Case StudyPatient InformationD.A. 32-year-old Caucas

Case Study:
Patient Information:
D.A. 32-year-old Caucasian male
CC: fearful of being around loud noises, terrible anxiety,
memories of an explosion and nightmares.
HPI: D.A. is a 32-year-old, single, Caucasian male who came to
the clinic seeking medication that will help with panic attacks,
feeling fearful of being around loud noises, terrible anxiety,
memories of an explosion and nightmares. He stated that his
symptoms were harsh and that they started about one year after
being around an explosion that took the lives of five men and
women while he was in Baghdad two years prior. He reported
serving two tours in the military. He reported that he started
feeling this way a year now when he went out in public and
heard bang noises from an old car muffler. He reported that any
banging would trigger his feelings, and the symptoms would
ease if he meditates and or take slow deep breaths. He reported
the episode would last for twenty-four hours, and he reports
becoming more withdrawn than usual. He denied seeking help
because he was afraid of being labeled.
A:
Diagnosis: Post traumatic stress disorder, also called, PTSD.
(F43.1)
One must understand that PTSD is a type of anxiety disorder
that arises after exposure to a distressing incident such as threat

of death, serious physical injury to and threat to physical well -
being (Domino, Baldor, Golding, & Stephens, 2019).
Individuals affected must have a comprehensive management
plan which are based on clinical practice guidelines, clinical
judgment, patient preferences and the patient’s response to
psychotherapy or psychopharmacology are completely vital
factors in selecting the course of action or treatment for PTSD.
The clinical practice guidelines that should have been applied to
D.A. are psychotherapies such as cognitive processing therapy
(CPT) and eye movement desensitization and reprocessing
(EMDR) (American Psychological Association, 2017) which is a
newer nontraditional way of therapy along with medications
such as Sertraline (Zoloft) or Paroxetine (Paxil) which are the
only approved medications by the Food and Drug
Administration (FDA) for PTSD (American Psychological
Association, 2019).
The lessons learned from this discussion were the importance of
thoroughly assessing one’s patients, being very attentive to
details, listen to your patients and the need for making referrals
beyond the scope of practice.
Final Treatment Plan/Analysis:
ANALYSIS
The research has shown that the pathophysiology of PTSD is
unsure, however the evidence is suggestive of underlying
methods include activation of the part of the brain that’s
immersed in fear, volume loss of the hippocampus that’s
involved in formation of memory (Lisieski, Eagle, Conti,
Liberzon, & Perrine, 2018) therefore creating a need for
medications such as SSRIs. These are known to play an active
part in regulating mood and anxiety disorders.

The action of this neurotransmitter in both the peripheral and
central nervous systems can be controlled by SSRIs (APA,
2019).
Medication prescribed:
Paroxetine (Paxil) 20 mg daily
Take one tablet by mouth once daily
Disp: #30
No Refill
Educate the patient on the possibility of side effects from the
medication. It will take some weeks before the medication starts
to work, and therefore taking the medication as prescribed is
important.
Follow-up:
Psychiatrist and Psychologist and PCP in 2 to 4 weeks to
reassess medication effect
Coding and Billing:
ICD-10 code is F43.1- Post-traumatic stress disorder (PTSD)
References
American Psychological Association. (2017). Clinical practice
guideline for the treatment of posttraumatic stress disorder
(PTSD) in adults. Guideline development panel for the
treatment of PTSD in adults. Retrieved from
https://www.apa.org/ptsd-guideline/ptsd.pdf

American Psychological Association. (2019). Clinical practice
guideline for the treatment of post traumatic stress disorder:
medications for PTSD. Retrieved from
https://www.apa.org/ptsd-guideline/treatments/medications
Domino, F.J., Baldor, R.A., Golding, J., & Stephens, M.B.
(2019). The 5-minute clinical consult 2019 (27th ed.).
Philadelphia, PA: Wolters Kluwer Health/Lippincott Williams
& Wilkins.
Lisieski, M. J., Eagle, A. L., Conti, A. C., Liberzon, I., &
Perrine, S. A. (2018). Single-prolonged stress: A review of two
decades of progress in a rodent model of post-traumatic stress
disorder. Frontier in Psychiatry.
Doi.org/10.3389/fpsyt.2018.00196
Slide 6.1
Harrison and van Hoek, Logistics Management and Strategy:
Competing T hrough the Supply Chain , 4th Edition, © Pearson
Education Limited 2011
Chapter 6:
Supply chain planning and control
Slide 6.2

