1. BUS 307
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BUS 307 ENTIRE COURSE OPERATIONS
MANAGEMENT & QUANTITATIVE TECHNIQUES
BUS 307 Week1 DQ 1 Value Index
BUS 307 Week1 DQ 2 Business Mapping of Processes
BUS 307 Week1 Quiz
BUS 307 Week2 DQ 1 Gantt vs Network Based Approach
BUS 307 Week2 DQ 2 Expected Values and Decision Trees
BUS 307 Week2 Quiz
BUS 307 Week3 DQ 1 Forecasting Models
BUS 307 Week3 DQ 2 Pros and Cons of Outsourcing
BUS 307 Week3 Spend Analysis
BUS 307 Week3 Quiz
BUS 307 Week4 DQ 1 Levelvs Chase Production Plan
BUS 307 Week4 DQ 2 IT EOQ ROP Interrelationships
BUS 307 Week4 Quiz
2. BUS 307 Week5 DQ 1 ERPSolutions
BUS 307 Week5 DQ 2 Calculation of Kanban Cards
BUS 307 Week5 Final Paper
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BUS 307 WEEK 1 QUIZ
Week One Quiz. Complete the quizon theassigned readings for the week.
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BUS 307 WEEK 2 QUIZ
Week TwoQuiz. Complete the quizon theassigned readings for the week.
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BUS 307 WEEK 3 QUIZ
Week Three Quiz.Complete the quizon the assigned readings for the week.
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BUS 307 WEEK 3 SPEND ANALYSIS
Spend Analysis.From the end of Chapter 11, read the Case Study: The ABCs of Spend Analysis. Respond tothe
following questions in a one tothree page document tosubmit toy our instructor.The submission must adheretoAPA
sty leguidelines and should includeat least twoscholarly references.
1. Why are data analysis skills and thinking soimportant tospend analysis? Can’t software applications be used to
generate the information neededautomatically?
2. How might a structuredprocess such as Six Sigma methodology (Chapter 3) be usefulhere?
3. Why is it important toget other functionalareas,notably finance,involved in spend analysis efforts? Can
y ou thinkof some other functional areas that should be involved?
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BUS 307 WEEK 4 QUIZ
Week Four Quiz. Completethe quiz on the assigned readings for the week.
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BUS 307 WEEK 5 FINAL PAPER
The finalassignment for the course is a FinalPaper on twocases. The FinalPaper should demonstrate understanding
of the reading as wellas the implications of new knowledge. The eight-toten-page paper should integrate readings
and course discussions intowork and lifeexperiences. It may include an explanation and examples from previous
experiences as well as implications for futureapplications.
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 tofivepages, resulting in a combinedFinal Paper of eight toten pages.
Chapter 1 5Case Study: The RealcoBreadmaster
1 . Develop a master production schedule for the breadmaker.What dothe projected ending inventory and available-
to-promise numbers look like? Has Realco“overpromised”?In y our view,should Realcoupdate either the forecast or
the production numbers?
2. Comment on Jack’s approach toorder promising.What arethe advantages? Thedisadvantages? How wouldformal
master scheduling improve this process? What organizationalchanges would be required?
3. Following up on Question 2,which doy ou thinkis worse,refusing a customer’s order upfront because you don’t
have the units available or accepting the order and then failing todeliver? What are the implications for master
scheduling?
4. Suppose Realcoproduces 20,000breadmakers every week, rather than 40,000 every other week.According tothe
master schedule record, what impact would this have on average inventory levels?
Chapter 16 Case Study: A Bumpy Road for Toy ota
1 . Is Toy ota’s focus on quality consistent with the Lean philosophy? Can a firmactually follow the Lean philosophy
without having a strong quality focus? Explain.
4. 2. Whoare the “coordinators” referred toin the article? What role have they played in educating Toyota’s workforce
in promoting the TPS (Toyota Production System) philosophy? Why are they sohard toreplicate?
3. According toHajimeOba,what is wrong with Detroit’s approach toLean? Based on your understanding of
American automanufacturers,doy ou agree or disagree?
4. There is an old saying “Haste makes Waste.” How does this apply towhat is happening in theGeorgetown plant?
What is Toyota doing about it?
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