Operations Management

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A rural volunteer fire department has just purchased two used fire engines that a nearbycity auctioned off. The time in minutes to travel between communities
in the service area isshown on the network in the figure below.(a) Select all possible pairs of communities in which the fire engines should be located
toensure that all communities could be reached in 30 minutes or less.(b) What additional consideration could be used to make the final site selection from
thecommunity pairs found in part (a)

Graphic is located within this link
https://learn.dcollege.net/bbcswebdav/pid-1959960-dt-content-rid-6953875_1/courses/10984.201315/HW%20%236%20%28Location%20Decision%29.pdf

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operations management

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i literally don’t understand anything. i have attached the assignment.

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1. Case description
Tom Pulling Toys is a major global manufacturer of educational toys for children. The
company produces over two hundred different types of toys in its plant in China and sells
them through most of the major retailers in Europe and the USA. The company’s head office
is situated in London. In recent years the competition from Chinese manufacturers has
reduced the company’s revenue and profits. To reverse this trend the CEO of the company
has initiated a new company-wide quality and efficiency improvement plan. The aim is to
identify and satisfy customer needs more effectively and to reduce waste at every level of the
organisation. As part of this plan, the company has recently adopted a number of quality
management tools associated with the Total Quality Management (TMQ). One of these tools
is Statistical Process Control (SPC) that the company wants to use to measure the
performance of their manufacturing processes to ensure that the processes meet the required
standards.
Statistical Process Control (SPC) is currently being implemented at the company’s plastic
toy factory in China. Mr John Smith is the new Quality Manager of the plant and is
responsible for implementing the new quality strategy and overseeing the application of
SPC. After careful planning and preparation, Mr Smith has selected a doll manufacturing
line for the trial application of the SPC. The decision is based on the recent number of high
customer returns due to inconsistent colouring and/or the size of the dolls. He has trained
you, as the unit’s production manager, to supervise the implementation of SPC and to report
your findings to him. You have now successfully put in the place the processes for the data
collection. After collecting data over a 30 day period you have decided to analyse your data
and to write a report of your findings to the Quality Manager. The collected data is
summarised as follows:
a) Each day for 30 days, the number of dolls with…

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Operations Management

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hey,
I would like to get help in these assignment. I have 2 more question I couldn’t upload them. but I will send them in other attachment.
you can see all the question in the book. the link of the book is
http://www.coursesmart.com/
2. Sign In in the left corner
3. Email address: lex551@hotmail.com
password: 4484216

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MBA 504C: Operations Management Module Week 4 Assignment: Inventory Control and Requirements Planning 1. Chapter 13 – Problem 1, page 419 2. Chapter 13 – Problem 12, page 420 3. Chapter 13 – Problem 13, page 421 4. Chapter 13 – Problem 19, page 422 5. Chapter 13 – Problem 21, page 422 6. Chapter 14 – Problem 8, page 455 7. Chapter 14 – Problem 12, page 456

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Operations Management

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Chris – Need by Friday 26 Oct at 12PM CST

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d(Revised 10/16/2012)
EMBA Operations Management Bagchi Group Name: ______________________
Group Homework – 2
(6% of Course Total)
Please submit a hard copy at the start of Session 8 (1:30 p.m., Friday, October 26, 2012).
The McCormick Hardware Store places one order for riding lawn mowers each February. The selling season is April-August. The lawn mowers are purchased from the wholesaler at $3,000 per unit and sold for $4,250. McCormick anticipates being able to sell surplus (= not sold during April-August) lawn mowers during the September “end-of-summer” sale. The sales price for a surplus lawn mower is $2,500. The following probability distribution of demand is assumed by McCormick:
Demand
Probability
0
10%
1
15%
2
30%
3
20%
4
15%
5
10%
Upon receipt of the order from McCormick, the wholesaler orders from the factory. The factory price of a lawn mower is $2,250.
The purpose of this assignmement is to explore incentive alignment in the supply chain consisting of McCormick and its wholesaler. Let us denote the current contractual arrangement between McCormick and the wholesaler, captured above, as Traditional Contract.
Two alternatives to the Traditional Contract are being considered: Revenue-Sharing Contract and Surplus-Refund Contract. In the former, the wholesale price will decline from $3,000 to $2,600 but McCormick will have to give 10% of its sales revenue to the wholesaler. In the latter, the wholesaler will pay McCormick $400 – in effect a refund – for every surplus lawn mower.
Q1. What is the maximum possible (expected) profit for the supply chain (i.e. no matter what the contractual arrangement is between McCormick and its wholesaler)?
Q2. For each of the three contractual arrangements, what is: (1) McCormick’s optimal order quantity? (2) McCormick’s expected profit? (3) Wholesaler’s expected profit? (4) Supply chain’s expected profit?
The table on page 2 summarizes the problem data. Please use the same table…

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Operations management

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Selling for $5 each, programs are a tricky business. Under substantial pressure from Wisner, Maddux
knows he has to ensure that costs are held to a minimum and contribution to the new expansion
maximized. As a result, Maddux wants the programs for each game to be purchased economically. His
enquiries have yielded two options. A local Stephenville printer, Sam Taylor of Quality Printing, has offered
the following discount schedule for the programs and game inserts:
Programs
10,000 to 30,000 $1.80 ea.
30,000 to 60,000 $1.70 ea.
60,000 to 250,000 $1.60 ea.
250,000 and up $1.40 ea.
Weekly Game Detail Inserts
10,000 to 30,000 $0.90 ea.
30,000 to 60,000 $0.85 ea.
60,000 to 250,000 $0.80 ea.
250,000 and up $0.70 ea.
As a second option, however, First Printing, owned by Michael Shader, an S.W.U. alumnus in Ft. Worth,
will do the job for 10% less as a favor to help the athletic department. This option will mean sending a truck
to Ft. Worth to pick up each order. Maddux estimates that the cost of each trip to Ft. Worth will be $200.
2 | P a g e
Maddux figures that the university’s ordering/check-writing cost is about $100. His carrying cost is high
because he lacks a good place to store the programs. He can’t put them in the office, or store them down in
the maintenance department, where they may get dirty and damaged. This means he will need to lease
space in a storage area off-campus and transport them to and from the campus. He estimates annual
holding costs at 50%.
Maddux’s other major problem is he is never sure what the demand for programs will be. Sales vary from
opponent to opponent, and how well the team is doing that year. However, he does know that running out
is a very bad idea. This football team is not only expected to make money for SWU, but it is also
entertainment. This means programs for all who want them. With the new facility, attendance could be
60,000 for each of the five home games. And two of every three people buy a program. In addition to the
programs, Maddux must purchase the inserts for each game. The inserts have information about the
opposing team, photos of the expected starters, and recent game statistics. The purchasing issue is the
same for inserts, except inserts will be purchased separately for each game and are a total loss after the
game. The carrying cost, because inserts are to be delivered just as they are needed, should be nominal;
he estimates 5%. The other costs and the same discount schedule apply, but the inserts only cost half as
much because they are much smaller. First Printing will give the same 10% discount on the inserts.
Assignment questions
1. With whom should Maddux place the order for the programs and how many should he order each time?

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Operations Management

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1.Registration
at the University of Verona has always taken students a lot of time.Students must move among 4 stations to
complete the process. Last September the layout was:

A

B

C

D

|——— 30 feet——-|————30 feet——–|———-30
feet———|

The
inter-station activity mix was:

Paperwork Pickup (A)

Advising Station (B)

Pick Up Student Cards (C)

Verify Status and Payment (D)

Paperwork Pickup (A)

—————–

450

550

50

Advising Station (B)

350

——————-

200

0

Pick Up Student Card (C)

0

0

—————–

750

Verify Status and Payment (D)

0

0

0

——————

For example 450 students moved from the paperwork station
(A) to advising (B) and 550 went directly from A to picking up their student
cards (C).Graduate students who
had pre-registered proceeded directly from A to D.The register is preparing to set up the process for next
September.

A)What
is the “load X distance” or “movement costs” of the layout shown? (5 marks)

B)Provide
an improved layout and compute its movement cost. (5 marks)

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Operations Management

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there is the rest of my questions please check all the questions and if you have any concern please let me know.

by the way the total questions are 7.

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User name: Ali Aljaraish Book: Operations and Supply Management: The Core, 2nd Edition Page: 455 No part of any book may be reproduced or transmitted by any means without the publisher’s prior permission. Use (other than qualified fair use) in violation of the law or Terms of Service is prohibited. Violators will be prosecuted to the full extent of the law. CourseSmart -Print http://www.coursesmart.com/print?xmlid=0077321596/455&pa… 1 of 1 4/18/11 10:19 AM

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Operations Management

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This week you will have read Chapters 4 and 5 of the text. For the week’s discussion, we shall examine the role of the
distributor in the supply chain. Cost-cutting and efficiency initiatives often target the elimination of “non-value-added
activities” (muda, or waste, in the terminology of Lean Management) and the cutting out of the “middleman.” Please
address the following questions:

What role does a distributor play in the supply chain?

Does the distributor add any real value (i.e. does he increase the supply chain surplus)?

Can the distributor stage be eliminated without detriment?

[Note that we are concerned with distribution as a supply chain function that may or may not be a distinct entity. For example, Wal-Mart today runs its own
distribution centers. This doesn’t mean they have eliminated the distributor–only that they have moved this function in-house. Make a distinction also between
distribution and transportation. Clearly goods need to be transported from origin to destination–that is not what this question is
about.]

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Operations Management

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A firm uses simple exponential smoothing with a = 0.10 to forecast demand. The forecast for a week starting on May 1st was 500 units, whereas the actual demand turned out to be 450 units.
Complete the table below.

WEEK NO. DEMAND OLD FORECAST FORECAST ERROR CORRECTION FACTOR NEW FORECAST
MAY 1 450
8 505
15 510
22 490
JUNE 1 480
8 520
15 550
22 510
28 580
JULY 1 550
8 520
15 560

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Let’s put it all together! We have a product/service that is saleable, we have a process that creates it, we get it out to the consumer, now what? Why are
feedback loops so important in monitoring supply and demand? Where should the feedback loops be placed and why in these locations?

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operations management

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Unit three Written Assignment
Your name
MT435 Operations Management
Kaplan University
Date

Introduction

Question One
Based on the information presented in the scenario/case study discuss Albatross Anchor’s competitiveness in relation to (please address all items in the below list and provide support for your conclusions):
1. Cost
a) Cost of Production:

b) Economies of Scale:

c) Cost of Raw Materials Sitting Idle in the Warehouse:

d) Cost of Finished Goods Sitting Idle in the Warehouse:

2.

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Unit three Written Assignment
Your name
MT435 Operations Management
Kaplan University
Date

Introduction

Question One
Based on the information presented in the scenario/case study discuss Albatross Anchor’s competitiveness in relation to (please address all items in the below list and provide support for your conclusions):
1. Cost
a) Cost of Production:

b) Economies of Scale:

c) Cost of Raw Materials Sitting Idle in the Warehouse:

d) Cost of Finished Goods Sitting Idle in the Warehouse:

2. Speed of manufacturing process from order to finished product.

3. Flexibility in filling order(s)

4. Technology

5. Capacity and facilities

6. Service to customers (what types of services would an anchor company provide to marine wholesalers?
Question Two
There are many ways that mushroom/bell anchors may be manufactured. Albatross Anchor is considering two new manufacturing processes (Process A and Process B) to reduce costs. Analysis of the information below will help determine which process has the lowest breakeven point (this validates the process is more cost effective).

For each process the following fixed costs and variable costs are identified below:

Anchor and Process Process A Process B Sale price per anchor $ 42.00 $ 42.00 Total Fixed cost $ 650,000.00 $950,000.00 Variable cost per anchor $ 36.00 $ 29.99

Based on the information in the table above complete the table below:

Anchor and Process Process A Process B (a) Fixed costs per anchor     (b) The total number of anchors to attain
break–even point for Process A and Process B    

(c) Based on your calculations which Process (A or B) that you would recommend for adoption (you can select only one). Please make sure to explain how you arrived at your conclusion.

Conclusion

References
has the lowest breakeven point (this validates the process is more cost effective).

For each process the following fixed costs and variable costs…

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Operations Management

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A manufacturing firm is considering two locations for a plant to produce a new product. The two locations have fixed and variable costs as follows: Site Fixed Cost
(Annual) Variable Cost (per unit) A $100,000 $10 B $120,000 $8 C $150,000 $7 a) For what quantity would there be indifferent between selecting site A or site B? b)
For what range of output would you prefer site C? c) Which site would you prefer for a quantity of 20,000 units per year? What would be your total cost? Please
provide formulas with answers for rating!

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Operations Management

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Assessment item 1 requires 3000 words and the writing of an academic essay. This essay should be an ‘argumentativeessay’, and must therefore contain an argument that is used as the structuring element of the paper.The assignment is based on a short case study that describes a manufacturing organisation that is goingthrough a process of growth and change. The purpose of the essay is to identify the operational issueswithin the case, and to identify root causes of the problems that are evident. Students are expected toengage in extensive research within the academic literature relating to operations management.

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Assessment details for all students Assessment item 1—Academic Essay Due date: 1:00PM AEST, Thursday of Week 7 ASSESSMENT Weighting: 50% Length: 3500 words (plus or minus 10% excluding reference list) 1 Objectives This assessment item relates to course learning outcomes numbers 1 to 3 as stated in the course profile. Purpose The primary purpose of this assessment item is to help students develop skills in the use of Operations Management principles, theories and models in the analysis of the current operations of a manufacturing enterprise. The assignment requires you to analyse the current situation. The objective is to identify and specify the problems that exist – DO NOT TRY TO ‘SOLVE’ THE CASE. Details Before starting this assessment read the marking criteria (below) and Academic Essay on the Communications Learning Centre (CLC) website: http://www.cqu.edu.au/about-us/service-and-facilities/communications-learningcentre/academic-communication/written-assessment-tasks/the-academic-essay The course website also provides useful information in regard to the development of this assessment item. Description Assessment item 1 requires the writing of an academic essay. This essay should be an ‘argumentative essay’, and must therefore contain an argument that is used as the structuring element of the paper. The assignment is based on a short case study that describes a manufacturing organisation that is going through a process of growth and change. The purpose of the essay is to identify the operational issues within the case, and to identify root causes of the problems that are evident. Students are expected to engage in extensive research within the academic literature relating to operations management. Details The assessment item is based on the case study titled Race-Tuned Extractors. The case itself, and assignment requirements should be accessed through the course website. You should read, and carefully analyse, the case and respond to the issues presented at the…

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A system consists of three identical components. In order for the system to perform as intended, all of the components must perform. Each has the same probability
of performance. If the system is to have a .92 probability of performing, what is the minimum probability of performing needed y each of the individual components?

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operations management

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In an overview of the major operations planning activities in a typical organization, which of the following activities precedes aggregate sales and operations
planning?

  1. Process planning

    Workforce scheduling

    Master production scheduling

    Material requirements planning


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operations management

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This is an open question attempting to distill what you have studied and understood in the course. The question requires you to identify a production or a service activity in the region and write a brief research report based on the following:
1. Forecasting
2. Process Selection and Facility Layout
3. Location Planning and Analysis
4. Scheduling
The research report should not be more than 4 PAGES at most INCLUDING THE COVER PAGE (anything beyond 4 pages will not be marked).

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Operations management

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The accompanying data indicate the number of mergers that took place in an industry over a 19-year period.

Year

Mergers

Year

Mergers

Year

Mergers

1

23

8

64

14

150

2

23

9

47

15

165

3

31

10

96

16

192

4

23

11

125

17

210

5

32

12

140

18

250

6

32

13

160

19

300

7

42

a) Fit a least squares trend line to the merger data.

b) What type of trend (linear or curved) might best fit to this time series?

c) Compute the forecast for year 20 based on the trend (linear or curved) that best fits
the data?

