BUS 644 Entire Course New Flashcards
BUS 644 Complete Class
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BUS 644 Complete Class
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BUS 644 Week 1 Assignment Home Style
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Home-Style Cookies. Read the “Home-style Cookies” case study below. Answer questions 1-7 in a two to four (2-4) page APA style paper. Your paper should be in paragraph form (avoid the use of bullet points), and supported with the concepts outlined in your text. The Company The Baking Company is located in a small town in New York State. The bakery is run by two brothers. The company employs fewer than 200 people, mainly blue-collar workers, and the atmosphere is informal.
The Product The company’s only product is soft cookies, of which it makes over 50 varieties. Larger companies, such as Nabisco, Sunshine, and Keebler, have traditionally produced biscuit cookies, in which most of the water has been baked out, resulting in crisp cookies. The cookies have no additives or preservatives. The high quality of the cookies has enabled the company to develop a strong market niche for its product.
The Customers The cookies are sold in convenience stores and supermarkets throughout New York, Connecticut, and New Jersey. The company markets its cookies as “good food”- no additives or preservatives - and this appeals to a health-conscious segment of the market. Many customers are over 45 years of age, and prefer a cookie that is soft and not too sweet. Parents with young children also buy the cookies.
The Production Process The company has two continuous band ovens that it uses to bake the cookies. The production process is called a batch processing system. It begins as soon as management gets orders from distributors. These orders are used to schedule production. At the start of each shift, a list of the cookies to be made that day is delivered to the person in charge of mixing. That person checks a master list, which indicates the ingredients needed for each type of cookie, and enters that information into the computer. The computer then determines the amount of each ingredient needed, according to the quantity of cookies ordered, and relays that information to storage silos located outside the plant where the main ingredients (flour, sugar, and cake flour) are stored. The ingredients are automatically sent to giant mixing machines where the ingredients are combined with proper amounts of eggs, water, and flavorings. After the ingredients have been mixed, the batter is poured into a cutting machine where it is cut into individual cookies. The cookies are then dropped onto a conveyor belt and transported through one of two ovens. Filled cookies, such as apple, date, and raspberry, require an additional step for filling and folding. The nonfilled cookies are cut on a diagonal rather than round. The diagonal-cut cookies require less space than straight-cut cookies, and the result is a higher level of productivity. In addition, the company recently increased the length of each oven by 25 feet, which also increased the rate of production. As the cookies emerge from the ovens, they are fed onto spiral cooling racks 20 feet high and 3 feet wide. As the cookies come off the cooling racks, workers place the cookies into boxes manually, removing any broken or deformed cookies in the process. The boxes are then wrapped, sealed, and labeled automatically.
Inventory Most cookies are loaded immediately onto trucks and shipped to distributors. A small percentage is stored temporarily in the company’s warehouse, but they must be shipped shortly because of their limited shelf life. Other inventory includes individual cookie boxes, shipping boxes, labels, and cellophane for wrapping. Labels are reordered frequently, in small batches, because FDA label requirements are subject to change, and the company does not want to get stuck with labels it can’t use. The bulk silos are refilled two or three times a week, depending on how quickly supplies are used. Cookies are baked in a sequence that minimizes downtime for cleaning. For instance, light-colored cookies (e.g., chocolate chip) are baked before dark-colored cookies (e.g., fudge), and oatmeal cookies are baked before oatmeal raisin cookies. This permits the company to avoid having to clean the processing equipment every time a different type of cookie is produced.
Quality The bakery prides itself on the quality of its cookies. A quality control inspector samples cookies randomly as they come off the line to assure that their taste and consistency are satisfactory, and that they have been baked to the proper degree. Also, workers on the line are responsible for removing defective cookies when they spot them. The company has also installed an X-ray machine on the line that can detect small bits of metal filings that may have gotten into cookies during the production process. The use of automatic equipment for transporting raw materials and mixing batter has made it easier to maintain a sterile process.
Scrap The bakery is run very efficiently and has minimal amounts of scrap. For example, if a batch is mixed improperly, it is sold for dog food. Broken cookies are used in the oatmeal cookies. These practices reduce the cost of ingredients and save on waste disposal costs. The company also uses heat reclamation: The heat that escapes from the two ovens is captured and used to boil the water that supplies the heat to the building. Also, the use of automation in the mixing process has resulted in a reduction in waste compared with the manual methods used previously.
