Simulation Of Inventory System

Simulation of Inventory System
University of Dhaka
Department of Management Information systems
MBA (Evening) Program
Semester : Summer, 2015
Course Name : Simulation and System Modeling (EMIS 521)
Instructor : Dr. K. M. Salah Uddin
Designation : Associate Professor
Prepared by a group consisting of following members: Name | ID No. | Nakib H. Khan | :17–030 |
Rokshana Akter | :17–018 | Taslima Parvin | :19–059 | Rezaul Hasan Bhuiyan | :19–075 | Md Anisur
Rahman | :20–021 | Md Shahriar Shaon | :21–071 |
Date of Submission and Presentation: August 30, 2015
Letter of Transmittal
August 30, 2015
Dr. K. M. Salah Uddin
Associate Professor
Department of Management Information Systems
University of Dhaka
MBA (Evening) Program ... Show more content on Helpwriting.net ...
Limitations
To prepare a term paper various aspects and experiences are needed. But we have faced some
barriers for making a complete term paper on the given topic. These barriers or limitations, which
hinder our work, are as follows:
* Unfamiliarity with real life and business applications of such models. * Inadequate class
discussion on this topic. * Non–Availability of study materials. * Lack of direct support in making
the term paper.
We were placed for only around twenty days of time & with other class work, study and
inadequate dedicated time from group members in some cases hindered the preparation of the term
paper. The time span was not sufficient enough to learn the entire concept regarding the topic.

Therefore, it was a tricky task to carry out the work.
TABLE OF CONTENT
1 INTRODUCTION 8
2 ELEMENTS OF INVENTORY MANAGEMENT 8 2.1 THE ROLE OF INVENTORY 8 2.2
DEMAND 9 2.3 INVENTORY COSTS 9 2.3.1 Carrying costs 9 2.3.2 Ordering costs 10 2.3.3
Shortage costs 10
3 INVENTORY CONTROL SYSTEM 10 3.1 CONTINUOUS INVENTORY SYSTEM 11 3.2
PERIODIC INVENTORY SYSTEMS 11
4 ECONOMIC ORDER QUANTITY MODELS 11
5 THE BASIC EOQ MODEL 12 5.1 CARRYING COST 13 5.2 ORDERING COST 14 5.3 TOTAL
INVENTORY COST 15
6 EOQ MODEL 16 6.1 THE EOQ MODEL WITH NON INSTANTANEOUS RECEIPT 16 6.2
THE EOQ MODEL WITH SHORTAGES 19
7 QUANTITY DISCOUNTS
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Sample Resume : Mr. M. T. H. J. D. C. R.
Introduction
Mr. Busfield accepting the possession at his direct cost would entail his effort to find the Economic
Order Quantity for measuring cups. This is accomplished by combining the inventory carrying and
ordering cost. In the event of calculating the EOQ through ordering and maintaining inventory
product quantities have to be at a stable demand and cost level throughout the year. (Bowersox, D.
J., Closs, D. J., Cooper, M. B., & Bowersox, J. C. p. 156. 2013) Mr. Busfield's company would have
to calculate this level accurately from the information that he gathers from the cost of orders
products, annual inventory carrying cost, annual sales volume, units; and cost per unit. There the
calculations would be calculated from figures from the previous question of finding the reorder
point for spatulas. (R=DXT+SS) calculated from = 400 x 14 + 500 = 6,100 (Bowersox, D. J., Closs,
D. J., Cooper, M. B., & Bowersox, J. C. p. 157. 2013). To find the economic order quantity (EOQ)
would be the square root of the product of the numerator two times order cost and demand divided
by the product of the annual total cost. "Inventory Carrying Costs = (2,797/2) x 0 .75 x 12% = $
125.87. (44,000/2797) = Order costs= 16 orders x $8 / order = $ 128.00. Transportation Costs =
44,000 units x $0 .05 / unit = $ 2,200. Total Cost (EOQ = 2,797 units) $ 2,453.87 /year. Annual total
cost with order quantities of 4,000 cups (Ultimate Calculators 2010)."
Current Situation
Transportation is a very

Business Inventory Controls
Business Inventory Control
Meghan Farrar, Amanda May, Nancy Dinges, Scott Moore and Bianca Holmes
American Public University
Introduction
"Inventory is one of the most expensive and important assets to many companies, representing as
much as 50% of total invested capital. Managers have long recognized that good inventory control
is crucial" (Render et al, 2011). Therefore, it is really no surprise that companies place such a high
importance on inventory control. An analysis of the planning and forecasting process, as well as the
uses of inventory control will certainly verify the significance of inventory control in the business
environment. In addition, by utilizing several inventory methods: economic order ... Show more
content on Helpwriting.net ...
This suggests that a company can have the best of both worlds by decoupling. The proper storage of
resources can decrease the level of inventory a company must carry to meet the needs of production.
One of the main sources of inventory issues is the lack of an accurate accounting of what is actually
in the system. An effective system to account for the items that are necessary to produce a product
or service will decrease the amount of unexpected outs or overages (Iyer, 2005). In addition to
physical items, labor can also be stored in inventory (Render et al, 2011). Smoothing out irregular
supply and demand so that you always have adequate products available for customers to purchase
will increase consumer goodwill and profits. There are several different types of inventory control
systems that need to be fine–tuned to decrease shortages and overages of the finished product.
Those include work–in–progress, material requirements and the master production schedule
(Scanlon, 1995). When a company maximizes their response to each of these systems, this can
decrease inventory requirements, which ultimately decreases costs and increases profits.
Quantity discounts are another possible method of increasing profits through inventory control. The
key to using quantity discounts is making sure to maximize discounts while minimizing inventory
carrying costs. Determining when and how much inventory is necessary to be purchased is a
function of

Blanchard
Managing Business Operations
Case Analysis: Blanchard Importing and Distributing Co. Inc. (HBS Case 9 – 673 – 033)
Submitted by: Tushar Kothavale (130)
NMIMS, FT MBA 2009–2011
1) Correct the Economic Order Quantity (EOQ) and Reorder point (ROP) quantities for each of the
five items mentioned in the case.
We first predict the annual demand for the year 1972 based on trend for 4 months of 1972 based on
corresponding months of 1971.
Calculations for Annual demand (R):
The assumption made here is that the same trend for sales as that for the four months of
1972 would be followed for the rest of the months of the 1972.
Sales prediction for annual demand for year 1972
Total Sales
Feb
Mar
Apr
May
1971
1972
128 ... Show more content on Helpwriting.net ...
Which system do you prefer?
EOQ/ ROP system:
Advantage1) The system achieves the balance between two costs ordering cost and the carrying
cost. 2) The system keeps track of removals from inventory on a continuous basis, so the system can
provide information on the current level of inventory for each item
3) The system helps meet the anticipated customer demand.