3
The purpose of a manufacturing planning and control (MPC)
system is to meet
customer requirements by enabling managers to make the right
decisions.
The system coordinates information on key „source–make–
deliver‟ processes to
enable material to flow efficiently and effectively.
Three time horizons are involved for all of these processes :
• Long term: to support decisions about capacity provision.
These decisions are
essentially strategic, and answer the questions how much
capacity is needed,
when and of what type?
• Medium term: to match supply and demand. Plan in more
detail over the next 12
months to ensure that forecast demand.

• Short term: to meet day-to-day demand as it unfolds. Make
weekly production
plans to meet specific customer orders.
Planning and control within manufacturing
Slide 6.4
Figure 6.1 The focal firm „game plan‟
(Source: From Manufacturing Planning and Control for Supply
Chain Management, 5th Ed., McGraw-Hill (Vollman, T .E.,
Berry, W.L., Whybark, D.C. and Jacobs, F.R. 2005), reproduced
with
permission of the McGraw-Hill Companies.)
Slide 6.5
-The top section is called the „front end‟, and provides an
overall match of demand
and resource.

- Demand management: collates demand from all sources –
external (forecasts
and orders), internal (other firms within the organisation), and
spares.
- Resource planning: pooling demand and passing it on to
manufacturing must
be moderated by capacity to deliver. Otherwise, a focal firm is
at risk of being
unable to fulfil marketing plans that do not take into account
the realities of what
can be done.
- Sales and operations planning (SOP): is the module concerned
with matching
of demand management and resource planning. The aim of SOP
is to maintain
balance between demand and supply.
- Master production scheduling (MPS): is the disaggregated
form of the SOP

6
-Material and capacity planning (engine room): from overall
demand by SKU
(stock keeping unit) it is next necessary to develop detailed
plans by part number.
For each part and subassembly, detailed plans show how many
and when each
must be made.
- Bill of material: Is a list of the parts needed to manufacture
any particular end
item in the master schedule. The required parts may include
assemblies,
subassemblies, manufactured parts, and purchased parts.
- MPC execution systems (back end): the outputs from material
and capacity
plans in the engine are sets of instructions to suppliers,
manufacturing and
distribution. These schedules are in the form of purchase orders,

works orders (or
schedules for MTS) and shipping orders – hence the familiar
„source–make–
deliver‟ processes at the bottom of Figure 6.1.
Slide 6.7
Figure 6.2 Structured bill of materials for sponge cake
- Bill of material: Is a list of the parts needed to manufacture
any particular
end item in the master schedule. The required parts may include
assemblies,
subassemblies, manufactured parts, and purchased parts.
Slide 6.8

Table 6.1 Master production schedule (MPS) for sponge cakes
(before postponement)
- The plan indicates when and how much of each product will be
demanded.
- While total daily cake demand is reasonably stable, at around
200 cakes, the
demand for each variant is highly erratic.
Slide 6.9
Table 6.2 Gross and net requirement calculations for one week
demand for sponge
cake (before postponement). „Exploding‟ is indicated by arrows
Slide 6.10
-The MRP (material requirements planning) calculations, which

are shown for
the same 1 week period as the MPS, can be explained as
follows:
1 „Gross requirement‟ for „total finished cakes‟, and each cake
variant, is taken
from the MPS.
2 „Net requirement‟ of cakes is calculated by subtracting the
existing inventory from
the gross requirement.
3 Inventory of finished cakes is high (equivalent to almost four
days‟ demand)
because demand for each variant is highly variable and
therefore sales forecasts
are inaccurate.
4 The net requirement for total finished cakes is exploded (by
multiplying it by the
BOM quantity for each cake mix ingredient plus icing) to give
the gross requirement
for each of the cake mix ingredients and the icing.
5 The net requirement for each of the cake ingredients is

