OPERATIONS MANAGEMENT CONNECT AC
OPERATIONS MANAGEMENT CONNECT AC
14th Edition
ISBN: 9781264592784
Author: Stevenson
Publisher: MCG
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Chapter 11, Problem 6P

Manager Chris Channing of Fabric Mills, Inc., has developed the forecast shown in the table for bolts of cloth. The figures are in hundreds of bolts. The department has a regular output capacity of 275(00) bolts per month, except for the seventh month, when capacity will be 250(00) bolts. Regular output has a cost of $40 per hundred bolts. Workers can be assigned to other jobs if production is less than regular. The beginning inventory is zero bolts.

a. Develop a chase plan that matches the forecast and compute the total cost of your plan. Overtime is $60 per hundred bolts. Regular production can be less than regular capacity.

b. Would the total cost be less with regular production with no overtime, but using a subcontractor to handle the excess above regular capacity at a cost of $50 per hundred bolts? Backlogs are not allowed. The inventory carrying cost is $2 per hundred bolts.

Chapter 11, Problem 6P, Manager Chris Channing of Fabric Mills, Inc., has developed the forecast shown in the table for

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Please help with the attached Capstone proposal Requirements:
Long term capacity plans and how to properly make decisions regarding long-term planning Long-term capacity plans cover periods longer periods of time. These plans are suitable for large businesses that want to scale their operations with a proven strategy for achieving production targets and meeting customer demands. Long-term capacity plans consider other factors apart from the productive requirements of the company. How important is it, in your mind, to properly make decisions regarding long-term capacity planning?  How does this decision impact the present and future profitability of an organization?  Be specific and give examples.
In addition to the Amazon case study you provided, I'm curious if you've encountered other examples of companies successfully applying Little's Law to enhance their supply chain risk management practices. For instance, have you seen organizations use queuing theory to assess the potential ripple effects of disruptions, stress-test their contingency plans, or identify critical control points that require heightened monitoring and agility? Please provide a reference

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