4) The system keeps buffers between successive operations to maintain continuity of production
(reducing the variability in demand at various stages).
Disadvantage1) EOQ/ROP system is essentially a reactive approach; this approach gives only an
order quantity, it does not suggest ways to reduce the inventory.
4
2) For implementation of EOQ a perpetual inventory counting system needs to be in place, this
implies substantial investments which might not be feasible for some.
3) Even if EOQ system is in place there is necessity to physically count the inventory periodically in
order to ascertain the accuracy of the system.
4) EOQ/ ROP is a static system that is, it does not change automatically with the change in demand.
For every period a new EOQ/ ROP needs to be established.
5) It is valid for a single product and not a basket of products. (Assumption made while deriving the
EOQ/ ROP.)
6) It does not take into account

Contrast the Significance of the Term Lead Time in the...
Question 1 – Contrast the significance of the term lead time in the traditional EOQ context and in an
MRP system.
In the traditional context, lead time is fixed–either as a discrete time or as a probability distribution.
Such lead time constancy or variation is outside of the inventory model. Lead time in an MRP
system is assumed to be a variable. While specific lead times are stated for planning purposes, these
times may be speeded up or delayed as conditions warrant. Indeed, it is this ability to detect needed
changes in lead times, either by expediting or de–expediting, that many users cite as one of the most
valuable features of MRP.
MRP has had some degree of success in environments where requirements are relatively certain and
... Show more content on Helpwriting.net ...
Raw materials must be kept as inventory stock. As they are used, stock must be replenished through
reordering MRP fulfils 3 main functions: 1. MRP makes sure that dependent demand items are kept
in stock. 2. MRP maintains the optimal level of inventory that is most cost effective for a company.
3. MRP us used to purchase new stock, deliver finished products, and plan the daily manufacturing
processes.
MRP is effective due to it working backwards from a plan for producing finished products in order
to develop the amount of raw materials that a company needs. How this works is MRP breaks down
inventory requirements into separate stages. This helps to manage production and keep it flowing at
an even level. It also helps to keep inventory costs to a minimum.
The drawback is that MRP systems can be expensive to implement and the costs can be quite high,
offsetting the amount of money that a company could save in inventory costs. Larger companies that
produce large volumes of finished products may find it beneficial but the same may not be true for
smaller companies. Plus, for MRP to produce accurate results, you need to have accurate data.
Information such as orders, bills, item numbers and records must be accurate or the results will be
off.
To get results, you have to input information into the MRP system. There are 3 main sources of
information for input: 1. Bill of sale for materials 2. A

The Economic Order And Manufacture Quantity
The economic order/manufacture quantity (EOQ/EMQ) model developed by Harris (1913) is the
earliest reported scientific treatment of inventory systems, where the sum of inventory costs,
ordering/setup and holding costs, is minimized. Its simple mathematics and ease of calculation is
perhaps what contributed to its popularity with practitioners and academicians (e.g., Fulbright,
1979; Osteryoung et al., 1986). The EOQ/EMQ model continues to be celebrated by many
researchers (Andriolo et al., 2014; Drake and Marley, 2014; Glock et al., 2014; Bushuev et al.
2015). The model's popularity overshadows few critical voices (e.g., Selen and Woods, 1987;
Woolsey, 1990; Weiss, 1990).
Many derivatives of the EOQ/EMQ appeared over the years, of which just–in–time (JIT) is one of
them (e.g., Andriolo et al., 2014). In contrast to the classical EOQ/EMQ model, just–in–time (JIT)
produces a product when needed and delivers it when wanted by customers. JIT considers inventory
as a waste to be reduced by producing in smaller lots more frequently, so fewer items are in the
pipeline (Bonney and Jaber, 2011). It also improves quality, productivity, responsiveness, machines
availability, workforce flexibility, space and equipment utilization, flow, and relationship with
suppliers (Cavinato, 1990; Jones, 1990; Mehra and Inman, 1992). JIT is based on continuous
improvement of which reducing setup time (cost) is its primary driver (Zangwill, 1987; Jones,
1990;Cavinato, 1991). Readers are referred to

Operational Management Jit
Question One – Prime Bank of Massachusetts
Part 1
The operations function is important in implementing the strategy of an organisation because the
business strategy only defines the long term plans for the company, whereas the operations function
focuses on specific competitive priorities in order to meet the organisations long term plan. Prime
Bank of Massachusetts had decided on a long term plan for the bank focusing on customer services
and they needed the operations function to implement this long term plan through planning &
control systems, workers and quality. Problems such as not having enough phone lines for the 24
hours customer service could cause customers to become irritated if they cannot get through on the
phone and ... Show more content on Helpwriting.net ...
Part 3
If the banks strategy was cost cutting instead of supporting customer service the banks whole
strategy would be very different. The bank would try to cut cost everywhere such as the tellers in the
drive through lanes may be replaced with automatic machines. Customers would be encouraged to
use banking on line as again the bank could reduce the number of workers which would cut the
staffing costs. When competing on cost organisations my invest in automation to reduce unit costs,
use lower skill labour and limit product range and offer little customisation. (Class Notes – Chapter
2, Operations Management)
Question Two
Part 1
Total Costs
D=15600
Q=1300
S=40
H=13.75
= = =
Total annual costs of the present ordering policy for part no 650810/ss/R9/0 is €9417.50
Part 2 Economic Order Quantity (EOQ)
EOQ = D=15600
S=40

