Bus 307 week 5 final paper

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BUS 307 Week 5 Final Paper
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The final assignment for the course is a Final Paper on two cases. The Final
Paper should demonstrate understanding of the reading as well as the
implications of new knowledge. The eight- to ten-page paper should integrate
readings and course discussions into work and life experiences. It may include
an explanation and examples from previous experiences as well as implications
for future applications.
Read the case study at the end of Chapter 15 and the case study at the end of
Chapter 16, and thoroughly answer all the following questions. Supplement your
answers with scholarly research using the Ashford Online Library. Each case
study should be addressed in four to five pages, resulting in a combined Final
Paper of eight to ten pages.
Chapter 15 Case Study: The Realco Breadmaster
1. Develop a master production schedule for the breadmaker. What do the
projected ending inventory and available-to-promise numbers look like? Has
Realco “overpromised“? In your view, should Realco update either the forecast or
the production numbers?
2. Comment on Jack“s approach to order promising. What are the advantages? The
disadvantages? How would formal master scheduling improve this process? What
organizational changes would be required?
3. Following up on Question 2, which do you think is worse, refusing a
customer“s order upfront because you don“t have the units available or accepting
the order and then failing to deliver? What are the implications for master
scheduling?
4. Suppose Realco produces 20,000 breadmakers every week, rather than 40,000
every other week. According to the master schedule record, what impact would
this have on average inventory levels?
Chapter 16 Case Study: A Bumpy Road for Toyota
1. Is Toyota“s focus on quality consistent with the Lean philosophy? Can a firm
actually follow the Lean philosophy without having a strong quality focus?
Explain.
2. Who are the “coordinators“ referred to in the article? What role have they
played in educating Toyota“s workforce in promoting the TPS (Toyota Production
System) philosophy? Why are they so hard to replicate?
3. According to Hajime Oba, what is wrong with Detroit“s approach to Lean? Based
on your understanding of American auto manufacturers, do you agree or disagree?
4. There is an old saying “Haste makes Waste.“ How does this apply to what is
happening in the Georgetown plant? What is Toyota doing about it?

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The following is a breakdown of the paper I need: Focus of the Final Paper The final assignment for the course is a Final Paper on two cases. The Final Paper should demonstrate understanding of the reading as well as the implications of new knowledge. The eight- to ten-page paper should integrate readings and course discussions into work and life experiences. It may include an explanation and examples from previous experiences as well as implications for future applications. Read the case study at the end of Chapter 15 and the case study at the end of Chapter 16, and thoroughly answer all the following questions. Supplement your answers with scholarly research using the Ashford Online Library. Each case study should be addressed in four to five pages, resulting in a combined Final Paper of eight to ten pages. Chapter 15 Case Study: The Realco Breadmaster Develop a master production schedule for the breadmaker. What do the projected ending inventory and available-to-promise numbers look like? Has Realco “overpromised”? In your view, should Realco update either the forecast or the production numbers? Comment on Jack’s approach to order promising. What are the advantages? The disadvantages? How would formal master scheduling improve this process? What organizational changes would be required? Following up on Question 2, which do you think is worse, refusing a customer’s order upfront because you don’t have the units available or accepting the order and then failing to deliver? What are the implications for master scheduling? Suppose Realco produces 20,000 breadmakers every week, rather than 40,000 every other week. According to the master schedule record, what impact would this have on average inventory levels? Chapter 16 Case Study: A Bumpy Road for Toyota Is Toyota’s focus on quality consistent with the Lean philosophy? Can a firm actually follow the Lean philosophy without having a strong quality focus? Explain. Who are the “coordinators” referred to in the article? What role have they played in educating Toyota’s workforce in promoting the TPS (Toyota Production System) philosophy? Why are they so hard to replicate? According to Hajime Oba, what is wrong with Detroit’s approach to Lean? Based on your understanding of American auto manufacturers, do you agree or disagree? There is an old saying “Haste makes Waste.” How does this apply to what is happening in the Georgetown plant? What is Toyota doing about it? Writing the Final Paper The Final Paper: Must be eight to ten double-spaced pages in length, in addition to the title page and reference page, and formatted according to APA style as outlined in the Ashford Writing Center. Must include a title page with the following: Title of paper Student’s name Course name and number Instructor’s name Date submitted Leave the title page blank and I will fill it in. Must begin with an introductory paragraph that has a succinct thesis statement. Must address the topic of the paper with crit.

