Substantiate the Importance of Operations and Supply Chain Management (graded) What is operations and supply chain management? Competitive Dimensions of Operations and Supply Chain Strategies (graded) What are the competitive dimensions and specific parameters of operations and supply chain strategies? WEEK 2 Forecast Planning for Supply Chain Management (graded) Does forecasting sometimes seem to be a little like magic? Where do all these plans and figures come from? In this week’s lesson, we learn about developing forecasts to predict materials, resources, and services. Why is forecasting so strategically important for operations and supply chains? Give examples of current forecasts you use at work or at home. Strategic Capacity Management (graded) How important is it to manage capacity for operations and supply chains? Is managing capacity different in manufacturing companies versus a service organization? Exactly how do we plan capacity within these organizations? WEEK 3 Quality Management and Six Sigma (graded) Discuss how quality is measured and explain the different dimensions of quality. Lean Supply Chains (graded) Define lean production and explain the advantages companies can obtain using lean methods and principles in the supply chains. WEEK 4 Manufacturing Processes (graded) Explain the production process and describe the different types of process designs. Service Processes (graded) Explain the characteristics of service processes and how they are different from manufacturing processes. This section lists options that can be used to view responses. WEEK 5 Sales and Operations Planning (graded) Explain the sales and operations planning process. How does this process improve manufacturing, logistics, service, and marketing planning and execution? Material Requirements Planning (graded) What inputs of information go into the MRP calculations? Please explain the explosion process. What do MRP systems produce as outputs? WEEK 6 Inventory Management (graded) Global Sourcing (graded) Why is global sourcing an important consideration for supply chain management? WEEK 7 Location Decisions (graded) Describe the factors and challenges of making location decisions. Logistics and Distribution (graded) Explain the opportunities for improving distribution and logistics functions, and explain the challenges of transportation and logistics in supply chain management. Case Study Week 1 Case—The Tao of Timbuk2 (p. 43) In a three-page paper, answer the following. · Consider the two categories of products that Timbuk2 to makes and sells. For the custom messenger bag, what are the key competitive dimensions that are driving sales? Are their competitive priorities different for the new laptop bags sourced in China? · Compare the assembly line in China to that in San Francisco along the following dimensions: (1) volume or rate of production, (2) required skill of the workers, (3) level of automation, and (4) amount of raw material and finished goods inventory. · Draw two diagrams, one depicting the supply chain for those projects sourced in China and the other depicting the bags purchased in San Francisco. Show all the major steps, including raw material, manufacturing, finished goods, distribution inventory, and transportation. Other than manufacturing costs, what other course should Timbuk2 consider when making the sourcing decision? The Tao of Timbuk2 Review the The Tao of Timbuk2 case study on page 43 in the textbook. You can find the questions for this case study in Doc Sharing. Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions in the presented case study. You might want to use Microsoft Visio software for the final question of this case. See the Syllabus for tips on using MS Visio. You may already have Visio installed on your computer; if not, you can access the software from the iLab under Course Home. Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184″>step-by-step instructions or watch this Tutorial .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=232″>Dropbox Tutorial. See the Syllabus section “Due Dates for Assignments & Exams” for due date information. WEEK 2 http://www.homeworkminutes.com/question/ask Case Study Shouldice Hospital—A Cut Above Review the Shouldice Hospital case study on page 115 in the textbook. You can find the questions for this case study in Doc Sharing. Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions in the presented case study. Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these step-by-step instructions or watch this Week 2 Case—Shouldice Hospital—A Cut Above (p. 115) In a three-page paper, answer the following. · How well does the hospital currently utilize its beds? · Develop a similar table to show the effects of adding operations on Saturday. (Assume that 30 operations would still be performed each day.) How would you affect the utilization of the bed capacity? Is this capacity sufficient for the additional patients? · Now look at the effect of increasing the number of beds by 50%. How many operations could the hospital perform per day before running out of bed capacity? (Assume operations are performed 5 days per week, with the same number performed on each day.) How well will the new resources be utilized relative to the current operation? Could the hospital really perform that many operations? Why? (Hint: look at the capacity of the 12 surgeons and the five operating rooms.) WEEK 3 Case Study Select one of the following. Quality Parts Company Review the Quality Parts Company case study on page 426 in the textbook, and refer to the questions noted in Doc Sharing. Value Stream Mapping Review the Value Stream Mapping case study on page 428 in the textbook, and refer to the questions noted in Doc Sharing. Pro Fishing Boats Review the Pro Fishing Boats case study on page 428 in the textbook, and refer to the questions noted in Doc Sharing. You might want to use Microsoft Visio software to create a Value Stream Map. See the Syllabus for tips on using MS Visio. You may already have Visio installed on your computer; if not, you can access the software from the iLab under Course Home. Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions from the presented case study of your choice. Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184″>step-by-step instructions or watch this .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=232″>Dropbox Tutorial. See the Syllabus section “Due Dates for Assignments & Exams” for due date information. Week 3 Case—Quality Parts Company (p. 426) In a three-page paper, answer the following. · Which of the changes being considered by the manager of Quality Parts Company are counter to the lean philosophy? · Make recommendations for lean improvements in such areas as scheduling, layout, kanban, task groupings, and inventory. Use quantitative data as much as possible; state necessary assumptions. · Sketch the operation of a pull system for running Quality Parts Company’s current system. · Outline a plan for introducing lean at Quality Parts Company. Week 3 Case—Value Stream Mapping (p. 428) In a three-page paper, answer the following. · Eliminating the queue of work dramatically quickens the time it takes a part to flow through a system. What are the disadvantages of removing those cues? · How do you think the machine operators would react to the change? · What would you do to ensure that the operators were busy? Week 3 Case—Pro Fishing Boats—A Value Stream Mapping Exercise (p. 428) · Create a value stream map (VSM) of this supply chain. What other information is needed? · Where are there risks for supply chain disruptions or stoppages to the flow of materials? · Where do opportunities reside in improving supply chain operations, and how has VSM helped to reveal these? Case Study Toshiba’s Notebook Computer Assembly Line Review the Toshiba’s Notebook Computer Assembly Line case study on page 199 in the textbook and refer to the questions noted in Doc Sharing. Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions from the presented case study. Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184″>step-by-step instructions or watch this Week 4 Case—Toshiba’s Notebook Computer Assembly Line (p. 199) In a three-page paper, answer the following. · What is the daily capacity of the assembly-line design by the engineers? · When it is running at maximum capacity, what is the efficiency of the line relative to its use of labor? Assume that the supporter is not included in efficiency calculations? · How should the line be redesigned to operate at the initial 250 units per day target, assuming that no overtime will be used? What is the efficiency of your new design? · What other issues might Toshihiro consider when bringing a new assembly line up to speed? Case Study Select one of the following. Bradford Manufacturing Review the Bradford Manufacturing case study on page 270 in the textbook and refer to the questions noted in Doc Sharing. Brunswick Motors Review the Brunswick Motors case study on page 300 in the textbook and refer to the questions noted in Doc Sharing. Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions from the presented case study of your choice. Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184″>step-by-step instructions or watch this .