Table of ContentIntroduction This is the data exhibits that will be accompanying the "ASCM School Round 2020 Case Competition" to provide clarity on the situation and support on which the solutions should be formed. The data exhibits highlight 3 main areas relevant to manufacturing supply chain processes, which are: Raw Material Management, Asset Management and Factory Efficiency. The data sets in the exhibit are distinct and will provide different insights, which may or may not be codependent among each other, into the "current state" of the Juice-manufacturing company. SKU Nomenclature: Container Type (bottles/cans) + Liquid Capacity (oz) + Number of Containers per Pack + Type of Fruits + Form of fruitsTable of ContentExhibit A: Yearly Performance OverviewThis exhibit provides the performance overview of the plants in Juice-Perfect's network. Column B: Plant locations Column C: Total Run Time (hr.) Column D: Annual Planned Downtime (hr.) Column E: Annual Unplanned Downtime (hr.) Column F: MTBF - Mean Time Before Failure (min) Column G: MTTR - Mean Time to Repair (min) Column H: Annual Planned ProductionExhibit B: Inventory DelaysThis data set provides information regarding the unmet production plan of ONE production line as a result of inventory issues. Column B: SKU ID Column C: Planned Amount Column D: Bottles available in storage Column E: Planned production date Column F: Unmet production reason Column G: Bottle shipment ID Column H: Total Amount Shipped Column I: Amount left in yard Column J: Arrival Date Column K: Reasons left in yardExhibit C: Maintenance ScheduleThis data set provides the information for work orders planned on each maintenance day for ONE production line. Details include planned/actual maintenance date, parts need and availability, reason for delay, and hours planned/actual for different worker category(Operator, Electrician, Mechanist). Please see below for the description of each column of the data set: Column B: Work order ID Column C: Schedule maintenance date to complete the work order Column D: Parts needed to perform maintenance for the work order Column E: Parts available in inventory Column F: Total labor hours planned to complete the work order Column G: Total actual labor hours spent to complete the work order Column H: Reason for delay in performing maintenance for the work order List contains: Insufficient Materials, Labor Shortage, Labor Expertise, Delays in bring the line down, N/A Column I: Hours planned for Electrician to work on the work order Column J: Hours planned for Operator to work on the work order Column K: Hours planned for Machinist to work on the work order Column L: Actual hours spent for Electrician to work on the work order Column M: Actual hours spent for Operator to work on the work order Column N: Actual hours spent for Mechanist to work on the work orderExhibit D: Process Flow ChartRaw Material intake process flow chartExhibit E: Facility LayoutOverall Facility layout inc.

1. Table of ContentIntroduction This is the data exhibits that will
be accompanying the "ASCM School Round 2020 Case
Competition" to provide clarity on the situation and support on
which the solutions should be formed. The data exhibits
highlight 3 main areas relevant to manufacturing supply chain
processes, which are: Raw Material Management, Asset
Management and Factory Efficiency. The data sets in the exhibit
are distinct and will provide different insights, which may or
may not be codependent among each other, into the "current
state" of the Juice-manufacturing company.
SKU Nomenclature:
Container Type (bottles/cans) + Liquid Capacity (oz) + Number
of Containers per Pack + Type of Fruits + Form of fruitsTable
of ContentExhibit A: Yearly Performance OverviewThis
exhibit provides the performance overview of the plants in
Juice-Perfect's network.
Column B: Plant locations
Column C: Total Run Time (hr.)
Column D: Annual Planned Downtime (hr.)
Column E: Annual Unplanned Downtime (hr.)
Column F: MTBF - Mean Time Before Failure (min)
Column G: MTTR - Mean Time to Repair (min)
Column H: Annual Planned ProductionExhibit B: Inventory
DelaysThis data set provides information regarding the unmet
production plan of ONE production line as a result of inventory
issues.
Column B: SKU ID
Column C: Planned Amount
Column D: Bottles available in storage
Column E: Planned production date
Column F: Unmet production reason