calculated by subtracting
the existing inventory and any „scheduled receipts‟
Slide 6.11
6- The inventory of „cake mix‟ ingredients is low (equivalent
to about one day‟s
demand with another day‟s demand scheduled for receipt). This
is a result of the
relatively stable demand for the total number of cakes leading
to accurate sales
forecasts.
7- The net requirement for each of the „finished cake variants‟
is exploded (by
multiplying it by the BOM quantity for jam) to give the gross
requirement for each
jam flavour.
The net requirement of jam is calculated in the same way as for
cake mix

ingredients (point 5 above).
8- Inventories of the various jams are high (they cover
requirements for the coming
weeks without need for scheduled receipts), and therefore the
net requirement is
zero. This is due to inaccurate sales forecasts caused by the
erratic demand for
each cake variant.
Slide 6.12
•The management of inventories of independent demand items
using order
point methods.
•These are aimed at optimising the trade-off between inventory
holding costs
and the preparation costs of changeover (manufacturing) or of
placing an order
(retailing and manufacturing).

•While the concept of „economic‟ batch sizes and order sizes
has been widely
superseded by other considerations, as we shall see, its
principles help us to
grasp the nature of some of the hidden costs of inventory
decisions.
Managing inventory in the supply chain
Slide 6.13
Figure 6.3 When: the re-order point
Slide 6.14
„Economic’ batch quantity (EBQ) formula: answers the
question “ how many
parts to make at a time?”

- Similar principles are used to determine how many parts at a
time to order from
suppliers in „economic‟ order quantities (EOQs).
- Both EBQ and EOQ assume that parts are used at a uniform
rate (i.e. that
demand is stable), and that another batch of parts should be
made or ordered
when stock falls below the re-order point.
- A buffer (or safety) stock line is shown below the re-order
level. Buffer stock
acts as a „safety net‟ in order to cushion the effects of
variability in demand and
lead times.
Buffer stock is a function of the service level (risk of stock
outs), lead time
variability and demand variability.
The re-order point is therefore the sum of the forecast demand
during the
lead time plus the buffer stock requirement
Economic’ batch sizes and order sizes

15
Figure 6.4 Economic batch quantity
Slide 6.16
• The EBQ increases with usage rate and changeover cost, and
reduces with manufactured cost per unit and inventory carrying
cost.
• Figure 6.4 shows how changeover costs reduce as the batch
size
increases: the bigger the batch size, the lower the changeover
costs
per unit.
• Inventory carrying costs increase linearly with batch size: the
bigger

the batch size, the bigger the carrying costs.
• A total cost line can be added, which is at a minimum when
the two
lines cross.
Slide 6.17
Figure 6.5 As EBQ → 1
Slide 6.18
Slide 6.19
Table 6.3 Economic order quantity example

20
Table 6.4 Periodic order quantity example
Slide 6.21
Periodic Review
Slide 6.22
Planning and control in retailing
• Retailing is faced with planning and control challenges which
are quite
distinct from manufacturing:

- A retailer cannot generate sales without stock.
- The product range that has to be supported on the shelf is
comparatively
wide.
- Several stages of the internal supply chain must be
coordinated –
depots, back of store and front of store.
- Retail profit margins in grocery are tighter (2–4 per cent) than
for large,
branded manufacturers (8–10 per cent).
- Demand can be affected by changes that are difficult to
forecast, such
as seasonality, fashion, endorsements and promotions.
- „Best before‟ and „use by‟ dates for fresh produce increase
obsolescence
pressures and inventory turns.
- Reverse logistics is more complicated because product is
being reversed
from one point (the store) to a multitude of supply chains
(suppliers).