H=13.75
=
=
=
= 301.27 EOQ = 300
Part 3
Total Costs using EOQ
D=15600

Case Analysis: Blanchard Importing and Distributing Co....
Managing Business Operations Case Analysis: Blanchard Importing and Distributing Co. Inc. (HBS
Case 9 – 673 – 033) Submitted by: Tushar Kothavale (130) NMIMS, FT MBA 2009–2011 1)
Correct the Economic Order Quantity (EOQ) and Reorder point (ROP) quantities for each of the
five items mentioned in the case. We first predict the annual demand for the year 1972 based on
trend for 4 months of 1972 based on corresponding months of 1971. Calculations for Annual
demand (R): The assumption made here is that the same trend for sales as that for the four months of
1972 would be followed for the rest of the months of the 1972. Sales prediction for annual demand
for year 1972 | | | | | | | | | | | | Feb | Mar | Apr | May ... Show more content on Helpwriting.net ...
Which system do you prefer? EOQ/ ROP system: Advantage– 1) The system achieves the balance
between two costs ordering cost and the carrying cost. 2) The system keeps track of removals from
inventory on a continuous basis, so the system can provide information on the current level of
inventory for each item 3) The system helps meet the anticipated customer demand. 4) The system
keeps buffers between successive operations to maintain continuity of production (reducing the
variability in demand at various stages). Disadvantage– 1) EOQ/ROP system is essentially a
reactive approach; this approach gives only an order quantity, it does not suggest ways to reduce the
inventory. 2) For implementation of EOQ a perpetual inventory counting system needs to be in
place, this implies substantial investments which might not be feasible for some. 3) Even if EOQ
system is in place there is necessity to physically count the inventory periodically in order to
ascertain the accuracy of the system. 4) EOQ/ ROP is a static system that is, it does

The Competitive Advantages Of SME In Malaysia
SME in Malaysia can be determined based on employee head count and their sales turn over. By
definition, SMEs are easier to manage than large companies in many aspect of the management. By
this, logistic can be a great tool for SMEs to increase their efficiency and effectiveness in business
activity. Logistic in SME can be divided into customer service, demand forecasting and planning,
inventory management, procurement, material handling, packaging, warehousing, transportation or
even more. All of these aspects in logistic can increase the competitive advantage for SME to create
more business opportunities:
Customer Service Customer service is crucial part for every small and medium enterprise as
customer is their sources of revenue. Components ... Show more content on Helpwriting.net ...
Their logistic services included packaging, warehousing, distributing, transportation, material
handling or reverse logistic. A 3PL can be a single service provider which only transportation or
warehouse storage. SME can outsourcing their logistic service based on their need requirement and
request. Some of SME may require for packaging while other SME may require for warehouse
storage. There are several advantages for SME to use third party logistic. Frist is cost and time
saving, this is the greatest advantage for manufacturing or selling product SME. Third party logistic
has greater knowledge and equipment to support their logistic service compared with non–logistic
based SME. Thus, SME do not need to purchase more equipment, storage place or increase human
resource to process their products. Second advantage is focus, 3PL will prepare and solve all the
logistic problem for SME so that SME can focus on their core business. Thirdly is flexibility, 3PL
can be more flexible in distributing the products to different region since they have a strategic
location for their warehouse and distributing centre. SME business can expand and grow in different
region when their products are able to distribute to other region or market without

Essay on Operation Management
| Cleaning Time | Waxing time | C1 | 9 | 6 | C2 | 6 | 2 | C3 | 5 | 7 | C4 | 3 | 5 | C5 | 8 | 4 | 41. (7 points)
An automobile detailing shop has the following jobs waiting to be processed. All jobs (cars
requiring detailing) must first be cleaned, then waxed. a. What processing sequence will minimize
the makespan for these jobs? Job | Cleaning Time time | Cleaning Time end time | Waxing time time
| Waxing time end time | Waxing time idle time | C4 | 3 | 3 | 5 | 8 | 3 | C3 | 5 | 8 | 7 | 15 | 0 | C1 | 9 | 17
| 6 | 23 | 2 | C5 | 8 | 25 | 4 | 29 | 2 | C2 | 6 | 31 | 2 | 33 | 2 | b. What is the minimum makespan for this
set of five jobs? Makespan is 33 (POM SW output is attaced in excel) 42. (10 points) ... Show more
Sample Mean Range Sample | Mean | Range | 1 | 7.2 | 0.7 | 2 | 7.6 | 1 | 3 | 7.1 | 1.4 | 4 | 7.8 | 1.1 | 5 |
7.8 | 0.6 | 6 | 7.5 | 1.2 | _ a. Calculate the 3 X–chart and R–chart control limits. X bar = Average
(Mean) = (7.2+7.6+7.1+7.8+7.8+7.5) / 6 = 7.50 Avge Range R bar = Avge (Range) =
(0.7+1+1.4+1.1+0.6+1.2) / 6 = 1.00 Using Constant Table, we find the value of A2 for Subgroup of
n=6 as A2 = 0.483 Now Upper control Limit UCL(X) = X + A2*R = 7.50+0.483*1 = 7.983 &
Lower control Limit LCL(X) = X – A2*R = 7.50 – 0.483*1 = 7.017 Now we calculate the Upper
Control Limit for Range. Recall that when n <7, LCL( R) = 0. Here n=6. So LCL(R) =0 &
UCL (R ) = D4*R Looking up Contant Table, we find for n=6, D4 = 2.282 So UCL (R ) = D4*R =
2.282*1 = 2.282 b. Calculate the mean (X) and range (R) for the following sample, which was taken
from the same process at a later time. Item number: 1 2 3 4 5 Weight: 7.5 8.0 8.2 7.5 7.4 Mean (X) =
Avge(Weights) = (7.5+8.0+8.2+7.5+7.4) / 5 = 7.72 Range (X) = Highest Value of Weight – Lowest
value of weight = 8.2–7.4 = 0.8 Based on this sample and the control chart limits that you calculated
in part (a), is the process in control? Why or why not? Based on X & R UCL & LCL
found in (a ), we can say that Process is in Control. This is because, all Mean of samples

Gscm 520 Final Exam Answers
GSCM 520 Final Exam Answers https://homeworklance.com/downloads/gscm–520–final–exam–
answers/
FINAL GSCM 520 Question 1.1. (TCOs 1 and 2) Current issues in OSCM do not include
(Points : 4) coordinating relationships between organizations. making senior management aware that
OSCM can be a competitive weapon. the triple bottom line. managing customer touch points.
increasing global supply chain employment.
Question 2.2. (TCO 1) Which of the following is not a characteristic that distinguishes services from
goods? (Points : 4)
Service jobs are unskilled.
A service is intangible.
Services are perishable.
Services are heterogeneous.
None of the above (TCO 5) Which of the following are used to describe the degree of ... Show more
(Points : 10)
120
126
630
950
1,200
Question 2.2. (TCO 4) If it takes a supplier 25 days to deliver an order once it has been placed and
the standard deviation of daily demand is 20, which of the following is the standard deviation of
usage during lead time?
(Points : 10)
50
100
400
1,000
1,600
Question 3.3. (TCOs 3, 4, and 5) A company wants to forecast demand using the simple moving
average. If the company uses three prior yearly sales values (i.e., year 2011 = 130, year 2012 = 110,