The following is a breakdown of the paper I needFocus of the Fi.docx

The following is a breakdown of the paper I needFocus of the Fi.docx

The following is a breakdown of the paper I needFocus of the Fi.docx

Final Paper The final assignment for the course is a Final Paper on two cases. The Final Paper should demonstrate understanding of the reading as well as the implications of new knowledge. The eight- to ten-page paper should integrate readings and course discussions into work and life experiences. It may include an explanation and examples from previous experiences as well as implications for future applications. Read the case study at the end of Chapter 15 and the case study at the end of Chapter 16, and thoroughly answer all the following questions. Supplement your answers with scholarly research using the Ashford Online Library. Each case study should be addressed in four to five pages, resulting in a combined Final Paper of eight to ten pages. Chapter 15 Case Study: The Realco Breadmaster · Develop a master production schedule for the breadmaker. What do the projected ending inventory and available-to-promise numbers look like? Has Realco “overpromised”? In your view, should Realco update either the forecast or the production numbers? · Comment on Jack’s approach to order promising. What are the advantages? The disadvantages? How would formal master scheduling improve this process? What organizational changes would be required? · Following up on Question 2, which do you think is worse, refusing a customer’s order upfront because you don’t have the units available or accepting the order and then failing to deliver? What are the implications for master scheduling? · Suppose Realco produces 20,000 breadmakers every week, rather than 40,000 every other week. According to the master schedule record, what impact would this have on average inventory levels? Chapter 16 Case Study: A Bumpy Road for Toyota · Is Toyota’s focus on quality consistent with the Lean philosophy? Can a firm actually follow the Lean philosophy without having a strong quality focus? Explain. · Who are the “coordinators” referred to in the article? What role have they played in educating Toyota’s workforce in promoting the TPS (Toyota Production System) philosophy? Why are they so hard to replicate? · According to Hajime Oba, what is wrong with Detroit’s approach to Lean? Based on your understanding of American auto manufacturers, do you agree or disagree? · There is an old saying “Haste makes Waste.” How does this apply to what is happening in the Georgetown plant? What is Toyota doing about it? The Final Paper: · Must be eight to ten double-spaced pages in length (not including title and references pages) and formatted according to APA style as outlined in the Ashford Writing Center. · Must include a separate title page with the following: · Title of paper · Student’s name · Course name and number · Instructor’s name · Date submitted · Must begin with an introductory paragraph that has a succinct thesis statement. · Must address the topic of the paper with critical thought. · Must end with a conclusion that reaffirms your thesis. · Must use at least four schola ...

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Case Studies The Realco Breadmaster Two years ago, Johnny Chang’s company, Realco, introduced a new breadmaker, which, due to its competitive pricing and features, was a big success across the United States. While delighted to have the business, Johnny felt uneasy about the lack of formal planning surrounding the product. He found himself constantly wondering, “Do we have enough breadmakers to meet the orders we’ve already accepted? Even if we do, will we have enough to meet expected future demands? Should I be doing something right now to plan for all this?” To get a handle on the situation, Johnny decided to talk to various folks in the organization. He started with his inventory manager and found out that inventory at the end of last week was 7,000 units. Johnny thought this was awfully high. Johnny also knew that production had been completing 40,000 breadmakers every other week for the last year. In fact, another batch was due this week. The production numbers were based on the assumption that demand was roughly 20,000 breadmakers a week. In over a year, no one had questioned whether the forecast or production levels should be readjusted. Johnny then paid a visit on his marketing manager to see what current orders looked like. “No problem,” said Jack Jones, “I have the numbers right here.” WEEK PROMISED SHIPMENTS 1 23,500 2 23,000 3 21,500 4 15,050 5 13,600 6 11,500 7 5,400 8 1,800 Johnny looked at the numbers for a moment and then asked, “When a customer calls up, how do you know if you can meet his order?” “Easy,” said Jack. “We’ve found from experience that nearly all orders can be filled within two weeks, so we promise them three weeks. That gives us a cushion, just in case. Now look at weeks 1 and 2. The numbers look a little high, but between inventory and the additional 40,000 units coming in this week, there shouldn’t be a problem.” Questions 1. Develop a master production schedule for the breadmaker. What do the projected ending inventory and available-to-promise numbers look like? Has Realco overpromised? In your view, should Realco update either the forecast or the production numbers? 2. Comment on Jack’s approach to order promising. What are the advantages? The disadvantages? How would formal master scheduling improve this process? What organizational changes would be required? 3. Following up on Question 2, which do you think is worse: refusing a customer’s order up front because you don’t have the units available or accepting the order and then failing to deliver? What are the implications for master scheduling? 4. Suppose Realco produces 20,000 breadmakers every week rather than 40,000 every other week. According to the master schedule record, what impact would this have on average inventory levels? Supply-Chain Challenges in Post-Earthquake Japan Japanese automakers have long been known for the quality of their products, and especially for the efficiency of their streamlined manufacturing and supply processes. Thus, ...