New Products Ideas for new products come from customers, employees, and observations of competitors’ products. New ideas are first examined to determine whether the cookies can be made with existing equipment. If so, a sample run is made to determine the cost and time requirements. If the results are satisfactory, marketing tests are conducted to see if there is a demand for the product.
Potential Improvements There are a number of areas of potential improvement at the bakery. One possibility would be automate packing the cookies into boxes. Although labor costs are not high, automating the process might save some money and increase efficiency. So far, the owners have resisted making this change because they feel an obligation to the community to employ the 30 women who now do the boxing manually. Another possible improvement would be to use suppliers who are located closer to the plant. That would reduce delivery lead times and transportation costs, but the owners are not convinced that local suppliers could provide the same good quality. Other opportunities have been proposed in recent years, but the owner rejected them because they feared that the quality of the product might suffer.
1. Briefly describe the cookie production process.
2. What are two ways that the company has increased productivity? Why did increasing the length of the ovens result in a faster output rate?
3. Do you think that the company is making the right decision by not automating the packing of cookies? Explain your reasoning. What obligation does a company have to its employees in a situation such as this? What obligation does it have to the community? Is the size of the town a factor? Would it make a difference if the company was located in a large city? Is the size of the company a factor? What if it was a much larger company?
4. What factors cause the company to carry minimal amounts of certain inventories? What benefits result from this policy?
5. As a consumer, what things do you consider in judging the quality of cookies you buy in a supermarket?
6. What advantages and what limitations stem from the company’s not using preservatives in cookies?
7. Briefly describe the company’s strategy.
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BUS 644 Week 1 DQ 1
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Why Productivity Matters. It is sometimes easy to overlook the importance of productivity. National figures are often reported in the media. They may seem to be ho-hum; there’s nothing glamorous about them to get our attention. But make no mistake; they are key economic indicators—barometer, if you will, that affect everybody. How? High productivity and high standard of living go hand-in-hand. If a country becomes more service-based, as the United States has become, some (but not all) high-productivity manufacturing jobs are replaced by lower-productivity service jobs. That makes it more difficult to support a high standard of living.
Productivity levels are also important for industries and companies. For companies, a higher productivity relative to their competitors gives them a competitive advantage in the marketplace. With a higher productivity, they can afford to undercut competitors’ prices to gain market share, or charge the same prices but realized greater profits? For an industry, higher relative productivity means it is less likely to be supplanted by foreign industry.
1. Why is high productivity important for a nation?
2. Why do you suppose that service jobs have lower productivity than manufacturing jobs?
3. How can a company gain a competitive advantage by having higher productivity than its competitors have?
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BUS 644 Week 1 DQ 2
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What are some of the potential benefits of a more formalized approach to forecasting?
Prepare a weekly forecast for the next four weeks for each product. Briefly explain why you chose the methods you used.
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BUS 644 Week 2 Assignment Design of Work Systems
Design of Work Systems. Read the “Making Hotplates” case. Answer questions 1-4 in a two to four (2-4) page APA style paper. Your paper should be in paragraph form (avoid the use of bullet points), and supported with the concepts outlined in your text.
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BUS 644 Week 2 DQ 1
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Plant Capacity. A small building contractor has recently experienced two successive years in which work opportunities exceeded the firm’s capacity. The contractor must now make a decision on capacity for next year. Estimated profits under each of the two possible states of nature are as shown in the table below. Which alternative should be selected if the decision criteria is: a. Maximax b. Maximin a. Laplace b. Minimax regret Indicate and incorporate recommendations to management in 200 words. You must respond to at least two of your classmates’ postings. Next Year's Demand Alternative Low High Do nothing $50* $60* Expand 20 80 Subcontract 40 70
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BUS 644 Week 3 Assignment Wal-Mart
Wal-Mart. Read the “Hello, Wal-Mart?” case. Answer questions 1-2 in a two to four (2-4) page APA style paper. Your paper should be in paragraph form (avoid the use of bullet points), and supported with the concepts outlined in your text
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BUS 644 Week 3 DQ 1
Quality Improvement. Read “Chick-n-Gravy Dinner Line” on page 414 in your text. Explain your analysis using course related principles in 200 words. Respond to at least two of your classmates’ postings.
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BUS 644 Week 3 DQ 2
Inspection of Toys. Read “Toys, Inc.” on page 460 in your text. Indicate your recommendations using course related principles in 200 words. Respond to at least two of your classmates’ postings.
