Order releasing, dispatching, and progress reporting are the three primary functions of Production Activity Control (PAC). To accomplish the plans, PAC must establish detailed schedules for each order, set priorities for work to be done at each work center, and keep them current.
Describe forward and backward scheduling at this implementation phase and why backward scheduling is preferred?
Sample Solution
Forward scheduling is the process of creating a plan for producing goods or services that starts with when an order must be completed and works backwards through each production step. It takes into account resources, labor, and materials required to complete the task. This method is useful for planning short-term activity such as production runs or service intervals.
Sample Solution
Forward scheduling is the process of creating a plan for producing goods or services that starts with when an order must be completed and works backwards through each production step. It takes into account resources, labor, and materials required to complete the task. This method is useful for planning short-term activity such as production runs or service intervals.
Excessive competition from deregulation and universal banking practices can engender insolvency and instability of the industry as banks fall prey to moral hazard, information asymmetry and pursue riskier strategies to mobilise more deposits. World Bank (2014) indicated that with GDP of USD 38.62 billion and population of 26.79 million, Ghana could boast of 29 universal banks whereas Nigeria had GDP of USD 568.5 billion, population of 177.5 million and 22 universal banks. Beck (2008) and Claessens (2009) opined the necessity of restraining competition in the banking system in order to sustain stability since undue competition could result in vulnerability to systemic risk (Allen & Gale, 2004; Carletti & Hartmann, 2003).
The energy crisis that plagues Ghana adversely affects economic growth culminating in increasing operational costs, declining business income and profitability (Adom, 2011; Anane, 2015; Andersen & Dalgaard, 2012; CEPA, 2007). The 2012-2016 energy crisis contributed to decline in real GDP growth rate from 8.8% in 2012, 7.3% in 2013, 4% in 2014 to 3.9% in 2015. Banking industry operating assets dropped to 19% in 2015 from 38% in 2014 (Anane, 2015, PwC, 2016). Rising average inflation rates from 9.1% in 2012, 11.5% in 2013, 15.5% in 2014 to 17.1% in 2015 coupled with depreciation of the cedi and imbalances in other macroeconomic variables impede development of the banking sector. Athanasoglou, Brissimis and Delis (2005), Kosmidou, Pariouras and Tannz (2005), Kutsienyo (2011) and Sibindi and Bimba (2014) documented empirical evidence of GDP growth impacting positively on the banking sector and rising inflation adversely affecting banking sector growth. IMF (2011) reported the possibility of poor asset quality of Ghanaian banks should the macroeconomic imbalanced linger on.
The 70% growth on non-performing loans from 2015 to 2016 is undesirable for bank profitability, solvency and economic development (BoG, 2016, IMF, 2016). Baabereyir (2009) and Ngwa (2010) opined that credit risk is the most significant risk banks are susceptible to and Ghanaian banks are no exception.
Provision of mobile money services by telecommunication companies is viewed as a threat by 55.6% of Ghanaian banks in the 2016 banking survey. While mobile money balance on float grew 2,695 times from 2012 to 2015with transaction volume of 266.3 million, traditional bank deposits grew by 116% from