and year 2013 =160), which of the following is the simple moving average forecast for year 2014?
(Points : 10)
100.5
122.5
133.3
135.6
139.3
Question 4.4. (TCO 5) If a firm produced a standard item with relatively stable demand, the
smoothing constant alpha (reaction rate to differences) used in an exponential smoothing forecasting
model would tend to be in which of the following ranges?
(Points : 10)
5% to 10%
20% to 50%
20% to 80%
60% to 120%
90% to 100%
Question 5.5. (TCO 2) Various financial data for SunPath Manufacturing for 2012 and 2013 follow.
What is the percentage change in the multifactor labor and raw materials productivity measure for
SunPath between 2012 and 2013?
2012 2013 Output: Sales: $300,000 $330,000 Inputs: Labor: $40,000 $43,000
Raw Materials: $45,000 $51,000
Energy: $10,000

Barilla Case Study
Barilla SpA * The spaghetti incident –
Maastricht University
School of Business and Economics
International Executive Master of Finance and Control
20 April 2012
Course – Logistics
Prof. Dr. Allard van Riel
Pauline Henselmans
Jetse van de Kamp
Ze Zhu
Thiago Barros de Oliveira
Rene Lorrier
Contents
1. Reasons for the increase in variability in demand in Barilla's supply chain 3 1.1 Distributed
inventories, local optimization 3 1.2 Lack of inventory information and sales forecast information 3
1.3 Promotions and quantity discounts 4 1.4 Lack of sophistication at the retailer and distributor
level 4 1.5 Barilla's large number of SKU's 4 1.6 Barilla's production process 4 2. Solutions 5 2.1 ...
Show more content on Helpwriting.net ...
The lack of inventory and sales forecast information across the entire supply chain of Barilla
increases the bullwhip effect. As very little data is observed, the estimates of the mean and standard
deviation of customer demand are not regularly modified. Since safety stock and base stock levels
are dependent on the estimates of the mean and standard deviation of customer demand, sales orders
have to be changed regularly which increases variability.
1.3 Promotions and quantity discounts
Barilla deploys a sales strategy that relies on the use of trade promotions to push its products into its
distribution network. On top of the promotional discounts, Barilla offers volume discounts
providing incentives to order full truck loads. Finally, Barilla heavily uses advertising campaigns to
stimulate end–customer demand, the effects of which are currently hard to measure.
The effects of the trade promotions and the quantity discounts are twofold. First, retailers tend to
stock up inventory when the price of a certain Barilla product is low, a phenomenon also known as

forward buying. Second, the quantity discounts further magnify the effect since buyers are pushed to
order large quantities and/or full truck load in order to obtain additional discounts. Next to this,
Barilla does not apply minimum or maximum order quantities, so

Good Greek Grill Inventory Management
GOOD GREEK GRILL
Inventory Management
TEAM # 8 SOM 306 California State University, Northridge
Table of Contents
Executive Summary
The operations management problem that our group chosen to discuss about occurs at a small,
family owned restaurant business called Good Greek Grill. Known best for their tasty greek food,
the company's primary problem is inventory management; trying to determine the order quantities
and the method of lot sizing and when to order so the company doesn't waste items with short life
such as the dairy products that uses like yogurt and milk. In the past the store has had been throwing
away large quantities of dairy products due to lack of forecasting the demand for dairy products as
well as weak inventory planning methods from unqualified employees. As a result, Good Greek
Grill (G3) asked our group to help them solve the problem since after getting a SOM class we are
able to determine methods towards solutions of Operational Management problems. The solution
can be found by getting to know what is the current reorder point and order quantity by using the
EOQ (Economic Order Quantity) inventory model . Cost cutting is essential as the store doesn 't get
enough customers that are interested in the dessert and coffee products that are offered in store.
Yogurt is used in our dessert items which are the strawberry greek yogurt and the black

Essay on Narragansett Yacht Company
1. What is the economic order quantity for standard 5–inch winches if they are ordered from (a)
Supplier A, and (b) Supplier B? Round your answers up to the next whole unit, because
Narragansett cannot order a fraction of a winch.
EOQ = square root of ( 2 x R x A) V x W
R = annual demand is 1500 units A = ordering cost is $1,000 for Supplier A and $500 for Supplier B
V = cost per unit is $300 W = carrying cost percentage is 23%
Supplier A: EOQ = Square root of (2 x 1500 x $1,000) = S.R. of 3,000,000 = 209 ($300 x 23%) 69
Supplier B: EOQ = Square root of (2 x 1500 x $500) = ... Show more content on Helpwriting.net ...
Compute this figure for Supplier A and Supplier B.
Days till shutdown = Reorder Points / Daily Usage
Supplier A: 117 / (1500/360) = 29 Days
Supplier B: 234 / (1500/360) = 57 Days
6. The cost of carrying inventories has been calculated using the current cost of bank loans (see
Table 2). Do you think this is the appropriate rate? Explain, and in your answer consider both
WACC and tax effects.
Yes, In considering the WACC since inventory ties up money that could be used elsewhere, capital
costs are one of the biggest factors in determine carrying cost, and in considering the interest
expense it can be written off for tax purposes. Inventory is also constant throughout the year because
usage is uniform throughout the year. The rate given is a long term bank rate which is best for
constant production. The usage is uniform because production is constant instead of seasonal. If the
production is seasonal, short term bank rates are more attractive.
7. Narragansett's production is relatively constant throughout the year, but if its sales production
were highly seasonal, could the EOQ model still be used? If so, would modifications be required?
Explain.