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=232″>Dropbox Tutorial. See the Syllabus section “Due Dates for Assignments & Exams” for due date information. Week 5 Case—Bradford Manufacturing (p. 270) · Prepare an aggregate plan for the coming year, assuming that the sales forecast is perfect. Use the spreadsheet Bradford Manufacturing. In the spreadsheet, an area has been designated for your aggregate plan solution. Supply the number of packaging lines to run and the number of overtime hours each quarter. You will need to set up the course calculations in the spreadsheet. · Review your solution carefully and defend your answers. Week 5 Case—Brunswick Motors (p. 300) · Assume that Phil wants to minimize his inventory requirements. Assume that each order will be only for what is required for a single period. Using the forms in the case, calculate the net requirements and planned order releases for the gearboxes and input shafts. Assume that the lot sizing is done using a lot for lot. · Calculate a schedule using lease-total-cost lot sizing. What are the savings with this new schedule? Case Study Select oneof the following. Inventory Management at Big10 Sweater Review the Inventory Management at Big10 Sweater case study on page 395 in the textbook and refer to the questions noted in Doc Sharing. Grainger: Reengineering the China/U.S. Supply Chain Review the Grainger: Reengineering the China/U.S. Supply Chaincase study on page 455 in the textbook and refer to the questions noted in Doc Sharing. Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions from the presented case study of your choice. Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184″>step-by-step instructions or watch this Week 6 Case—Inventory Management at Big10Sweater (p.395) Please address the following. · Using the data provided in the text, calculate how much Rhonda and Steve made for taxes last year. · What was your reasoning behind using the aggregate demand forecasts when determining the size of your order rather than the individual school forecasts? Should you rethink this or is there a sound basis for doing it this way? · How many sweaters should you order this year? Write down your order by individual school. Document your calculations in your spreadsheet. Calculate this based on the aggregate forecasts and also the forecast by individual school. · What do you think they could make this year? They are paying for $40,000 and you expect your benefit package addition would be about $1000 per year. Assume that they ordered based on the aggregate forecasts. · How should the business be developed in the future? Week 6 Case—Grainger: Reengineering the China/U.S. Supply Chain (p.457) Please address the following. · Evaluate the current China/Taiwan logistics costs. Assume a current total volume of 190,000 CBM and that 89% is shipped direct from the supply is plants in containers. Using the data from the case and assume that the supplier-loaded container is 85% full. Assume that consolidation centers are run at each of the four port locations. The consolidation centers only use 40-foot containers and fill them to 96% capacity. · Assume that it costs $480 to ship a 20-foot container and $600 to ship a 40-foot container. What is the total cost to get the containers to the United States? Do you include U.S. port costs in this part of the analysis? Case Study Distribution Center Location—Grainger Review the Distribution Center Location—Graniger case study on page 477 in the textbook and refer to the questions noted in Doc Sharing. Compose an APA-formatted Word document, no more than three pages in length; please answer each of the questions in the presented case study. Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these .next.ecollege.com/default/launch.ed?ssoType=DVUHubSSO2&node=184″>step-by-step instructions or watch this Week 7 Case—Distribution Center Location-Grainger (p.477) Please address the following: Relative to the U.S. distribution network, calculate the costs associated with running the existing system. Assume that 40% of the volume arrives in Seattle and 60% in Los Angeles, and the port processing fee for federal processing at both locations is $5.00 per CBM. Assume that everything is transferred to the Kansas City distribution center by rail, where it is unloaded and quality checked. Assume that all volume is then transferred by truck to the nine existing warehouses in the United States. QUIZES WEEK 1 Question 1.1.(TCO 1) One reason for studying operations and supply chain management (OSCM) is which of the following?(Points : 5) OSCM is essential for understanding organizational behavior. Most business graduates do OSCM work regardless of their job title. All managers should understand the basic principles that guide the design of transformation processes. OSCM is a required course in all business degree programs. OSCM is the most rigorous business discipline. Question 2.2.(TCOs 1 and 2) A major competitive dimension that forms a company’s strategic operational competitive position in their strategic planning is which of the following?(Points : 5) Cost price Focus Automation Straddling Activity-system mapping Question 3.3.(TCO 2) When a company seeks to match the benefits of a successful position while maintaining its existing position in offering customers a variety of differing services, what is this process called?