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Operations Management

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The accounts receivable department at Rick Wing Manufacturing has been having difficulty getting customers to pay the full amount of thier bills. Many
customers complain that the bills are not correct and do not reflect the materials that arrived at thier receiving docks. The department has decided to
implement SPC in its billing process. To set up control charts, 10 samples of 50 bills each were taken over a month’s time and the items on the bills checked
off against the bill of lading sent by company’s shipping department to determine the number of bills that were not correct. The results were:


sample # # of incorrect bills

1 6

2 5

3 11

4 4

5 0

6 5

7 3

8 4

9 7

10 2


a) Determine the value of the p-bar, the mean fraction defective. Then determine the control limits for the p-chart using 99.73% confidence level (3 standard
deviations). Is this process in control? If not, which samples were out of control?


b) How might you use quality tools to determine the source of the billing defects and where might you start your improvement efforts to eliminate the causes?

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Operations Management

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You have just been promoted to manage the process defined by the 5 stages A to E below. After 3 months on the Job you realize something is not
right with process capacity because you’re Employees experience big pile-up of work, things takes too long to be processed, the opportunity for error is
increasing, and the entire process is approaching Chaos. Do a capacity analysis of this process. The numbers in parentheses (#) are the time in minutes to
complete one unit of work. Demand on the process Averages 27 units per hour and each unit must be worked on by all five stages. Administrative clerks complete
Stage A and B. The assistant manager completes Stages D and E. Processing times per stage can be combined when labor is assigned two or more stages. The coding
specialist takes care of Stage C.

A. How many administrative clerks should be hired assuming a target utilization for them of 90%?

B. What is the current labor Utilization of the coders if two coding specialists are correctly on duty?

C. What is the total process (Output) capacity in units per hour of the five-stage process A to E assuming 3 administration clerks, 2 coding
specialist, and 4 assistant managers are on Duty?

D. Where do any bottlenecks exist and what do you recommend to improve this process?

Diagram: Stage A (5) —- Stage B (3) Stage C (6) Stage D (4) Stage E (4) In the diagram Stage C and D are on top of one another.

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Operations Management

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Harley-Davidson has its engine assembly plant in Milwaukee and its motorcycle assembly plant in Pennsylvania. Engines are transported between the two
plants using trucks, with each trip costing $1,000. The motorcycle plant assembles and sells 300 motorcycles each day. Each engine costs $500, and Harley
incurs a holding cost of 20 percent per year.

a. How many engines should Harley load onto each truck?

b. What is the cycle inventory of engines at Harley?

Question #2

Weekly demand for HP printers at a Sam’s Club store is normally distributed, with a mean of 250 and a standard deviation of 150. The store
manager continuously monitors inventory and currently orders 1,000 printers each time the inventory drops to 600 printers. HP currently takes two weeks to fill
an order.

a. How much safety inventory does the store carry?

b. What CSL does Sam’s Club achieve as a result of this policy?

c. What fill rate does the store achieve?

Question #3

Weekly demand for Motorola cell phones at a Best Buy store is normally distributed, with a mean of 300 and a standard deviation of 200. Best Buy
has a policy of ordering the cell phones in lots of 500. Motorola takes two weeks to deliver an order.

If Best Buy is targeting a CSL of 95 percent and monitors its inventory continuously:

a. How much safety inventory of cell phones should Best Buy carry?

b. What should its ROP be?

If Best Buy is targeting a fill rate of 99 percent and monitors its inventory continuously:

c. How much safety inventory of cell phones should Best Buy carry?

d. What should its ROP be?

Question #4

Home Depot sells the LawnBoy T650 lawn mowers at 49 stores in the Pacific Northwest. Weekly demand for the T650 at each of the stores is identical and
given by:

X ~ Normal (50, 30)

Assume that the demands at the 49 stores are independent of each other. The manufacturer’s lead time for supplying the mowers is 9 weeks. Home Depot has
a stated policy of 90% cycle service level for mowers.

a. How much safety stock is required at each store?

b. The chain is considering centralizing the inventory of the T650 to a distribution center that will serve all 49 stores. How much safety stock would be
required at the DC to provide the same cycle service level of 90%?

c. If the cost of each mower is $400, and Home Depot uses a 30% holding cost rate, what is the annual savings for the chain in inventory holding costs
as a result of the centralization?

Question #5

Epson produces printers for sale in Europe in its Taiwan factory. Printers sold in different countries differ in terms of the power
outlet as well as the language of the manuals. Currently, Epson assembles and packs printers for sale in individual countries. The distribution
of weekly demand in different countries is normally distributed, with means and standard deviations as shown below: Country

Demand

Mean

Standard Deviation

France

3,000

2,000

Germany

4,000

2,200

Spain

2,000

1,400

Italy

2,500

1,600

Portugal

1,000

800

UK

4,000

2,400

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Operations Management

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A full 4000 assignment on operations managment – Page 1 of 4 Master of Business Administration Managing Operations Assignment Page 2 of 4 Assignment Brief As part of the formal assessment for the Master of Business Administration you are required to

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Page 1 of 4 Master of Business Administration Managing Operations Assignment Page 2 of 4 Assignment Brief As part of the formal assessment for the Master of Business Administration you are required to submit an Operations Management assignment. Please refer to your Student Handbook for full details of the programme assessment scheme and general information on preparing and submitting assignments. Learning Outcomes After completing the module the student should be able to: 1 Evaluate problems in operations and identify approaches to overcoming them. 2 Critically evaluate operating plans and identify areas for improvement. 3 Justify, implement and evaluate changes to operations in line with modern approaches. 4 Develop outline plans for investment in new capacity, including location and layout. 5 Evaluate operations processes so that customer requirements including quality, delivery and reliability are achieved. 6 Differentiate and devise suitable control systems. 7. Apply principles of project management. Assignment Task Choose an Operations Management problem relating to an organisation with which you are familiar and undertake a critical review. This should include (indicative marks provided): 1. an introduction to the problem and its relationship to operations practice in the organisation; (10 Marks) 2. an explanation of the process(es) under consideration (ideally incorporating some form of process map) (20 Marks) 3. a discussion of relevant Operations theory (this should address the underlying processes on which quality depends -do not rely on quality theory only); (15 Marks*) 4. a comparison of the theory with the practice; (20 Marks*) 5. consideration of how potential changes would improve quality and/or customer focus; (5 Marks) 6. recommendations, based on the comparison above, as to how the process(es) could be improved, accompanied by a revised process map clearly showing the improvements (20 Marks) 7. Referencing both in text and in the Bibliography,…

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Operations Management

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Firms today face the twin challenges of product variety (i.e. the proliferation of models,
options, features, configurations, etc.) coupled with a high degree of demand uncertainty for their offerings. What strategies can a firm
adopt, from a supply chain perspective, to deal with this issue?

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Operations Management

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“cFrom the e-Activity, analyze the process of statistical quality control and determine which part of the process would be most difficult for you personally as well
as what steps you could take to mitigate the anticipated difficulty.

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Operations management

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1. Describe the implications of the product-process matrix for process design in a competitive situation. Looking for a discussion of tradeoff here. Utilize an example to make your point.
2. Differentiate between a work center and a manufacturing cell. Looking for what they contain as well as contrast/ comparison.
3. Assume that you are offered a new piece of equipment for $10,000. The equipment will produce 10,000 units per year with a margin of $6.00 per unit. Demand for the product being produced has been 2,000 units per year. Your current equipment is fully depreciated and can produce the 2,000 units per year at but at a margin of only $4.00 per unit. Should you purchase the new equipment? Under what conditions?
4. Contrast the “Personal Attention Approach” to service to the “Assembly-Line Approach.” In your opinion, which is superior? Why? Looking for a reasonable discussion regarding the contrasts between the characteristics of each approach as well as some discussion regarding implementation.
5 Describe the role of service guarantees from the marketing and the operations perspective.
6 How does the degree of customer contact relate to the kinds of skills needed by service workers and the degree of training they require?
7. What is the difference between the concepts of design quality and conformance quality?
8. What is external benchmarking and why do companies do it?
9. One of the most important aspects of any quality improvement program is clearly signaling to everyone in the organization that quality is important. How was that emphasized in the text?

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Operations Management

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Discussion Question 4 of Chapter 3 on page 61 – Balanced Scorecard4.

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Discussion Question 4 of Chapter 3 on page 61 – Balanced Scorecard4. Under which perspective of the balanced scorecard would you classify each of the following measurements? On-time delivery to customers Time to develop the next generation of products Manufacturing yield Engineering efficiency Quarterly sales growth Percentage of products that equal 70 percent of sales Cash flow Number of customer partnerships Increase in market share Unit cost of products Problem 5 of Chapter 3 on page 61 – Productivity A fast-food restaurant has a drive-through window and during peak lunch times can handle a maximum of 60 cars per hour with one person taking orders, assembling them, and acting as cashier. The average sale per order is $7.00. A proposal has been made to add two workers and divide the tasks among the three. One will take orders, the second will assemble them, and the third will act as cashier. With this system it is estimated that 100 cars per hour can be serviced. Use productivity arguments to recommend whether or not to change the current system.

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Operations Management

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Define Lawn Care’s current strategic mission, strategy, competitive priorities, value chain, and how it wins customers. What are the order qualifiers and winners? Draw the major stages in their value chain without an application service What problems, if any, do you see with Lawn Care’s current strategy, vision, customer benefit package and value chain design, and pre-and postservices? Redo questions (1) and (2) and provide a new or revised strategy and associated customer benefit package and value chain that is more appropriate for today’s marketplace.

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Define Lawn Care’s current strategic mission, strategy, competitive priorities, value chain, and how it wins customers. What are the order qualifiers and winners? Draw the major stages in their value chain without an application service What problems, if any, do you see with Lawn Care’s current strategy, vision, customer benefit package and value chain design, and pre-and postservices? Redo questions (1) and (2) and provide a new or revised strategy and associated customer benefit package and value chain that is more appropriate for today’s marketplace. What does an operation have to be good at to successfully execute your revised strategy? What are your final recommendations?

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Operations Management

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Problem 19-13

A manager wants to know how many units of each product to produce on a daily basis in order to achieve the highest contribution to profit. Production requirements for the products are shown in the following table.



Product Material 1
(pounds)
Material 2
(pounds)
Labor
(hours)
A 2 3 3.2
B 1 5 1.5
C 6 — 2.0



Material 1 costs $5 a pound, material 2 costs $4 a pound, and labor costs $10 an hour. Product A sells for $80 a unit, product B sells for $90 a unit, and product C sells for $73 a unit. Available resources each day are 205 pounds of material 1; 300 pounds of material 2; and 150 hours of labor.



The manager must satisfy certain output requirements: The output of product A should not be more than one-third of the total number of units produced; the ratio of units of product A to units of product B should be 3 to 2; and there is a standing order for 5 units of product A each day.



a.

Determine the optimal values of the decision variables. (Round your answers to 2 decimal places.)



Decision Variables Optimal Values
A
B
C



b.

Determine the optimal value of the objective function. (Round your answers to 2 decimal places. Omit the “$” sign in your response.)



Objective functionvaluez = $
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operations management

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The safari company manufactures motor home sfor the recreational vehicle market. safari manufactures two product lines: Brave and Chief motor homes.
The company is developing a production plan for next year and needs to know the number of each product to produce next year. This decision will be
affected by (1) the profitability of each product (2) the amount of scarce production capacity that each product line requires, and (3) the amount
of each product line that the market will demand.

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The safari company manufactures motor home sfor the recreational vehicle market. safari manufactures two product lines: Brave and Chief motor homes.
The company is developing a production plan for next year and needs to know the number of each product to produce next year. This decision will be
affected by (1) the profitability of each product (2) the amount of scarce production capacity that each product line requires, and (3) the amount
of each product line that the market will demand. After studying the decesion, the analyst summed up by saying, “we want to produce the product mix
that maximizes profits for the period within the production capacity and market constraints”. The average contribution per product is $9000 for each
Brave and $15000 for each Chief. The production capacity is constrained by two factors – laborand machine capacity. because of labor agreements with
the work force, a maximum of 240,000 labor hours is available to next year to manufacture the two product lines. Each Brave requires an average of 80
labor hours to manufacture, and each Chief requires an average of 100 labor hours. a maximum of 95,000 machine hours is available next year in the body
molding products that can be produced. Each Brave requires an average of 25 hours of machine time and each Chief requires and average of 50 machine hours
of machine time. The marketing department estimates that there is a maximum market demand next year of 2500 motor homes for the Brave and Chief product
lines combined. How many motor homes of each type should be produced next year ?

Formulate the objective function and constraint functions for the above Linear Programing problem and define decision variables using POM and LINDO Softwares

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Operations Management

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Backwoods American, Inc., produces expensive waterrepellent,

down-lined parkas. The company implemented

a total quality-management program in 2005.

Following are quality-related accounting data that have

been accumulated for the five-year period after the

program’s start.


Year

2006 2007 2008 2009 2010

Quality Costs (000s)

Prevention $3.2 10.7 28.3 42.6 50.0

Appraisal 26.3 29.2 30.6 24.1 19.6

Internal failure 39.1 51.3 48.4 35.9 32.1

External failure 118.6 110.5 105.2 91.3 65.2

Accounting Measures (000s)

Sales $2,700.6 2,690.1 2,705.3 2,310.2 2,880.7

Manufacturing

cost 420.9 423.4 424.7 436.1 435.5


a. Compute the company’s total failure costs as a percentage

of total quality costs for each of the five years.

Does there appear to be a trend to this result? If so,

speculate on what might have caused the trend.

b. Compute prevention costs and appraisal costs, each

as a percentage of total costs, during each of the five

years. Speculate on what the company’s quality strategy

appears to be.

c. Compute quality-sales indices and quality-cost indices

for each of the five years. Is it possible to assess the

effectiveness of the company’s quality-management

program from these index values?

d. List several examples of each quality-related cost”??that

is, prevention, appraisal, and internal and external failure”??

that might result from the production of parkas.

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operations management

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Question No. 1
For many service businesses, the layout and transformation processes used are highly related in the physical representation of the business’s operations strategy.

Required
Describe in what ways and why the basic layout and service process types are related. Illustrate your answer fully with an example, or examples drawn from your own experience.

Question No.2
There are new challenges for many organisations as they face increasing competitive pressures and diminishing growth opportunities.

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Question No. 1
For many service businesses, the layout and transformation processes used are highly related in the physical representation of the business’s operations strategy.

Required
Describe in what ways and why the basic layout and service process types are related. Illustrate your answer fully with an example, or examples drawn from your own experience.

Question No.2
There are new challenges for many organisations as they face increasing competitive pressures and diminishing growth opportunities. These challenges have placed the operations function more and more in the spotlight.

Required
For an industry or organisation of your choice discuss what you believe to be the challenges facing operations managers now and that they can expect to face in the future

Question No.3
Preventive maintenance can be viewed as the process of maintaining the “health” of a machine.

Required
Using health care as an analogy, explain the differences and tradeoffs between breakdown maintenance, preventive maintenance and total productive maintenance

Question No. 4
Many people would argue that a service firm must follow chase or mixed strategies. On the other hand, most state agencies, which are clearly service-oriented, are not at all able to “chase” demand.

Required
Discuss, citing examples, how state agencies manipulate demand to allow the level strategy to be used.

Question No.5
“In today’s global marketplace, the absence of defects is regarded as the price of entry, rather then a source of competitive advantage. Competitive success now depends on such attributes as the speed of new product development, flexibility in production and delivery, and extraordinary customer service” Raturi & Evans 2005:164

Required
Describe Deming’s philosophy on quality and explain how it differs from traditional management practice.