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QSO 680 Module One Journal Guidelines and Rubric Overview: Journal activities in this course are private between you and the instructor. Review this tutorial for information on creating a Blackboard journal entry. The use of case study analysis gives you an opportunity to see project management in action. Case study analysis takes abstract methodologies and puts them into practice. In this assignment, you will analyze the case study will be used for your final project: a program performance report. Prompt: Begin by reading the case study Value-Driven Project and Portfolio Management in the Pharmaceutical Industry: Drug Discovery versus Drug Development - Commonalities and Differences in Portfolio Management Practice. You will be working with this case study throughout the course, so take the time to familiarize yourself with it. Focus on the important facts and key issues. Use the following guiding questions to focus your reading and assist in writing your overview:  What is/are the defining objective(s) identified in the case study?  What are the differences and similarities and the advantages and disadvantages of managing at the project, portfolio, and program levels?  Who is the target stakeholder group that would benefit from understanding the portfolio management process?  How does corporate strategy align with the project portfolio in the case study?  What role does the project manager play in this case study? Write a concise (3 to 5 paragraph) overview of the case study addressing the above questions and summarizing your final thoughts on the case study presented. Specifically, the following critical elements must be addressed: I. Define the objective(s) in the case study. II. Identify the target stakeholder group and explain the benefits of the portfolio management process to this group. III. Explore the differences/similarities and the advantages/disadvantages of managing at the project, portfolio, and program levels. IV. Explain how corporate strategy aligns with the project portfolio in the case study. V. Assess the role of the project manager in the case study. Note: If you need additional guidance in case study analysis, refer to this article: Guidelines for Writing a Case Study Analysis. https://my.snhu.edu/Offices/ITS/IS/resources/Documents/Creating_a_Journal_Entry.pdf http://search.proquest.com.ezproxy.snhu.edu/docview/232912662?pq-origsite=summon&accountid=3783 http://search.proquest.com.ezproxy.snhu.edu/docview/232912662?pq-origsite=summon&accountid=3783 https://awc.ashford.edu/tocw-guidelines-for-writing-a-case-study.html Rubric Guidelines for Submission: Your 3- to 5-paragraph journal entry must be submitted with 12-point Times New Roman font and any sources cited in APA format. Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions. ...