(Points : 5) Operations capability analysis Straddling Order qualifying Order winning Inter-functional analysis Question 4.4.(TCO 2) Which of the following is a partial measure of productivity?(Points : 5) Output/Materials Output/(Labor + Capital + Energy) Output/All resources used Output/Inputs All of the above Question 5.5.(TCO 2) If all you knew about a production system was that total daily output was 400 units and the total labor necessary to produce the 400 units was 350 hours, what kind of productivity measure could you use to compute productivity?(Points : 5) Partial measure Multifactor measure Total measure Global measure All of the above Question 6.6.(TCO 2) The total output from a production system in 1 day is 500 units and the total labor necessary to produce the 500 units is 350 hours. Using the appropriate productivity measure, which of the following numbers represents the resulting productivity ratio?(Points : 5) 1.000 1.428 0.700 0.411 None of the above WEEK 2 Question 1.1.(TCO 5) In most cases, demand for products or services can be broken down into several components. Which of the following is not considered a component of demand?(Points : 3) Average demand for a period A trend Seasonal elements Past data Autocorrelation Question 2.2.(TCO 5) In most cases, demand for products or services can be broken into several components. Which of the following is considered a component of demand?(Points : 3) Forecast error Autocorrelation Previous demand Consistent demand Repeat demand Question 3.3.(TCO 5) Which of the following forecasting methodologies is considered a causal forecasting technique?(Points : 3) Exponential smoothing Weighted moving average Linear regression Historical analogy Market research Question 4.4.(TCO 5) Which of the following forecasting methods uses executive judgment as its primary component for forecasting?(Points : 3) Historical analogy Time series analysis Panel consensus Market research Linear regression Question 5.5.(TCO 5) In business forecasting, what is usually considered a long-term time period?(Points : 3) Three months or longer Six months or longer One year or longer Two years or longer Ten years or longer Question 6.6.(TCO 5) In general, which forecasting time frame best identifies seasonal effects?(Points : 3) Short-term forecasts Quick-time forecasts Long range forecasts Medium term forecasts Rapid change forecasts Question 7.7.(TCO 5) The ability to rapidly and inexpensively switch production from one product to another enables what are sometimes referred to as(Points : 3) economies of scale economies of size economies of shape. economies of scope. economies of shipping. Question 8.8.(TCO 5) If the best operating level of a piece of equipment is at a rate of 400 units per hour and the actual output during an hour is 300 units, which of the following is the capacity utilization rate?(Points : 3) 0.75 1.00 1.33 2.33300 Question 9.9.(TCO 5) The capacity focus concept can be put into practice through a mechanism called which of the following?(Points : 3) Best operating level (BOL) Plant within a plant (PWP) Total quality management (TQM) Capacity utilization rate (CUR) Zero-changeover-time (ZXT) Question 10.10.(TCO 5) At a decision point in a decision tree, which machine would you select when trying to maximize payoff when the anticipated benefit of selecting machine A is $45,000 with a probability of 90%, the expected benefit of selecting machine B is $80,000 with a probability of 50%, and the expected benefit of selecting machine C is $60,000 with a probability of 75%?(Points : 3) Machine B Machine C You would be indifferent between machines A and C. You would be indifferent between machines A and B WEEK 3 Page 1 Question 1.1.(TCO 6) The philosophical leaders of the quality movement, Philip Crosby, W. Edwards Deming, and Joseph M. Juran, had the same general message about what it took to achieve outstanding quality. Which of the following was not part of that message?(Points : 3) Quality is free Leadership from senior management Customer focus Total involvement of the workforce Continuous improvement Question 2.2.(TCO 6) Fishbone diagram as part of a six-sigma quality improvement process might be found in which DMAIC category?(Points : 3) Define Measure Analyze Improve Control Question 3.3.(TCO 6) A Pareto chart as part of a six-sigma quality improvement process might be found in which DMAIC category?(Points : 3) Define Measure Analyze Improve Control Question 4.4.(TCO 6) Which of the following is not an analytical tool used in six-sigma quality improvement programs?(Points : 3) Flow charts Run charts Control charts Pareto diagrams Decision diagrams Question 5.5.(TCO 6) The Malcolm Baldrige award selection process helps improve quality and productivity by which of the following means?(Points : 3) Stimulating foreign based suppliers of American companies to improve quality Reporting quality levels among American firms Identifying American firms with the most difficult quality problems Providing feedback to applicants by the examiners Helping Baldrige award winners increase their sales Question 6.6.