Using specific examples discuss the implications of Deming’s 14 points for quality…

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can i have a look at the answer to the Q below

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For this assignment you will be required to assess the performance of two processes and evaluate their efficiency and value.
A government office processes two types of applications, Basic and Special, for an agency responsible for awarding funds for projects. Separate departments within the office process the two types of applications. The office manager is interested in finding out whether it is possible to reduce the processing times of each application and has asked you to evaluate each process. He would like each process to be 50% efficient. After reviewing both processes you have found the following information:
Basic application process (per application)
Special application process (per application)
60 minutes required to input information
140 minutes required to input information
60 minutes required to verify information
100 minutes required to verify information
20 minutes required to double-check work
60 minutes required to double-check work
30 minutes spent in mailroom
30 minutes spent in mailroom
10 minutes moving between stations
30 minutes moving between stations
 
 
Additional information
Additional information
2 employees work on Basic applications
3 employees work on Special applications
10 Basic applications wait to be processed
20 Special applications wait to be processed
For each application type, compute the cycle time, throughput rate, and throughput efficiency.?
According to your calculations, which process appears to be more efficient? Why do you think this is? What suggestions would you provide the manager for improvement? What areas seem to be non-value adding and why??
Suppose that you have identified an improvement that would reduce the work-in-progress (WIP) for Basic applications to 4 and for Special applications to 7. What effect does this have on throughput rate and throughput efficiency (show your calculations)? If these are the absolute lowest levels of WIP possible, what implications does this have for…

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Crew Soccer Shoes Company is considering a change of their current inventory control system for soccer shoes. The information regarding the shoes is:

Average demand-200 pairs per week

Lead time- 3 weeks

Order cost- $65 per order

Holding cost- $4 per pair per year

Desired service level- 95%

Standard deviation of weekly demand- 50

number of weeks per year- 52


The company decides to use a fixed order quantity system. What is the economic order quantity? What should be the reorder point to have a 95% service level?
Explain how the system will operate.

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A company has introduced a process improvement that reduces processing time for each unit, so that output is increased by 25% with less material, but one
additional worker required. Under the old process, five workers could produce 60 units per hour. Labor costs are $12/hour, and material input was previously
$16/unit. For the new process, material is now $10/unit. Overhead is charged at 1.6 times direct labor cost. Finished units sell for $31 each. What increase in
productivity is associated with the process improvement? Please provide steps with how you solved the answer

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Operations Management

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AlwaysRain Irrigation, Inc., would like to determine capacity requirements for the next four years. Currently two production lines are in place for making
bronze and plastic sprinklers. Three types of sprinklers are available in both bronze and plastic: 90-degree nozzle sprinklers, 180-degree nozzle sprinklers,
and 360-degree nozzle sprinklers. Management has forecast demand for the next four years as follows:

Yearly Demand: in 000s

Plastic 90 – Year 1 (31) Year 2 (40) Year 3 (52) Year 4 (53)

Plastic 180- Year 1 (14) Year 2 (16) Year 3 (17) Year 4 (14)

Plastic 360 – Year 1 (52) Year 2 (52) Year 3 (63) Year 4 (65)

Bronze 90 – Year 1 (6) Year 2 (6) Year 3 (5) Year 4 (15)

Bronze 180 – Year 1 (2) Year 2 (2) Year 3 (5) Year 4 (13)

Bronze 360 – Year 1 (10) Year 2 (12) Year 3 (11) Year 4 (22)

Both production lines can produce all the different types of nozzles. The bronze machines needed for the bronze sprinklers require three operators and can
produce up to 18,000 sprinklers. The plastic injection molding machine needed for the plastic sprinklers requires five operators and can produce up to 300,000
sprinklers. Three bronze machines and only one injection molding machine are available.


What are the capacity requirements for the next four years? (Assume that there is no learning.) (Enter the demand values in
thousands. Round your answers to 2 decimal places.)


Plastic
Demand for plastic sprinklers
Percentage of capacity used % % % %
Machine requirements
Labor requirements
Bronze
Demand for bronze sprinklers
Percentage of capacity used % % % %
Machine requirements
Labor requirements
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Operations Management

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Historical demand for a product is:January DEMAND 12 / February DEMAND 11/March DEMAND15/ April DEMAND 12/ May DEMAND 16 /June DEMAND 15

a. Using a weighted moving average with weights of 0.60, 0.30 and 0.10, find the July forecast.

b. Using a simple three-month moving average, find the July forecast.

c. Using a single exponential smoothing with a= 0.2 and a June forecast = 13, find the July forecast. Make whatever assumption you wish.

d. Using simple linear regression analysis, calculate the regression equation for the preceding demand data

e. Using the regression equation in d, calculate the forecast for July.

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The Backwoods American company produces

approximately 20,000 parkas annually. The quality

management program the company implemented was able

to improve the average percentage of good parkas produced

by 2% each year, beginning with 83% good-quality

parkas in 2003. Only about 20% of poor-quality parkas can

be reworked.

a. Compute the product yield for each of the five years.

b. Using a rework cost of $12 per parka, determine the

manufacturing cost per good parka for each of the five

years. What do these results imply about the company’s

quality management program?

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Read the document I uploaded in detail and please follow the requirements within the document thoroughly. Thank you.

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Week 01 Discussion – Introduction to Operations Management:
For your first discussion, after reading the Harvard articles “Time and Motion Regained” and “Decoding the DNA of the Toyota Production System”, what type of Japanese practices you found to be quite interesting, and can some of these practices be transferrable to any of the operations/processes that you encounter in your place of employment? Also, please elaborate on the recent recalls of millions of Toyota vehicles. Is this attributed to poor quality or what’s going on here?
Refer to the attached pdf files to find the two articles listed above.
Provide me a 1.5 pages of discussion and answer all of the above questions after reading the articles in detail.

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Sawyer”s, a local bakery, is worried about increased costs–particularly energy. Last year”s records can provide a fairly good estimate of the parameters for this year. Judy Sawyer, the owner, does not believe things have changed much, but she did invest an additional $3,000 for modifications to the bakery”s ovens to make them more energy efficient. The modifications were supposed to make the ovens at least 15% more efficient. Sawyer has asked you to check the energy savings of the new ovens and also to look over other measures of the bakery”s productivity to see if the modifications were beneficial. You have the following data to work with: PX

Last Year

Now

Production (dozen)

1,500

1,500

Labor (hours)

350

325

Capital investment ($)

15,000

18,000

Energy (BTU)

3,000

2,750

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a report answering the questions of the case

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56340 Operations Management Assessment Please read the attached case ‘Fresh Salads Ltd: The Iceberg lettuce harvest’ carefully and answer the following questions in a 3,000 words report. To answer the questions you will need to apply Operations Management models and also do some calculations to base your discussions on. It is not requested that you present a theoretical discussion of Operations Management tools. The assignment is looking for the application of Operations Management. You may want to use Operations Management literature to help you with the assignment. However, no referencing is required. The first part simply asks to extract facts from the case and to briefly explain your decision on the process type and layout. Part two needs some calculations of capacities; please provide these calculations and the thoughts that went into them, too. For the assessment it is much more important to show that you think logically in terms of operations than just having the result. When you make assumptions, please explain how you came to your assumption. In the second half of part two you are supposed to put your numerical results into the case context and discuss. Part three wants you to have another look at your calculations and interpret the results in regards to the management of the operations. The discussion needed for the last bit of part three wants you to critically discuss potential solutions. Questions Part 1 (20%) What are the inputs and outputs of the transformation process described in this case? What are the main operations objectives for the macro-operation? How would you describe the type of process and the layout used in this operation? Part 2 (45%) Calculate the capacities for each part (micro-operation) of the Iceberg rig, and from this estimate the total capacity. To what extent does the overall capacity depend on the product mix? What problems are encountered when attempting these capacity calculations? How well balanced are the capacities, and…

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Question No. 1
For many service businesses, the layout and transformation processes used are highly related in the physical representation of the business’s operations strategy.

Required
Describe in what ways and why the basic layout and service process types are related. Illustrate your answer fully with an example, or examples drawn from your own experience.

Question No.2
There are new challenges for many organisations as they face increasing competitive pressures and diminishing growth opportunities. These challenges have placed the operations function more and more in the spotlight.

Required
For an industry or organisation of your choice discuss what you believe to be the challenges facing operations managers now and that they can expect to face in the future

Question No.3
Preventive maintenance can be viewed as the process of maintaining the “health” of a machine.

Required
Using health care as an analogy, explain the differences and tradeoffs between breakdown maintenance, preventive maintenance and total productive maintenance

Question No. 4
Many people would argue that a service firm must follow chase or mixed strategies. On the other hand, most state agencies, which are clearly service-oriented, are not at all able to “chase” demand.

Required
Discuss, citing examples, how state agencies manipulate demand to allow the level strategy to be used.

Question No.5
“In today’s global marketplace, the absence of defects is regarded as the price of entry, rather then a source of competitive advantage. Competitive success now depends on such attributes as the speed of new product development, flexibility in production and delivery, and extraordinary customer service” Raturi & Evans 2005:164

Required
Describe Deming’s philosophy on quality and explain how it differs from traditional management practice.

Using specific examples discuss the implications of Deming’s 14 points for quality…

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for the law firm. The desired service level is 95%. The corresponding Z =1.64.
NOTE: Show all steps. Solve problems using EXCEL.
Date: 7-19-2013 Time: 5pm to 9pm.
is 2 days. The daily demand for clean towels at the hotel is normally distributed with a mean of
is a constant at 10000 pages to be copied. The mean lead time for the contractor is 4 days with
a standard deviation of 1.25 days for delivering copies. Find the re-order point
ordering cost is $60 per order. The holding cost is $4 per unit per year. The lead time
for this item is 3 days. Assume 250 working days per year.

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for the law firm. The desired service level is 95%. The corresponding Z =1.64.
NOTE: Show all steps. Solve problems using EXCEL.
Date: 7-19-2013 Time: 5pm to 9pm.
is 2 days. The daily demand for clean towels at the hotel is normally distributed with a mean of
is a constant at 10000 pages to be copied. The mean lead time for the contractor is 4 days with
a standard deviation of 1.25 days for delivering copies. Find the re-order point
ordering cost is $60 per order. The holding cost is $4 per unit per year. The lead time
for this item is 3 days. Assume 250 working days per year. Find:
b) What is the optimal number of orders per year.
c) What is the annual cost of ordering and holding inventory.
d) What is the re-order point.
2. ABC Co. manufactures a subcomponent at the rate of 400 per day when required.
Its annual demand for this item is 50000 units. Assume 250 working days per year.
Holding cost is $10 per unit per year. Set-up cost is $150 per set-up. Find:
800 and a standard deviation of 150. Management has set the service level 95%.
For this service level, Z = 1.64
a) The Reorder point.

4. A printing company has a contract with a legal firm to copy their court documents. Daily demand
MGSC 303 Exam 2 SUM II 2013
1. ABC Co. purchases an item. The annual demand for this item is 75000 units. The
3. Hotel ABC has contracted out its towel laundering work. The lead time for the contractor
Find:
b) Safety stock.
d) What percentage of time during the year will this item be produced.
a) Economic production quantity.
b)How many production runs will be made per year.
c)What will be the maximum inventory level.
e) What is the annual cost for ordering and holding inventory.
a) Economic order quantity, EOQ.

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OPERATIONS MANAGEMENT

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5. The Federal Reserve recently decided to lower the prime rate. This decision would probably affect your ______..

a. variable costs

b. opportunity costs

c. sunk costs

d. cost of capital

e. none of the above

<?xml:namespace prefix = o ns = “urn:schemas-microsoft-com:office:office” />

6. Perceived customer value can be calculated by

a. the relationship of supply and demand

b. the relationship of total benefits and total costs

c. the relationship of management and employee

d. the relationship of discount and quantity

e. the relationship of inputs and outputs

7. The next competitive advantage will probably come from

a. environmentally friendly processes

b. environmentally friendly products

c. the use of information

d. a, c

e. a, b, c

8. The costs of maintaining your building regardless of activity are called

a. sunk costs

b. variable costs

c. avoidable costs

d. fixed costs

e. none of the above

9. Supply chain management involves

<?xml:namespace prefix = st1 ns = “urn:schemas-microsoft-com:office:smarttags” />I. high quality materials

II. relationships between customers and vendors

III. activity based costing to reflect supplier discounts

a. I, III

b. I only

c. II, III

d. I, II, III

e. I, II

10. Which of the following reflect the beginning stage in the evolution of the supply management?

many suppliers

b. finished goods inventory

c. technical core

d. all of the above are included

e. none of the above are included







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Operations Management

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Hi there
Apologies for the short notice. Could you please still assist today as I am writing my exam om 05/05/2011 at 09:00 SA time.

Best regards
Marque

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4
3
2000
2600

2
1
2200
2800

3
3
500
500

8
4
2300
2600

6
3
900
1200

3
2
3000
4200

4
2
1400
2000

The activities necessary for a training project are listed below.
Activity
Normal
Crash
Normal
Crash
Immediate
time
cost
predecessor
(weeks)
A

B
C
D
A
E
F
G
D,E
What is the training project completion date?
What is the total cost for completing this training project in normal time?
If you wish to reduce the project completion date by one week, which activity should be crashed,
and how much will this increase the total cost?
What is the maximum time that can be crashed and how much would costs increase?

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Operations Management

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ASSIGNMENT 1 (Chapter 2 related)
Due on June 6, 2011

Please solve the following TWO problems. It is NOT required to solve this using Excel.

Please solve Q2.8 (page 30): 3 Points
(Mt. Kinsley Consulting) Mt. Kinsley is a strategy consulting firm that divides its consultants into three classes: associates, managers and partners. The firm has been stable in size for the last 20 years, ignoring growth opportunities in the 90s, but also not suffering from a need to downsize in the recession at the beginning of the 21st century.

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ASSIGNMENT 1 (Chapter 2 related)
Due on June 6, 2011

Please solve the following TWO problems. It is NOT required to solve this using Excel.

Please solve Q2.8 (page 30): 3 Points
(Mt. Kinsley Consulting) Mt. Kinsley is a strategy consulting firm that divides its consultants into three classes: associates, managers and partners. The firm has been stable in size for the last 20 years, ignoring growth opportunities in the 90s, but also not suffering from a need to downsize in the recession at the beginning of the 21st century. Specifically there have been- and are expected to be- 200 associates, 60 managers, and 20 partners.
The work environment at Mt. Kinley is rather competitive. After 4 years working as an associate, a consultant goes “either up or out;” that is becomes a manger or is dismissed from the company. Similarly, after six years, a manager either becomes a partner or is dismissed. The company recruits MBAs as associate consultants; no hires are made at the manager or the partner level. A partner stays with the company for another 10 years (a total of 20 years with the company).
How many new MBA graduates does Mt. Kinley have to hire every year?

What are the odds that a new hire at Mt. Kinley will become partner (as opposed to being dismissed after 4 years or 10 years).
Cheap Retailers: 3 Points
The following table shows financial data (year 2006) for Dirt Cheap Wholesale and Kwiki-Mart, two US retailers.
Dirt Cheap Wholesale Kwiki-Mart Stores Inventories ($m)
Sales (net $m)
COGS ($m) 4754
59217
52762 40894
397206
326606
Assume that both companies have an average annual holding cost rate of 20% (i.e. it costs both retailers $2 to hold an item that they procured for $10 for one entire year).
How many days, on average, does a product stay in Dirt Cheap’s inventory before it is sold? Assume that stores operate 365 days a year.
How much lower (expressed in $’s) is, on average, the inventory cost for Dirt Cheap…

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Need help with the attached Homework assignment

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ASSIGNMENT 1 (Chapter 2 related)
Due on June 6, 2011

Please solve the following TWO problems. It is NOT required to solve this using Excel.

Please solve Q2.8 (page 30): 3 Points
(Mt. Kinsley Consulting) Mt. Kinsley is a strategy consulting firm that divides its consultants into three classes: associates, managers and partners. The firm has been stable in size for the last 20 years, ignoring growth opportunities in the 90s, but also not suffering from a need to downsize in the recession at the beginning of the 21st century. Specifically there have been- and are expected to be- 200 associates, 60 managers, and 20 partners.
The work environment at Mt. Kinley is rather competitive. After 4 years working as an associate, a consultant goes “either up or out;” that is becomes a manger or is dismissed from the company. Similarly, after six years, a manager either becomes a partner or is dismissed. The company recruits MBAs as associate consultants; no hires are made at the manager or the partner level. A partner stays with the company for another 10 years (a total of 20 years with the company).
How many new MBA graduates does Mt. Kinley have to hire every year?