2. Column G: Bottle shipment ID
Column H: Total Amount Shipped
Column I: Amount left in yard
Column J: Arrival Date
Column K: Reasons left in yardExhibit C: Maintenance
ScheduleThis data set provides the information for work orders
planned on each maintenance day for ONE production line.
Details include planned/actual maintenance date, parts need and
availability, reason for delay, and hours planned/actual for
different worker category(Operator, Electrician, Mechanist).
Please see below for the description of each column of the data
set:
Column B: Work order ID
Column C: Schedule maintenance date to complete the work
order
Column D: Parts needed to perform maintenance for the work
order
Column E: Parts available in inventory
Column F: Total labor hours planned to complete the work order
Column G: Total actual labor hours spent to complete the work
order
Column H: Reason for delay in performing maintenance for the
work order
List contains: Insufficient Materials, Labor Shortage, Labor
Expertise, Delays in bring the line down, N/A
Column I: Hours planned for Electrician to work on the work
order
Column J: Hours planned for Operator to work on the work
order
Column K: Hours planned for Machinist to work on the work
order
Column L: Actual hours spent for Electrician to work on the
work order
Column M: Actual hours spent for Operator to work on the work
order

3. Column N: Actual hours spent for Mechanist to work on the
work orderExhibit D: Process Flow ChartRaw Material intake
process flow chartExhibit E: Facility LayoutOverall Facility
layout including truck yard, Warehouse, staging area and
production/packaging layout Exhibit F: Maintenance Day
Planning and ExecutionThe exibits shows the planning, and
execution process for a maintainance day at the facility
Exhibit AExhibit A Yearly Performance Overview
Mason Davoodi: Mason Davoodi:
This exhibit provides the performance overview of the plants in
Juice-Perfect's network. Plant/MetricsTotal Annual Run-time
(hr.)Annual Planned Downtown (hr.)Annual Unplanned
Downtime (hr.)MTBF (min)MTTR (min)Planned Annual
Production1Illinois 4,3801002191,4215228,000,0002North
Carolina6,570130361.351,2065530,000,0003Texas8,760240525.
69815446,000,0004California7,665192.5536.557895650,000,00
05Georgia10,95025010959495565,000,0006Florida4,380120657
3005536,000,000
Exhibit BExhibit BInventory Delays
Mason Davoodi: Mason Davoodi:
This data set provides information regarding the unmet
production plan of ONE production line as a result of inventory
issues.
Mason Davoodi: Mason Davoodi:
What is the main issue not having enough bottle
Wrong oredr Q
uncertain demand and not sufficient safey stock or less service
level
What is the lead time of bottle
How can control the number of each product in warehouse
(cycle counting)
NoSKU ID

4. Mason Davoodi: Mason Davoodi:
25 SKUPlanned AmountBottles Available in StoragePlanned
Production DateUnmet Production ReasonBottle Shipment
IDTotal Amount ShippedAmount Left in YardArrival
DateReason left in yard1B241STWS130001200026-AugNot
enough bottle in production line1557455980100075025-AugNot
received in system (Yard)2B241STWS290002800022-AugNot
enough bottle in production line1518107959100065021-
AugMisplaced in Warehouse3B76STWJ120001100020-AugNot
enough bottle in production line1510204561100038019-
AugWarehouse is full4B124APPJ230002000015-AugNot enough
bottle in production line15097226153000108014-AugWarehouse
is full5B76ORGS230001900014-AugNot enough bottle in
production line15094071744000120013-AugNot received in
system (Yard)6B76WMLS19000180008-AugNot enough bottle
in production line150861775010001607-AugWarehouse is
full7B124GRPS24000200006-AugNot enough bottle in
production line1444242099400036005-AugNot received in
system (Yard)8B241GRPJ270002300031-JulNot enough bottle
in production line1391612087400015030-JulNot received in
system (Yard)9B76KWIJ180001600028-JulNot enough bottle in
production line13912827032000168027-JulMisplaced in
Warehouse10B124STWS220001900026-JulNot enough bottle in
production line1381085344300077025-JulDelay in
Staging11B76ORGJ230002200024-JulNot enough bottle in
production line1375164782100093023-JulMisplaced in
Warehouse12B124KWIJ250002200015-JulNot enough bottle in
production line13497197113000148014-JulMisplaced in
Warehouse13B241WMLJ300002600012-JulNot enough bottle in
production line1210704094400090011-JulNot received in
system (Yard)14B76KWIS180001600011-JulNot enough bottle
in production line11693392542000200010-JulNot received in
system (Yard)15B241WMLS15000130007-JulNot enough bottle
in production line1092498837200012906-
JulOthers16B124APPJ16000140003-JulNot enough bottle in