QSO 680 Module One Journal Guidelines and Rubric Overvi.docx

QSO 680 Module One Journal Guidelines and Rubric Overvi.docx

QSO 680 Module One Journal Guidelines and Rubric Overvi.docx

(1) For this assignment, you will need to read the case, IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (A), from your HBR Coursepack. Before diving into the case, remember to review the Case Reading Process Steps that you learned in both the Case Analysis Coach as well as Chapter 3 of The Case Study Handbook. Step 1: For your initial post to this discussion, you must submit your answers to the following questions: · · · What is the core scenario of the case? Why did you classify it as such? · Based on your classification of the case, what do you believe are the top 3-5 things you need to know about the situation in order to accomplish what you believe the main character has to do or to resolve the major uncertainty that the main character is facing? · Based on your reading of the case, provide a brief, one sentence summary of what you know about each of the things on your list. · Where within the case did you discover the information on each? Case Analysis Summary IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor (A) Marianne Barner needs to make a decision on behalf of IKEA regarding the accusation brought forth against Rangan Exports. She’s faced a similar scenario just one year before when she was brand new to her position as business area manager for carpets. In the months following, she studied the problem personally and recommended implementation of a revised supply agreement and the appointment of an independent auditor to monitor compliance. She thought she had IKEA’s carpet supply chain under control, so the call from the producers of the German TV documentary ousting Rangan Exports not only came as a surprise but a disappointment as well. Imagine you are a team of consultants, hired by Barner to help her in this situation. Based on this, answer the following questions, being mindful of calling upon evidence provided in the case. 1. What are the key decisions Barner needs to make in both the short- and the long-term? As a team, what do you believe are the top 2-3 things you need to know in order to help Barner make each of these decisions? Add additional rows as needed. Decision Short or Long Term? Criteria / What We Need to Know 2. What action(s) would you take regarding the IKEA supply contract with Rangan Exports? In your answer, include why your team recommends this course of action, any unintended consequences your decision might have, and what you might do to counteract this effect. 3. What do you recommend Barner do about the company’s longer-term approach to its carpet sourcing? Should they continue to implement the revised supply contract, backed by IKEA’s own monitoring process, or should they sign up to an industry-wide Rugmark labeling and monitoring program? Why? What are the pros and cons of each decision? IKEA’s Own Monitoring Process Industry-Wide Rugmark Labeling & Monitoring Pros Cons Pros Cons 4. How is IKEA currently taking .

(1) For this assignment, you will need to read the case, IKEAs Gl.docx

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CMGT/578 v12 Long-range IT Plan Focusing on Innovation CMGT/578 v11 Page 2 of 2Long-range IT Plan Focusing on Innovation For this assignment, you’re a senior IT manager at Reynolds Tool & Die. You have been asked to write a 3-page plan detailing how you will create a culture of innovation in IT operations and integrate IT innovation into long-range strategic planning. Your proposal should include recommendations for specific technology innovations and explain how you expect these innovations to drive business success over time. This assignment requires you to analyze the company’s goals; analyze how IT innovation can contribute to those goals and how the current environment might be able to support innovation. After you have completed your analyses, you will synthesize all of this information into a long-range IT plan focusing on innovation. Specifically, your plan needs to address two things: 1. What IS innovations can you propose that align with the strategic long-range plans of both IT and the organization? 2. How can you create a culture of innovation within your IT organization? Headings should be as follows: I. Long-range, Innovative Solution s Planning Consider this a wish list. What innovative technologies will you propose to help Reynolds accomplish its long-range goals? For example, does artificial intelligence have a place in the organization? Big Data? What about next generation cloud technologies? How will mobility (related to mobile devices) fit into your planning? II. Creating a Culture of Innovation in the IT Organization In order to implement creative solutions, you need an innovative team. Going forward, you’ll want to hire the right people and train them the right way. You already have staff who have been doing things a specific way, and you need to create a culture of innovation throughout the organization. How will you do that? Some areas to address are: i. IT Staffing and Training Does your current staff have the right skill sets? What skill sets will they need to add in order to be innovative? What are the potential budget considerations for ongoing training? ii. R&D Can you make the case for research and development (R&D) within Reynolds’ IT organization? R&D isn’t synonymous with product development; it’s a function tasked with pursuing forward-thinking, innovative strategies, even strategies that the business doesn’t expect to pay off in the short term, but hopes will pay off eventually in the long term. Copyright© 2021 by University of Phoenix. All rights reserved. Copyright© 20XX by University of Phoenix. All rights reserved. How to write a business report (This handbook has been written in collaboration with the School of Marketing and International Business, and Student Learning, Victoria University of Wellington) April 2017 i Contents Introduction ........................................................................................... 1 1 Planning your business repo ...