What are the odds that a new hire at Mt. Kinley will become partner (as opposed to being dismissed after 4 years or 10 years).

Cheap Retailers: 3 Points
The following table shows financial data (year 2006) for Dirt Cheap Wholesale and Kwiki-Mart, two US retailers.

Dirt Cheap Wholesale Kwiki-Mart Stores Inventories ($m)
Sales (net $m)
COGS ($m) 4754
59217
52762 40894
397206
326606
Assume that both companies have an average annual holding cost rate of 20% (i.e. it costs both retailers $2 to hold an item that they procured for $10 for one entire year).
How many days, on average, does a product stay in Dirt Cheap’s inventory before it is sold? Assume that stores operate 365 days a year.
How much lower (expressed in $’s) is, on average, the inventory cost for Dirt…

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operations management

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Hi
I attached my homework but im not sure about the results i got on it. can you go over it but also explain to me the numbers that i got. It took me forever to do this and i still dont understand how i got the numbers
thanks
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Waiting Line problems
1. In a waiting line situation, arrivals occur at a rate of 2 per minute, and the service times average 18 seconds. Assume the Poisson and exponential distributions.
a. What is ?? – Average number of arrivals expected during some time period
b. What is ?? – Average number that the system can serve during some time period
c. Find probability of no units in the system.
1-?/ µ = 1 – 2/18=0.89
d. Find average number of units in the system.
Ls = ?/( µ- ?) = 2/(18-2) = 0.125
e. Find average time in the waiting line.
Wq= ?/ µ( µ- ?) = 2/18(18-2) = 0.006
f. Find average time in the system.
Ws= 1/ (µ- ?)= 1/(18-2) = 0.0625
g. Find probability that there is one person waiting.
(?/ µ) = 2/18 = 0.11
h. Find probability an arrival will have to wait.
2/18(18-2) = 0.006
2. The Sea View Resort uses a multiple-channel queue registration system. If the average service time is 8 minutes, there are three registration clerks, and guests arrive at the rate of one every 5 minutes, find
a. and .
60/5=12 = 60/8 = 7.5 customers/hr
b. the probability all three clerks are idle.
(THE PROBABILITY OF NO UNITS IN THE SYSTEM) 1/[(12/7.5)^0/0!+(12/7.5)^1/1!+ (12/7.5)^3/3!(1/1-12/3(7.5)]
P0 = .1872
c. the probability a guest will have to wait.
(PROBABILITY THAT AN ARRIVING UNIT HAS TO WAIT)
Pw = .2738
d. the average time a customer is in line.
Wq= Lq/ = .0261
e. the average number of customers in line.
Lq = 0.3129
3. The post office uses a multiple channel queue, where customers wait in a single line for the first available window. If the average service time is 1 minute and the arrival rate is 7 customers every five minutes, find, when two service windows are open,
a. the probability both windows are idle.
Po = .1765
b. the probability a customer will have to wait.
Pw = .5765
c. the average time a customer is in line.
Wq = .1922
d. the average time a customer is in the post office.
W= .3922

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Operations Management

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Operations Management

Take-Home Portion, Final Exam

Case 1The Hotel Monaco

Tatyana Kasykina, manager of the Hotel Monaco,
is considering how to restructure the front desk to reach an optimum level of
staff efficiency and guest service.At
present, the hotel has five clerks on duty, each with a separate waiting line,
during peak check-in time of 3:00 pm to 5:00 pm.Observation of arrivals during this period
shows an average of 90 guests arrive each hour

( although there is no upward limit on the
number that could arrive at any given time ) .
It takes an average of 3 minutes for the front-desk clerk to register
each guest.

Ms. Kasykina is considering three plans for
improving guest service by reducing the length of time guests spend waiting in
line.The first proposal would designate
one employee as a quick-service clerk for guests registering under corporate
accounts, a market segment that fills about 30% of all occupied rooms.Because corporate guests are pre-registered ,
their registration takes just 2 minutes.
With these guests separated from the rest of the clientele, the average
time for registering a typical guest would climb to 3.4 minutes.Under this plan, non-corporate guests would
choose any of the remaining four lines.

The second plan is to implement a single line
system.All guests would form a single
waiting line to be served by whichever of five clerks became available.This option would require sufficient lobby
space for what could be a substantial queue.

The use of an automatic teller machine ( ATM)
for check-in’s is the basis of the third proposal.This ATM would provide about the same service
rate as would a clerk.Because initial
use of this technology might be minimal, Kasykina estimates 20% of customers,
primarily frequent guests, would be willing to use the machines. ( This might
be a conservative estimate if guests perceive direct

benefits from using the ATM , as bank customers
do.Citibank reports some 95% of its
Manhattan customers use its ATM’s.)Ms.
Kasykina would set up a single queue for customers who prefer human check-in
clerks.This line would be served by the
five clerks, although Kasykina is hopeful the ATM machine will allow a
reduction to four.

a.
Determine the average time a guest spends checking in.How would this change under each of the
stated options?

b.
which option do you recommend?
Specifically state the type of queue configuration. Do NOT say, for
example, ‘option 8.’

Case 2Jackson Manufacturing Company-
Dominika Wojdat, vice president of operations at Jackson Manufacturing
Company, has just received a request for quote ( RFQ ) fromDeKalb Electric Supply for 400 units per week
of a motor armature.The components are
standard and either easy to work into the existing production schedule or
readily available from established suppliers on a JIT ( just-in-time )
basis.But, there is some difference in
assembly.Ms. Wojdat has identified
eight tasks that Jackson must perform to assemble the armature.Seven of these tasks are very similar to the
ones performed by Jackson in the past ; therefore, the average time and
resulting labor standard of those tasks is known.The eighth task, an overload test , requires
performing a task that is very different from any performed previously,
however, Dominika has asked you to conduct a time study on the task to
determine the standard time.Then an
estimate may be made of the cost to assemble the armature.This information, combined with other cost
data, will allow the firm to put together the information needed for the RFQ .

To determine a standard time for the task, an
employee from an existing assembly station was trained in the new assembly
process. Once proficient, the employee was then asked to performthe task 17 times so a standard could be
determined.The actual times observed
were as follows ( in minutes ) :

1234567891011121314151617

2.051.922.011.891.771.801.861.831.931.961.952.051.791.821.851.851.99

The worker had a 115% performance rating. The
task may beperformed in a sitting
position at a well-designed ergonomic workstation in an air-conditioned
facility. Although the armature itself weights 10.5 pounds, there is a carrier
that holds it so the operator need only rotate the armature.But, the detail work remains high :”
therefore, the fatigue allowance will be 8%.
The company has an established personal allowance of 6%. Delay should be
very low. Previous studies of delay in this department average 2%.This standard is to use the same figure.

The workday is 7.5 hours, but operators are paid
for 8 hours at an average of $12.50 per hour.

Questions

In your report to Ms. Wojdat , you realize you
will want to address several factors :

a)
how
large should the sample be for a statistically accurate standard ( at ,

say,
the 99.73 % confidence level and accuracy of 5%
? )

b)
is the sample size adequate ?

c)
how many units should be produced at this
workstation per day ?

e)what is the cost per unit for this task in direct labor cost ?

Case 3Sanghavi’s
Bicycle Comany

Sanghavi Bicycle Company ( SBC) , located in
NYC , is a wholesale distributor of bicycles and bicycle parts.Formed in 2009, by Baruch College alumnus,
Siddgarth Sanghavi ,the firm’s primary
retail outlets are located within a 400 mile radius of the distribution
center.These retail outlets receive the
order from SBC within 2 days after notifying the distribution center, provided
the stock is available.However, if an
order isn’t fulfilled by the firm, no backorder is placed ; the retailers
arrange to get their shipment from other distributors, and SBC loses that
amount of business.

The firm distributes a wide variety of
bicycles. The most popular model, and the major source of revenue to the firm,
is the AirWing.SBC receives all the
models from a single manufacturer in India, and shipment takes as long as 4
weeks from the time an order is placed.
With the cost of communication, paperwork, and customs clearance
included, SBC estimates each time an order is placed, it incurs a cost of
$65.The purchase price paid by SBC, per
bicycle, is roughly 60% of the suggested retail price for all the styles
available, and the inventory carrying cost is 1% per month ( 12% per year) of
the purchase price paid by SBC. The retail price (paid by the customers ) for the AirWing is
$170 per bicycle.

SBC desires to develop an inventory plan for
2011.The firm wants to maintain a 95%
service level with its customers to minimize the losses on the lost
orders.The data collected for the past
two years are noted in the below table.
A forecast for AirWing model sales in 2011 has been developed and will
be used to make an inventory plan for SBC.

Demand For AirWing Model

Month20092010Fcst for 2011

Jan6
78

Feb121415

Mar242731

Apr465359

May758697

Jun475460

Jul303439

Aug182124

Sep131516

Oct121315

Nov222528

Dec384247

Total343391439

a)
develop an inventory plan to help SBC. In particular, what would you
suggest to be the EOQ?

b)
discuss ROP and total costs

c)how
can you address demand that is not at the level of the planning horizon?How can you incorporate yield management to
better manage and influence the demand pattern.
You should draw the demand curve and demonstrate ( graphically and
descriptively) your thoughts as regards better managing the demand faced by
SBC.

Case 4Roger Adams Irrigation, Inc.

U5

Which vendor should be selected and what order
quantity is best if Adams Irrigation wants to minimize total cost?

Vendor AVendor
BVendor
CVendor D

QtyPriceQtyPriceQtyPriceQtyPrice

1-29$35.00
1-74$34.751-99$34.50
1-199$34.25

30-7434.7575-149
34.00100-199
33.75200-39933.00

75-14933.55150-299
32.80200-399
32.50400+
31.00

150-29932.35300-499
31.60400+
31.10

300-49931.15500+
30.50

500+30.75

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Operations Management

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Check the attachments. –
Case Study Chapter 14 – Scheduling “Balloons Aloha” 
Please do the case study on page 299 in your textbook “Balloons Aloha Case Study”.

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Case Study Chapter 14 – Scheduling “Balloons Aloha” 
Please do the case study on page 299 in your textbook “Balloons Aloha Case Study”. You just have to answer the five questions.
(30 points, question 1: 12 points, question 2: 18 points, question 3: 4 points, question 4: 3 points, question 5: 3 points)
You can do the case study in Word, Excel or Power Point and upload the document.

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http://www.google.com/url?sa=t&rct=j&q=the+president+of+SEA+enterprise,+soozi+eichler&source=web&cd=1&ved=0CEsQFjAA&url=http%3A%2F%2Fcdn.transtutors.com%2FUploadAssignments%2F75243_1_IMG-0008-NEW.pdf&ei=-AuzT8y7EujK6gHP8PiYCQ&usg=AFQjCNE04YnwufVK1OpWRVHzGagQ-1TkZw&sig2=1umaWdUlOiooN_0SScswkAQuestion 6

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High Tech Inc. is a virtual store that stocks a variety of calculators in their warehouse. Customer orders are placed, the order is picked an dpackaged, and
then shipped to the customer. A fixed order quantity inventory control system (FQS) helps monitor and control these SKUs. The following information is for one
of the calculators that they stock, sell and ship.

Average demand- 12.5 calculators per week

Lead time- 3 weeks

Order cost- $20/order

Holding cost- 1.20/calculator/year

Number of weeks- 52 weeks per year

Standard deviation of weekly demand- 3.75 calculators

SKU service level- 90%

Curront on-hand inventory– 35 calculators

Scheduled receipts- 20 calculators

Backorders- 2 calculators


A. What is the Economic Order Quantity?

B. What is the total annual order and inventory holding costs for the EOQ?

C. What is the reorder point without safety stock?

D. What is the reorder point with safety stock?

E. Based on the previous info, should a fixed order quantity be placed, and if so, for how many calculators?

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1) Jimmy runs a business in his basement that spin aligns and marks golf balls with logos for tournaments. The automated machine goes through
three serial steps; the first step takes 15 seconds, the second takes 20 seconds while the third takes 30 seconds. Once it is running there are three balls in
the system at once flowing down the serial line. He runs the machine at night (20 hours/week) after doing his regular job as a postal worker.The capacity per
hour of his machine is 120 balls/hr.

a)Last night he was able to run 327 balls in 4 hours. What was his efficiency?
b)
If he produced 875 balls last week what was his utilization?

2) The standard time at Lensco Inc for grinding a set of prescription lenses is 18 minutes. If the typical efficiency
for their operations is 80%, and typical machine reliability is 87% how many machines are required to meet the forecast of 17,247 lens sets for 2007? (They
currently work 7.2 hour/shift, 6 shifts per week, 50 weeks per year)

S = 18

E=80%

R= 87%

Forecast of 17,247

F = S Q / E H R


3)What activities would be included in the value added time of fast food hamburger preparation and delivery? Why are
these part of the Value Added Time?

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At ZYZ Company, a custom manufacturer of printed circuit boards, the finished boards are subjected to a final inspection prior to shipment to its customers. As
XYZAf?cAc‚¬Ac„?cs quality assurance manager, you are responsible for making a presentation to management on quality problems at the beginning of each month. Your
assistant has analyzed the reject memos for all the circuit boards that were rejected during the past month. He has given you a summary statement listing the
reference number of the circuit board and the reason for rejection from one of the following categories:

A= Poor electrolyte coverage

B=Improper lamination

C= Low copper plating

D= Plating separation

E= Improper etching

For 50 circuit boards that had been rejected last month, the summary statement showed the following:

C B C C D E C C B A D A C C C B C A C D C A C C B

A C A C B C C A C A A C C D A C C C E C C A B A C

A?· Prepare a tally sheet (or checklist) of the different reasons for rejection.

A?· Develop a Pareto chart to identify the more significant types of rejection.

A?· Examine the causes of the most significant type of defect, using a cause-and-effect diagram.

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Hello I need case study analysis for the attach HBS case. I have attached the questions along with the hint.
It is extremely important that the hints are followed to answer the questions.
Please have someone with a wealth of experience in Management of Product & Services Operations review this case as there is considerable forecasting involved.
Also, please make sure to use the exhibits and properly reference the works cited.
Thank you

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Using the sample data given in Exhibit 10, make a recommendation for how many units of each style Wally Obermeyer should order during the initial phase of production.
Assume that all ten styles in the sample problem are made in Hong Kong, and that Obermeyer’s initial production commitment must be at least 10,000 units. (Ignore price differences among styles in your initial analysis.)
Hints:
You must place orders for at least 50% of the annual demand.
There is a limited production capacity (only about 50% of total). The rest is available after the Las Vegas show.
The earlier capacity should be used to produce the least risky items.
What is risk in this context?
Items with high variability in demand (can result in large overstocking).
Items that are very expensive (overstocking can be very expensive).
For this exercise, we are not considering the price. So, focus only on the variability.
Also focus on the minimum production requirement for any item – 600 units.
Variability of demand is also called Coefficient of Variation (Std. Deviation/Mean).

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A company has a new design for their product in next year that can reduce their material cost of producing units from $8.14 to $7.32. The company passes on
half of all cost savings by cutting the current price to customers. For simplicity: – Use current labor costs of $4.15

– Assume all period costs as reported on the Income Statement (Annual Rpt Pg 2) will remain the same.

Determine how many units (000) of the product would need to be sold next round to break even on the product.

Select: 1

1,050 units.

0 units.

993 units.

1,114 units.

1,366 units.