5. production line108199079220009502-JulWarehouse is
full17B124ORGJ120001000027-JunNot enough bottle in
production line1067660308200030026-JunDelay in
Staging18B124KWIJ140001100026-JunNot enough bottle in
production line1040446071300030025-JunDelay in
Staging19B76ORGS250002300025-JunNot enough bottle in
production line10089800932000106024-JunWarehouse is
full20B76ORGJ240002300013-JunNot enough bottle in
production line983749211100044012-
JunOthers21B124KWIS27000230008-JunNot enough bottle in
production line958295862400039607-JunMisplaced in
Warehouse22B76WMLS28000260003-JunNot enough bottle in
production line8885445952000252-
JunOthers23B124APPS160001400030-MayNot enough bottle in
production line8532141842000104029-MayMisplaced in
Warehouse24B241GRPJ170001600017-MayNot enough bottle in
production line837545234100045016-MayMisplaced in
Warehouse25B76WMLJ270002400011-MayNot enough bottle in
production line8299681063000250010-MayMisplaced in
Warehouse26B241APPJ16000130006-MayNot enough bottle in
production line816375544300011005-MayDelay in
Staging27B124ORGJ1000080002-MayNot enough bottle in
production line78936569920004801-MayNot received in system
(Yard)28B124GRPJ1000060001-MayNot enough bottle in
production line7724299394000100030-AprMisplaced in
Warehouse29B76KWIJ160001500029-AprNot enough bottle in
production line769939888100034028-AprDelay in
Staging30B124WMLS160001400026-AprNot enough bottle in
production line71515856820009025-AprWarehouse is
full31B76ORGJ200001800019-AprNot enough bottle in
production line7029292092000122018-AprNot received in
system (Yard)32B124GRPJ110001000018-AprNot enough bottle
in production line648775432100028017-
AprOthers33B124APPS120001000012-AprNot enough bottle in
production line6369270282000177011-AprMisplaced in
Warehouse34B76ORGJ1100080008-AprNot enough bottle in

6. production line543016700300022507-AprMisplaced in
Warehouse35B76ORGS900080006-AprNot enough bottle in
production line43954728210006305-AprDelay in
Staging36B124KWIS190001800027-MarNot enough bottle in
production line371695588100025026-
MarOthers37B241GRPS300002900025-MarNot enough bottle in
production line371493752100030024-MarDelay in
Staging38B76KWIS240002200021-MarNot enough bottle in
production line3334156702000100020-MarMisplaced in
Warehouse39B76GRPJ260002300019-MarNot enough bottle in
production line3303120023000200018-MarNot received in
system (Yard)40B124ORGJ11000800015-MarNot enough bottle
in production line2760404143000110014-MarWarehouse is
full41B124APPJ140001300014-MarNot enough bottle in
production line270699959100085013-MarDelay in
Staging42B76STWS170001300013-MarNot enough bottle in
production line2552155574000398012-MarWarehouse is
full43B241APPS240002100012-MarNot enough bottle in
production line232555599300029011-
MarOthers44B241APPS21000170005-MarNot enough bottle in
production line166441474400015704-MarMisplaced in
Warehouse45B124ORGJ18000170003-MarNot enough bottle in
production line16284703210001602-MarMisplaced in
Warehouse46B124KWIJ130001000028-FebNot enough bottle in
production line1432333333000130027-FebDelay in
Staging47B241STWS150001100013-FebNot enough bottle in
production line910401174000350012-FebMisplaced in
Warehouse48B76ORGJ170001600012-FebNot enough bottle in
production line84661365100085011-FebNot received in system
(Yard)49B241APPJ17000130005-FebNot enough bottle in
production line44000670400032504-FebNot received in system
(Yard)
Exhibit CExhibit C: Maintenance Schedule
Mason Davoodi: Mason Davoodi:
This data set provides the information for work orders planned

7. on each maintenance day for ONE production line. Details
include planned/actual maintenance date, parts need and
availability, reason for delay, and hours planned/actual for
different worker category(Operator, Electrician,
Mechanist).Planned MaintenanceActual MaintenanceWork
Order ID
Mason Davoodi: Mason Davoodi:
138 work orderSchedule Maintenance Date
Zhao, Niki:
Every Monday schedule for maintenance
Picked 2 dates per month from Feb till Aug.Parts NeededParts
AvailableLabor Hours PlannedLabor Hours ActualDelay Reason
Zhao, Niki:
There will be delay due to Insufficient Materials if part
available < parts needed. If variance is <20, delay for 1 day; if
20<v<40, delay for 2 days; if 40<v<60, delay for 3 days; if
60<v<80, delay for 4 days; if variance is >80, delay for 5 days.
There will be delay due to Labor Shortage is actual labor hr. >
planned labor hr. and is greater than 1. This will delay for 1
day.
N/A and Delays in shutting down machines are random. Delay
in shutting down machine will cause delay for 1 day.Electrical
Work Hour Planned
Zhao, Niki:
Col K:P are numbers random between 0 to 1 hr.Operator
Worked Hour PlannedMechanical Work Hour PlannedElectrical
Work Hour ActualOperator Hour ActualMechanical Work Hour
Actual100014-Feb399811.7N/A0.60.20.20.10.70.9100024-

