Chapter 6: Problem 4
How can the concept of “conjectures and refutations” be used in a practical problem-solving environment?
Chapter 6: Problem 4
How can the concept of “conjectures and refutations” be used in a practical problem-solving environment?
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Get started for freeWhy might the objective to maximize profits be difficult to use at the plant level? What advantages, or disadvantages, are there to using “minimize unit cost” instead?
Give a specific example where “gaming behavior” (i.e., considering the other guy) is important in a manufacturing environment.
How many consistent observations does it take to prove a conjecture? How many inconsistent observations does it take to disprove a conjecture?
Why do you think that many writers in the lean and Six Sigma literature are loath to acknowledge the existence of trade-offs? Do you think this has had positive, negative, or both effects?
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?
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