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The following is a table of activities associated with a project , their duration and what activities each must precede: Activity duration(weeks) precedes A
start 1 B,C B 1 E C 4 F E 2 F F end 2 – .

a) Draw an AON diagram of the project, including activity durations.

b) Define the critical path, listing all critical activities in chronological order.
c) What is the project duration (in weeks)?
d) What is the slack (in weeks) associated with any and all noncritaths through the project?
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Cell giant is a large telecommunications company in south africa with 120 branches around the country. these branches offer services like cell phone sales, cell phone repairs and certain branches also have a coffee shop. they opened a new branch six months ago in a mall that opened a year ago. this is a mega mall and this cell phone shop is one of those with a coffee shop. you have just been appointed as the new manager of the branch, as management believes your experience in operations will improve the shop’s performance.
1. identify the type of process layout and flow that will be the most appropriate for the branch’s operation and provide reasons for your selection
2.explain to management the effect that capacity planning and control can have on the profitability and quality of service of the branch’s operation

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The forecasted demand for fudge for the next four months is 140,160,90 and 70 pounds. A) What is the recommended production rate if a level
strategy is adopted with no back orders or stockouts? What is the ending inventory for month 4 under this plan? B) What is the
level production rate with no ending inventory for month 4?


Can you show the work for three months so I can compute them to excel? I’m lost!

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David Christopher is an orthopedic surgeon who specializes in three types of surgery hip, knee, and ankle replacements. The surgery mix is 40 percent hip
replacement, 50 percent knee replacement, and 10 percent ankle replacement. Partial bills of materials for each type of surgery are shown in the following
information.

Hip replacements Knee replacements Ankle Replacements

surgical kits#203 surgical kit #203 surgical kit #108

頭 knee part package #V ankle part package #P

Hip part Patient blood type-4 pints Patients blood type-3 pints

package #A

Patients blood

type-6 pints


a. Given that Dr. Christopher is scheduled to do 5 hip replacements, 3 knee replacements, and 1 ankle replacement next week, how many surgical kits and part
packages of each type should the hospital have available next week?

b. How many total pints of blood are needed for next week?


c. Design a “mistake-proof” system to ensure each patient gets the correct blood type.

d. What are the implications of a shortage (stockout) of a surgical kit or part package discovered several hours before the operation? What if a part package
has a missing part that is not discovered until surgery begins?

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I did not find an exact topic in your list.

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Homework this week is in 3 parts: The discussion, a graph, and a HW Form. Don’t forget to do all three for the 100 point total.
Problem 1:
A company is considering 4 western locations for a new training facility. You have recommended that to decide which is best, they use the Factor Rating Method. Upper Management Team provides you with the 6 factors and scores for 4 potential locations as indicated in the table below:
 
?
Upper Management Team?
?
FactorWeightPhoenixProvoCheyenneDenver?
?
Labor Availability0.2580908085?
?
Education of Workforce0.195757095?
?
Operating Cost0.1575858580?
?
Land and Construction0.160809070?
?
Industrial Incentives0.2560958560?
?
Labor Cost0.1590758585?

The day before you are ready to present your findings to the Upper Management Team the CEO calls you and says that the Board of Directors expressed some degree of discomfort in making the industrial incentives so important. In fact, they might not even take them if offered, believing there is “no such thing as a free lunch.” They believed that the weights instead should be:
?
Board of Directors?
?
FactorWeight?
?
Labor Availability0.25?
?
Education of Workforce0.1?
?
Operating Cost0.3?
?
Land and Construction0.1?
?
Industrial Incentives0?
?
Labor Cost0.25?
 

Problem 2:
You have been hired by the Governor help locate the management center for a group of rural healthcare facilities. You have decided to start the process with a Center of Gravity approach. The number of employees from each city’s current healthcare center will be used for weighting, as it is those employees that must travel to the management center. You have gathered the following data:
?
CityXYNumber of employees?
?
Montrose465?
?
Durango40.87?
?
Pagosa Springs30.818?
?
Ouray43.35?
?
Monte Vista6.525?
?
Trinidad80.55?
 
Prepare a bubble chart, weighting the bubbles by the number of employees. Choose an arbitrary weight for the size…

Attachments:


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The following table provides the information necessary to construct a project network and project
crash data:
Activity Times(WKS) Activity ($)
Activity Predecessor Normal Crash Normal Crash

a – 16 8 2,000 4,400
b – 14 9 1,000 1,800
c a 8 6 500 700
d a 5 4 600 1,300
e b 4 2 1500 3,000
f b 6 4 800 1,600
g c 10 7 3,000 4,500
h d,e 15 10 5,000 8,000

Determine the maximum time that the project can be crashed and the corresponding crash costs.

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3. A PERT project has an ending completion time of 62 weeks with a variance of 16 weeks. Determine the following probabilities:

a) The project is completed in 68 weeks.

b) The project takes longer than 70 weeks.

c) The project is completed between 60 and 68 weeks.

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A dry cleaner uses exponential smoothing to forecast equipment usage at its main plant. August usage was forecasted to be 88 percent of capacity; actual usage was
89.6 percent of capacity. A smoothing constant of .1 is used. A dry cleaner uses exponential smoothing to forecast equipment usage at its main plant. August usage
was forecasted to be 88 percent of capacity; actual usage was 89.6 percent of capacity. A smoothing constant of .1 is used. a. Prepare a forecast for September.
(Round your answer to 2 decimal places.) Forecast for September percent of capacity b. Assuming actual September usage of 92 percent, prepare a forecast for
October usage.(Round your answer to 2 decimal places.) Forecast for October percent of capacity

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Discuss the key factors that impact location decisions. As an example, if locating a facility in India, what location decisions would a fast-food chain have to
consider as compared to the location decisions of a software company?

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Given the bill of material for the printer cartridge (A) shown below, a gross requirement to build 170 units of A, on-hand inventory levels for each item as
shown in the table below and assuming zero lead times for all items A, B, C, D, and E, compute the net requirement for each time.





Item On-Hand Inventory



A 50



B 50



C 90



D 70



E 15


Show the work please, in order for me to reward points.

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Check the attachment.
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Apple has been having issues with its largest Chinese supplier, Foxconn, here is a little clip that summarizes it:http://www.reuters.com/article/2012/03/30/us-apple-foxconn-idUSBRE82S19720120330http://www.reuters.com/article/2012/03/30/us-apple-foxconn-idUSBRE82S19720120330Please answer the following two questions:1. What are Apple’s biggest challenges with its Manufacturing model and what can they do to manage them? (10 points)2. There have been initiatives to bring back more Manufacturing to the US based on rising wages in China and high unemployment in the US. Do you think Apple should consider that – why or why not and what are the consequences for them? (10 points)Please does some research before you post your answer and list your references at the end.Expected is about one page with a thoughtful discussion.

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Operations Management

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Assignment

Please download the following Excel Worksheet:
Excel Worksheet Attached

  1. Plot the time series data. Make sure that the graph is labeled (i.e., title, vertical axis, etc.)
  2. Compute the forecast for Q4, 2010 using each of the following time series forecasting techniques:
    1. 2-period moving average.
    2. 4-period moving average.
    3. Simple exponential smoothing. Use the
      naive approach to generate an initial forecast and a trial-and-error
      approach to compute alpha that minimizes MSE.
    4. Trend Line.
    5. Seasonalized Time Series Regression.
  3. Compute the MSE values for parts (a) through (d).
  4. Which forecasting technique would you recommend? Justify your answer.
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1995
296.89999389648437

1995
296.79998779296875

1995
287.510009765625

1995
287.77999877929687

1996
283.97000122070313

1996
275.77999877929687

1996
269.489990234375

1996
278.32998657226562

1997
283.39999389648437

1997
289.44000244140625

1997
282.26998901367187

1997
293.510009765625

1998
304.739990234375

1998
300.97000122070313

1998
315.25

1998
316.17999267578125

1999
331.739990234375

1999
329.33999633789062

1999
317.22000122070312

1999
317.92999267578125

2000
340.23001098632812

2000
339.16000366210937

2000
336.66000366210937

2000
340.07998657226562

2001
347.69000244140625

2001
328.67001342773437

2001
303.01998901367187

2001
299.80999755859375

2002
320.01998901367187

2002
317.92999267578125

2002
303.29998779296875

2002
308.85000610351562

2003
319.19000244140625

2003
314.51998901367187

2003
312.3900146484375

2003
315.76998901367187

2004
320.23001098632812

2004
309.45001220703125

2004
296.54000854492187

2004
297.27999877929687

2005
301.3900146484375

2005
306.67999267578125

2005
305.91000366210937

2005
314.760009765625

2006
323.33999633789062

2006
341.57998657226562

2006
330.1199951171875

2006
318.16000366210937

2007
317.83999633789062

2007
325.3900146484375

2007
327.55999755859375

2007
329.76998901367187

2008
333.29000854492187

2008
346.989990234375

2008
358.92999267578125

2008
345.42001342773437

2009
313.82000732421875

2009
301.82000732421875

2009
306.95001220703125

2009
319.85000610351562

2010
328.1199951171875

2010
340.72000122070313

2010
339.70999145507812

Customize Chart – Result (Average Air Fares:1995 Q1 to 2010 Q3)
Year
Quarter
U.S Dom Avg Fare
Q1
Q2
Q3
Q4

SOURCE: Bureau of Transportation Statistics

1. Plot the time series data. Make sure that the graph is labeled (i.e., title, vertical axis, etc.)
2.
Compute the forecast for Q4, 2010 using each of the following time series forecasting techniques:
(a) 2-period moving…

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Operations Management

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A grocery store orders paper grocery bags from a distributor. The store uses 2,300 cases of bags per year, and its ordering cost is $65 per order. The
store%u2019s carrying cost rate is 35% of the price per case of bags. The distributor has the following pricing structure for cases of bags:


Order Quantity (Number of cases)

Price per case

1-49

$129.45

50-249

$127.95

250-999

$126.45

1000 and over

$125.95


a) How many cases of bags should the store order each time if we want to select the lowest total annual cost strategy (ordering cost plus holding cost plus
material acquisition cost)?

b) What is the resulting total cost per year (ordering cost plus holding cost plus material acquisition cost) for this strategy and the next lowest cost
strategy?

c) If the store has only enough storage space for 200 cases of bags, how many should it order each time? Why?


If a calculated order quantity is a fraction of a case, leave it as a fractional amount.

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Following data is for a Soda Canning Firm.

Process average x = 12 ounces

Average range R = .25

Sample size n = 5

One of the bottles in a sample has 11.77 ounces of Soda – This means the process
is:

Answer

a.

Out of Control

b.

Process has natural Variances

c.

Process has assignable cause of Variances

d.

In Control

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1. Gunn’s Tannery has the following sales and forecast figures:

Month Demand Forecast
1 1.3 1.3
2 1.1 1.3
3 0.9 1.2
4 1.6 1.1
5 1.5 1.3

What is the MAD after week 5?



2.

ALPHA = 0.2
TRACKING
DEMAND FORECAST ERROR MAD SIGNAL
MONDAY 80 85.00 -5.00 1.00
TUESDAY 53
WEDNESDAY 65
THURSDAY 43
FRIDAY 85
SATURDAY 101

Given the above, using exponential smoothing and MADt, what is the tracking signal for Saturday?

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National scan, INC., sells radio frequency inventory tags. monthly sales for a 7 month period are as follows:

month sales (000) units

feb……… 19

march…………..18

apr……………..15

may…………….20

june…………….18

july………………22

aug………………20

you must forecast se…

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The Arkade Company has decided to use a 15 percent allowance factor based on job time. Calculate the standard time for each work element and for the total job.
The frequency equals 1 for all work elements. (Round your answers to 3 decimal places, the tolerance is +/-0.002.)

Work Element Mean Observed Time (minutes) Perfomance Rating Factor ST

1 1.20 0.95

2 1.00 0.85

3 0.80 1.10

4 0.90

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It is generally not appropriate to apply control charts to the same data that were used to derive the mean and limits. Why? What are the two possible outcomes
if this is done, how likely is each, and what are the appropriate interpretations?

This is question 6 from Chapter 3/Textbook Operations Management for MBA’s/Meredith and Shafer

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  1. Which of the following statements about the ABC inventory classification system is TRUE?

    a. This approach is based on an insight established by Adam Smith in The Wealth of Nations. b.
    %u201CA%u201D items represent 50 to 60 percent of all the items in inventory and account for 5 to 15 percent of the company%u2019s
    inventory investment.

    c. This approach is utilized because not all of the items in a company%u2019s inventory are equal and so may require differing levels of
    control.

    d. To establish the classification of items into their groups, the items are first ranked from highest %u201Cdollar per unit%u201D
    value to lowest.

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Increasingly, organisations are using computer-based tools for contracting, tendering, and procuring to meet project deliverable requirements. Along with the benefits, there are some risks inherent in using computer-based tools to manage procurement (such as sharing proprietary business data). Identify and discuss the risks and rank them in order of potential impact and likelihood. Justify your ranking with specific examples for each risk

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1.6 Eric Johnson makes billiard balls in his New England

plant. With recent increases in his costs, he has a newfound interest

in efficiency. Eric is interested in determining the productivity of his

organization. He would like to know if his organization is maintaining

the manufacturing average of 3% increase in productivity. He

has the following data representing a month from last year and an

equivalent month this year:

Show the productivity percentage change for each category and

then determine the improvement for labor-hours, the typical standard

for comparison. PX

%u2022 %u2022 1.7 Eric Johnson (using data from Problem 1.6) determines

his costs to be as follows:

%u2022 Labor: $10 per hour

%u2022 Resin: $5 per pound

%u2022 Capital expense: 1% per month of investment

%u2022 Energy: $.50 per BTU.

Show the percent change in productivity for one month last year

versus one month this year, on a multifactor basis with dollars as the

common denominator. PX

Last Year Now

Units produced 1,000 1,000

Labor (hours) 300 275

Resin (pounds) 50 45

Capital invested ($) 10,000 11,000

Energy (BTU) 3,000 2,850

*Note: PXmeans the problem may be solved with POM for Windows

and/or Excel OM.

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Which of the following statements about the decision theory is true?

Select one:

a. The Laplace criterion will
reach the same decision as the Minimax Regret criterion when the payoff table contains expenses instead of revenues.

b. If a new alternative is added
to a payoff table and the maximax criterion is applied again, the new decision must either remain with the original maximax alternative or the new
alternative.

c. If the payoff table contains
expenses instead of revenues, then the pessimistic criterion is Minimin.

d. By definition, the maximax and maximin criteria cannot result in the selection of a common alternative in decision
making under uncertainty.

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Check the attachments – Exercise Chapter 7, 8 – Process Design and Assembly Line BalancingPlease do the following two exercises in your textbook:1.

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Exercise Chapter 7, 8 – Process Design and Assembly Line BalancingPlease do the following two exercises in your textbook:1. Problem 10 of Chapter 7 on page 144 (10 points)2. Problem 9 of Chapter 8 on page 164 (10 points)Note: The graph with Task 1-8 and Table with Workstation A-F belong to Problem 9, not Exhibit 8.12.You can do the exercise in Word, Excel or Power Point and upload the documents.

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Please amend the file “153763_2_MBA-Assignment-Operation-Management-Kanna-rev3″ according to the “153763_1_Lecturer-s-Comments” file and the “215802_1_Managing-Operations-1″ file

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I had a review just now at class for the OM assignment. Below are the inputs from the lecturer and appreciate you able to perform the changes. 1) Too wordy. Primary data need to support the analysis and argument. Also for assignment write up, secondary data ( diagrams, models, Gantt charts, organs chart, op documents and practices) need to be provided to support argument.2) Part 1 to 6 to have some words count balance up (600-800 words each)3) The last part which supposed to be part 7, What are the main factors that encourage Operations Management to change? What changes do you think there will be in the next decade?(Treat this section as question “7”, perhaps would receive similar word count content. If each of the above 6 questions @ receives 650 words accordingly, then this part “b” would also receive 650 words there about. Total 4500 word assignment. This part is theoretical argument/ academic argument and does not relate to the above organization) Below are the assignment details for your references, thanks.Your task in this assignment is to identify and analyses the Operations Managementinitiatives in a specific organisation, which can be from manufacturing, service or retail industry environment. You will draw conclusions about how well this specific organisation is managed in terms of its operations management practices in these aspects:(In this assignment you need only to identify the current organizational operations practices in the 6 aspects as stated below.Analyse the current operation management practices, evaluating if they are effective and efficient. Give evidences from the current real world organs practices to support your argument why you think the operations practices are effective and efficient.Justify and provide rationale/ reasons why you think the practices are effective or not effective. You do not need to give solutions or recommendations)1. Process technology strategy (Covers several areas – e.g.: Process design –like Jobbing; Batch ;…

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Operations management

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sara serodyOperations and Supply Chain Management: Fall 2012

Copy of Chapter 3 instructions|help
Question #1 (of 5)Question #2 (of 5)Question #3 (of 5)Question #4 (of 5)Question #5 (of 5)Question #2 (of 5)

2.