23
Figure 6.6 EPOS data for last five weeks
- Examination of this very typical retail demand series shows
that the overall demand
pattern for each week is similar, but is by no means identical.
Peak demand is usually
(but not always) on a Saturday, while lowest demand is on
Sundays when trading
hours are restricted.
Slide 6.24
Inter-firm planning and control
Ccoordinating logistics between supply partners is

challenging,:
- The number of processes is so much greater.
- Differences in process technology.
- Differences in working routines.
- Priority planning.
- Inadequacies in manufacturing planning and control (MPC)
systems design.
Slide 6.25
Implications of poor coordination
• One consequence of poor coordination within a supply
network is amplification of changes in demand upstream.
• Amplification of demand changes has been called the

bullwhip effect.
Causes of the bullwhip effect:
- Updating of demand forecasts.
- Order batching.
- Price fluctuations.
- Rationing and shortage gaming.
• To make matters even worse, it is quite possible for
material movements in supply chains to descend into
chaos.
Slide 6.26
Figure 6.7 The „bullwhip effect‟ at work
Slide 6.27

Overcoming poor coordination in retail supply chains
• A number of initiatives have been launched to promote better
coordination
between supply chain processes in retailing.
• Efficient consumer response (ECR) is designed to integrate
and rationalise
product assortment, promotion, new product development and
replenishment
across the supply chain.
• Generally, ECR initiatives aim to promote greater
collaboration between
manufacturers and retailers.
• The main areas addressed under ECR initiatives are category
management,
product replenishment and enabling technologies. These can be
broken down
into 14 areas where individual as well as well-integrated

improvements can be
made in order to enhance efficiency ( Figure 6.8).
Slide 6.28
Figure 6.8 ECR improvement categories
(Source: Fernie, 1998: 30)
Slide 6.29
Figure 6.9 An RFID system
(Source: Beck, 2004)
-Figure 6.9 shows how the reader can relay this information to a
management
system that can create a picture of what merchandise is where at
a level of detail
that has not previously been possible.

30
Collaborative planning, forecasting and
replenishment (CPFR)
• Collaborative planning, forecasting and replenishment (CPFR)
is
aimed at improving collaboration between buyer and supplier so
that
customer service is improved while inventory management is
made
more efficient.
• A nine-step business model has been developed that provides
an
insight into the effort required by both supplier and customer.
• CPFR focuses on the process of forecasting supply and
demand by

bringing various plans and projections from both the supplier
and the
customer into synchronisation.
Slide 6.31
Figure 6.10 A collaborative planning pilot
The manufacturer‟s national distribution centre (NDC) supplied
one of the retailer‟s
regional distribution centres (RDCs), which in turn served ten
stores in the pilot.
Slide 6.32
Figure 6.11 Pipeline map at start
- Figure 6.11 provides an inventory profile across the supply
chain. The sum of
the vertical (average days of stock) and horizontal (average lead
time in days)

gives the total time for a new batch of product to progress from
manufacturing
site to shelf. This totals a massive four–five weeks!
Slide 6.33
Figure 6.12 Pipeline map: at end of pilot
By tracking daily demand, it was possible to allow for the
randomness without
anything like the current quantity of safety stock in the system.
A new replenishment
algorithm was developed that was based on the daily error
between forecast and
actual, and which added an extra day‟s buffer stock.
It soon became obvious that it was possible to run the system on
far lower
stock levels at the retailer’s NDC.
Slide 6.34

Benefits of electronic collaboration
• Nestlé UK states that the advantages of collaborative systems
are significant.
Some of theses benefits:
- Improved availability of product to the consumer.
- Total service is improved, total costs are reduced.
- Processes that span two or more companies become far
more integrated and hence simple, standard, speedy and
certain.
- Information is communicated quickly, in a more structured
way.
- Etc.
Slide 6.35

Vendor-managed inventory (VMI)
• Vendor-managed inventory (VMI), is an approach to inventory
and order fulfilment whereby the supplier, not the customer, is
responsible for managing and replenishing inventory.
• How VMI works
The supplier tracks their customers‟ product sales and
inventory
levels, sending goods only when stocks run low. The decision to
supply is taken by the supplier, not the customer as is the case
traditionally
The most widely used technology for broadcasting demand data
from the retailer customer is electronic data interchange (EDI).
Slide 6.36
Potential benefits

The Immediate benefit to a supplier engaged in VMI is access
to data on:
• The ability to dampen demand amplification caused by
infrequent, large orders from customers.
Slide 6.37
Potential problems in setting up a VMI system
A number of problems can prevent the attainment of the
above
benefits. Five of them are listed below.
• Unwillingness to share data