(TCO 3) In the textbook, Toyota’s Fujio Cho identified which of the following types of waste to be eliminated?(Points : 3) Underproduction Excess quality Preventive maintenance Product defects Kaizen Question 7.7.(TCO 3) In a lean production system we expect to see which of the following?(Points : 3) No extra inventory Extra inventory of critical parts held just-in-case More parts and fewer standardized product configurations Managers being held responsible for quality of the work turned out Closer management-labor relationships Question 8.8.(TCO 3) In the textbook, Toyota’s Fujio Cho identified which of the following types of waste to be eliminated?(Points : 3) Excess quality Motion Excess capacity Underproduction Excess demand Question 9.9.(TCO 3) Group technology (GT) is credited with which of the following benefits?(Points : 3) Reducing waiting time between process operations Improving inventory discipline Reducing required workforce skills Improved labor relations Improved small group functioning Question 10.10.(TCO 3) To implement lean production schedules, a firm would do which of the following?(Points : 3) Have excess capacity Force demand Hire a consultant Bottom-up management Implement Kanban groups WEEK 4 Question 1. 1. (TCO 7) Using the assembly-line balancing procedure, which of the following is the theoretical minimum number of workstations if the task times for the six tasks that make up the job are 4, 6, 7, 2, 6, and 5 minutes and the cycle time is 10 minutes? (Points : 3) Three Five Six Eight None of the above Question 2. 2. (TCO 7) You have just determined the actual number of workstations that will be used on an assembly line to be eight using the assembly-line balancing procedure. The cycle time of the line is 10 minutes and the sum of all that tasks required on the line is 60 minutes. Which of the following is the correct value for the resulting line’s efficiency? (Points : 3) 0.500 0.650 0.750 0.850 None of the above Question 3. 3. (TCO 7) Which of the following is not a step in developing a manufacturing cell layout? (Points : 3) Grouping parts into families that follow a common sequence of steps Identifying dominant flow patterns of parts families as a basis for location of processes Physically grouping machines and processes into cells Disposing of left-over machinery and outsourcing ungrouped processes None of the above Question 4. 4. (TCO 7) A difference between project and continuous flow categories of process flow structures is which one of the following? (Points : 3) The size and bulk of the product Discrete parts moving from workstation to workstation Degree of equipment specialization Being a Virtual Factory Profit per unit Question 5. 5. (TCO 7) Which of the following is a basic type of process structure? (Points : 3) Process flow diagram Product matrix Process matrix Work center Manual assembly Question 6. 6. (TCO 7) Which of the following is a suggestion for managing queues that are mentioned in the textbook? (Points : 3) Put up a serpentine lane to keep people from jumping ahead in line. Use humor to defuse a potentially irritating situation. Segment the customers. Assure customers that the wait is fair and inform them of the queue discipline. Tell people in the queue that each will be served as soon as possible. Question 7. 7. (TCO 7) Which of the following is not a suggestion for managing queues presented in the textbook? (Points : 3) Train your servers to be friendly. Segment the customers. Determine an acceptable waiting time for your customers. Inform your customers of what to expect. Encourage customers to come during slack periods. Question 8. 8. (TCO 7) Which of the following is not a queue discipline discussed in the textbook? (Points : 3) First come, first served Last in, first out Limited needs Shortest processing time Best customer first Question 9. 9. (TCO 7) A roller coaster ride in an amusement park employs which type of queuing system line structure? (Points : 3) Single channel, single phase Single channel, multiphase Multichannel, single phase Multichannel, multiphase None of the above Question 10. 10. (TCO 7) Which of the following is a characteristic that can be used to guide the design of service systems? (Points : 3) Services cannot be inventoried. Services are all similar. Quality work means quality service. Services businesses are inherently entrepreneurial. Even service businesses have internal services. WEEK 5 Question 1. 1.(TCO 8) In an overview of the major operations planning activities in a typical service organization, which of the following activities follows aggregate sales and operations planning? (Points : 3) Process planning Workforce scheduling Master scheduling Materials requirements planning Order scheduling Question 2. 2.