8. Feb781501.12.2Labor Shortage
(Absence)0.40.50.20.50.80.9100034-
Feb981541.51.8Others0.60.10.80.10.80.9100054-
Feb39511.52.5Delays in bringing the line
down0.5010.80.711001011-Feb93940.52.2Labor
Expertise0.30.200.910.31001111-
Feb221291.61.2N/A0.70.20.700.50.71001211-
Feb971000.72.3Labor Shortage
(Absence)0.20.30.20.60.90.81001311-
Feb801122.52N/A0.80.90.80.70.60.71001418-
Feb681411.62Labor Expertise0.70.80.110.50.51001518-
Feb9410011.4Labor Expertise00.10.90.70.10.61001618-
Feb41802.31.9N/A0.810.50.90.30.71001718-
Feb681.71.8Others0.90.60.20.90.40.51001818-
Feb39461.72.6Delays in bringing the line
down0.90.40.40.90.711001925-Feb8161.71.1No Spares
parts0.110.600.30.81002025-
Feb9219221.6N/A0.70.90.40.30.50.81002125-
Feb101001.22.3Labor Expertise0.600.6110.31002225-
Feb62301.11No Spares parts0.30.10.70.600.4100234-
Mar721632.33.6Labor Expertise0.90.90.51.31.11.2100244-
Mar31201.90.3No Spares parts10.60.30.10.10.1100254-
Mar351280.91.1Labor Shortage
(Absence)0.30.40.20.300.8100264-Mar34191.81.7No Spares
parts0.70.80.310.701002711-Mar53501.12No Spares
parts0.70.30.10.110.91002811-Mar91161.61.8No Spares
parts0.70.70.210.20.61002911-Mar12400.52Delays in bringing
the line down0.10.20.20.80.70.51003011-Mar23600.61.2Delays
in bringing the line down0.20.400.60.20.41003111-
Mar717921.5N/A0.50.70.80.70.30.51003218-
Mar3441.42.1N/A0.40.50.50.90.70.51003318-
Mar891090.91.9Labor Expertise0.30.60010.91003418-
Mar391890.32.2Labor Shortage (Absence)0.3000.2111003518-
Mar781511.11.8Delays in bringing the line
down0.500.610.40.41003618-Mar88501.71No Spares
parts0.70.50.50.80.201003718-Mar73312.11.4No Spares

9. parts0.111010.41003825-Mar4118123.8Labor
Expertise0.90.30.81.51.311003925-Mar9111922.5Labor
Expertise0.60.70.70.41.111004025-Mar74331.40.9No Spares
parts10.400.20.30.41004025-Mar94981.41.5Labor
Expertise0.40.90.10.50.50.5100411-Apr511881.81.9Labor
Expertise0.60.70.50.90.60.4100421-Apr29230.71.9No Spares
parts00.20.50.20.90.8100431-
Apr881371.51.4N/A0.60.70.20.40.80.2100441-
Apr861441.92N/A0.80.60.510.30.7100458-
Apr72721.71.7N/A0.60.90.200.71100468-
Apr201131.61.3N/A0.210.40.60.60.1100478-
Apr35892.32.5Labor Expertise0.710.60.60.91100488-
Apr401610.61.6Labor Expertise0.10.30.20.30.311004915-
Apr62631.21.7Labor Expertise0.30.80.100.90.81005015-
Apr41972.42Labor Expertise110.40.80.211005115-
Apr942000.62.1N/A0.100.50.90.50.71005215-
Apr761920.51.9N/A00.500.810.11005315-Apr191042.52Labor
Shortage (Absence)0.5111.10.50.41005422-Apr2551.60.8No
Spares parts0.90.7000.10.71005522-
Apr361981.51Others0.50.30.70.30.10.61005622-
Apr143312Labor Shortage (Absence)0010.310.71005722-
Apr52771.21.4Labor Expertise0.10.20.90.70.40.31005829-
Apr901351.31.6Labor Expertise0.20.111.30.301005929-
Apr61541.61.4Labor Expertise0.60.90.10.50.50.41006029-
Apr20382.82.3N/A110.80.910.41006029-
Apr311091.62N/A0.40.210.80.50.7100616-
May901571.71.8N/A0.10.80.80.90.20.7100626-
May4110011.6N/A0.40.10.50.70.60.3100636-
May671511.62.6Labor Shortage
(Absence)0.70.20.720.30.3100646-May908821No Spares
parts0.90.110.200.81006513-May82900.91.6Labor
Expertise0.10.40.40.60.10.91006613-
May20791.30.8N/A0.10.40.80.20.20.41006713-
May4414321.7N/A10.10.90.310.41006813-
May671351.50.8N/A0.50.20.80.20.40.21006913-
May1071.61.5No Spares parts00.70.90.10.411007013-

