Introduction Data-driven decision making is a process where educators examine assessment data to identify student strengths and deficiencies and apply those findings to their practice. Schools collect data to guide their work with instructional programs, student placement and instructional methods. You will explore five competencies related to data driven decision making: data location, data comprehension, data interpretation, data use and question posing. This information will assist you with the discussion and assignment. Directions View the learning activity below. On the last slide, take a screenshot of the last slide and upload it to the Unit 4 Learning Activity Dropbox with a one page reflection on how the data review process supports school-wide growth for your pass/fail 20 points. http://extmedia.kaplan.edu/gradEd/Media/ED502/DDDM/index.html
Unit 5 learning activityIntroduction A strong leader is able to use their leadership skills to their best advantage and to utilize talents effectively to meet organizational objectives. Leaders have different objectives at different times and this can be where problems occur when the leaders focus on just one or two models. In this learning activity, you will compare and analyze 14 leadership models. As you review each of the models, you will explore your knowledge of each and determine your capacity to lead using each of the models.
Directions Open the learning activity and review all 14 leadership models. At the end of your review, you will have completed a personal assessment of the 14 models based on your capacity to use and implement each one. You will then look at your own leadership capacity and determine who else is needed “at the table” to support and build a school-wide leadership team in order to implement effective school-wide leadership. Take a screenshot of your completed “table” activity which includes the narration and selection of those who would help you work through the posed scenario. Submit your screen shot to the Unit 5 Learning Activity Dropbox for a pass/fail score. https://kapextmediassl-a.akamaihd.net/EdCommGrad/Media/ER508/ER508_2004D/Leadership_Models/story.html
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This assignment illustrates how data analytics can be used to create strategies for sustainable organizational success while integrating the organization’s mission with societal values. You’ll apply statistical time series modeling techniques to identify patterns and develop time-dependent demand models. You’ll practice organizing and delivering a presentation to senior decision-makers. The PowerPoint presentation includes an audio component in addition to speaker notes.
Resource: Microsoft Excel, DAT565_v3_Wk6_Data_File
Scenario: A city’s administration isn’t driven by the goal of maximizing revenues or profits but instead looks at improving the quality of life of its residents. Many American cities are confronted with high traffic and congestion. Finding parking spaces, whether in the street or a parking lot, can be time-consuming and contribute to congestion. Some cities have rolled out data-driven parking space management to reduce congestion and make traffic more fluid.
You’re a data analyst working for a mid-size city that has anticipated significant increments in population and car traffic. The city is evaluating whether it makes sense to invest in infrastructure to count and report the number of parking spaces available at the different parking lots downtown. This data would be collected and processed in real-time, feeding an app that motorists can access to find parking space availability in different parking lots throughout the city.
Instructions: Work with the provided Excel database. This database has the following columns:
LotCode: A unique code that identifies the parking lot
LotCapacity: A number with the respective parking lot capacity
LotOccupancy: A number with the current number of cars in the parking lot
TimeStamp: A day/time combination indicating the moment when occupancy was measured
Day: The day of the week corresponding to the TimeStamp
Insert a new column, OccupancyRate, recording occupancy rate as a percentage with one decimal. For instance, if the current LotOccupancy is 61 and LotCapacity is 577, then the OccupancyRate would be reported as 10.6 (or 10.6%).
Using the OccupancyRate and Day columns, construct box plots for each day of the week. You can use Insert > Insert Statistic Chart >Box and Whisker for this purpose. Is the median occupancy rate approximately the same throughout the week? If not, which days have lower median occupancy rates? Which days have higher median occupancy rates? Is this what you expected?
Using the OccupancyRate and LotCode columns, construct box plots for each parking lot. You can use Insert > Insert Statistic Chart >Box and Whisker for this purpose. Do all parking lots experience approximately equal occupancy rates? Are some parking lots more frequented than others? Is this what you expected?
Select any 2 parking lots. For each one, prepare a scatter plot showing the occupancy rate against TimeStamp for the week 11/20/2016 –11/26/2016. Are occupancy rates time-dependent? If so, which times seem to experience the highest occupancy rates? Is this what you expected?