(TCO 8) The main purpose of aggregate operations planning is to specify the optimal combination of which of the following? (Points : 3) Workforce levels and inventory on hand Inventory on hand and financing costs for that inventory The strategic plan and the products available for sale The workforce level and the degree of automation Operational costs and the cash flow to support operations Question 3. 3.(TCO 8) In conducting aggregate operations planning, there are a number of required inputs. Which of the following are inputs considered external to the firm? (Points : 3) Competitor behavior and economic conditions Market demand and inventory levels Subcontractor capacity and current workforce Economic conditions and current physical capacity Raw material availability and inventory levels Question 4. 4.(TCO 8) From an operational perspective, yield management is least effective under which of the following circumstances? (Points : 3) Demand can be segmented by customer. The product can be sold in advance. Demand is highly variable. Fixed costs are high and variable costs are low. Demand is stable and close to capacity. Question 5. 5.(TCO 8) A BOM file is also called which of the following? (Points : 3) Product tree Stocking plan Inventory usage record Production parts plan Time bucket schedule Question 6. 6.(TCO 8) Which of the following is an input to the master production schedule (MPS)? (Points : 3) Inventory records file The aggregate plan The bill of materials The exception report Planned order schedules Question 7. 7.(TCO 8) Which of the following is one of the main purposes of a MRP system? (Points : 3) To educate personnel in basic work rules To determine the amount of materials needed to produce each end item. To stimulate the work force To decrease labor requirements To increase inventory accuracy Question 8. 8.(TCO 8) Which of the following is an input to the master production schedule? (Points : 3) Bill of materials (BOM) file Inventory records file Exception reports Planned-order schedules None of the above Question 9. 9.(TCO 8) Which of the following is an input file necessary to run an MRP system? (Points : 3) Exception report Computer-aided-design files Inventory records file Personnel files Planned order schedule Question 10. 10.(TCO 8) In an MRP program, the program accesses the status segment of an inventory record according to specific periods called which of the following? (Points : 3) Cubed time units Time buckets BOM units Time modules Time lines WEEK 7 Page 1 Question 1. 1. (TCO 9) Which of the following is not a criterion that influences manufacturing plant or warehouse facility location decisions? (Points : 5) Proximity to customers Historical cost Infrastructure of a country Quality of labor Business climate Question 2. 2. (TCO 9) Which of the following is a criterion that influences manufacturing plant or warehouse facility location decisions? (Points : 5) Proximity to customers Corporate policy Competitor’s locations Competitive advantage Host community politics Question 3. 3. (TCO 9) One of the objectives of facility location analysis is to select a site with the lowest total cost. Which of the following are hidden costs that should be included in the analysis? (Points : 5) Becoming less responsive to the customer Supplier costs Taxes Construction costs Product life cycle costs Question 4. 4. (TCO 9) An example of a trading bloc is which of the following? (Points : 5) Central American Free Trade Agreement countries Free trade zones ISO-9000 companies American Production and Inventory Control Society Wal-Mart and its suppliers Question 5. 5. (TCO 9) The centroid method for plant location uses which of the following data? (Points : 5) Volume of goods to be shipped between existing points Inbound transportation costs Transport times between facilities Correlation matrix of existing facilities Probabilities and payoffs Question 6. 6. (TCO 9) Plant A is located at the (X, Y) coordinates of (200, 500) and has a volume of shipping of 400 units a day. Plant B is located at the (X, Y) coordinates of (300, 100) and has a volume of shipping of 300 units a day. Using the centroid method, which of the following is the X coordinate for the new plant location? (Points : 5) About 208 About 227 About 243 About 389 X coordinate cannot be computed from the data given. WEEK 6 Page 1 Question 1.1.(TCO 4) Which of the following is one of the categories of manufacturing inventory?(Points : 3) Economic Order Inventory Work-in-process Quality units JIT Inventory Re-order point Question 2.2.(TCO 4) When developing inventory cost models, which of the following are not included as costs to place an order?(Points : 3) Phone calls Taxes Clerical Calculating quantity to order Postage Question 3.3.(TCO 4) In making any decision that affects inventory size, which of the following costs do not need to be considered?