• Seasonal products
• Investment and restructuring costs
• Retailer vulnerability
• Lack of standard procedures
• System maintenance
Slide 6.38
Quick response (QR)
• Quick response (QR) is an approach to meeting customer
demand by supplying the right quantity, variety and quality
at the right time to the right place at the right price.
• The concepts behind QR are based on taking a total supply
chain view of an industry. From this perspective it is
possible to understand overall performance and the causes

of poor performance, and to identify opportunities for
improvement.
Slide 6.39
QR and a time-based approach to improvement
• There are two main differences between QR and a time-
based approach to improvement:
- There is an emphasis on using actual customer
demand to pull products through the distribution and
manufacturing system.
- There is extensive use of information technology as
the preferred way to achieve pull.

*
Competing Through the Supply Chain, 4th Edition, © Pearson
Chapter 7:
Just-in-time and the agile supply chain
Slide 7.*
Slide 7.*
Figure 7.1 The pyramid of key factors that underpin JIT
Slide 7.*

Figure 7.2 The Smog production process
Slide 7.*
Figure 7.3 Basic tasks in a car assembly plant
Slide 7.*
Figure 7.4 Lean thinking principles
(Source: After Womack and Jones, 2003)
Slide 7.*
Table 7.1 Comparison of lean supply with agile supply: the
distinguishing attributes

*
Table 7.2 Further characteristics of lean and agile supply
Slide 7.*
Figure 7.5 Supply capabilities supporting the agile supply
chain
Slide 7.*
Figure 7.6 Segmenting the market
Slide 7.*

Figure 7.7 Supply chain response
Slide 7.*
Harrison and van Hoek, Logistics Manageme nt and Strategy:
Figure 7.8 Classifying operating environments
MGT 322
Test Bank
Chapter 6
1. Corruption is displayed by ALL of the following
EXCEPT:
a. Poor customer service
b. Stock write-offs or markdowns
c. Outsource of production
d. Resources devote to “firefighting”
2. Which of the following is a characteristic of
the supply chain game plan?
a. Planning and control in manufacturing
b. Planning and control in logistics
c. Planning and control in performance

d. Planning and control in management
3. Overcoming poor coordination in retail supply
chains includes:
a. Efficient management response
b. Efficient consumer response
c. Inefficient management response
d. Inefficient consumer response
4. Front end, engine and back end MPC modules are all
connected to the __________________.
a. Enterprise requirements project database
b. Enterprise requirements product database
c. Enterprise requisite product database
d. Enterprise requirements planning database
5. Material planning and control in manufacturing is
based on what three time periods?
a. Long term, medium term, short term
b. Long term, average term, short term
c. Longest term, medium term, short term
d. Long term, medium term, simple term
6. According to the textbook, the abbreviation EBQ is:
a. Economic batch quantity
b. Economic buyer quantity
c. Economic best quality

d. Economic buyer quest
7. The EBQ is determined by optimizing the
___________ between changeover cost between
one
batch and the next.
a. Risk
b. Trade-off
c. Time
d. Logistics
8. What is the name of the formula used to
find EBQ?
a. Johnson formula
b. Smith formula
c. Wilson formula
d. Simple formula
9. What is the widely used model for inventory
control in retailing?
a. Control review
b. Product review
c. Inventory review
d. Periodic review
10. Retail margins are prone to erosion by
__________________.
a. Cost
b. Erosion
c. Profitability
d. Loss

11. The core capability in retailing is ______________.
a. Buying
b. Selling
c. Trading
d. Profit
12. Which of the following is NOT one of the many
factors that make life even more challenging,
resulting from differences between the partners.
a. Differences in process technology
b. Differences in working routines
c. Priority planning
d. Priority scheduling
13. Amplification of demand changes has been called
the ___________________.
a. Profit effect
b. Bull-whip effect
c. Change effect
d. Demand effect
14. Chaos is characterized by ALL of the following
EXCEPT:
a. The same state is never repeated
b. There is a definite rule with no random terms

c. Two points that are initially closewill drift apart
over time
d. Non successive iterations
15. Established as a grocery store initiative,
______________________________________ is
designed to integrate and rationalize product
assortment, promotion, new product
development and replenishment across the supply
chain.
a. Efficient consumer response
b. Efficient chain response
c. Product promotion
d. Product replacement
16. Category management represents a focus on
the development of ALL of the following
EXCEPT:
a. Account management
b. Demand management
c. Product management
d. Price list restructuring
17. _______________ is a product tracking
technology that is becoming applied widely in
supply
chain today.
a. UPC bar codes
b. ISBN
c. Radio frequency identification
d. ISSN