10. May731772.52.3Labor Expertise0.511110.31007113-
May611182.21.9N/A0.80.90.50.110.81007213-
May951861.21.5N/A0.50.700.40.20.91007320-
May54720.71.2N/A0.20.10.40.400.81007420-
May241191.50.9N/A0.800.70.30.601007520-
May51211.61.9Labor Expertise10.50.10.10.811007627-
May82891.21.7Labor Shortage
(Absence)0.90.20.10.80.60.31007727-May89411.80.7No Spares
parts0.50.80.50.60.101007827-May40821.9No Spares
parts0.80.40.80.90.80.21007927-May574611.5No Spares
parts00.80.20.20.70.61008027-May92631.10.5No Spares
parts0.20.60.30.10.30.1100813-Jun4012123.8Labor
Expertise0.20.90.91.60.91.3100823-
Jun401301.51N/A0.70.60.20.30.30.4100833-Jun57231.90.2No
Spares parts0.80.60.50.200100843-Jun80820.92.6Labor
Expertise0.500.410.611008510-Jun331122.52.5Labor
Expertise0.80.90.810.90.61008610-
Jun721421.91.9N/A0.90.50.50.810.11008710-
Jun71282.11.4N/A0.70.50.90.70.30.41008810-Jun1622.11.9No
Spares parts0.810.30.90.70.31008917-Jun131790.72.1Delays in
bringing the line down00.30.40.20.911009017-
Jun321251.92.1Labor Expertise0.60.310.50.80.81009124-
Jun3115621.7Labor Shortage
(Absence)0.20.90.91.20.10.41009224-
Jun381891.71.4N/A0.50.30.90.20.60.61009324-
Jun21350.91.7Labor Expertise0.800.10.90.10.71009424-
Jun47571.82.2Labor Expertise0.90.40.50.710.51009524-
Jun21310.32.7Delays in bringing the line
down0.200.10.90.90.9100961-Jul93561.91.4No Spares
parts0.90.80.20.10.40.9100971-Jul43102.11.3No Spares
parts0.410.70.50.30.5100981-
Jul45561.51.5N/A0.10.80.60.50.10.9100991-Jul88390.71.3No
Spares parts0.10.20.40.10.90.3107001-Jul20740.92Labor
Expertise0.70.200.310.7108008-
Jul9818211.9N/A0.100.9010.9109008-Jul30271.50.6No Spares
parts0.10.50.90.200.4101008-Jul467611.2Labor

11. Expertise0.40.40.20.10.40.71010115-Jul431021.22.2Labor
Expertise0.30.10.80.80.60.81010215-
Jul51821.61.8Others0.70.60.30.30.511010315-Jul95262.31.3No
Spares parts0.70.610.10.50.71010415-Jul11291.52.5Labor
Shortage (Absence)0.30.90.30.80.90.81010515-
Jul4113611.2Others00.70.30.40.20.61010615-
Jul1151.11.2Labor Expertise0.20.80.100.60.61010715-
Jul75632.90.7No Spares parts10.910.40.10.21010822-
Jul621971.82.1Delays in bringing the line
down0.50.310.80.80.51010922-Jul81192.22No Spares
parts0.50.80.90.70.80.51011022-Jul231951.31.8Labor Shortage
(Absence)0.50.20.60.10.711011122-Jul42172.41.9No Spares
parts10.60.80.60.50.81011222-Jul76761.62.4Labor
Expertise0.20.90.510.50.91011322-Jul7051.61.7No Spares
parts0.90.50.20.20.511011422-Jul95411.60.7No Spares
parts00.610.7001011529-Jul598824Labor
Expertise0.30.80.91.11.911011629-Jul97501.81.1No Spares
parts0.90.50.40.20.20.71011729-Jul69140.61.2No Spares
parts0.20.20.20.30.10.8101185-
Aug21510.81.1N/A0.60.200.20.70.2101195-
Aug311341.52.7N/A0.110.410.71101205-Aug641900.42.2Labor
Shortage (Absence)0.4000.80.90.5101215-Aug871351.72Labor
Expertise0.60.70.40.50.51101225-Aug4313011.9Labor Shortage
(Absence)00.60.40.80.20.9101235-Aug42700.92.7Labor
Shortage (Absence)0.200.70.810.9101245-
Aug991001.31.8Labor Shortage
(Absence)0.30.90.10.610.21012512-Aug4211422.7Labor
Shortage (Absence)0.710.310.711012612-Aug6941.42.6Delays
in bringing the line down0.30.40.70.90.80.91012712-
Aug61891.10.9N/A00.70.40.10.20.61012812-
Aug381501.51.7Others0.80.10.60.90.70.11012912-
Aug6716921.2N/A0.110.90.40.30.51013012-
Aug22401.91.4N/A0.60.50.80.40.60.41013112-
Aug43491.11.6Labor Expertise0.70.400.50.60.51013212-
Aug20641.10.8N/A0.90.2000.30.51013319-
Aug801741.12.1Delays in bringing the line

