I receive efficiently so I only have to handle them once.

66

paying attention to team roles and processes as well as task goals.

67

using different influence tactics depending upon the situation.

68

using empathetic listening and showing my concern for other people’s problems.

69

sending concise, friendly electronic messages and voicemails that are effective at getting others to respond promptly and appropriately to my requests.

1 = Never

7 = Almost Always

#

How often have you successfully engaged in . . .

70

tracking my time so I can get an accurate idea of how much time I am spending on different activities.

71

working effectively with people whose personalities are different from my own.

72

ensuring that goals are challenging but attainable as well as relevant to the person trying to achieve those goals.

73

eliminating or minimizing common barriers to effective communication.

74

diagnosing organizational culture and determining if the existing culture is aligned with the competitive environment.

75

increasing my power with specific constituents such as my supervisor, peers, and direct reports.

76

expressing my disagreement in ways that encourage open discussion and problem solving.

77

developing goals that are specific, measurable, and have a clear time frame.

78

determining whether a Participative, Forcing, Telling, or Transformational change strategy would be most appropriate in a particular situation.

79

using insights from theories of motivation to influence the behavior of others.

80

understanding how power can be used effectively.

81

distinguishing between mechanistic and organic organizational structures.

82

preparing a Gantt chart and using it to track progress on projects.

83

accurately assessing the forces for and against change in a given situation.

84

determining whether departmentalization by function, division, or matrix would be most appropriate for a given organization.

1 = Never

7 = Almost Always

#

How often have you successfully engaged in . . .

85

focusing on interests, not positions, when I negotiate.

86

prioritizing my action items so I spend the most time on what is important, rather than on things that seem urgent but that are not important.

87

using cross-functional teams to provide integration in a traditionally-structured organization.

88

identifying the best performance measures based on their objectivity, completeness, and responsiveness.

89

creating systems that make it easy for others to follow procedures.

90

smoothing over destructive interpersonal conflicts.

91

distinguishing between helpful information and data that are irrelevant.

92

planning and implementing meetings that are productive, efficient, and well-attended.

93

overcoming the challenges of cross-functional teams.

94

distinguishing between appropriate and inappropriate performance measures with respect to the goals of an organizational unit.

95

capitalizing on the advantages of using a cross-functional team.

96

recognizing when proposed organizational changes are likely to provoke employee resistance.

97

telling my own leadership story so people understand the passion that drives and sustains me.

98

designing effective change strategies.

99

working successfully on cross-functional teams.

100

noticing nonverbal cues and using reflective listening to ensure that I understand what other people are saying to me.

Instructions for Interpreting

Your Competing Values Competency Questionnaire Results

Use the following Computational Worksheets to calculate your mean score for each of the 20 competencies included in the competing values competency questionnaire

First, copy your scores from the questionnaire into the appropriate box on the computational worksheet.

Next, sum the five scores for each of the 20 competencies.

Then, divide the sum by five (5) to calculate the mean score for each competency.

Once you have your mean scores for each competency, enter them into the competing values competency summary. Then, plot your scores on the competing values competency profile. The small inner circle has a value of “1”. Count out from there, along the lines on each competency. Place a small “x” on the competency-line, at the nearest point that matches the number you wish to graph. Simply connect the “x” marks and you have a visual profile of responses from others.

These steps will allow you to easily see your relative strengths with respect to the four actions