18. Collaborative ____________, forecasting and
replenishment (CPFR) is aimed at improving
collaboration between buyer and supplier.
a. Processes
b. Planning
c. Production
d. Placement
19. ________________ refers to the control of
inventory management and replenishment by the
supplier.
a. Vendor managed inventory
b. Customer based preferences
c. Inventory management
d. Replenishment management
20. Quick response (QR) is based on taking a
____________________________, starting with supply
chain mapping.
a. Product inventory
b. Traditional inventory
c. Total supply chain view
d. Reduced supply chain view

MGT 322
Test Bank
Chapter 7
1. To meet demand instantaneously with perfect
quality and not waste is the definition for
__________________.
a. Waste management
b. Just-in-time
c. Quick production
d. Quality management
2. A supply network can be conceived as
___________________.
a. Chain of customers
b. Chain of producers
c. Chain of logistics
d. Chain of factories
3. ______________ is a system of controlling
materials whereby the user signals to the maker
or provider that more material is needed.
a. Push scheduling
b. Stop gap scheduling
c. Pull scheduling

d. Logistics scheduling
4. _____________ is a system of controlling
materials whereby makers and providers make or
send material in response to a pre-set schedule.
a. Pull scheduling
b. Stop gap scheduling
c. Logistics scheduling
d. Push scheduling
5. How many factors determine the effectiveness
with which JIT capability can be achieved?
a. 4
b. 5
c. 7
d. 6
6. ____________ lead to delays, either through
requiring rework or necessitating increased
production to compensate for scrap.
a. Defects
b. Waste
c. Issues
d. Shipping
7. Which of the following is NOT an issue of
machine downtime?
a. Unplanned downtime

b. Planned maintenance
c. Employee error
d. Changeover times
8. _____________: making or delivering too much
too early or ‘just in case”.
a. Waste of defects
b. Waste of unnecessary motions
c. Waste of inappropriate processing
d. Waste of overproduction
9. _________________: moving parts around from one
process to the next adds no value.
a. Waste of overproduction
b. Waste of transporting
c. Waste of unnecessary inventory
d. Waste of defects
10. Which of the following terms refers to the
elimination of waste in all aspects of
business?
a. Waste removal
b. Production removal
c. Lean thinking
d. Reduced production
11. Which of the following principles is NOT involved in
seeking perfection?
a. Specifying value
b. Identifying the value stream
c. Making value flow
d. Push scheduling

12. A focal firm should consider ALL of the
following processes EXCEPT:
a. Order to logistics
b. Order to replenishments
c. Order to production
d. Product development
13. ____________ is quantified by taking measures of
the different kinds of waste.
a. Production
b. Performance
c. Supply chain
d. Product development
14. Which of the following is NOT a distinguishing
attribute of an agile system?
a. Fashion goods
b. Volatile
c. Marketability costs
d. Price
15. _______________ is a philosophy that has
been derived from JIT principles.
a. Agile systems
b. Lean thinking
c. Time-based mapping
d. Customer service

16. The purpose of responding to customer demand
is fundamental to the role of ___________.
a. Customer service
b. Production
c. Logistics
d. Agile thinking
17. Which of the following is NOT an example of
the cost of complexity?
a. Product, packaging, and stock keeping unit
proliferation
b. Delivery speed is too high
c. Value of product is decreasing
d. Promotions and special events that cause
upswings in demand on sales efforts
18. The more accurate the _________________, the
better a company can prepare in advance
of demand occurring, avoiding the need for last minute
response to unexpected demand as
well as the cost of preparing for demand that might
never occur.
a. Demand forecast
b. Financial forecast
c. Demand for services
d. Expected demand