Freight car loadings over a 12-year period at a busy port are as follows:



Week Number Week Number Week Number
1 220 7 350 13 488
2 245 8 360 14 475
3 295 9 389 15 495
4 275 10 380 16 510
5 346 11 428 17 507
6 310 12 450 18 541



a.

Determine a linear trend line for expected freight car loadings.(Round your intermediate calculations and final answers to 3 decimal places.)



=+t



b.

Use the trend equation to predict expected loadings for weeks 22 and 23.(Round your intermediate calculations and final answers to 3 decimal places.)



The forecasted demand for week 22 and 23 isandrespectively.



c.

The manager intends to install new equipment when the volume exceeds 826 loadings per week. Assuming the current trend continues, the loading volume will reach that level in approximately what week?(Round your intermediate calculations to 3 decimal places and final answer to the nearest whole number.)



It would take approximatelymore weeks.


rev: 02_25_2012

rev: 03_15_2012
eBook Linkreferences

Š2011 The McGraw-Hill Companies. All rights reserved.

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Solve the transportation problem below using the Northwest Corner method, the Intuitive Lowest-Cost method, and the Stepping-Stone method.

Plants Supply Destination Demand

Kansas City 35 Chicago 30

Omaha 50 St. Louis 65

Des Moines 50 Cincinnati 40

Total 135 tons Total 135 tons

Transport cost from Plants to Destinations ($/ton)

Plants

Chicago

St. Louis

Cincinnati

Kansas City

Omaha

Des Moines

$4

6

8

3

7

2

3

6

5

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Barry works at an ice cream counter of a food court. Customers arrive at a mean rate of 6 per hour. The mean service rate is 9.5 per hour.
Assume it is a single-server waiting line model.

(a) Determine the mean arrival rate and the mean service rate.

(b) Determine the probability that a customer will have an empty queue.

(c) Determine the probability that 2 customers are in the queuing system.

(d) Determine the average number of customers in the queue and the average number of customers in the system.

(e) Determine the average waiting time in the queue and the average total time in the system for a customer.

(f) Find the utilization factor of the server.



suppose Barry can be replaced by another server, Nina, who must be paid $15 per hour whereas Barry is paid $10 per hour. Nina can serve 12
customers per hour. If a customer’s time is considered to be worth $8 per hour, is it worth to replace Barry with Nina?

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14.12 Based on the data in Figure 14.15, complete a
net material requirements schedule for:

a) All items (10 schedules in all), assuming the requirement for each BOM item is 1.

b) All 10 items, assuming the requirement for all items is 1, except B, C, and F, which require 2 each.

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Bryant’s Pizza, Inc. is a producer of frozen pizza products. The company makes a net income of $1.00 for each regular pizza and $1.50 for each
deluxe pizza produced. The firm currently has 150 pounds of dough mix and 800 pounds of topping mix. Each regular pizza uses 1 pound of dough mix and 4 ounces
(16 ounces= 1 pound) of topping mix. Each deluxe pizza uses 1 pound of dough mix and 8 ounces of topping mix. The problem is to determine the number of regular
and deluxe pizzas the company should make to maximize net income. Create a linear optimization Model

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The Silver Star Bicycle Company will be manufacturing both men’s and women’s models for its Easy
Pedal 10-speed bicycles during the next two months. Management wants to develop a production schedule indicating how
many bicycles of each model should be produced in each month. Current demand forecasts call for
150 men’s and 125 women’s models to be shipped during the first month and 200 men’s and 150 women’s models to be shipped during
the second month. Additional data are shown.

Model

Production Costs

Labor Requirements (hours)

Current Inventory

Men’s

$40

manufacture(10) assmebly(3)

20

Women’s

$30

manufacture(8) assembly(2)

30

Last month the company used a total of 4000 hours of labor. The company’s labor relations policy will not allow the total hours of labor to increase or decrease by more than 500 hours from month to month, i.e. labor usage should follow a smooth pattern between consecutive months. In addition, the company charges monthly
inventory at the rate of 2% of the production cost based on the inventory levels at the end of the month. The company would like
to have at least 25 units of each model in inventory at the end of the two months.

  1. Establish a production schedule that minimizes production and inventory costs and satisfies
    the labor-smoothing, demand, and inventory requirements. What inventories will be maintained, and what are the monthly labor requirements?
  2. If the company changed the constraints so that monthly labor increases and decreases could not exceed 250 hours, what would happen to the production schedule? How much would the cost
    increase? What would you recommend?
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Choose a service provider or manufacturer and a functional area, such as accounting, finance, or marketing. Define a process important to that functional area
and then identify a key performance measure for that process. How can SPC be used to manage that process? Must be 200 words

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A business owner is trying to decide whether to buy, rent, or lease office space and has constructed the following payoff (profit in thousands
of dollars) table based on whether business in brisk, medium, or slow.

Business Level

Decision Brisk Medium Slow

????????????????????????????????????????

Buy 120 60 20

Rent 80 70 60

Lease 40 55 50

(a) What is the best decision using the maximax criterion? What is the payoff for it?

(b) What is the best decision using the maximin criterion? What is the payoff for it?

(c) What is the best decision using the minimax regret criterion? What is the payoff for it?

(d) What is the best decision using the Hurwicz’s criterion if ? = 0.5? What is the payoff for it?


For the problem above, assume that the probability of brisk business level is 0.2, the probability of medium business level is 0.5, and the
probability of slow business level is 0.3.

(a) Calculate the expected value of each decision alternative. What is your recommendation using the expected value criterion?

(b) Calculate the expected opportunity loss value of each decision alternative. What is your recommendation using the expected opportunity
loss criterion?

(c) Calculate and interpret the value of perfect information for this problem.

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Operations Management

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Check the attachments – Case Study Chapter 9 – Supply Chain Design “Boston Red Sox Spring Training Decision” Please do the case study on page 189 in your textbook “Boston Red Sox Training Decision”.

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Case Study Chapter 9 – Supply Chain Design “Boston Red Sox Spring Training Decision” Please do the case study on page 189 in your textbook “Boston Red Sox Training Decision”. You just have to answer the five questions.(30 points, question 1: 8 points, question 2: 6 points, question 3: 6 points, question 4: 6 points, question 5: 4 points)Note:For question 2 you have to decide how to scale and weight each criterion and whether to include or not include cost estimates.For question 3 you need to combine center-of-gravity results, cost and qualitative criteria analysis. There are various possibilities to approach this, you can do it in steps or eliminate sites with the lowest scores.Please make sure that you show all calculations and steps so I can follow your thought process and give partial points even if there is a calculation error. If there is only a result and it is wrong, I cannot give any points.You can do the case study in Word, Excel or Power Point and upload the document.

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operations management

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Towards the end of the 20th century, Japan auto makers took top positions in the global motor market and are still at the top. Required: Discuss the Operations management issues which led to this success compared to their western counter parts.

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Operations Management

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First printing has contracts with legal firms in San Francisco to copy their court documents. Daily demand is almost constant at 12,500 pages of documents. The
lead time for paper delivery is normally distributed with a mean of 4 days and a standard deviation of 1 day. A 97% service level is expected. Compute First’s
ROP.

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Caroline is a pickling enthusiast. She likes to stop at her local grocery store occasionally on the way home from work look for the latest seasonal vegetables
to pickle when she gets home.

She has been doing this for some time invested a lot in her celler as a result. Her shelves hold 60 jars and on average they seem to be about 2/3rds full,
which would equate to 40 jars.

Caroline has a diehard belief that pickled vegetables reach an optimal flavor when they remain in the unopened jar for 6 to 8 months. She would like to adjust
her habits to adhere to that flavor interval. She currently estimates that she buys and pickles vegetables twice per month. How long, on average, does a jar
last before she opens it? (In months)

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1.15 Refer to Problems 1.13 and 1.14. If charles lackey’s utility costs remain constant at $500 per month, labor at $8 per hour, and cost of ingredients at $0.35
per loaf, but Charles does not purchase the blender suggested in Problem 1.14, what will the productivity of the bakery be? What will be the percent increase or
decrease?

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Question 1 :LP Assignment model

The Akron Police Department
has five detective squads available for assignment to five open

crime cases. The chief of
detectives, Paul Kuzdrall, wishes to assign the squads so that the total

time to conclude the cases is
minimized. The average number of days, based on past

performance, for each squad
to complete each case is as follows:

CASE

SQUAD

A

B

C

D

E

1

14

7

3

7

27

2

20

7

12

6

30

3

10

3

4

5

21

4

8

12

7

12

21

5

13

25

24

26

8

a)
Using
the Hungarian (manual) method, determine the optimal assignment of squads to
cases in order to minimize the time for completion of cases. Indicate this
overall time.

( 15
marks )

b)
Write an
LP formulation for this problem with an objective function and constraints for
the squads and cases

( 15
marks )

Question
2MRP

The demand forsubassembly
Sis 100 units in week 7. Each
unit of S requires 1 unit of Tand 2units
ofU.Each unit of Trequires 1 unitof V, 2 units ofWand
1 unitofX.
Finally, each unit of U requires 2
unitsof Yand 3 units
ofZ.One firm manufactures all items.It takes 2 weeks to make S,1 week to make T,2 weeks to make U,2 weeks to
make V, 3 weeks to make W, 1 week to make X, 2 weeks to make Y, and1 week to
make Z.

The following
is the on-hand inventory for the various items.

ITEM

ON-HAND INVENTORY

ITEM

ON-HAND INVENTORY

S

20

W

30

T

20

X

25

U

40

Y

240

V

30

Z

40

a)
Construct a product structure.Identify all levels, parents, and components.

( 10 marks )

b)
Prepare
a time-phased product structure.

( 10 marks )

c)
Use the
pre-ruled schedules attached at back of the question sheet to determine
complete schedules for items S, T, W, U, Z and Y

( 15 marks )

Question3

a)Marilyn
Charles is the purchasing agent for Central Valve Company, which sells
industrial valves and fluid-control devices. One of Central’s most popular
valves is the Western, which has an annual demand of 4,000 units. The cost of
each valve is $90, and the inventory carrying cost is $9. Marilyn has made a
study of the costs involved in placing an order for any of the valves that
Central stocks, and she has concluded that the average ordering cost is $25 per
order. Furthermore it takes about 5 working days for an order to arrive from
the supplier. During this time the demand per week for valves is approximately
80.

Determine
:

i.
The economic order quantity ( 5 marks )

ii.
The average inventory if the EOQ is used ? ( 2 marks )

iii.
The optimal number of orders per year ? ( 3 marks )

iv.
The
optimal number of days between any two orders, assuming 250 working days per
year ? ( 4 marks )

v.
The
total annual inventory cost (carrying cost plus order cost) ( 3 marks )

vi.
The reorder point. ( 3 marks )

b)
Wang Distributors has an
annual demand for an airport metal detector of 1,400 units. The cost of a
typical detector to Wang is $400. Carrying cost is estimated to be 20% of the
unit cost and the ordering cost is $25 per order.

If Ping
Wang, the owner, orders in quantities of 300 – 600,he can get a 5% discount on the cost of the
detectors.

i.
Should Wang take the quantity
discount ?( 10 marks )

ii.
Would his decision change
ifthe discount was 10% for orders above
600 ?(
5 marks )

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A Chemical firm uses 800 lbs per month of an unstable chemical compound in its manufacturing
process. This compound must be stored in an environmentally safe place as a result holding cost is 50% of the price of this compound and the estimated
ordering cost is $ 50.00 per order. As a Purchasing Officer of the Firm, your assignment is to buy this chemical in a Quantity that would minimize the
Total Cost. The supplier has provided you with following discount schedule:

Discount #

Quantity in LBS

Price/Lb


1

1-499

$ 17.00


2

500-999

$ 16.75


3

1000+

$ 16.50


According to your calculations the Discount that would minimize the Total cost is:

Answer

a.

Discount # 1

b.

Discount # 2

c.

Dsicount # 1 and Discount # 2

d.

Discount # 3



I guessed on Discount #2… If you have a different answer… please explain….

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The Charm City Company is currently considering 4 proposals for investment. The table below displays each proposal’s net present value (NPV)
in millions of dollars and each proposal’s requirements for cash (in millions of dollars) for each of the next three years.

Cash Requirements

Proposal NPV Year 1 Year 2 Year 3

1 9.0 3.10 3.00 2.20

2 8.6 3.00 2.20 1.80

3 8.9 2.80 3.10 2.20

4 10.2 3.40 3.60 3.00

The manager wants to maximize the total NPV while meeting the following restrictions:

(i) The total cash requirement cannot exceed 9.2 million dollars in the first year.

(ii) The total cash requirement cannot exceed 9.6 million dollars in the second year.

(iii) The total cash requirement cannot exceed 7 million dollars in the third year.

(iii) At most three of the proposals can be approved.

(iv) At least one of the first two proposals must be approved.

Formulate a capital budgeting problem for the above situation by determining

(a) The decision variables.

(b) The objective function.

(c) All the constraints.

Note: Do NOT solve the problem after formulating.

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OPERATIONS MANAGEMENT

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Select an organisation that you are either familiar with (you may, or may have, workedthere) or have researched. The organisation should have a focus on manufacturing oroperations such as an airline, resort operator with a high level of direct customer contact/You may choose to focus on an organisation in another industry but you should seekadvice from your lecturer first.For this organisation, you may identify operational issues or aspects incorporating arange of topics covered in this unit These may include:-1. Poor Forecasting of demand and resources2. Quality Management and Process Design3. Inventory Management4. Job DesignYou may decide to take on the role of a consultant and conduct an audit of the operationin your chosen area’ of the organisation.Another approach may be to identify a ‘star performing’ organisation or StrategicBusiness Unit within the organiastion and use it to benchmark the industry.Make appropriate recommendations based on your findings.You are required to prepare a report based on the above incorporating relevant theoryand additional readings when analysing your chosen company.

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Your Task
Select an organisation that you are either familiar with (you may, or may have, worked
there) or have researched. The organisation should have a focus on manufacturing or
Operations such as an airline, resort operator with a high level of direct customer contact/
You may choose to focus on an organisation in another industry but you should seek
Advice from your lecturer first.
For this organisation, you may identify operational issues or aspects incorporating a
range of topics covered in this unit These may include:-
1. Poor Forecasting of demand and resources
2. Quality Management and Process Design
3. Inventory Management
4. Job Design

You may decide to take on the role of a consultant and conduct an audit of the operation
in your chosen area’ of the organisation.
Another approach may be to identify a ‘star performing’ organisation or Strategic
Business Unit within the organisation and use it to benchmark the industry.
Make appropriate recommendations based on your findings.
You are required to prepare a report based on the above incorporating relevant theory
and additional readings when analysing your chosen company.

• This assignment is due Friday 18:00 of Week 5 (upload on moodle –
turnitin)
A test link will be provided to help you ensure you avoid plagiarism issues.
• 2,000 words, appropriately referenced using the Harvard style of
referencing.
YOU MUST INCLUDE A COVERSHEET WITH YOUR SUBMISSION.