COMPUTATIONAL WORKSHEET

Collaborate-focused Competencies

Understanding Self and Others

Communicating Honestly and Effectively

Mentoring and Developing Others

Managing Groups and Leading Teams

Managing and Encouraging and Constructive Conflict

# 17

# 48

# 13

# 10

# 40

# 24

# 58

# 26

# 12

# 54

# 27

# 73

# 30

#15

# 59

# 68

# 76

# 37

# 66

# 63

# 71

# 100

# 43

# 92

# 90

Sum =

Sum =

Sum =

Sum =

Sum =

Sum / 5 =

Sum / 5 =

Sum / 5 =

Sum / 5 =

Sum / 5 =

COMPUTATIONAL WORKSHEET

Control-focused Competencies

Organizing Information Flows

Working and Managing Across Functions

Planning and Coordinating Projects

Measuring and Monitoring Performance and Quality

Encouraging and Enabling Compliance

# 39

# 64

# 8

# 19

# 6

# 65

# 87

# 16

# 20

# 14

# 69

# 93

# 21

# 31

# 22

# 86

# 95

# 55

# 88

# 41

#91

# 99

# 82

# 94

# 89

Sum =

Sum =

Sum =

Sum =

Sum =

Sum / 5 =

Sum / 5 =

Sum / 5 =

Sum / 5 =

Sum / 5 =

COMPUTATIONAL WORKSHEET

Compete-focused Competencies

Developing and Communicating a Vision

Setting Goals and Objectives

Motivating Self and Others

Designing and Organizing

Managing Execution and Driving for Results

# 5

# 47

# 4

# 45

# 7

# 9

# 53

# 32

# 56

# 11

# 35

# 57

# 36

# 74

# 25

# 62

# 72

# 49

# 81

# 52

# 97

# 77

# 79

# 84

# 70

Sum =

Sum =

Sum =

Sum =

Sum =

Sum / 5 =

Sum / 5 =

Sum / 5 =

Sum / 5 =

Sum / 5 =

COMPUTATIONAL WORKSHEET

Create-focused Competencies

Using Power Ethically and Effectively

Championing and Selling New Ideas

Fueling and Fostering Innovation

Negotiating Agreement and Commitment

Implementing and Sustaining Change

# 38

# 1

# 2

# 28

# 61

# 60

# 23

# 3

# 29

# 78

# 67

# 33

# 18

# 34

# 83

# 75

# 42

# 46

# 50

# 96

# 80

# 44

# 51

# 85

# 98

Sum =

Sum =

Sum =

Sum =

Sum =

Sum / 5 =

Sum / 5 =

Sum / 5 =

Sum / 5 =

Sum / 5 =

Competing Values Competency Summary

Collaborate

Creating and Sustaining Commitment and Cohesion

______ Understanding Self and Others

______ Communicating Honestly and Effectively

______ Mentoring and Developing Others

______ Managing Groups and Leading Teams

______ Managing and Encouraging Constructive Conflict

Create

Promoting Change and Encouraging Adaptability

______ Using Power Ethically and Effectively

______ Championing and Selling New Ideas

______ Fueling and Fostering Innovation

______ Negotiating Agreement and Commitment

______ Implementing and Sustaining Change

Control

Establishing and Maintaining Stability and Continuity

______ Organizing Information Flows

______ Working and Managing Across Functions

______ Planning and Coordinating Projects

______ Measuring and Monitoring Performance and Quality

______ Encouraging and Enabling Compliance

Compete

Improving Productivity and Increasing Profitability

______ Developing and Communicating a Vision

______ Setting Goals and Objectives

______ Motivating Self and Others

______ Designing and Organizing

______ Managing Execution and Driving for Results

COMPETING VALUES COMPETENCY PROFILE

1

Becoming a Master Manager 6th Ed. Instructors Manual: Competency Questionnaire

1

15

Becoming a Master Manager 6th Ed. Instructors Manual: Competency Questionnaire

[Type text][Type text][Type text] https://onlyassignmenthelp.com/index.php/2021/11/27/community-project/ [supanova_question]

College of Administrative and Financial Sciences Assignment 3 Deadline: 4th December 2021

College of Administrative and Financial Sciences

Assignment 3

Deadline: 4th December 2021

Course Name: Introduction to Operations Management

Student’s Name:

Course Code: MGT311

Student’s ID Number:

Semester: Ist

CRN:

Academic Year: 1442/1443 H

For Instructor’s Use only

Instructor’s Name:

Students’ Grade: Marks Obtained/Out of

Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY

The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.

Assignments submitted through email will not be accepted.

Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.

Students must mention question number clearly in their answer.

Late submission will NOT be accepted.

Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.

All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).

Submissions without this cover page will NOT be accepted

Learning Outcomes:

Learning Outcomes:

To understand the concept of transformation and invention of the Product.