Yes, the EOQ model can still be used. But, you would have to adjust for seasonal variations in
inventory. ie ' You would find the EOQ

Consumerism : A Social And Economic Order Within America...
History 's records often overlook ordinary people, but collectively, they make significant and
abiding social change. A social and economic order within America propelled, perhaps
unconsciously, by the people, is consumerism. Originating in the nineteenth century, consumerism
revolutionized the way individuals thought, behaved, and interacted with each other. Coming into
full bloom during the Industrial Revolution, consumerism fueled a new desire for material goods,
unnecessary for and unrelated to basic survival. The idea for mass production, a cheaper and more
profitable means of consumption, arose with the presence of advancing knowledge and
technological power. The businessmen in charge of the industry at the time quickly put together that
the financial success of mass production, required mass consumption. Consequently, a means for
mass communication needed to be devised. And so, advertisement and media, the vehicles and
instruments for consumption, were born (Ewen 2). In order to get people to want to spend their
hard–earned money, individuals need to be motivated and persuaded. More importantly, people need
to be manipulated into thinking that to feel happy, whole and worthy, they have to consume. This
single path between material and well–being, paved by the grasps of media and advertisement, gives
rise to the self–poisoning consumer–infatuated society present today. Modern day obsession with
the consumerist lifestyle, transforms the American, regardless of

Case Study Of Honeywell
1 Introduction
Honeywell is an American multinational conglomerate company that invents and manufactures a
variety of technologies to address some of the world's toughest challenges initiated by revolutionary
macro trends in science, technology and society. Honeywell creates solutions to improve the quality
of life of people around the globe. For example, by generating clean, healthy energy and using it
more efficiently to increase our safety and security. Thus, enabling people around the world to
connect, communicate, and collaborate, which equip their customers to be even more productive.
Honeywell is committed to grow to serve more customers and to constantly making their products
and services even better. Honeywell operates throughout the world to enable them to better
understand the challenges that their customers face and to provide them with an even better solution.
1.1 Services
Honeywell is a company that invents and manufactures for the various technologies such as
aerospace, automation and control solutions performance materials and technologies. Honeywell's
aerospace team invents and manufactures thousands of products and services that are virtually on
every commercial and defense aircraft platform. Honeywell's products and solutions provide
customers the ability to gather more and ... Show more content on Helpwriting.net ...
In order to achieve this, the company must conduct sufficient market research. It is important to do
this as it will help the company to discover their target buyers. The company could conduct
interviews with their customers and build statistical models to predict the company's sales volumes
of different products. With this information, the company can manufacture the product that is more
in demand and manufacture the product that is less in demand. Like this, the company could cut on
their cost for manufacturing a product that is not on

Economic Order Supply Driven Structure Essay
economic order supply–driven structure was replaced by the demand–driven market structure
through liberalization and entry of private sector players.
3.4.3 INSURANCE REGULATORY ACT (1999)
The Malhotra Committee Report set the tone of change in the Indian insurance sector and
deregulation followed subsequently. Indian cabinet approved the Insurance Regulatory Authority
(IRA) Bill on 6 March 1999 which was aimed at liberalizing Indian life and general insurance
industry. However, due to political instability the bill could not be ratified by the Indian parliament.
The bill was subsequently termed as IRDAAct and passed in the Parliament on 7 December 1999.
With the passing of the bill the monopoly position of LIC was removed and private companies were
allowed to operate in the Indian insurance market. After the IRDA bill was passed in the Parliament,
private insurance companies were given licenses to operate in the Indian market. Joint ventures
between Indian and foreign companies were allowed but FDI was limited to 26 per cent of Rs 100
crore capitals of life companies and Rs 200 crore for non–life companies. Indian insurance market
witnessed a silent revolution with the IRDA in place. IRDA, in the light of with its Mission
Statement came out with several guidelines/circulars/orders in the interest of healthy growth of the
Indian insurance industry, protection of consumers' interest and orderly management of insurance
companies. Mission Statement of IRDA.
In its Annual

Current Crm And Erp Systems And Procedures
We have evaluated our current CRM and ERP systems and procedures. Currently, there is a custom
module that is causing performance issues including failed registration orders. This results in
Customer Service staff having to re–enter registration orders, as well additional work for Finance
staff. This custom module also creates a barrier when upgrading our ERP system.
Eliminating the custom module in our ERP system will relieve our system of these performance
issues and allow the Registration orders to be processed within another system, GoSignMeUp. This
will result in a more effective process and also allow Retail Sales to be processed differently. With
less stress on customer duplicates, our ERP system can integrate with the website web ... Show
more content on Helpwriting.net ...
Since the CRM and ERP system was not built out–of–the–box to handle registrations in any form,
CRS has used a third–party application to handle those types of orders. That third–party app was
clunky, slow and caused many data integrity issues.
In April 2014, we removed that application from the systems and customized a module of the ERP
system to handle registrations. This was a major improvement for our internal processes and system
performance. It put our system back to a more normal, out–of–the–box setting, with the minor
custom configuration to an ERP module. However, there are still some issues with this custom
module:
Sometimes the system does not register the participant correctly, and re–invoicing has to occur
The ability to upgrade is effected – we would have to remove the custom module, upgrade the
system, and reinstall an upgraded version of the custom module. This would require more
development time.
The current custom module prevents us from integrating into the website which would be ideal for
streamlining the retail product order process
This report will discuss my proposal for a project of implementing an online registration and event
management system. Specifically, GoSignMeUp (GSMU). Essentially, this will separate the Retail
Sales order process and the Registration order process. This will eliminate the need for a custom
module in our existing ERP system.
GoSignMeUp vs. Custom Module
We would implement GSMU to process registration

Assignment 7
Assignment #7: Chapter 7 Questions 1. Why would demand forecasting make sense in a "make to
stock" situation? It projects the standard components needed so that the product can be made after
customer receiving a customer order.
2. Briefly describe the three (3) types of demand forecasting models. * Judgmental– using judgment
or intuition and is preferred where there is limited or no historical data, such as with a new product
introduction. * Time series– use of a model to predict future values based on previously observed
values. * Cause–and–effect– assumes that one or more factors are related to demand and that the
relationship between cause and effect can be used to estimate future demand.
3. Why is forecast ... Show more content on Helpwriting.net ...
* Contemporary voice–based systems, by contrast, are less costly, are more powerful, have better
voice quality, and are less cumbersome for workers to use. Companies that have adopted newer–
generation voice–based technology have reported increased productivity and higher pick accuracy.
7. From a transit–time and service level perspective, explain how Order Delivery has changed since
the 1970's. Number of shippers are emphasizing both elapsed transit time as well as transit time
reliability (variability), which is important because increases in order cycle variability translate into
higher inventory levels. To this end, more buyers are utilizing delivery appointments that contain
delivery windows, or the time span.
8. Based on how the textbook defines the four dimensions of Customer Service, name two
companies that you are familiar with that, in your opinion, are leaders in customer service
excellence. (This is your opinion; do not use the Nordstrom's example from the text). Honestly I can
say the Ferguson Enterprise is the MOST customer oriented company I have ever worked for or
known of. Soma Intimates is definitely second due to how much research they use to learn what
their customers want.
9. Explain the difference between process benchmarking and performance benchmarking. *
Benchmarking– identifies, understands and adapts outstanding processes found inside

