13- 15. Stevenson Apparel is a manufacturer of fashion clothing that has just opened its first large retail store for selling in- season clothes at regular prices. The company?s competitive strategy depends on a comprehensive point- of- sale (POS) system supporting online, up- to- the- minute sales totals, day- to- day tracking of stock information, and quick checkout of customer purchases. Because cashiers were already familiar with electronic cash registers, management decided that only minimal training was required. Cashiers enter four- digit stock tracking numbers (STNs) into one of the POS terminals that retrieves price and description data, computes the tax and total amount due, accepts the type of payment, and controls the cash drawer. A unique STN identifies each of the 9,500 pieces of merchandise. The central computer server maintains stock information. In the first month of operation, new cashiers were awkward using the new system. They eventually became proficient users but were frustrated with the slow printing of sales tickets and the unpredictable action of their cash drawers. Each checkout stand has a telephone that cashiers use to call for approval of credit- card transactions. Customers became impatient when credit approvals delayed the checkout process or when the computer was down, thus stopping all sales, including cash sales. Identify four problems with the system and describe how you would remedy each of them. 13- 19. Wright Company (Analyzing System Reports) Wright Company employs a computer- based data processing system for maintaining all company records. The current system was developed in stages over the past five years and has been fully operational for the last 24 months. When the system was being designed, all department heads were asked to specify the types of information and reports they would need for planning and controlling operations. The systems department attempted to meet the specifications of each department head. Company management specified that certain other reports be prepared for department heads. During the five years of systems development and operation, there have been several changes in the department head positions due to attrition and promotions. The new department heads often made requests for additional reports according to their specifications. The systems department complied with all of these requests. Reports were discontinued only on request by a department head, and then only if it was not a standard report required by top management. As a result, few reports were discontinued. Consequently, the information processing subsystem was generating a large quantity of reports each reporting period. Company management became concerned about the quantity of report information that was being produced by the system. The internal audit department was asked to evaluate the effectiveness of the reports generated by the system. The audit staff determined early in the study that more information was being generated by the information processing subsystem than could be used effectively. They noted the following reactions to this information overload: ? Many department heads would not act on certain reports during periods of peak activity. The department heads would let these reports accumulate with the hope of catching up during subsequent lulls. ? Some department heads had so many reports they did not act at all on the information, or they made incorrect decisions because of misuse of the information. ? Frequently, actions required by the nature of the report data were not taken until the department heads were reminded by others who needed the decisions. These department heads did not appear to have developed a priority system for acting on the information produced by the information processing subsystem. ? Department heads often would develop the information they needed from alternative, independent sources, rather than use the reports generated by the information processing subsystem. This was often easier than trying to search among the reports for the needed data. Requirements: 1. Indicate whether each of the foregoing four reactions contributes positively or negatively to the Wright Company?s operating effectiveness. Explain your answer for each of the four reactions. 2. For each reaction that you indicated as negative, recommend alternative procedures the Wright Company could employ to eliminate this negative contribution to operating effectiveness.
Paper#5911 | Written in 18-Jul-2015Price : $25