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…

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

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…

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

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…

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…

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,…

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.

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?

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

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…

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…

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.

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…

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…

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.

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?

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…

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…

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

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.

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).

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…

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.

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…