Presentation:
Create a 10- to 12-slide presentation with speaker notes and audio. Your audience is the City Council members who are responsible for deciding whether the city invests in resources to set in motion the smart parking space app.
Complete the following in your presentation:
Outline the rationale and goals of the project.
Utilize boxplots showing the occupancy rates for each day of the week. Include your interpretation of the results.
Utilize box plots showing the occupancy rates for each parking lot. Include your interpretation of the results.
Provide scatter plots showing occupancy rate against the time of day of your selected four parking lots. Include your interpretation of the results.
Make a recommendation about continuing with the implementation of this project.
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A city’s administration isn’t driven by the goal of maximizing revenues
“CDVD enter prises” is a customer driven optical storage m edia producer making about
90.000.000 CDs, Blu -rays and DVDs per year serving about 31.500 different customer s.
Production is divided into five sections: pre -manufacturing, manufacturing, graphics, printing and
packaging. In general, the production can be described as follows:
Pre -manufacturing : Each customer sends an email (or a CD) containing the data to be reproduced
by CDVD enterprises. This data is written to a unique mould a so -called “stamper” which is us ed
to make a disc ingot for further replication. The stamper consists of silicone or glass with a
diameter of about 20 centimeters. The data is written to a silicone – or glassmaster with a laser
beam that “records” the information that is going to be replicated . The information is recorded to
the disc by producing tiny indentations to the polycarbonate known as “pits” and “lands”.
Manufacturing: After the stamper is made the disc replication starts by using molding machines.
Here a syringe injects a he ated liquid polycarbonate (approx. 360 degrees Celsius) producing the
disc which already contains digital information, but cannot be scanned since at this stage the disc
is completely transparent . After a short cooling of the disc , one side of the disc (co ntaining the
information) is covered with a silver, aluminum or gold layer and thereafter is covered with
lacquer which reflects the laser beam in order to read the information from the disc. After a
quality inspection the discs are collected on a spindle.
Graphics: Within the graphics department the covers of the discs are produced according to the
customer’s provided graphic design. Here print stencils are made for the different printing
technologies (serigraphy or offset printing).
Printing: Depending on the quality requirements (high quality offset) the di scs are printed at a
serigraphy – or an offset machine. The difference between these two techniques is mainly that for
the serigraphy printing machines the mesh has to be cleaned after eac h order and that the colors have to be prepared beforehand. The offset printing machines contain the CMYK (cyan, magenta,
yellow, black) colors and therefore only the stencils need to be changed after each order.
Packaging: Within the packaging department , all orders are sent to machines which are either
fully – or semiautomatic. Here the covers, booklets, inlays etc. are a dded to the discs and are
pack ed according to the customer’s need ( boxes, paper bags, trays, etc.).
Since t he pre -manufacturing and grap hics section are very flexible and do not state a planning
pro blem these two sections are not included in the following description. Figure 1 depicts the
workflow through the shop floor which is organized as a flexible flow shop.
Figure 1: Structure of the production system
Work flows from left to right, each product moves through these sections and i n t otal there are 35
machines on the shop floor. The manufacturing section is divided into two parts: CD and Blu –
Ray, DVD production (thereafter DVD) . These two parts consists of seventeen machines; six can
be assigned to the CD and eleven to the DVD division . The machines are fully substitutable
within the two segments which means all DVD -orders can be made on every DVD machine, but an DVD -order cannot be transferred to the CD part . The printing section is structured into three
parts since three technologies are available to print the media: serigraphy division (SD),
kammann – (KOD) and metronic offset division (MOD) . These three parts consists of ten
machines, six of them are serigraphy, three are kammann offset and one is a metronic offset
machine. The SD machines are partly substitutable and the KOD machines are fully substitutabl e.
The packaging section is structured into four parts, the V1 (CD boxes), V2 (shrinking), V3 (DVD
boxes) and V4 (paper, cardboard and plastic bags) packaging and consists of 8 machines (2 for
each part) whereas the machines in V1, V3 and V4 are partly sub stitutable and V2 machines are
fully substitutable. The production operates 16 hours per day , seven days a week in two shifts,
bottlenecks work stations are in the printing and packaging section due to the varying product
mix. The next section describes th e (production) planning tasks and problems at CDVD
enterprises .
