Two years ago, Top-Slice Company moved from just making golf balls to also producing oversized drivers. Top-Slice makes three different models: the Bomber, the Hook King, and the Sir Slice-A-Lot. As the names suggest, the last two clubs help correct for golfers who either hook or slice the ball when driving. While Top-Slice is pleased with the growing sales for all three models (see the following tables), the numbers present Jacob Lee, the production manager, with a dilemma. Jacob knows that the current manufacturing work cell is capable of producing only 2,700 drivers per month, and total sales seem to be rapidly approaching that number. Jacob's staff has told him it will take at least three months to plan for and implement an expanded work cell. MONTH BOMBER ноок KING SIR SLICE-A-LOT April 2017 1,410 377 343 May 1,417 381 344 June 1,434 387 346 July 1,452 391 349 August 1,466 396 350 September 1,483 400 352 October 1,490 403 354 November 1,505 409 357 December 1,521 412 359 January 2018 1,536 420 363 February 1,547 423 365 March 1,554 426 367 April 1,562 431 369 May 1,574 437 371 June 1,587 441 375 July 1,595 445 377 August 1,613 454 381 September 1,631 461 384 October 1,642 464 386 November 1,656 471 389 December 1,673 477 392 January 2019 1,685 480 394 February 1,703 485 396 March 1,720 490 399

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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Now suppose that over lunch the marketing vice president says to Jacob:

“We’re feeling a lot of heat from Chinese manufacturers who are offering very similar clubs to ours but at significantly lower prices. The legal department is working on a patent infringement case, but if we cant block these clubs from entering the market, I expect to see our sales flatten, and maybe even fall, over the rest of the year.”

What questions should Jacob ask? How would the answers to this affect the forecast? Does it still make sense to use quantitative forecasting under these circumstances? Why?

Two years ago, Top-Slice Company moved from just making golf balls to also producing oversized drivers. Top-Slice makes
three different models: the Bomber, the Hook King, and the Sir Slice-A-Lot. As the names suggest, the last two clubs help
correct for golfers who either hook or slice the ball when driving.
While Top-Slice is pleased with the growing sales for all three models (see the following tables), the numbers present Jacob
Lee, the production manager, with a dilemma. Jacob knows that the current manufacturing work cell is capable of producing
only 2,700 drivers per month, and total sales seem to be rapidly approaching that number. Jacob's staff has told him it will
take at least three months to plan for and implement an expanded work cell.
MONTH
BOMBER
ноок KING
SIR SLICE-A-LOT
April 2017
1,410
377
343
May
1,417
381
344
June
1,434
387
346
July
1,452
391
349
August
1,466
396
350
September
1,483
400
352
October
1,490
403
354
November
1,505
409
357
December
1,521
412
359
January 2018
1,536
420
363
February
1,547
423
365

March
1,554
426
367
April
1,562
431
369
May
1,574
437
371
June
1,587
441
375
July
1,595
445
377
August
1,613
454
381
September
1,631
461
384
October
1,642
464
386
November
1,656
471
389
December
1,673
477
392
January 2019
1,685
480
394
February
1,703
485
396
March
1,720
490
399

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