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Operations Management

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Case 4-3

Shouldice Hospital in Canada is widely known for one thing”??hernia repair! In fact, that is the only operation it performs, and it performs
a great many of them. Over the past two decades this small 90-bed hospital has averaged 7,000 operations annually. Last year, it had a
record year and performed nearly 7,500 operations.

The below table shows the number of operations with 90 Beds (30 patients per day). Each row in the table follows the patients who checked
in on a given day. The columns indicate the number of patients in the hospital on a given day.


BEDS REQUIRED

CHECK-IN DAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
Monday 30 30 30
Tuesday 30 30 30
Wednesday 30 30 30
Thursday 30 30 30
Friday
Saturday
Sunday 30 30 30







Total 60 90 90 90 60 30 30
















For example, the first row of the table shows that 30 people checked in on Monday and were in the hospital for Monday, Tuesday, and
Wednesday. By summing the columns of the table for Wednesday, we see that there are 90 patients staying in the hospital that day.

The medical facilities at Shouldice consist of five operating rooms, a patient recovery room, a laboratory, and six examination rooms. An
operation at Shouldice Hospital is performed by one of the 12 full-time surgeons assisted by one of seven part-time assistant surgeons.
Surgeons generally take about one hour to prepare for and perform each hernia operation.

Now look at the effect of increasing the number of beds by 50 percent.


a.

How many operations could the hospital perform per day before running out of bed capacity? (Assume operations are performed five days per
week, with the same number performed on each day.)


Number of operations per day


b.

How well would the new resources be utilized relative to the current operation? (Round your answers to 1
decimal place.)


Utilization
Monday %
Tuesday %
Wednesday %
Thursday %
Friday %
Saturday %
Sunday %

Total %




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OPERATIONS MANAGEMENT

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Case 1 The Hotel Monaco Tatyana Kasykina, manager of the Hotel Monaco, is considering how to restructure the front desk to reach an optimum level of staff efficiency and guest service. At present, the hotel has five clerks on duty, each with a separate waiting line, during peak check-in time of 3:00 pm to 5:00 pm. Observation of arrivals during this period shows an average of 90 guests arrive each hour ( although there is no upward limit on the number that could arrive at any given time ) . It takes an average of 3 minutes for the front-desk clerk to register each guest. Ms. Kasykina is considering three plans for improving guest service by reducing the length of time guests spend waiting in line. The first proposal would designate one employee as a quick-service clerk for guests registering under corporate accounts, a market segment that fills about 30% of all occupied rooms. Because corporate guests are pre-registered , their registration takes just 2 minutes. With these guests separated from the rest of the clientele, the average time for registering a typical guest would climb to 3.4 minutes. Under this plan, non-corporate guests would choose any of the remaining four lines. The second plan is to implement a single line system. All guests would form a single waiting line to be served by whichever of five clerks became available. This option would require sufficient lobby space for what could be a substantial queue. The use of an automatic teller machine ( ATM) for check-in’s is the basis of the third proposal. This ATM would provide about the same service rate as would a clerk. Because initial use of this technology might be minimal, Kasykina estimates 20% of customers, primarily frequent guests, would be willing to use the machines. ( This might be a conservative estimate if guests perceive direct benefits from using the ATM , as bank customers do. Citibank reports some 95% of its Manhattan customers use its ATM’s.) Ms. Kasykina would set up a single queue for customers who prefer human check-in clerks. This line would be served by the five clerks, although Kasykina is hopeful the ATM machine will allow a reduction to four. a. Determine the average time a guest spends checking in. How would this change under each of the stated options? b. what option do you recommend? Specifically state the type of queue configuration. Do NOT say, for example, ‘option 8.’ Case 2 Jackson Manufacturing Company – Dominika Wojdat, vice president of operations at Jackson Manufacturing Company, has just received a request for quote ( RFQ ) from DeKalb Electric Supply for 400 units per week of a motor armature. The components are standard and either easy to work into the existing production schedule or readily available from established suppliers on a JIT ( just-in-time ) basis. But, there is some difference in assembly. Ms. Wojdat has identified eight tasks that Jackson must perform to assemble the armature. Seven of these tasks are very similar to the ones performed by Jackson in the past ; therefore, the average time and resulting labor standard of those tasks is known. The eighth task, an overload test , requires performing a task that is very different from any performed previously, however, Dominika has asked you to conduct a time study on the task to determine the standard time. Then an estimate may be made of the cost to assemble the armature. This information, combined with other cost data, will allow the firm to put together the information needed for the RFQ . To determine a standard time for the task, an employee from an existing assembly station was trained in the new assembly process. Once proficient, the employee was then asked to perform the task 17 times so a standard could be determined. The actual times observed were as follows ( in minutes ) : 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 2.05 1.92 2.01 1.89 1.77 1.80 1.86 1.83 1.93 1.96 1.95 2.05 1.79 1.82 1.85 1.85 1.99 The worker had a 115% performance rating. The task may be performed in a sitting position at a well-designed ergonomic workstation in an air-conditioned facility. Although the armature itself weights 10.5 pounds, there is a carrier that holds it so the operator need only rotate the armature. But, the detail work remains high :” therefore, the fatigue allowance will be 8%. The company has an established personal allowance of 6%. Delay should be very low. Previous studies of delay in this department average 2%. This standard is to use the same figure. The workday is 7.5 hours, but operators are paid for 8 hours at an average of $12.50 per hour. Questions In your report to Ms. Wojdat , you realize you will want to address several factors : how large should the sample be for a statistically accurate standard ( at , say, the 99.73 % confidence level and accuracy of 5% ? ) is the sample size adequate ? how many units should be produced at this workstation per day ? e) what is the cost per unit for this task in direct labor cost ? Case 3 Alabama Airlines’ On-time Schedule Alabama Airlines opened its doors in December 2001 as a commuter service with its headquarters and only hub located in Birmingham, Alabama. A product of airline deregulation, Alabama Air joined the growing number of short-haul, point-to-point airlines, including Lone Star, Comair, Atlantic Southeast, and Skywest. Alabama Air was started and managed by two former pilots, Guy Volozinsky ( who had been with now-defunct Midway Airlines ) and Jorge Mendoza ( formerly with Continental ) . It acquired a fleet of 12 used prop-jet planes and the airport gates vacated by Delta Airlines in 2001 when it curtailed flights due to the terrorist attacks of 9-11 . One of Alabama Air’s top competitive priorities is on-time arrivals. The airline defines “ on-time “ to mean any arrival that is within 20 minutes of the scheduled time. Jorge Mendoza decided to personally monitor Alabama Air’s performance. Each week for the recent 30 weeks, Mendoza checked a random sample of 100 flight arrivals for on-time performance. The table that follows contains the number of flights that did not meet Alabama Air’s definition of on-time : Sample Late Sample Late (week ) Flights ( week ) Flights 1 2 16 2 2 4 17 3 3 10 18 7 4 4 19 3 5 1 20 2 6 1 21 3 7 13 22 7 8 9 23 4 9 11 24 3 10 0 25 2 11 3 26 2 12 4 27 0 13 2 28 1 14 2 29 3 15 8 30 4 Questions using a 95% confidence level, plot the overall percentage of late flights ( p ) and the upper and lower control limits on a control chart. assume the airline industry’s upper and lower control limits for flights that are not on-time are 0.1000 and 0.0400, respectively. Draw them on your control chart. plot the percentage of late flights in each sample. Do all samples fall within Alabama Airlines’ control limits ? When one falls outside the control limits, what should be done ? what can Jorge Mendoza report about the quality of service ?

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A shirt manufacturer buys cloth by the 100-yard roll from a supplier. For setting up a control chart to manage the irregularities (e.g., loose threads and
tears), the following data were collected froma sample provided by the supplier.


Sample: 1 2 3 4 5 6 7 8 9 10

Irregularities: 3 5 2 6 5 4 6 3 4 5


(a) Using these data, set up a c-chart with z = 2.

(b) Suppose the next five rolls from the supplier had three, two, five, three, and seven irregularitiies. Is the supplier process under control?

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Discussion Question Chapter 5, 6 – Technology & Goods and Service DesignPlease answer the following two Discussion Questions:1. Discussion Question 1 of Chapter 5Describe at least one application of modern technology in each of these service industries: Financial services Public and government services Transportation services Educational services Hotel and motel services How does your example application improve things, or does it? 2.

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Discussion Question Chapter 5, 6 – Technology & Goods and Service DesignPlease answer the following two Discussion Questions:1. Discussion Question 1 of Chapter 5Describe at least one application of modern technology in each of these service industries: Financial services Public and government services Transportation services Educational services Hotel and motel services How does your example application improve things, or does it? 2. Discussion Question 2 of Chapter 6What lessons can be learned from the LaRosa’s Pizzeria boxed example?

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A car rental agency uses 96 boxes of staples a year. The boxes cost $4 each. It costs $10 to order staples, and carrying costs are $0.80 per box on an annual
basis. Determine: (A) the order quantity that will minimize the sum of ordering and holding boxes of staples (B) the annual cost of ordering and carrying the
boxes of staples

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Answer the following questions related to the Barilla Case [Barilla SpA (A), HBS Case 694-046]:

  1. Describe Barilla’s manufacturing and distribution operations.
  2. What is the problem faced by Barilla? What do you think are the factors causing this problem?
  3. Describe the solution proposed by Brando Vitali. Why do you think this would help alleviate the problem?
  4. What conflicts or barriers internal to Barilla does the JITD program create? What causes these conflicts? How should Giorgio Maggiali deal with these
    internal conflicts?
  5. How do you think a typical Barilla customer would respond to JITD? Why? How would you convince the customer that the JITD program was worth trying? If you
    are not able to sway the customer, what alternatives would you suggest to combat some of the difficulties that Barilla’s operating system faces?
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Operations Management

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2

600

3

0.9

52

130

6000

(5 points)
Kick Scooter Batch Size
Cheeze! Didn’t this disappear with part A?
Kick Scooter
Fabrication
 – same scenario as part A but repeated here for convenience

Metal frames for kick scooters are manufactured in two steps: Stamping and assembly. Each frame is made up of three pieces: one unit of part A and
two units of part B. The parts are fabricated by a single stamping machine that requires a set up time of 90 minutes switching between two part types.
Once the machine is set up, the activity time for parts, regardless of type, is 30 seconds each piece. Currently, the stamping machine rotates its
production between one batch of 120 part A’s and 240 part B’s. Completed parts move only when the entire batch is produced. At assembly, parts
are assembled manually to form the finished products. The three parts and a number of small purchased components are required for each unit of
final product. Each product requires 30 minutes of labor time to assemble. There are 15 workers in assembly. There is sufficient demand to sell every
scooter the system can make. For your convenience, a process flow diagram follows below.
Which batch size for the stamping machine would utilize Assembly’s capacity and without excess inventory?
Kick Scooter Fabrication Process Flow Diagram
Stamping
Setup:90minutes
30 sec / piece
Batch size: 120 units
(1 unit = 1 A & 2 B)
Assembly
15 workers
30 min/unit
( 1 unit = 1 A & 2 B)
plus small purchased parts
Setup 120A Setup 240B
Centura Health
1
is a nine-hospital integrated delivery network based in the Denver area in the United States. Presently, each hospital
orders its own supplies and manages the inventory. A common item used is a sterile Intravenous (IV) Starter Kit. The weekly demand
for the IV Starter Kit is 600 units. The unit cost of a Starter Kit is $3. Centura has estimated that the physical holding cost (operating
and storage costs) of one unit of medical supply is about 5% per year….

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Operations Management

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PLEASE SHOW WORK FOR AWARDED POINTS


I-mart is a discount optical shop that can fill most prescription orders in around 1 hour.

The management is analyzing the processes at the store. There currently is one person

assigned to each task below. The optometrist assigned to task B takes an hour off for

lunch and the other employees work the entire day.


Task Time

A. Greet/register the patient 2 minutes/patient

B. Optometrist conducts eye exam 25 minutes/patient

C. Frame/lenses selection 20 minutes/patient

D. Glasses made (process can run 6 pairs of

glasses at the same time) 60 minutes/patient

E. Final fi tting 5 minutes/patient


For a typical 10-hour retail day (10 a.m.”?o8 p.m.), the manager would like to calculate the

following:


a. What is the current maximum output of the process per day (assuming every patient

requires glasses)?

b. If another person were added, where would be the logical place?

c. What effect would a mail order lab (where the glasses are made off-site and returned in

5″?o7 days) have on the process?

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Operations Management

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1. Facility Location Analysis. What factors come into consideration when looking at Global locations?


2. Six Sigma: Is 3.4 defects per million a realistic goal for Quality Management system? Explain your
reasoning.


3. Draw a sketch of the closed loop manufacturing system, then discuss the section of the chart that you
feel is the most important for the operations function. Does a company need to excel at all activities on the chart, or are some more important than
others?


4. what characteristics must a Bill of Material have in order to be compatible

with MRP?

a. A unique part identities

b. Specific Quantities per

c. Clearly defined parent/component linkages

d. all of the above



5. In networking Scheduling tools, Activities are defined tasks that consume

time.

A. True

B. False

6. A flow line layout generally provides for more flexibility than other layout types.

A. True

B. False

7. Material Handling is considered to be a value adding activity.

A. True

B. False


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Bob knew that his labour cost per hour had increased from an average of ¢13 per hour to an average of ¢14 per hour, primarily due to a move by management to become more competitive with a new company that had just opened a plant in the area. He also knew that his average cost per barrel of raw material had from ¢320 to ¢360. He was concerned about accounting procedures that increased his capital cost from ¢375,000 to ¢620,000, but earlier discussions with his boss suggested that there was nothing that could be done about the allocation.
Bob wondered if his productivity had increased at all. He called Sharon into the office and conveyed the above information to her and asked her to prepare this part of the report.
1. Prepare the productivity part of the report for Mr. Addo. He probably expects some analysis of productivity inputs for all factors, as well as a multifactor analysis for both years with the change in productivity (up or down) and the amount noted.
2. The producer price index had increased from 120 to 125, and this seemed to indicate to Mr. Richards that his costs were too high. What do you tell him are the implications of this change in the producer price index?
3. Management expectation for departments such as Mr. Addo’s is an annual productivity increase of 5%. Did he reach this goal?

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Operations Management (Productivity Assignment)
Assignment 1 23:03:2011
Bob Addo, the production manager of Zyntax Chemicals in Tema, Ghana is preparing his quarterly report which is to include a productivity analysis for his department. One of the inputs is production data prepared by Sharon Wiafe , the operations analyst. The report, which she gave to him this morning, showed the following:
2004 2005 Production Units 4,500 6,000 Raw material used (barrels of petroleum by-products) 700 900 Labour hours 22,000 28,000 Capital cost applied to the department (¢) GH¢375,000 ¢620,000
Bob knew that his labour cost per hour had increased from an average of ¢13 per hour to an average of ¢14 per hour, primarily due to a move by management to become more competitive with a new company that had just opened a plant in the area. He also knew that his average cost per barrel of raw material had from ¢320 to ¢360. He was concerned about accounting procedures that increased his capital cost from ¢375,000 to ¢620,000, but earlier discussions with his boss suggested that there was nothing that could be done about the allocation.
Bob wondered if his productivity had increased at all. He called Sharon into the office and conveyed the above information to her and asked her to prepare this part of the report.
Prepare the productivity part of the report for Mr. Addo. He probably expects some analysis of productivity inputs for all factors, as well as a multifactor analysis for both years with the change in productivity (up or down) and the amount noted.
The producer price index had increased from 120 to 125, and this seemed to indicate to Mr. Richards that his costs were too high. What do you tell him are the implications of this change in the producer price index?
Management expectation for departments such as Mr. Addo’s is an annual productivity…

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Operations Management

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BALCO has this sales history (in $100,000s)

Jan

756

Feb

754

Mar

829

Apr

843

May

845

Jun

867

Jul

888

Aug

890

Sep

901

Oct

930

Nov

Calculate the November forecast if weighted 4 month smoothing is used with weights (W1 = most recent):

W1 0.4
W2 0.3
W3 0.2
W4 0.1
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What it is the probability that the stadium will suffer an incident without fatality?