2. Production planning and control tasks and problems at CDVD enterprises
In general, p roduction planning and control at CDVD enterprises follows a hierarchical approach.
Figur e 2 shows the hierarchical structure and the planning tasks at the company .
Figure 2. Planning tasks as described in Fleischmann et al. (2008) In the following we will focus on four different problems (problem sets) that the CDVD
enterprises faces. These problem sets should form the basis for student projects which should
develop models or techniques to improve the situation at CDVD enterprises.
2.1 Mid -term problem sets
1) Customer inquiry management
For customer driven manufacturers – like CDVD enterprises – an additional task is included
within the mid -term planning level, namely customer inqui ry management (also see figure 3 ).
Figure 3. Process of a customer driven company
At first, the customers inquiry at the company by stating the desired quantity of product(s)
(CD, DVD, Blu -ray and the corresponding type of packaging) and their desired delivery date.
Here, t he main decisions are whether to accept or reject the customer order s (order
acceptance/rejection) and whether the desired due date of the customer is feasible or whether it
should be renegotiated (due date assignment or also due date setting) .
1.1) Order acceptance/rejection – Problem set 1:
By now the employee in charge of customer inquiry management at CDVD enterprises does
not reject any order which , as a consequence, leads to overutilization of certain machines and
a low service level. Therefore, the task is to analyze the effect of rejecting orders and to show
the potential improvement of certain performance measures.
1.2) Due date assignment / due date setting – Problem set 2:
One has to differentiate between the external due date which is set by the customer (which
might be negotiable) and the internal due date which needs to be calculated by the company in
order to decide whether to accept the external due date. By now , CDVD enterprises uses forward scheduling to set the internal due d ate. Start ing with
the expected date that the customer places the order (Email with the data for the CD/DVD/Blu
ray production) they add a fixed planned lead time of 6 days (3 days production, printing and
packaging , 2 days transport and 1 day buffer) and thereafter accept or renegotiate the due date
with the customer . A major weakness of this approach is that the capacities of the production
departments are not taken into account and thus the 6 days (fixed) lead time are mostly a bad
estimation of the actual lead ti mes.
2.2 Short -term problem sets
2) Shop floor control: o rder release – Problem set 3 :
After order acceptance and due date setting all (accepted) orders are collected in an order pool
(see figure 3 above) . This order pool is a (digital list ) of orders provided to the production
planner who decides (each day) which orders to release to the shop floor .
At CDVD enterprises orders are automatically released by an infinite backward scheduling
approach. Thus, the release date is calculated by subtracting a fi xed lead time of 3 days from
the given (external) due date of an order. Capacities of the machines are not considered which
leads to time -varying loading and thus to changing utilization levels at the machines and as a
consequence to shifting bottlenecks . Thus, high WIP levels and therefore long lead times are
observed which, as a consequence, le ad to a poor service level . The management seeks for an
improved order release mechanism; they are especially fond of an order release mechanism
based on workload c ontrol.
3) M achine scheduling – Problem set 4:
On the shop floor , supervisors need to decide on the schedule of orders on specific machines
that is – allocating orders to resources at a specific time.
Especially at the printing department, scheduling of orders to the nine different printing
machines is important. By now, supervisors make scheduling decisions using a rule of thumb.
Thus the managers and the supervisors request a decision support tool for detailed scheduling
at least for the six serigraphy machines.
Extra problem set – supply of polycarbonate :
In order to guarantee a smooth production, polycarbonate need s to be on stock when needed,
acquired in time and in good quality. Currently, the responsible employee forecasts the
demand for polycarbonate over a planning horizon of 14 days. Therefore, she looks at the
order book, the stock of the material and uses his torical data (simple average) in order to
anticipate the demand. The company looks for an inventory control policy that determines a
reorder point and quantity (the mean lead time of the supplier is 3 days).
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Evaluate the dynamics of a performance-driven organizational culture.