(Points : 3) Holding costs Setup costs Ordering costs Fixed costs Shortage costs Question 4.4.(TCO 4) Which of the following are fixed-order quantity inventory models?(Points : 3) Economic order quantity model The ABC model Periodic replenishment model Cycle counting model P model Question 5.5.(TCO 4) Which of the following is the set of all cost components that make up the fixed-order quantity total annual cost (TC) function?(Points : 3) Annual purchasing cost, annual ordering cost, fixed cost Annual holding cost, annual ordering cost, unit cost Annual holding cost, annual ordering cost, annual purchasing cost Annual lead time cost, annual holding cost, annual purchasing cost Annual unit cost, annual set up cost, annual purchasing cost Question 6.6.(TCO 4) If annual demand is 50,000 units, the ordering cost is $25 per order, and the holding cost is $5 per unit per year, which of the following is the optimal order quantity using the fixed-order quantity model?(Points : 3) 909 707 634 500 141 Question 7.7.(TCO 4) If the average aggregate inventory value is $100,000 and the cost of goods sold is $450,000, which of the following is inventory turnover?(Points : 3) 19.23 4.5 0.8654 0.2222 None of the above Question 8.8.(TCO 3) In Hau Lee’s uncertainty framework to classify supply chains, a supply chain for functional products with a stable supply process is called which of the following?(Points : 3) Efficient Forward looking Agile Risk hedging Responsive Question 9.9.(TCO 3) Which of the following is an organizationally driven reason for outsourcing?(Points : 3) Improve effectiveness by focusing on what the firm does best Turn fixed costs into variable costs Reduce costs through lowered cost structure and increased flexibility Improve risk management Improve credibility and image by associating with superior providers Question 10.10.(TCO 3) Which of the following is an improvement-driven reason for outsourcing?(Points : 3) Shorten cycle time Improve effectiveness by focusing on what the firm does best Increase product and service value by improving response to customer needs Turn fixed costs into variable costs Reduce costs through a lower cost structure FINAL Week 8 : Final Exam – Final Exam Time Remaining: Question 1. 1. (TCOs 1 and 2) A major competitive dimension that forms a company’s strategic operational competitive position in their strategic planning is which of the following? (Points : 4) Cost or price Focus Automation Straddling Activity-system mapping Question 2. 2. (TCO 1) One of the package of features that make up a service is (Points : 4) appearance. facilitating goods. packaging. cost. implied use. Question 3. 3. (TCO 5) You are using an exponential smoothing model for forecasting. The running sum of the forecast error statistics (RSFE) are calculated each time a forecast is generated. You find the last RSFE to be 34. Originally, the forecasting model used was selected because its relatively low MAD of 0.4. To determine when it is time to reevaluate the usefulness of the exponential smoothing model, you compute tracking signals. Which of the following is the resulting tracking signal? (Points : 4) 85 60 13.6 12.9 8 Question 4. 4. (TCO 5) The way to build in greater flexibility in your workers is to do which of the following? (Points : 4) Pay higher wages to motivate a willingness to do a variety to tasks. Provide a broader range of training. Provide a wide variety of technology to augment workers skills. Institute a “pay for skills” program. Use part-time employees with specialized skills as needed. Question 5. 5. (TCO 6) The Malcolm Baldrige National Quality Award is given to organizations that have done which of the following? (Points : 4) Instituted a six-sigma approach to total quality control Demonstrated a high level of product quality Demonstrated outstanding quality in their products and processes Have a world-class quality control function Most significantly improved their product quality levels Question 6. 6. (TCOs 3 and 7) Which of the following is considered a high-contact service operation? (Points : 4) Online brokerage house Internet sales for a department store Physician practice Telephone life insurance sales and service Automobile repair Question 7. 7. (TCOs 7 and 8) Which of the following is a dynamic lot-sizing technique that adds ordering and inventory carrying cost for each trial lot size and divides by the number of units in each lot size, picking the lot size with the lowest unit cost? (Points : 4) Economic order quantity Lot-for-lot Least total cost Least unit cost Inventory item averaging Question 8. 8. (TCOs 4 and 8) Which of the following is a dynamic lot-sizing technique that calculates the order quantity by comparing the carrying cost and the setup (or ordering) costs for various lot sizes and then selects the lot size in which these are most nearly equal? (Points : 4) Kanban Just-in-time system MRP Least unit cost Least total cost Question 9. 