A: 9.1 x 10-3

B: 6.4 x 10-5

C: 8.2.1 x 10-2

D: 1.0 x 10-4

E: None of the above

Safeguard

Probability of success

Fatalities if successful

Marshalling action by its own gate staff

0.5

0

Emergency full opening of the gates

0.7

0

Police action to stop forward movement of the crowd

0.4

0

Rapid evacuation from inside the stadium to relieve congestion near the gates

0.5

5

Local emergency action by first aiders to deal with injuries

0.7

10

Large scale emergency service response to deliver first aid and evacuate dead and seriously injured

0.8

50

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Operations Management

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Christian runs a small chocolate shop. He manages his chocolate raw material using a periodic review system.
Daily demand has a mean of 100 pounds and standard deviation of 10 pounds. The annual holding cost is $10 per
pound. He maintains 98% service level (so z = 2). The lead-time to get more chocolate is 10 days and he reviews
his raw material inventory monthly. (Assume that there are 30 days per month.)

a. What is the chocolate raw material safety stock Christian needs to hold?
What is the expected inventory level for the chocolate raw material?

b. A management consultant has told Christian that, by installing an IT system, the review
period could be cut from one month to one week. How much would Christian be willing to pay for this IT system? (Hint: to simplify the problem, you can
assume that the price Christian wants to pay is the saving he can achieve from using this IT system for a year.)

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Exercise Chapter 12, 13 – Order Quantity and Inventory Please do the following two exercises in your textbook: 1.

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Exercise Chapter 12, 13 – Order Quantity and Inventory Please do the following two exercises in your textbook: 1. Problem 4 of Chapter 12 on page 252 (10 points) 2. Problem 5 of Chapter 13 on page 277 (10 points) You can do the exercise in Word, Excel or Power Point and upload the document.

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1. A company that makes kitchen faucets has found that demand for its model faucet is fairly constant at the rate of 100,000 units per year. Each model of
faucet is made using the same equipment, and it costs $100 in lost production and scrap every time a change is made from producing one model of faucet to
another. The cost of materials and labor in each faucet is $40, and the inventory holding cost is 25 percent of this per unit per year. If faucets are produced
at the rate of 1,000 per day.

a. How many should be produced in each production run based on 250 working days per year?

b. What is the maximum inventory level?

c. How many days does it take to produce in a round?

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. RDF, Inc., a smart tag manufacturer, is investigating the possibility of producing and marketing a new RFID tag. Undertaking this project
will require either purchasing a sophisticated IT system or hiring and training several additional engineers. The market for the product could be either
favorable or unfavorable. RDF, Inc., of course, has the option of not developing the new product at all.

With favorable acceptance by the market, sales would be 25,000 tags selling for $100 each. With unfavorable acceptance, sales would be only
8,000 tags selling for $100 each. The cost of IT equipment is $500,000, but that of hiring and training three new engineers is only $375,000. However,
manufacturing costs should drop from $50 each with manufacturing without the IT system, to $40 each when manufacturing with IT. The probability of favorable
acceptance of the new smart tag is 0.40; the probability of unfavorable acceptance is 0.60.

Draw a decision tree. Then analyze it to determine the expected payoff for each decision and event node. Which alternative
(purchasing the IT system, hiring engineers) has the better expected payoff?

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Johnson Plastics makes and sells, among many other things, specialty plastic display cases for retail stores. Johnson’s expected demand for the display cases
is 1,000 units, and average daily demand is 3 units. The production process is most efficient when 12 units per day are produced at a cost of $119 per unit.
Setup cost is $39. Inventory carrying cost at Johnson is determined to be 8 percent annually.

1. What is the best production order quantity? in units

2. How many days is a required production run?

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Question 1

Give two examples each of a functional product and an innovative product.

Characterize functional/innovative products by choosing the appropriate adjective from the last column.

Product Characteristic Functional Product Innovative Product Choose From Lifecycle length
Long/Short
Contribution margin
High/Low
Product variety
Lot/Little
Forecast errors
Large/Small Stockout rates
High/Low Forced end-of-season markdowns
Frequent/Rare Order lead time
Long/Short
It is claimed that a supply chain has two functions: a physical function, and a market mediation function. Explain what these terms mean.

Supply chains are generally of two types: physically efficient supply chains, and market responsive supply chains. What type of supply chain would be suitable for a functional product? Why?

Question 2

How do demand variability and lead time impact a firm’s inventory levels?

Consider a firm redesigning its logistics network. What are the advantages to having a small number of centrally located (large) warehouses as opposed to a large number of decentralized (small) warehouses closer to the end customers?

“Combining two warehouses into one is most beneficial when the demands at the two warehouses are negatively correlated.” True or False? Explain your reasoning.

A firm operates both a large national DC and numerous smaller regional warehouses. Which types of products should be stored centrally and which ones regionally?

Question 3

The boardwalk on the Paradise City beach is 4 miles long with mile markers at 0, 1, 2, 3, and 4 miles, There are 100 customers at each mile marker and each customer’s demand for ice cream is given by the function: D = 24 – 4d, where d = distance between customer and nearest ice cream vendor.

0 1 2 3 4

A B

There are two ice cream vendors (A and B) and they…

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operations management

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operations mangements questions

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OPERATIONS MANAGEMENT – ASSESSMENT 1 1. The following tasks cover topics covered in the first 4 weeks/units. 2. These are individual tasks 3. Assessment weight 15% 4. Upload your response at the indicated link Due Friday Week 5 Refer Chapter 1 Reading Joanna French is currently working a total of 12 hours per day to produce 240 dolls. She thinks that by changing the paint used for the facial features and fingernails that she can increase her rate to 360 dolls per day. Total material cost for each doll is approximately $3.50; she has to invest $20 in the necessary supplies (expendables) per day; energy costs are assumed to be only $4.00 per day; and she thinks she should be making $10 per hour for her time. Viewing this from a total (multifactor) productivity perspective, what is her productivity at present and with the new paint?
Refer Chapter 3 Reading The following represent activities in a major construction project. Draw the network diagram to represent this project. ? What is the critical path? ? What are the implications for tasks not part of the critical path? Discuss in terms of flexibility. ? Prepare a gantt chart showing monthly cashflows and showing totals for each month. Activity Immediate Predecessor Task Length (months) Total Costs ($1,000) A -5 15 B -3 21 C A 8 20 D B 4 16 E B 8 30 F C, E 5 17.5 G D 7 28 H F, G 4 40
Refer Chapter 4 Reading Auto sales at Carmen’s Chevrolet are shown below. Develop a 3-week moving average. Week Auto Sales 1 8 2 10 3 9 4 11 5 10 6 13 7 –
Refer Chapter 2 Reading Nike is the world’s largest athletic brand. Its innovative and broad product line helps drive sales, however a large majority of those sales are in the footwear business. Most of Nike’s goods are produced overseas in low-cost factories and then imported to the final market. Nike currently has many of the top U.S. athletes under contract (Michael Jordon, Tiger Woods, Dwayne Wade) but international sales are still small in emerging markets. However, many…

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I need assistance with my Operations Management HW.

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Problem 1: Process Analysis (18 points)You manage an assembly line consisting of 6 work stations (referred to as Work Station 1, Work Station 2, … , Work Station 6) in series, each manned by a single worker (Alex, Barbara, Chuck, Donna, Ed, and Fran). Each unit of product is processed first at Work Station 1, then at Work Station 2, and onward through the six work stations in numerical order. For reasons not completely understood, the amount of time required to complete the work at each work station depends on which worker is assigned to that station. The following table gives the number of minutes each worker requires to complete the tasks associated with each work station.Workers Work Stations 1 2 3 4 5 6 Alex 10 35 41 45 15 23 Barbara 33 40 24 19 49 13 Chuck 16 20 39 32 18 48 Donna 47 12 14 26 44 33 Ed 25 43 37 31 27 21 Fran 50 28 22 11 38 42 Therefore, if Alex is assigned to Work Station 1, he will require a total of 10 minutes to complete the tasks at that work station for every unit of product. In contrast, he will require 45 minutes if assigned to Work Station 4. Similarly, Donna will require 47 minutes if assigned to Work Station 1, but only 12 minutes if assigned to Work Station 2. Clearly, one worker must be assigned to each work station, and these assignments are considered permanent for the foreseeable future.Assume that the system is always busy (i.e., there is always demand for this product), and there is no transient state (so, e.g., workers can stop work on a unit of product at the end of a shift and resume work at precisely the same point the next day). Also assume that no…

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Kleen Karpet cleaned 65 rungs in october, consuming the following resources: Labor: 520 hours at$13 per hour Solvent: 100 gallons at $5 per gallon Machine rental:
20 days at $50 per day a) what is the labor productivity per dollar? b) What is the multifactor productivity?

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Korner Hardware manager Emerson Jones is interested in determining how many nativity scenes to order for the 12-day holiday season. Past experience indicates
that demand for these nativity scenes averages nine per day during this 12-day period, with a standard deviation of three per day. Demand is approximately
normal. Emerson purchases the nativity scenes for $24 per unit and sells them for $48 each during the season. After Christmas, they are marked down as sale
items for $16 each.

How many units should Emerson order for the coming holiday season?

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Check the attachments. –
Exercise Chapter 10, 11 – Capacity and Forecast Please do the following two exercises in your textbook: 1.

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Exercise Chapter 10, 11 – Capacity and Forecast Please do the following two exercises in your textbook: 1. Problem 7 of Chapter 10 on page 207 (10 points) 2. Problem 2 of Chapter 11 on page 229 (10 points) You can do the exercise in Word, Excel or Power Point and upload the document.

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Recently some Operations Management experts have begun insisting that simple minimizing process velocity, which actually means minimizing the time that it takes to
process something through the system, is the single most important measure for improving a process. Can you think of a situation when this might not be true?

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Sample No. No. of Incorrect Bills 1 6 2 5 3 11 4 4 5 0 6 5 7 3 8 4 9 7 10 2 a) Determine the value of p-bar, the mean factor defective. Then determine the control
limits for the p-chart using a 99.73% confidence level (3 standard deviations). Is this process in control? If not, which sample(s) were out of control? b) How
might you use the quality tools to determine the source of the billing defects and where you might start your improvement efforts to eliminate the causes.

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Sailmaster makes high-performance sails for competitive windsurfers. Below is information about the inputs and outputs for one model, the Windy 2000. Units sold
1,217 Sale price each $1,700 Total labor hours 46,672 Wage rate $12/hour Total materials $60,000 Total energy $4,000 Calculate the productivity in sales
revenue/labor expense?

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1. If A = B x C, then C = (Points : 1)

B/A

B x A

A * A/ B

A / B


2. If D / F = G, then D = (Points : 1)

G x F

G + F

F / G

G / F


3. In the equation Total Cost = Fixed Cost + (Unit Cost x Volume),

where

Unit Cost = cost/item

Volume = number of items



What is the name for Unit Cost x Volume? (Points : 1)

Total Unit Cost

Volume Cost

Variable Cost

Volume Unit Cost


4. The equation: Total Cost = Fixed Cost + (Unit Cost x Volume),

is similar to a line equation: Y = MX + B

where

M = slope

B = Y-intercept



Which part of the first equation is the same as M, the slope? (Points : 1)

Total Cost

Fixed Cost

Unit Cost

Volume


5. The equation: Total Cost = Fixed Cost + (Unit Cost x Volume),

is similar to a line equation: Y = MX + B

where

M = slope

B = Y-intercept



Which part of the first equation is the same as B, the Y-intercept? (Points
: 1)

Total Cost

Fixed Cost

Unit Cost

Volume


6. The equation: Y = 15X + 20

describes a line that crosses the Y axis at what value of Y? (Points : 1)

20

15

10

5

0


7. In the equation: Y = 15X + 20,

what is the value of Y when X is -1? (Points : 1)

-25

-10

5

20

35


8. In the equation: Y = 15X + 20,

what is the value of X when Y is 35? (Points : 1)

1

2

3

4

5


9. Given the simultaneous equations

Y = 15X + 20

and

Y = 3X + 4



Solve the equations. That means: find out what are the values of X and Y where the two lines cross (or intersect). (Points : 1)

X = 0 and Y = 0

X = 0 and Y = – 4 / 3 (about -1.33333….)

X = 5 and Y = 4

X = – 4 / 3 (about -1.33333….) and Y = 0


10. Given the simultaneous equations

Y = 4X + 5

and

Y = 3X + 4



Solve the equations. That means: find out what are the values of X and Y where the two lines cross (or intersect). (Points : 1)

X = -1 and Y = 1

X = 1 and Y = -1

X = 0 and Y = 0

X = 1 and Y = 9

X = 1 and Y = 7


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Operations Management

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Operations management

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Paper instructions:

Connection Papers:    Connection papers are an opportunity to apply the concepts from the text to current businesses and organizations being covered by the media.  For these assignments, students will find a magazine or newspaper article that relates to one of the chapters we have covered.  Each assignment will be two (2) pages [times new roman, 12 pt. font, no more than 1.5 spaced] in length and connect the featured article with the material we have covered in class.  These papers are due on each of the exam dates and should utilize one of the chapters that comprise that exam.  Papers will be submitted both via drop-box on the D2L website, as well as a paper version the day of the exam.  Late assignments will not be accepted.
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Operations Management

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Operations Management

Assignment (Individual work)

Weighting of assessment: 100% of total marks – 6000 words

Learning Outcomes Covered

  • Evaluate the nature, scope and extent of manufacturing and service operations strategy;
  • Critically evaluate the use of quality tools and techniques for a wide range of organisational problems;
  • Solve complex operational problems related to managing capacity and constraints within organisations;
  • Demonstrate the application of strategies, tools and techniques to improve business operations and appraise and select appropriate methods for managing supply bases for a variety of organisations

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Assignment brief

Operations Management deals with the design and management of products, processes, services and supply chains. It considers the acquisition, development, and utilization of resources that firms need to deliver the goods and services their clients want.

The purvey of OM ranges from strategic to tactical and operational levels. Representative strategic issues include determining the size and location of manufacturing plants, deciding the structure of service or telecommunications networks, and designing technology supply chains.

Tactical issues include plant layout and structure, project management methods, and equipment selection and replacement. Operational issues include production scheduling and control, inventory management, quality control and inspection, traffic and materials handling, and equipment maintenance policies.

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Tasks

Select an organization of your choice. And prepare a report to its board of directors:-

1.)    Critically analyses the importance of understanding effective operations management in the organization to gain the competitive advantage

 

2.)    Describe the balance of “good-service continuum” of the organization and critically discuss how the operations strategy should be planned.  Support your answer by drawing a “process chart” showing how customers are processed through the operations.

 

3.)    Critically discuss how the “process management” should be planned in the organization to achieve operational excellence. Support your answer by illustrating:-

  1. Customer service strategies
  2. Managing capacity and demand
  3. Inventory management
  4. Scheduling operations
  5. Process analysis and improvement
  6. Purchasing and supplier management

 

4.)    Critically describe how the “Quality Management process” should be organized in the organization to high level of customer satisfaction.

 

5.)    Critically describe how important a sound “technology management process” in the organization to process improvement. Support your answer with technology acquisition, automation, innovation and creativity.

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Assessment Criteria

The following criteria will be used when marking your Assignment:-

1.)    Clear identification of current practices, standard practices and gap filling techniques – 15%

2.)    Identification of responses made by the organization in relevant areas – 20%

3.)    Critical evaluation of the responses of the organization – 20%

4.)    Conclusion and recommendation – 20%

5.)    Depth of the analysis and relevance – 15%

6.)    The format and flow of report – 10

 

Criteria for marking provided below

  1. 1.       Structure OF ESSAY
  2. 2.       Research
  3. 3.       Knowledge
  4. 4.       Independent Thoughts
  5. 5.       Analysis
  6. 6.       Arguments
  7. 7.       Citation Accuracy
  8. 8.       Focus

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