Ompp3 om (operations management) practical project problems are

1. OMPP3
OM (Operations Management) Practical Project Problems- are
applications of OM principles and theories, often using specific
OM tools applied to real world OM activities.
Fishbone Diagrams
Pick one of the areas from your work to date on the
organization and focus on a problem or opportunity that has
surfaced. Develop a “Fishbone Diagram” chart for that problem
or opportunity. In the college area we could focus on dropouts
and retention; completion delays or problems; administrative
bottlenecks for example. The basic idea of the Fishbone is to
identify an opportunity and then develop a viable future
operational strategy.
A fishbone diagram (also known as a cause-and-effect diagram,
Ishikawa diagram or herringbone diagram) is a visualizati on
technique for categorizing the potential causes of a specific
problem. The main purpose is to find the root cause.
Fishbone Diagram Main Steps:
Step1: Identify and agree on a problem statement. After that,
write the problem statement in a box on the left side of a
whiteboard or sheet of paper. Now, draw a horizontal line
across the paper starting from the box. Our example (above)
shows the problem as “low enrollment”
Step2: Consider the major categories of factors involved in the
problem. If this is difficult, you can use a standard
categorization model:
· Materials
· People
· Equipment
· Measurement-Our example: [1] applications [2] acceptance [3]
enrollment [4] compare to prior years

2. · External factors and etc.-Our example: Covid; the economy.
Step 3: Identify the possible causes. For each of the categories
of factors, you found in step 2, think of possible causes. Draw
the possible causes as branches from the main horizontal
line. Where a cause is too complex, you may break it down into
some sub-causes. Draw these as small lines that come off each
cause line. External factor: Cause: Covid prohibits on campus
classes; some students do not want to do all online learning.
Step 4: Analyze the diagram you just have created. Now, you
have an overview of the possible causes. Depending on the
nature of the problem, you might need to collect and investigate
additional information to better understand the causes. This may
involve carrying out surveys, simple hypothesis testing (such as
asking “Where?”, and “How?”) and etc.
Source: http://www.intellspot.com/fishbone-diagram-
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1
Operations Management
Chapter 03 Homework Assignment
Use this file in input your answers. Please include citations and
any excel files with same name format as below.
Please name file Chapter 02 Homework Mission Statement and
Productivity_yourlastname.doc
1. The owner Berry Pies, is contemplating adding a new line of
pies, which will require leasing new equipment for a monthly
payment of $7,000. Variable costs would be $3 per pie, and pies
would retail for $8.00 each.

3. a. How many pies must be sold in order to break even?
b. What would the profit (loss) be if 1,300 pies are made and
sold in a month?
c. How many pies must be sold to realize a profit of $4,500?
d. If 3,100 can be sold, and a profit target is $8,000, what price
should be charged per pie?
2. Describe the stages of the product life cycle. What are the
demand characteristics at each stage? (about one paragraph)
3. For your product (about one to two paragraphs):
a. Discuss the stages of the life cycle for your product.
b. At which stage is your product is in its life cycle.
c. What do you think are the primary sources for idea
development for your product and how important is the
feedback loop in the Product Design Process for your product.
4. Mop and Broom Manufacturing estimates that it takes 10.0
hours for each broom to be produced, from raw materials to
final product. An evaluation of the process reveals that the
amount of time spent working on the product is 7 hours.
Determine process velocity. Your answer should have five
significant numbers. If you can, evaluate what this number
means and or if you can't please explain why.
5. Oakwood Outpatient Clinic is analyzing its operation in an
effort to improve performance. The clinic estimates that a
patient spends on average 1.25 hours at the facility. The amount
of time the patient is in contact with staff (i.e., physicians,
nurses, office staff, lab technicians) is estimated at 60 minutes.
On average the facility sees 42 patients per day. Their standard
has been 40 patients per day. Determine process velocity AND
efficiency for the clinic. Mind you units. Your answer for PV

4. should have three significant numbers. If you can, evaluate what
the PV number means and or if you can't please explain why.
Also comment on the efficiency level of the Clinic.
Fishbone DiagramFishbone Diagram
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