19. According to the textbook, the abbreviation S&OP
represents?
a. Standards and operation procedure
b. Standard and operating procedures
c. Sales and optional production
d. Sales and operations planning
20. _____________ is usually much better
downstream than upstream.
a. Speed of replenishment
b. Speed of production
c. Speed of service
d. Speed of shipping
College of Administrative and Financial Sciences
Assignment 3
Deadline: 10/4/2021 @ 23:59
Course Name: Logistics Management
Student’s Name:
Course Code: MGT322
Student’s ID Number:
Semester: II
CRN:
Academic Year: 1441/1442 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade:

Level of Marks:
Instructions – PLEASE READ THEM CAREFULLY
· The Assignment must be submitted on Blackboard (WORD
format only) via allocated folder.
· Assignments submitted through email will not be accepted.
· Students are advised to make their work clear and well
presented, marks may be reduced for poor presentation. This
includes filling your information on the cover page.
· Students must mention question number clearly in their
answer.
· Late submission will NOT be accepted.
· Avoid plagiarism, the work should be in your own words,
copying from students or other resources without proper
referencing will result in ZERO marks. No exceptions.
· All answered must be typed using Times New Roman (size 12,
double-spaced) font. No pictures containing text will be
accepted and will be considered plagiarism).
· Submissions without this cover page will NOT be accepted.
Logistics ManagementASSIGNMENT -3
Submission Date by students: Before the end ofWeek- 12th
Place of Submission: Students Grade Centre
Weight: 5 Marks
Learning Outcome:
1. Ability to explain and distinguish between the concepts of
logistic system operations using logistic systems, time based
management and lean thinking.
2. Analyze and identify challenges and issues pertaining to
logistical processes.
Assignment Workload:
This assignment is an individual assignment.
Critical Thinking
The global marketplace has witnessed an increased pressure

from customers and competitors in manufacturing as well as
service sector (Basu, 2001; George, 2002). Due to the rapidly
changing global marketplace only those companies will be able
to survive that will deliver products of good quality at cheaper
rate and to achieve their goal companies try to improve
performance by focusing on cost cutting, increasing
productivity levels, quality and guaranteeing deliveries in order
to satisfy customers (Raouf, 1994).
Increased global competition leads the industry to increasing
efficiency by means of economies of scale and internal
specialization to meet market conditions in terms of flexibility,
delivery performance and quality (Yamashina, 1995). The
changes in the present competitive business environment
characterized by profound competition on the supply side and
keen indecisive in customer requirements on the demand side.
These changes have left their distinctive marks on the different
aspect of the manufacturing organizations (Gomes et al., 2006).
With this increasing global economy, cost effective
manufacturing has become a requirement to remain competitive.
To meet all the challenges organizations try to introduce
different manufacturing and supply techniques. Management of
organizations devotes its efforts to reduce the manufacturing
costs and to improve the quality of product. To achieve this
goal, different manufacturing and supply techniques employed.
The last quarter of the 20th century witnessed the adoption of
excellent, lean and integrated manufacturing strategies that have
drastically changed the way manufacturing firm’s leads to
improvement of manufacturing performance (Fullerton and
McWatters, 2002).
Consult chapter 7 of your textbook or secondary available data
through internet and answer the following questions.
Question:
1. Why Companies adopted Lean Thinking and JIT model? (1.5
Mark)
2. Discuss major types of Waste, companies has to keep in mind
during production. (1.5 Mark)

3. Due to pandemic COVID 19 emergency, do you think agile
supply chain is the right concept in this kind of situation? Give
reason with example. (1.5 Mark)
4. Reference (0.5 Mark)
The Answer must follow the outline points below:
· Each answer should be 300 to 500 range of word counts.
· Lean Thinking and JIT Concept
· Agile Supply chain
· Their Main functions
· Reasons with suitable Examples
· Reference use APA style of referencing
Mental illness goes undiagnosed in so many individuals living
in the United States. Studies have shown it to affect
approximately one in every five (19 percent) of adults. The
American Psychiatric Association (APA) (2019) defines mental
illnesses as health conditions affecting deviations in emotion,
thinking or behavior (or a combination of these). These
illnesses are also coupled with distress and/or difficulties acting
in social, work or family events.
Case study:
George is a 27-year-old, single, Caucasian male who came to
the clinic seeking medication for his fatigue, lack of energy,
reduced sex drive and withdrawn behavior. Which he states this
feeling happens to him all the time, around this time of
year(winter) for the past 2 years.
Patient Information:
G.A. 27-year-old Caucasian male
CC (chief complaint): fatigue, lack of energy, reduced sex
drive, and withdrawn behavior
HPI: G.A. is a 27-year-old, single, Caucasian male who came to
the clinic seeking medication that will help with his fatigue,

