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CASE STUDY COVOLO DIVING GEAR, PART 2 June 15, 2009.–It has been two weeks since their con- tentious semiannual planning meeting, and the senior staff members for Covolo Diving Gear are getting ready to start their first monthly S&OP meeting. Gina Covolo, CEO, gets the ball rolling: I know it's been a busy two weeks for all of you, and I appreciate you working extra time to get ready for this meeting. Production is already set for the next two months,

CASE STUDY COVOLO DIVING GEAR, PART 2 June 15, 2009.–It has been two weeks since their con- tentious semiannual planning meeting, and the senior staff members for Covolo Diving Gear are getting ready to start their first monthly S&OP meeting. Gina Covolo, CEO, gets the ball rolling: I know it's been a busy two weeks for all of you, and I appreciate you working extra time to get ready for this meeting. Production is already set for the next two months,

Practical Management Science
Practical Management Science
6th Edition
ISBN:9781337406659
Author:WINSTON, Wayne L.
Publisher:WINSTON, Wayne L.
Chapter2: Introduction To Spreadsheet Modeling
Section: Chapter Questions
Problem 20P: Julie James is opening a lemonade stand. She believes the fixed cost per week of running the stand...
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CASE STUDY COVOLO DIVING GEAR, PART 2 June 15, 2009.–It has been two weeks since their con- tentious semiannual planning meeting, and the senior staff members for Covolo Diving Gear are getting ready to start their first monthly S&OP meeting. Gina Covolo, CEO, gets the ball rolling: I know it's been a busy two weeks for all of you, and I appreciate you working extra time to get ready for this meeting. Production is already set for the next two months,
Transcribed Image Text:CASE STUDY COVOLO DIVING GEAR, PART 2 June 15, 2009.–It has been two weeks since their con- tentious semiannual planning meeting, and the senior staff members for Covolo Diving Gear are getting ready to start their first monthly S&OP meeting. Gina Covolo, CEO, gets the ball rolling: I know it's been a busy two weeks for all of you, and I appreciate you working extra time to get ready for this meeting. Production is already set for the next two months,
Mary passes out the following information to all of the attendees: MONTH SALES FORECAST September 2006 30,000 gauge sets October 31,500 November 35,000 December 37,000 January 2007 February 22,000 18,000 March 17,500 April May 27,000 38,000 June 40,000 July August 42,000 40,000 Manufacturing cost per gauge set: $74.50 Holding cost: $8 per gauge set per month Average labor hours required per gauge set: 0.25 hours Labor hours available per employee per month: 160 Plant capacity: 35,000 gauge sets per month Cost to hire and train a new employee: $1250 # Cost to lay off an employee: $500 Beginning and ending workforce is 50 Beginning inventory is 10,000 單
Transcribed Image Text:Mary passes out the following information to all of the attendees: MONTH SALES FORECAST September 2006 30,000 gauge sets October 31,500 November 35,000 December 37,000 January 2007 February 22,000 18,000 March 17,500 April May 27,000 38,000 June 40,000 July August 42,000 40,000 Manufacturing cost per gauge set: $74.50 Holding cost: $8 per gauge set per month Average labor hours required per gauge set: 0.25 hours Labor hours available per employee per month: 160 Plant capacity: 35,000 gauge sets per month Cost to hire and train a new employee: $1250 # Cost to lay off an employee: $500 Beginning and ending workforce is 50 Beginning inventory is 10,000 單
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