12. down0.30.800.80.90.41013419-
Aug34361.31.3N/A10.20.10.70.601013519-Aug2314523Labor
Expertise0.50.5111.50.51013619-Aug70701.31.6Labor
Expertise0.70.40.20.90.20.51013719-Aug791751.41.3Labor
Expertise0.80.40.20.40.70.21013819-Aug24751.21.5Labor
Expertise100.20.31.10.1
Exhibit DExhibit D:Process Flow Chart
Mason Davoodi: Mason Davoodi:
Raw Material intake process flow
chartProcurementStoredProduction
Exhibit EExhibit E: Facility Layout
Mason Davoodi: Mason Davoodi:
Overall Facility layout including truck yard, Warehouse, staging
area and production/packaging layout
Exhibit FExhibit F: Maintenance Day Planning and Execution
Mason Davoodi: Mason Davoodi:
The exibits shows the planning, and execution process for a
maintainance day at the facility2 weeks planning1-2 days
execution
Current State Process
Currently the plant executes an 8 hour maintenance day (MD)
twice a month. The planning starts 2 weeks before the MD and
maintenance activities are selected from the preventive
maintenance schedule. Backlog or pending maintenance
activities are prioritized. Each maintenance activity has details
on time and skill set required (electrician, operator, etc) for
completion. Based on that, the total labor hours activities are
planned.
Average time from order to receipt of spares is 2 weeks. Based
on the MD activities, spares are staged in the storeroom 2 days
before execution. On the morning of the MD, the spares are
staged next to the packaging line. The MD activities are
assigned to the staff based on availability on the day and

13. activities are executed. At the end of the MD, progress is noted
and activities not completed are noted.
S1-Material Management
S2-Asset Care
S3-Factory Effeciency
S4-Creative
Solution
00:01
Hi class. I would like to welcome you to a short tutorial to
assist you in completing your week five iCARE Paper.
[BLANK_AUDIO] The assignment guidelines and rubric are
located under the week five module. [BLANK_AUDIO] The
purpose of the iCARE paper assignment is to explore the
concept of interprofessional teams and patient outcomes.
Nursing supportive actions of compassion, advocacy, resilience
and evidence based practice will serve as a way to apply CARE

14. concepts. Use the Turnitin inbox to submit this assignment by
the end of week five. [BLANK_AUDIO] Please follow the
assignment directions and download and use the recommended
template to assist you in completing this paper.
As you can see, headings and prompts are included in the
template. Selecting one scholarly nursing article in from the
CCN library as a resource for your paper is a requirement.
Additional scholarly sources can be used but are optional. The
body of the paper should not exceed three pages. One short
quote is permitted in this assignment, but the rest should be
paraphrased in your own words.
The iCARE paper assignment rubric is contained in the
guidelines area. It is a good final step to check the rubric prior
to submission to assure you have included all vital parts of the
assignment. There are prompts under each listed criteria on the
rubric to assist you when writing your paper.