Planning a Performance Improvement Strategy in a Small...
PLANNING A PERFORMANCE IMPROVEMENT STRATEGY
IN A SMALL MANUFACTURING COMPANY
The object of this assignment is to produce a two year plan to implement a programme of integrated
performance improvement activities in a small manufacturing company that employs about 30
people. Metal components are manufactured, and the factory is arranged around five machines in
three cells according to small, medium and large components. Heat treatment and grinding and the
other major operations, as well as secondary operations.
The following text describes the situation on the factory prior to the implementation of a
performance improvement programme.
1. Company History and Structure
In 2000 the long–standing co–director and manager of the Company ... Show more content on
Helpwriting.net ...
If the order had already been made then the setter would have to search the factory for the product,
with no information concerning its location. Once the order had been located then a dispatch date
would be obtained from who ever was working on it at that stage. This date would then be conveyed
back to the customer via the office.
If the order was yet to be made then the setter would be asked to give the best date possible for that
order and be obliged to put the order up next on the machine. In other words the customer was
dictating the priority.
2.3
Prioritising Jobs –Effects of Office Staff
A machine setter was typically receiving 1 to 5 'progress sheets ' in a day. If a search was required to
locate the order, this proved to be a very time consuming process. If the order was yet to be made he
had to prioritise his
work accordingly. He would receive 'progress sheets ' from all three office staff, each saying the
order in question was of top priority. The office staff may even request the machine setter cease his
present manufacturing batch to commence the order in question. The promised dates provided by
the machine setters were unrealistic and unachievable. The machine setters tended to tell the
customer what they wanted to hear rather than what was realistic. The machine setter received a
confused and contradicting message from the office staff. His order priorities were based in this

Business
Introduction to Management Science, 10e (Taylor)
Chapter 16 Inventory Management
1) Independent demand items are used internally to produce a final product.
Answer: FALSE
Diff: 2 Page Ref: 744
Main Heading: Elements of Inventory Management
Key words: dependent demand items
2) Dependent demand items are final products demanded by an external customer.
Answer: FALSE
Key words: independent demand items
3) Inventory costs include carrying, ordering, and shortage costs.
Answer: TRUE
Key words: inventory costs
4) The purpose of inventory management is to determine how much ... Show more content on
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Answer: TRUE
Main Heading: Economic Order Quantity Models
21) Shortage costs include loss of customer goodwill.
Answer: TRUE
22) If a business frequently runs out of inventory their service levels are negative.

Answer: FALSE
Key words: service level
23) __________ demand items are generally final products demanded by customers.
Answer: independent
24) The purpose of inventory management is to determine __________ and __________ to order.
Answer: how much/when
Key words: inventory management
25) __________ demand items are used internally to produce a final product.
Answer: dependent
26) Inventory __________ costs include storage cost and the cost of capital.
Answer: carrying
Key words:

Eco 550 Week 2 Regression Analysis
Our team placed in rank 76 and our overall cash balance was $1,357,252. Our strategy was to
optimize inventory in order to reduce lead times, ultimately increasing revenue. We decided it was
necessary to start as soon as possible in order to maximize our time available for the simulator and
be able to make the most money. However, we did not end up making changes until Day 104, which
may have been the cause of our results as we did not get to start as early as we had planned. Also,
we started off with contract 1 and it wasn't until Day 128 we opted for contract 2. It would have
been beneficial to start accepting a better contract earlier in order to maximize revenue.
Reorder Point
The original re–order point was set at 1440. The inventory graph, ... Show more content on
Helpwriting.net ...
In order to mitigate this risk, we decided to measure how long it takes for our current inventory
system to be used up. We calculated this number to be 12 days. Furthermore, we calculated how
much inventory we will need to not have to purchase any during the 50–day uncontrolled period.
We calculated this number to be 42653 kits. Based on this information, we decided to change our
EOQ to 42653 (+5000 safety stock) to have near 0 inventory the day the simulator stops,
minimizing the amount of cash tied up with inventory. This can be seen in exhibit 4, the days before
218 are shown to be ordering approximately 9460 units per ~12 days and once we change our EOQ
point to reflect the new strategy, the simulator orders enough to cover the remaining 50 days with
minimal inventory left unsold. We also changed the re–order point to 0, so the simulator does not
order anymore, and lets the inventory run out. This can be evidenced in exhibit 4 by noticing that
the simulator does not re–order at any point throughout the 50–day uncontrolled period. Overall,
this strategy was fairly successful. Over the 50–day uncontrolled period, we only had approximately
5000 kits worth of cash tied up in

Essay on Operating Management
1. Carrying costs include the following items, except: a. labor b. record keeping c. rent *d. all the
above 2. Which of the following is not a cost associated with carrying inventory? *a. price discounts
b. carrying costs c. ordering costs d. shortage costs 3. The level of inventory at which a new order
should be placed is known as the a. lead time b. replenishment quantity *c. reorder point d. service
level 4. A restaurant currently uses 62,500 boxes of napkins each year at a constant daily rate. If the
cost to order napkins is $200.00 per order and the annual carrying cost for one box of napkins is
$1.00, then the optimal order quantity (EOQ) for napkins would be a. 62,500 boxes b. 10,000 boxes
... Show more content on Helpwriting.net ...
Assume the following regarding a Sales and Operations plan. Demand for the four quarters =
30,000; 40,000; 50,000 and 40,000 units respectively Cost of production / unit = $2 Cost of carrying
/ unit / quarter = $1 Production capacity = 1000 units/quarter/employee Beginning workforce at the
start of the year = 10 Cost of hiring a worker = $200 Cost of laying off a worker = $400 How many
workers are hired in the 2nd quarter if a chase plan is

