Practical Operations Management
2nd Edition
ISBN: 9781939297136
Author: Simpson
Publisher: HERCHER PUBLISHING,INCORPORATED
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Chapter 12, Problem 14P
Summary Introduction
Interpretation: Number of Kanban cards needs to be determined based on given information.
Concept Introduction: Kanban is an inventory
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Here's the question: Compared to the CONSTRAINT model, how has the network changed? How do you plan to add contingency to your network? Please answer this thoroughly
Here's the what-if scenario: Assume that the LA warehouse becomes temporarily or even indefinitely disabled since facing a large-scale labor disruption. Re-optimize the network considering this new constraint.
Here's the scenario comparison analysis:
Scenario Constraint Scenario vs What-if Scenario
Summary The Constraint Scenario exhibits a higher total cost of $7,424,575.45 compared to the What-if Scenario's total cost of $6,611,905.60, signifying a difference of approximately $812,669.85, which indicates a more expensive operation in the Constraint Scenario. The average service time is slightly higher in the Constraint Scenario (0.72 days vs. 0.70 days), suggesting that the What-if Scenario provides a marginally quicker service. Moreover, the average end-to-end service time…
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Here's the question: Compared to the CONSTRAINT model, how has the network changed? How do you plan to add contingency to your network? Please answer this throughly
Here's the what-if scenario: Assume that Dallas plant has lost power. It cannot serve the DCs anymore and has to remain locked indefinitely. Re-optimize the network considering this new constraint.
Here's the scenario comparison analysis:
Scenario Constraint Scenario vs What-if Scenario
Summary In comparing the Constraint Scenario to the What-if Scenario, a few key differences highlight the efficiencies evident in the supply chain. Firstly, the total cost in the Constraint Scenario is lower at $7,424,575.45, while the What-if Scenario incurs a total cost of $7,486,369.12, resulting in a cost delta of $61,793.67. Additionally, although both scenarios exhibit the same average service time of 0.72 days, the What-if Scenario has a more favorable average end-to-end service time of 2.41…
Employee In-Service Training
ASSIGNMENT: In-Service Training. The intern is required to plan and implement two in-service training sessions for
employees. Each in-service should last at least 10 but not more than 30 minutes and should be given to all employees affected.
The preceptor or supervisor/unit manager must approve all in-service topics.
1) One presentation should be related to a policy or procedure of any kind (e.g. proper use of equipment);
2) The second presentation must be related to sanitation or safety.
For each in-service presentation, the intern must develop a written class plan and a visual aid (may be a handout, poster,
PowerPoint slide presentation, etc.) appropriate to the life experiences, cultural diversity and educational background of the
target audience. The intern must also measure behavior change. Note, this cannot be measured by a written pre- and post-
test. That would be measuring knowledge. The intern mustactually observe and document that the learners…
Chapter 12 Solutions
Practical Operations Management
Ch. 12 - Prob. 1DQCh. 12 - Prob. 2DQCh. 12 - Prob. 3DQCh. 12 - Prob. 4DQCh. 12 - Prob. 5DQCh. 12 - Prob. 6DQCh. 12 - Prob. 1PCh. 12 - Prob. 2PCh. 12 - Prob. 3PCh. 12 - Prob. 4P
Ch. 12 - Prob. 5PCh. 12 - Prob. 6PCh. 12 - Prob. 7PCh. 12 - Prob. 8PCh. 12 - Prob. 9PCh. 12 - Prob. 10PCh. 12 - Prob. 11PCh. 12 - Prob. 12PCh. 12 - Prob. 13PCh. 12 - Prob. 14PCh. 12 - Prob. 15PCh. 12 - Prob. 16PCh. 12 - Prob. 17PCh. 12 - Prob. 18PCh. 12 - Prob. 19PCh. 12 - Prob. 20PCh. 12 - Prob. 21PCh. 12 - Prob. 22PCh. 12 - Prob. 23PCh. 12 - Prob. 24PCh. 12 - Prob. 25PCh. 12 - Prob. 26PCh. 12 - Prob. 27PCh. 12 - Prob. 1.1QCh. 12 - Prob. 1.2QCh. 12 - Prob. 1.3QCh. 12 - Prob. 1.4QCh. 12 - Prob. 2.1QCh. 12 - Prob. 2.2QCh. 12 - Prob. 2.3QCh. 12 - Prob. 3.1QCh. 12 - Prob. 3.2QCh. 12 - Prob. 3.3Q
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