15. This assignment is worth 200 points. Please read through the
directions carefully and reach out to your instructor with any
questions. [BLANK_AUDIO] APA format is required for this
assignment. It is always helpful to refer to the APA resources
located under Resources in the course menu to the left. After
clicking on resources, find and click on Citation and Writing
Assistance.
There you will find APA resources with a variety of items to
assist you. [BLANK_AUDIO] Under the course menu at the left
is a tile marked Tutoring. Click on this, and you are now in the
tutor.com area of Chamberlain. [BLANK_AUDIO] At tutor.com,
you have access to writing professionals who will chat with
you.
Sometimes, students also find it helpful to submit a paper for
feedback prior to submitting it in the course. All services at
tutor.com are free of charge to students. [BLANK_AUDIO] As
always, please contact your 451 instructor with any questions.
TYPE SHORT TITLE IN ALL CAPS2

16. Title
Your Name
Chamberlain College of Nursing
NR451 RN Capstone Course
Instructor
Term and Year
TYPE SHORT TITLE IN ALL CAPS1
TYPE SHORT TITLE IN ALL CAPS4
Your title here
This paragraph(s) is to introduce the paper. Explain the type of
work setting you are discussing and whether interprofessional
teams are present. If present, indicate a team function that could
be improved. If not present, indicate what type of team you
think might work well in this setting and how it might function.
Remember this is a scholarly APA assignment so you should

17. avoid the use of first person. Remember also that you will keep
all the bolded headings and just remove the directions beneath
each heading when you start your paper.
Compassion
In this paragraph, describe a nursing action that could
contribute to compassion through interprofessional team
support; describe how this might impact the culture of your unit
or organization; and possible impact on patient outcomes.
Advocacy
In this paragraph, describe a nursing action that could
contribute to advocacy through interprofessional team support;
describe how this might impact the culture of your unit or
organization; and possible impact on patient outcomes.
Resilience
In this paragraph, describe a nursing action that could
contribute to resilience through interprofessional team support;
describe how this might impact the culture of your unit or
organization; and possible impact on patient outcomes.
Evidence-Based Practice
In this paragraph, describe a nursing action that could
contribute to evidence-basedpractice through interprofessional
team support; how this might impact the culture of your unit or
organization; and possible impact on patient outcomes.
Summary
Provide a clear and concise summary. Include a summary

18. statement of how iCARE components can support
interprofessional teams and patient outcomes through nursing
actions. Address how you may be able to influence this process
of support for interprofessional teams on your unit or in your
organization.
References
Select at least one scholarly nursing article from the CINAHL
database in the Chamberlain Library as a resource for your
paper. Additional scholarly sources can be used but are
optional.
TYPE SHORT TITLE IN ALL CAPS2
Title
Your Name
Chamberlain College of Nursing
NR451 RN Capstone Course
Term and Year

19. Running head: TYPE SHORT TITLE IN ALL CAPS1
TYPE SHORT TITLE IN ALL CAPS4
Your title here
This paragraph(s) is to introduce the paper. Explain the type of
work setting you are discussing and whether interprofessional
teams are present. If present, indicate a team function that could
be improved. If not present, indicate what type of team you
think might work well in this setting and how it might function.
Remember this is a scholarly APA assignment so you cannot use
first person. Remember also that you will keep all the bolded
headings and just remove the non-bolded content when you start
your paper.
Compassion
In this paragraph, describe a nursing action that could
contribute to compassion through interprofessional team
support; describe how this might impact the culture of your unit
or organization; and possible impact on patient outcomes.
Advocacy
In this paragraph, describe a nursing action that could
contribute to advocacy through interprofessional team support;
describe how this might impact the culture of your unit or
organization; and possible impact on patient outcomes.
Resilience

20. In this paragraph, describe a nursing action that could
contribute to resilience through interprofessional team support;
describe how this might impact the culture of your unit or
organization; and possible impact on patient outcomes.
Evidence-Based Practice
In this paragraph, describe a nursing action that could
contribute to evidence-basedpractice through interprofessional
team support; how this might impact the culture of your unit or
organization; and possible impact on patient outcomes.
Summary
Provide a clear and concise summary. Include a summary
statement of how iCARE components can support
interprofessional teams and patient outcomes through nursing
actions. Address how you may be able to influence this process
of support for interprofessional teams on your unit or in your
organization.
References
Select at least one scholarly nursing article from CINAHL as a
resource for your paper. Additional scholarly sources can be
used but are optional.
Term Project 2
Juice-Perfect’ Manufacturing Strategy & Operations:

21. Unplanned Downtime Reduction
`
Company Background
Juice-Perfect, a California-based juice manufacturing company,
has 6 manufacturing plants around the
US that produce various sizes and flavor of juices and
smoothies. In recent years, management noticed
that Juice-Perfect’s market share has been decreasing due to its
inability to sustain the level of
expectations and market demands. A group of internal analysts
conducted a thorough investigation of
the root causes of the performance decline and published a
report that identified problems in Juice-
Perfect’s manufacturing and supply chain operations as the
critical factors. In response, leadership at
the company decided to contract a team to help identify
improvement areas in their supply chain and
propose a plan to reform the manufacturing processes across all
plants. Management has decided to
pilot the changes on the packaging lines only at one of the
plants. Using internal performance metrics
(Exhibit A) Juice-Perfect want to identify the worst performing
plant in their network. With an aim to
boost the day-to-day operations of this plant, Juice-Perfect is
asking us to uncover pain points within the