9. (TCO 3) When considering outsourcing, what should firms be sure to avoid? (Points : 4) Losing control of noncore activities that don’t distinguish the firm Allowing outsourcing to develop into a substitute for innovation Giving the outsourcing partner opportunities to become a strong competitor Allowing employees transferred to the outsourcing partner to rejoin the firm Adverse corporate tax implications of asset transfers to the outsourcing partner Question 10. 10. (TCO 9) In which of the following situations should we not use the transportation method of linear programming? (Points : 4) To find a new site location for a plant To minimize costs of shipping n units to m destinations To maximize profits of shipping n units to m destinations To determine which corner of a street intersection to locate a retail service facility To locate a finished goods distribution warehouse Page 2 Question 1. 1. (TCO 4) a company has recorded the last 5 days of daily demand on their only product. Those values are 120, 125, 124, 128, and 133. The time from when an order is placed to when it arrives at the company from its vendor is 5 days. Assuming the basic fixed-order quantity inventory model fits this situation and no safety stock is needed, which of the following is the reorder point (R)? 120 126 630 950 1,200 Question 2. 2. (TCO 4) You would like to use the fixed-time period inventory model to compute the desired order quantity for a company. You know that vendor lead time is 5 days and the number of days between reviews is 7. Which of the following is the standard deviation of demand over the review and lead time if the standard deviation of daily demand is 8? About 27.7 About 32.8 About 35.8 About 39.9 About 45.0 Question 3. 3. (TCOs 3, 4, and 5) If the average aggregate inventory value is $45,000 and the cost of goods sold is $10,000, which of the following is weeks of supply? 45,000 234 120 23.4 4.5 Question 4. 4. (TCO 5) If a firm produced a standard item with relatively stable demand, the smoothing constant alpha (reaction rate to differences) used in an exponential smoothing forecasting model would tend to be in which of the following ranges? 5% to 10% 20% to 50% 20% to 80% 60% to 120% 90% to 100% Question 5. 5. (TCO 2) Various financial data for SunPath Manufacturing for 2012 and 2013 follow. What is the percentage change in the multifactor labor and raw materials productivity measure for SunPath between 2012 and 2013? 2012 2013 Output: Sales: $300,000 $330,000 Inputs: Labor: $40,000$43,000 Raw Materials: $45,000$51,000 Energy:$10,000$9,000 Capital Employed: $250,000 $262,000 Other $2,000 $6,000 -9.22 2.33 -0.53 -2.88 10.39 Question 6. 6. (TCO 5) A company wants to forecast demand using the weighted moving average. If the company uses three prior yearly sales values (i.e., year 2011 = 160, year 2012 = 140, and year 2013 = 170), and we want to weight year 2011 at 30%, year 2012 at 30%, and year 2013 at 40%, which of the following is the weighted moving average forecast for year 2014? 170 168 158 152 146 Question 7. 7. (TCO 5) If demand for product “A” were forecast at 1,000,000 units for the coming year and your factory has one machine capable of producing 75,000 units per month, how much of product “A” might you plan to acquire through outsourcing? 500 10,000 100,000 200,000 600 Question 8. 8. (TCO 3) You have been called in as a consultant to set up a Kanban control system. The first thing to do is to determine the number of Kanban card sets needed. Your research shows that the expected demand during lead time for a particular component is 150 per hour. You estimate the safety stock should be set at 25% of the demand during lead time. The tote trays used as containers can hold eight units of stock and the lead time it takes to replenish an order is 2 hours. Which of the following is the number of Kanban card sets necessary to support this situation? 42 47 68 89 94 Question 9. 9. (TCO 7) Using the cut-and-try method for aggregate operations planning, we can determine the production requirement in units of product. If the beginning inventory is 100 units, the demand forecast is 1,200, and the necessary safety stock is 20% of the demand forecast, which of the following is the production requirement? 1,200 1,300 1,340 1,500 1,540 Question 10. 10. (TCO 8) If annual demand is 6,125 units, annual holding cost is $5 per unit, and setup cost per order is $50, which of the following is the EOQ lot size? 350 247 23 185 78 Question 1. 1. (TCOs 1, 2, and 5) Discuss the role of efficiency and effectiveness in the creation of value. (Points : 30) . Question 2. 2. (TCOs 3, 5, and 6) Describe the relationship between capacity utilization and quality in a service operation. (Points : 30) Question 3. 3. (TCOs 4, 6, and 7) Describe the aggregate sales and operations planning process. (Points : 30)
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