lack of energy, reduced sex drive, and withdrawn behavior. He
stated that his symptoms had been harsh this year around
wintertime and is now wanting to seek help because it has
affected his personal life. He reported that he started feeling
this way 2 years ago, and is becoming more withdrawn from the
things that he normally enjoys doing. He denied seeking help
because he was afraid of being labeled.
Current Medications: None.
Allergies: NKDA.
PMHx: Immunizations are current. Reports having no medical
problems.
PSHx: None
Social Hx: Single Caucasian male. G.A. is an only child. He
lives with his divorced mother. He denies drinking, smoking
and illegal drug use.
Fam Hx: Father was an alcoholic and is now deceased from a
motor vehicle accident 5 years ago. Mother 65 is alive and
suffers from depression. No other pertinent family hx reported.
ROS:
Constitutional: States he lost 10lbs in the last month. Negative
for chills, fever, weakness, and night sweats
HEENT: Eyes: No visual loss, PERRLA. Ears, Nose, Throat:
No hearing loss, nasal congestion, or sore throat.
Skin: Normal temperature, tone, texture, turgor and no rash or
itching.
Cardiovascular: No chest pain, discomfort, and palpitations. No
edema.
Respiratory: No shortness of breath. No cough or sputum.
Gastrointestinal: No nausea, vomiting, diarrhea, or abdominal
pain. Abdomen soft, non-tender, non-distended, bowel sounds
active in all four quadrants.
Genitourinary: No sign of dysuria or polyuria and voiding
freely
Neurological: No headache, dizziness, or syncope and
numbness or tingling.
Musculoskeletal: No back pain, muscle, and joint pain or

stiffness.
Hematologic: Negative for bleeding or bruising.
Lymphatics: Negative for enlarged nodes.
Psychiatric: Family hx of depression (mother)
Endocrinologic: No polyuria or polydipsia.
Allergies: NKDA.
Physical exam:
Vital signs: BP 110/60, Pulse 100, Temp 36.1 C, Resp 20,
Height 6' 1", Weight 170lb.
General: Flat affect, no eye contact, patient looks at floor while
speaking. Speaks in a low tone
HEENT: Head normocephalic and atraumatic. Hair evenly
distributed throughout the scalp. Eyes: Sclera clear.
Conjunctiva: white, PERRLA, EOMs intact bilateral. Ears:
Tympanic membranes gray and intact and no discharge or
erythema. Nose: Nares normal, septum midline, mucosal pink
and moist and no drainage or sinus tenderness. Throat: Lips,
mucosa and tongue normal, no lesions or exudate. Neck. Supple,
trachea midline, no tenderness, no cervical lymphadenopathy or
nodules. No carotid bruit or JVD. Thyroid midline: small and
firm without palpable masses.
Lungs: Lungs clear to auscultation bilaterally. Respirations
even and unlabored.
Cardiovascular: S1 and S2 normal, no murmur, rub or gallop.
RRR, no displaced PMI. Peripheral pulses equal bilaterally, no
peripheral edema.
Abdomen: Soft, non-tender, non-distended, bowel sounds
present in all four quadrants. No hernias and no masses. No
organomegaly.
Genitalia: Deferred.
Rectal: Deferred.
Musculoskeletal: Moves all extremities, good ROM, no edema
Skin: Warm to touch, normal tone, texture, turgor, no
induration, no rash and no lesions.
Neurologic: Negative for any deficits
Psychiatric: Flat affect.

Reference:
American Psychiatric Association. (2019). What is mental
illness? Retrieved from https://www. psychiatry.org/patients-
families/what-is-mental-illness

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