To manage the level of Inventory.

To take the decision of New product Development.

To understand supply chain strategy.

Critical Thinking

The Chinese company BYD is pursuing electric cars and hopes to become the world’s largest car company. With the financial support of American Warren Buffett, the company, which has only been in existence for a few years mostly making batteries, has caught the attention of not only Mr. Buffett but also many in the auto industry.

ELECTRIC AND HYBRID CARS

Electric cars (also known as electric vehicles or EVs) rely exclusively on battery power. With an all-electric EV there is no internal combustion engine, muffler, gasoline tank, air and fuel filters, and other parts needed to run a gasoline powered system. The vehicle itself also produces no tailpipe emissions, and by getting its power from an efficient utility company, overall, it produces fewer greenhouse gases. This is especially true if the electricity is produced with nuclear power, clean coal, or natural gas. EVs are also less expensive to fuel on a per mile basis. Electric cars, however, have a shorter driving range and are difficult to operate with long distance travel.

There are also some safety concerns associated with using a lithium-ion battery, as lithium is a highly reactive material prone to explosion

Do you think electric cars may become a viable alternative to gasoline-powered vehicles? What is the future of the electric car? Explain your answer especially in the context of KSA as Saudi Arabia is moving towards carbon free economy.

Given a business strategy of being the word leader in manufacturing electric cars with innovative technology, what operations and supply chain strategy do you think BYD should pursue? Identify what operations and supply chain should do to help BYD compete including a mission, objectives, distinctive competence, and key decisions.

Note: Go to the company website and answer the above questions. This is just an advice. You may surf net , company report, Saudi vision 2030 to answer the questions.

Answers:

1.

2.[supanova_question]

Kingdom of Saudi Arabia Ministry of Education Saudi Electronic University ??????? ???????

Kingdom of Saudi Arabia

Ministry of Education

Saudi Electronic University

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College of Administrative and Financial Sciences

Assignment-3

MGT322 – Logistics Management

Deadline: 04/12/2021 @ 23:59

Course Name: Logistics Management

Student’s Name:

Course Code: MGT322

Student’s ID Number:

Semester: 1

CRN:

Academic Year: 1443/1444 H

For Instructor’s Use only

Instructor’s Name:

Students’ Grade: Marks Obtained/Out of

Level of Marks: High/Middle/Low

Instructions – PLEASE READ THEM CAREFULLY

The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.

Assignments submitted through email will not be accepted.

Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.

Students must mention question number clearly in their answer.

Late submission will NOT be accepted.

Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.

All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).

Submissions without this cover page will NOT be accepted.

Logistics Management

ASSIGNMENT -3

Submission Date by students: Before the end of Week- 13th

Place of Submission: Students Grade Centre

Weight: 05 Marks

Learning Outcome:

Illustrate the concepts of logistic system operations used in logistic systems, time based management and lean thinking.

Interpret the use advanced theory and methods to identify inefficiencies in supply chains

Assignment Workload:

This assignment is an individual assignment.

Critical Thinking

The purpose of this assignment is to identify and apply Logistics and Supply Chain Management concepts/tools to suggest logistics performance priorities.

Use Saudi digital Library (SDL) search engine.

Search Title: THE BENEFITS OF LEAN MANUFACTURING what lean thinking offers the process Industries

Authors Name: Melton,T

Source: In 7th World Congress of Chemical Engineering, Chemical Engineering Research and Design June 2005 83(6):662-673

Read out the research paper carefully and based on your understanding you should answer the following questions.

Questions:

Why Manufacturing Companies focuses on Lean Thinking? (1.5 Marks)

What do understand by the term overproduction? Why it consider as the biggest waste of all? (1.5 Marks)

Assess the reasons for using lean thinking. What are the benefits from Suppliers to end users? (1.5 Marks)

References (0.5 Marks)

The Answer must follow the outline points below:

Each answer should be 400 to 500 range of word counts.

Lean Thinking Concept

Their Main functions

Reasons with suitable Examples

Reference

Note: You can Support your answer by reading chapter 7 of your book.

You can use secondary source available on internet.[supanova_question]