Scenario
You are a Human Resources Manager for a Fortune 500 company. Many articles have been written about your company because the company discontinued its use of traditional rating systems within its appraisal review system and immediately witnessed increased employee commitment, reduced turnover, and improved metrics related to organizational goals. Your company was asked to host a workshop to share the dynamics of your performance-driven organizational culture as well as the transition from your previous traditional rating system, options for non-traditional valuations, and organizational benefits that can result from the discontinuance of traditional rating systems.
Since you were a key champion involved in the discontinued use of the traditional rating system at your company, the Vice President of Human Resources has asked you to lead the workshop at the conference to educate attendees on the dynamics of performance-driven organizational culture and the use or nonuse of a ratings-driven appraisal system.
Instructions
Develop a handout for workshop attendees that:
Includes a timeline with the workshop agenda.
Describes elements of performance-driven organizational culture.
Compares the advantages and disadvantages of using traditional ratings and non-traditional valuations within performance appraisals systems.
Discusses employee and organizational benefits that can result from the adoption of non-traditional valuations within a performance-driven organizational culture.
Summarizes techniques to overcome resistance and encourage acceptance of non-traditional valuations to develop a performance-driven organizational culture.
Provides attribution for credible sources used in the workshop handout.
Computer applications that run on desktop and laptop computers have, for a long time, been designed to be driven by dragging and clicking a mouse. With the introduction of tablet personal computers, the trend has shifted toward using touch-based screens. We now have access to touch-based TVs, touch-based monitors, touch-based laptops and touch-based tablets. Touch and multi-touch devices provide end users with the ability to interact physically with an application much more naturally.Imagine that you are the Information Technology Director of a major chain restaurant, and you have been assigned to design a menu ordering application that can run on all devices. Examine whether using a touch-screen monitor, a tablet, or using a mouse to select menu items to place an order would be most efficient. Speculate how employees would interact with these devices and the type of emotional reaction that customers and employees will experience while placing a beverage, appetizer or entrée order.Write a four to five (4-5) page paper in which you:
Differentiate between the interaction types and styles that apply to multi-touch screens and applications running on them.
Determine the conceptual model that you would use when designing a product for your restaurant.
Describe the key analogies and concepts these monitors expose to users, including the task-domain objects users manipulate on the screen.
Determine one (1) utility / tool in an application for touch-based and mouse-drive screens that should be designed with memory retention / recall. Provide a rationale for your response.
Use at least three (3) quality resources in this assignment. Note: Wikipedia and similar Websites do not qualify as quality resources. You may use the resources above or others of your choosing.
The following resources may be helpful when completing this assignment.
Major Paper 2: Argument-Driven Analysis of Montana 1948
Purpose/Goals:
This paper builds upon the summary and analysis skills that you have been working on since the start of the semester, and it allows you to develop a theme-related argument about Larry Watson’s novel Montana 1948. You will support your claim through the close analysis of selected passages from the novel, which will serve as evidence.
Choose one of the themes listed below that we have generated in class and then construct an argument about it based on your analysis of the theme. If you’d like to write on a theme not listed below come discuss it with me first.
Themes: Family loyalty ..TBD
Guidelines and comments (we will be covering these more fully in class):
Thesis Statement: Your argument should be presented as a thesis statement or claim, which is a provable, debatable opinion, rather than a statement of fact (Frank killed Marie) or a belief (Frank shouldn’t have killed Marie). A strong claim answers the question “So what?” Why is this worth arguing?
Evidence: Your argument will be supported by quotes from the novel, which you will analyze. Choose your quotes carefully and make sure to explain how they illustrate the point you’re making.
Focus on the novel: This paper is an analysis of the novel, so keep your attention on the text and don’t bring in outside sources or personal experiences. If the theme you chose is racism, for example, your paper should analyze some aspect of racism in the book, rather than arguing that people shouldn’t be racist.
Structure: You will need transitions to move your argument from point to point, but be careful not to make it sound like a list (first . . . second . . . then . . .finally). Make sure each paragraph has one idea all your points clearly relate to it. Assume your readers are not familiar with the novel, but provide only enough summary so that they can assess your argument.