MSIS301 3rd exam Essay
1. Which of the following statements about learning curves is generally TRUE?
a. management can dictate achievement of a certain rate of learning.
b. learning curves were first quantified by Frank & Lillian Gilbreth.
c. using the "doubling" model, a learning curve of 70% means the 20th unit takes 70% of the time
that the 10th unit will take.
d. learning curves are a recognition of the concept that the cost of each produced unit usually
decreases with experience.
2. Which of the following is an assumption of learning curves?
a. the cumulative time of production increases as production increases.
b. time reduction per unit increases as cumulative production increases.
c. the same learning curve should be used when a company ... Show more content on
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c. suppliers that are located nearby to decrease delivery lead time.
d. many suppliers to assure that material shortages never occur.
7. The definition of "little" JIT is a ( an ) :
a. management system of people and procedures to fulfill all product delivery deadlines.
b. production system of small–lot manufacturing to reduce work–in–process inventory. c. materials
management system for removing 100% of all inventories.
d. integrated system of managing resources, information, and decision processes to eliminate waste
throughout the supply chain.
8. In one particular version of the kanban system, a move card ( or equivalent ) is used to signal that:
a. materials are needed from an outside vendor. b. a machine has broken down. c. the assembly line
is ready to be balanced. d. assemblies or components are needed from the preceding (upstream)
work station.
9. Continuous improvement with JIT systems:
a. requires periodically increasing lot sizes or workforce levels to uncover problems. b. entails

systematically reducing work–in–process inventories and focusing on operational problem areas.
c. focuses exclusively on internal operations because relationships with cus– tomers and suppliers
are addressed by the logistics department.
d. abandoning the system from time to time for added flexibility.
10. Which one of the following is

Ll Bean Case Essay
L.L. Bean has adopted a two stage ordering process for products with "one–shot" commitments
(i.e. products that they get to order only once because of long supplier lead times). First they
determine a forecast for an item and then they have a process for converting that forecast into an
order quantity.
Questions
1. How significant (quantitatively) of a problem is the mismatch between supply and demand for
L.L. Bean?
From the first page of the case we have an estimate of $11 million cost of lost sales and backorders
and $10 million associated with having too much of the wrong inventory. These costs are stated as
being a conservative estimate.
2. On the course website is an Excel file that contains demand and forecast data for a ... Show more
Bean manages to derive the correct forecast, what do you think about their ordering process? (You
may wish to begin with Mark Fasold's concerns at the end of the case. Also, think about Rol
Fessenden's concern about estimating contribution margin and liquidation costs.)
L.L. Beans approach to a one shot order increases the risk of lost sales due to insufficient inventory
as well as increases the risks of higher costs due to excessive inventory. The case indicates that lead
times are significantly long from their suppliers (in the order of 8 to 12 weeks). We are not clear on
the size of these orders but assuming these are mostly a one shot batch, it is feasible to estimate that
these lead times would be reduced for a smaller quantity per order and more frequent orders.
Although this approach would increase the transactional costs with suppliers (because a higher
volume of individual orders would be placed at the supplier) it might generate significantly more
impactful benefits such as:
Reduced lead times for smaller order quantities
Reduced inventory at L.L. Bean
Minimize risks due to uncertain demand. L.L. Bean would be able to manage ordering process and
quantities based on actual demand and adjust more effectively.
Reduced need for higher capacity at the supplier. This would be reduced because suppliers would
not need to size their operations to deliver on the "one shot large volume order" and would be able
to space these in time with orders at

Zara Case
Q1a. Should the company upgrade the POS terminals to a modern operating system?
It might not be in the retailer's best interest to perform such upgrade, as the new system will replace
three of the existing legacy systems in terms of ordering and fulfillment. The IS department will
perceive such upgrade as a radical move and is expected to show high resistance in response to it.
Even though Zara has a decentralized decision making process, the retailer's IS department exercises
absolute autonomy on the IT infrastructure and design. The fact that "only one person had left the
department" in the past 10 years further confirms that the retailer is suffering from cognitive and
action inertia, and thus creating a huge barrier for such ... Show more content on Helpwriting.net ...
The "commercials" at La Coruna have great discretion in deciding what clothes would be designed
and produced, unlike other companies which use a small elite team for design and production.
Weaknesses within Zara Business Model
–Since Zara has a short lead time for delivering products, it keeps no buffer stock and most, if not
all, logistics arrangements were centralized at the head office in La Coruna. This makes Zara very
vulnerable to accidental incidents.
–As the store managers are empowered to decide what products to be put in the store, their business
sense are crucial. However, since the store managers are not expertise in this area, they may not be
able to pick hot items and certain sales opportunities may be lost.
Information needed to operate in this business model
–To operate this business model, the store managers should have the access to accurate and updated
sales and inventory data for them to decide what to order and what not to order. In addition, they
should know the availability of the products they would like to order eg. by having access to the
inventory level of other stores.
–With the tight order deadline with La Coruna, the store managers need on–time inventory balance
to plan for the re–order point and optimal order quantity.
Q3. What current or potential weaknesses do you see in Zara's IT infrastructure and IT strategy?
IT infrastructure
–Critical core services are relying on

Inventory and Order Quantity
INVENTORY MANAGEMENT
Learning Objectives: To understand the different types of inventory and the reasons for maintaining
inventory To learn how to analyze inventory levels and effectiveness To develop strategies for
managing inventory by answering the following questions I. Why do we have it II. What form
should it take? III. Where do we keep it? IV. How much should we order? V. When should we
order? VI. How can we reduce inventory? Journey to World Class 3 – Managing Inventory – an
excellent Industry Week article on one firm's move to become a world class organization by
managing their inventory.
Contents: | EOQ || EOQ with Quantity ... Show more content on Helpwriting.net ...
Total annual inventory management cost = annual inventory holding costs + annual ordering/setup
costs.
The formula for the economic order quantity (EOQ) is derived by developing an expression for total
annual inventory management cost, then taking its derivative with respect to quantity Q to find its
minimum point.
Total annual inventory management cost = S (D / Q*) + H (Q* / 2) where: Q* = optimal order
quantity D = demand per time period S = cost of placing an order H = cost of holding one unit in
inventory for one time period
Optimal order quantity Q* = square root of (2 D S/ H )
Number of orders placed per year = D / Q*
Average cycle inventory = Q* / 2
Time between orders = Q*/ D (expressed in years)
The optimal order quantity Q* occurs at the point where total "fixed costs" (eg., ordering costs)
equal total "variable costs" (eg., inventory holding costs).
Example 1.
Assumption – no lead time and constant demand Annual demand = 20,000 units per year Cost/unit =
$30 Order cost = $100/order Holding cost = 12% of unit cost/per year H = .12(30) = $3.60/unit/year
– holding costs and demand must be in the same time frame