CMGT578 v12Long-range IT Plan Focusing on InnovationCMGT578

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BA 620 Managerial Finance Group Problem Set 2 (125 points) This problem Set is based on materials covered in modules 5, 6, and 7. It is designed for you to demonstrate your understanding and be able to apply basic capital budgeting concepts, working capital management, dividend policy, and international financial management. Part 1: Capital Budgeting Analysis Adams, Incorporated would like to add a new line of business to its existing retail business. The new line of business will be the manufacturing and distribution of animal feeds. This is a major capital project. Adams, Incorporated is aware you an in an MBA program and would like you to help analysis the viability of this major business venture based on the following information: • The production line would be set up in an empty lot the company owns. • The machinery’s invoice price would be approximately $200,000, another $10,000 in shipping charges would be required, and it would cost an additional $30,000 to install the equipment. • The machinery has useful life of 4 years, and it is a MACRS 3-year asset. • The machinery is expected to have a salvage value of $25,000 after 4 years of use. • This new line of business will generate incremental sales of 1,250 units per year for 4 years at an incremental cost of $100 per unit in the first year, excluding depreciation. Each unit can be sold for $200 in the first year. The sales price and cost are expected to increase by 3% per year due to inflation. • Net working capital would have to increase by an amount equal to 12% of sales revenues. The firm’s tax rate is 40%, and its overall weighted average cost of capital is 10%. Required: 1. If the company spent $40,000 last year in the upkeep of the empty lot, should this cost be included in the analysis? Why or why not? 2. Disregard the assumptions in part 1 above. What is the machinery’s depreciable basis? What are the annual depreciation expenses? 3. Calculate the annual sales revenues and costs (other than depreciation). 4. Construct annual incremental operating cash flow statements. 5. Estimate the required net working capital for each year based on sales for the following year. Working capital will be recovered at the end of year 4. 6. Calculate the after-tax salvage cash flow. 7. Calculate the net cash flows for each year. Based on these cash flows, what are the project’s NPV, IRR, Profitability Index (PI), and payback? 8. Can you use the Payback method to decide whether this is a good project or not? Why or why not? 9. Interpret what NPV, IRR, and Profitability Index (PI) mean. Based on your interpretation, do these indicators suggest the new business line should be undertaken? Part 2: Working Capital Management 1. Adams Stores, Inc. is trying to determine the effect of its inventory turnover ratio and days sales outstanding (DSO) on its cash flow cycle. Adams’ sales last year (.

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BA 620 Managerial Finance Group Problem Set 2 (125 points) This problem Set is based on materials covered in modules 5, 6, and 7. It is designed for you to demonstrate your understanding and be able to apply basic capital budgeting concepts, working capital management, dividend policy, and international financial management. Part 1: Capital Budgeting Analysis Adams, Incorporated would like to add a new line of business to its existing retail business. The new line of business will be the manufacturing and distribution of animal feeds. This is a major capital project. Adams, Incorporated is aware you an in an MBA program and would like you to help analysis the viability of this major business venture based on the following information: • The production line would be set up in an empty lot the company owns. • The machinery’s invoice price would be approximately $200,000, another $10,000 in shipping charges would be required, and it would cost an additional $30,000 to install the equipment. • The machinery has useful life of 4 years, and it is a MACRS 3-year asset. • The machinery is expected to have a salvage value of $25,000 after 4 years of use. • This new line of business will generate incremental sales of 1,250 units per year for 4 years at an incremental cost of $100 per unit in the first year, excluding depreciation. Each unit can be sold for $200 in the first year. The sales price and cost are expected to increase by 3% per year due to inflation. • Net working capital would have to increase by an amount equal to 12% of sales revenues. The firm’s tax rate is 40%, and its overall weighted average cost of capital is 10%. Required: 1. If the company spent $40,000 last year in the upkeep of the empty lot, should this cost be included in the analysis? Why or why not? 2. Disregard the assumptions in part 1 above. What is the machinery’s depreciable basis? What are the annual depreciation expenses? 3. Calculate the annual sales revenues and costs (other than depreciation). 4. Construct annual incremental operating cash flow statements. 5. Estimate the required net working capital for each year based on sales for the following year. Working capital will be recovered at the end of year 4. 6. Calculate the after-tax salvage cash flow. 7. Calculate the net cash flows for each year. Based on these cash flows, what are the project’s NPV, IRR, Profitability Index (PI), and payback? 8. Can you use the Payback method to decide whether this is a good project or not? Why or why not? 9. Interpret what NPV, IRR, and Profitability Index (PI) mean. Based on your interpretation, do these indicators suggest the new business line should be undertaken? Part 2: Working Capital Management 1. Adams Stores, Inc. is trying to determine the effect of its inventory turnover ratio and days sales outstanding (DSO) on its cash flow cycle. Adams’ sales last year (.

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