22. plant’s filling/packaging line and recommend improvement
strategies that they would be able to
implement nationwide.
Juice-Perfect’ Manufacturing Supply Chain Operations
Juice-Perfect employs industry-regulated manufacturing
strategies uniformly across all locations. The
manufacturing process, employed by Juice-Perfect, is based on a
standard beverage manufacturing
procedure. The complex manufacturing process can be broken
down into two main areas: Upstream
Production (which will be called, “production”) and
Filling/Packaging. The three manufacturing
capabilities that govern the performance of the
Filling/Packaging operations are: raw material
management, asset management and factory efficiency. To
ensure the efficient plant operations, the
three main interconnected manufacturing capabilities will have
to be managed practically and
economically.
Raw Material Management
The manufacturing process consists of several main steps
leading to juices being filled in bottles/cartons
and packed. The first step is “Raw Material Processing” in

23. which raw materials are procured, sorted and
processed, to prepare them for production. The processed
materials (products) are then staged at the
packaging lines based on order requirements and other raw
material availability. The produced juices
are then filled into the assigned containers and sealed. Once this
is complete, the finished products are
packaged in different configurations depending on order
requirements.
Since the Filling/Packaging lines operate independently from
the production processes, Juice-Perfect has
separate teams in charge of operations and packaging material
procurement, inventory management,
production planning/forecasting, personnel training, assets
maintenance and shipments oversight. Due
to the complexity and the fast-pace of the manufacturing
process, Juice-Perfect needs to optimize the
acquisition of packaging raw materials from the vendor. Juice-
Perfect acquires a variety of packaging
products (different sizes of bottles/cartons, caps and label
wrappers) to provide its current offerings to
its customers which include three different sizes of bottles or
cartons: large, medium, and small that
would hold 2 different products: pure fruit juice and smoothies.
Of those variations, there are 10

24. different flavors of fruit juices and 7 combinations of
smoothies. It is also imperative that the
communication between functional teams, operating in the
upstream processes and the packaging lines,
must be seamless to effectively manage, forecast and maintain
inventory levels of packaging containers
and perishable produced goods.
Asset Management
Production not only relies heavily on sales forecasting, market
demand, and a thorough analysis of the
historical performance data but also on well-predicted and
executed asset maintenance. These aspects,
and personnel involved, must work together synchronously. An
efficient asset maintenance plan must
be created and executed around production plans and take into
consideration the level of technical
expertise and the time it takes to perform the best-standard
practices. Mismanagement in these areas
could result in devastating results. For an instance, during one
of the peak demand periods, predictive
maintenance by the asset maintenance team failed because spare
parts were not stocked in inventory.
This led to inaccurate equipment repair history, material costs,
wasted product and varying degrees of

25. downtime. Lost production time was not the only repercussion
of this oversight; significant orders were
cancelled. As a preventative measure to mitigate unexpected
downtime, Juice-Perfect needs to develop
a robust strategy for the asset management program. Production
and maintenance operators need to
be assigned to each process line effectively, responsible for
prioritizing work according to the production
plan and manage the transfer of workstream.
As described, Juice-Perfect’ manufacturing processes are very
complicated. There may be various issues
and aberrations that may detract from the performance of the
network of manufacturing plants. Juice-
Perfect wants the consulting team to identify key operational
improvement opportunities based on the
data given and a thorough research of industry trends/standards
as well as provide strategic
recommendations to be nationally implemented and elevate the
company’s overall performance.
DRAFT DATA EXHIBITS
A. Yearly Performance Overview
B. Inventory Delays
C. Maintenance Schedule
D. Process Flow Chart

26. E. Facility Layout
F. Maintenance Day Planning and Execution
Report Submission Format
1) Each team must submit a report containing no more than
eleven total slides that are developed as if the team is
presenting their proposal to the instructor. The eleven slides
may be developed in any presentation software (e.g.
PowerPoint), but must be converted into PDF format (4 slides in
each page). Original presentation files are not eligible, only the
PDF version. The judges scoring sheet identifies that the first
required slide is a title slide, and the second required slide is an
executive summary overview to start the presentation.
Similarly, the presentation will finish with an 11th slide for
results and conclusions. There is no need for a thank you or
questions slide at the end.