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BUS 644 Week 4 Assignment Inventory Control
Inventory Control. Read the case study below “Harvey Industries”. Provide reasoning for the current financial distress of the company and make recommendations for improvements to the new company president. Include at least one specific recommendation for both Supply Chain Management (chapter 15) and Inventory Management (chapter 13), as well as any other recommendations you deem necessary from your reading. Provide your recommendations in a 2-4 page APA style paper.
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BUS 644 Week 4 DQ 1
Planning for Service Operations. Service operations often face more difficulty in planning than their manufacturing counterparts. However, service does have certain advantages that manufacturing often does not. Explain service planning difficulty, and the advantages and disadvantages. Give your recommendations to management using course related principles in 200 words. Respond to at least two of your classmates’ postings.
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BUS 644 Week 4 DQ 2
Production Strategies. Read “Eight Glasses a Day (EGAD)” on page 507 in your text. Answer questions 1 and 2. Explain your analysis using course related principles in 200 words. Respond to at least two of your classmates’ postings.
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BUS 644 Week 5 Assignment Setup Times
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Setup Times. It was a little past 9:00 on a Monday morning when Jeff Baker walked into your office with a box of donuts. “I’ve been talking with Anne about a problem we have with short-term capacity in our pad printing operation. You know, that’s where we print the logo on the Custom lines of yo-yos. We have received more orders than usual for July, and I want to release the orders to pad printing in a way that will enable us to meet our due date commitments in the best way possible. Would you have time to look at the order list (attached) and see what kind of schedule we should follow to do that? By the way, you have established quite a reputation in your short stay here. You have a talent for really explaining why your recommendation are the best approach in a way that all of ‘over-the-hill’ managers can understand. Please be sure to do that for me too. I want to understand why your recommendation is the best schedule and what the tradeoffs are for other possible schedules—and none of that philosophical college mumbo-jumbo. Remember, I came up through the ranks. I don’t have one of those sheepskins on my wall.” He says with a laugh. Since your schedule was back to normal after that MRP report you did for Anne, you agreed to look at the information. After that compliment, how could you say no? “Try to get back to me within a couple of days,” Jeff said as he left your office. After a few minutes with your old operations management text, you call the production control office to confirm the pad printing schedule. They confirm that pad printing runs one eight-hour shift per day. They tell you that due to a make-up day for flooding in June, pad printing will be running 23 days in July, beginning Friday, July1 (they will work three Saturdays on July 9,16, and 23, and take a one-day holiday for July 4). You thank them for the information and then you begin to develop you plan. Even though Jeff lacks a college degree, from what you seen, he is very smart. And obviously he knows good work when he sees it since he liked, and apparently understood, your past work. You resolve to cover all the bases but in a way that is as clear as possible. Note: Setup time is to set up the pad printer at the start of the job. Setup includes thoroughly cleaning the printing heads and ink reservoirs, installing the new pad(s) and ink supply, and carefully aligning the machine. Setup at the beginning of a new day with the same job is insignificant. Examine the following rules and write a report to Jeff Baker summarizing your findings and advise him on which rule to use. Rules: First Come First Serve, Shortest Processing Time, Earliest Due Date, Critical Ratio PAD PRINTING ORDER LIST Job Date Order Received Set-up Time Production Time Due Date A 6/4 2 hrs. 6 days 11 July B 6/7 4 hrs. 2 days 8 July C 6/12 2 hrs. 8 days 25 July D 6/14 4 hrs. 3 days 19 July E 6/15 4 hrs. 9 days 29 July
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BUS 644 Week 5 DQ 1
Lean System. 1) What trade-offs are involved in shifting from a traditional operations system to a lean system for:
A) A manufacturing firm? B) A service firm?
2) Who in the organization is affected by a decision to shift from a traditional operations system to a lean system?
3) To what extent has technology had an impact on lean systems? Explain your analysis using course related principles in 200 words. Respond to at least two of your classmates’ postings.
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BUS 644 Week 5 DQ 2
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Preventive Maintenance. Determine the optimum preventive maintenance frequency for each of the pieces of equipment if breakdown time is normally distributed: Clearly label your calculations and describe using course related principles in 200 words. Equipment Avg Time (days)between breakdowns Standard Deviation Equipment Preventive Maintenance Cost Breakdown Cost A201 20 2 A201 $300 $2300 B400 30 3 B400 $200 $3500 C850 40 4 C850 $530 $4800
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