Bayonne Case Essay
Management Operations
Case–Study 1
BAYONNE PACKAGING, INC.
Table of Contents
Executive Summary ......................................................................................................................2
Introduction...................................................................................................................................2
Company Overview.......................................................................................................................3
Industry overview..........................................................................................................................3
Process Analysis.............................................................................................................................4
Main problems and
recommendations..........................................................................................10Executive Summary
In a company like Bayonne Packaging, Inc., a printer and paper converter, it is very important that
performance measures such as cost, quality and delivery are in agreement with the forecasted values
since this firm used to compete based on low cost, good ... Show more content on Helpwriting.net ...
In January 2012 as he investigated the challenges in the current production process, he met most of
key departments and work centres by touring the factory.
Industry Overview
Bayonne Packaging, Inc is in the paper packaging industry. In the 1980s and early 1990s companies
in the consumer goods industry start to look for a greater impact with their promotional materials
and star to implement their promotional budget to the package itself instead of print media and
broadcast forms. This led to a rapidly growth on the paper packaging industry. Also, additional
customer market segments made a quick impact in a crowded marketplace due to the explosive
growth of software packaging. These factors give good reason for the growth in sales from 10
million in 1982 to 32 million in 2001.
New challenges were faced with the bursting of the dot–com bubble and when software sales and
distribution moved from CDs to the Internet, but Bayonne dealt well this challenges by adopting a
strategy of diversification into new markets.
Process Analysis
To make some recommendations concerning the production process of Bayonne Inc., we need to do
the process analysis, in order to be able to closer understand how the production flows through the

different work centres work and what kind of problems and inefficiencies arise from this process.
Assumptions: because it

Economic Order Quantity and Significant Predictor. Essay...
1. Stock prices over a period of fifty (50) years would most likely exhibit no cyclical component. a.
True b. False 2. On the plot labeled "a", which of the following is correct? a. There is a trend
present. b. There is a linear relationship. c. There is an obvious outlier. d. There is a negative
relationship. 3. On the plot labeled "b", there is an outlier present. a. True b. False 4. On the plot
labeled "c", which of the following models is most appropriate? a. single–parameter exponential
smoothing b. regression c. regression with seasonality (classical time–series) d. none of the above
are appropriate 5. In a simple linear regression, we are ... Show more content on Helpwriting.net ...
Mr. Foster estimates that the goodwill cost of each item short is close to $0.25. A Christmas–tree
model is appropriate. a. True b. False 12. A regular EOQ model is appropriate when demand is
seasonal. a. True b. False 13. See the attached "Regression Data I". We are using the number of
radios, TVs, and DVD players stocked to predict the profit, revenue, and cost for future periods.
First, run a model to predict the profit. Select all which apply. a. Radios is a significant predictor. b.
TVs is a significant predictor. c. DVDs is a significant predictor. d. The overall model is significant.
e. The intercept is positive. f. Severe multicollinearity is present. 14. See the attached "Regression
Data I". We are using the number of radios, TVs, and DVD players stocked to predict the profit,
revenue, and cost for future periods. Next, run a model to predict the cost. Select all which apply. a.
Radios is a significant predictor. b. TVs is a significant predictor. c. DVDs is a significant predictor.
d. The overall model is significant. e. The intercept is positive. f. Severe multicollinearity is present.
15. See the attached "Regression Data I". We are using the number of radios, TVs, and DVD players
stocked to predict the profit, revenue, and cost for future periods. Based on the output,

Littlefield Simulation
ev ev Littlefield Simulation Report: Team A Ending Cash Balance: $1,915,226 (6th Place) Return
On Investment: 549% ROI=Final Cash–Day 50 Cash–PP&E ExpenditurePP&E
Expenditure→ 1,915,226–97,649–280,000280,000=549% Analysis of the First 50 Days The
Littlefield Technologies management group hired Team A consulting firm to help analyze and
improve the operational efficiency of their Digital Satellite Systems receivers manufacturing
facility. Upon the preliminary meeting with Littlefield management, Team A were presented with all
pertinent data from the first 50 days of operations within the facility in order for the firm to analyze
and develop an operational strategy to increase Littlefield's throughput and ultimately ... Show more
Evaluation of the queues at each station revealed that Station 3 (Average Queue: 556.6, St Dev:
453.3) was more strained than Station 1 (Average Queue: 386.1, St Dev: 363.3). The firm
understands that as queues Figure 2: Machine Utilization and Queues at Littlefield Technologies
Figure 2: Machine Utilization and Queues at Littlefield Technologies increase, throughput increases
exponentially thereby creating an inefficient operation and limiting profitability. Based upon this
evaluation, Team A decided that it was prudent to purchase another tuning machine for Station 3 as
soon as the cash balance reached $175,440 ($100,000 machine cost, $74,440 raw material cost,
$1,000 order cost). Due to Station 1 often hitting 100% utilization, Team A decided to evaluate the
need to purchase another board stuffing machine in the future. After evaluating capacity, Team A
turned our attention towards an analysis of the throughput time of the Littlefield factory to
determine the optimum customer contract to offer. During the first 50 days, Littlefield management
elected to accept purchase orders with a quoted lead time of 7 days at a price of $750. Littlefield
was able to obtain 100% expected revenue during the first 50 days of operations and averaged a
throughput time of 1.64 days (St Dev: 0.91). In order to increase the overall profitability, Littlefield
can increase

Precision System Inc.
Action and Implementation Plan
The decision that the group would take is to implement a web–based ordering system that would
allow customers to configure their orders in accordance with the specification that they want.
Through this the data entry error will decrease. The necessary steps for planning the implementation
of a web–based ordering system are stated bellow.
The first step in implementing this course of action is to determine the objectives of the company.
As for our PSI it aims to reduce its error in order entry stage of the business process. The company
should also take into account the customers that will be using the website so that we can better
design it in accordance with their characteristics and the data ... Show more content on
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The second step is preparing the company for change which is not an easy thing to do. People in the
organization especially those who might lose their job or have a hard time coping with new systems
being installed would naturally oppose such a change. That is why a considerable time should be
spent to ensure that the people of the organization is ready for any alteration in their normal work
environment. The employees of PSI which are currently in the order entry department won't be fired
but their responsibility will no longer include that of encoding the orders of the company.
The third step is to inform the customers with the web–based ordering system because they are also
one of the stakeholders for the change that we are going to implement. Informing them of the
modifications will hopefully get them on–board with our decision which will make the
implementation of the change easier on the companies part.
Lastly, we should track our results and modify operations for necessary improvement. We will track
the results of the project by comparing the actual from the metrics develop in the planning phase of
the study. Through this, we will know where we are and where we are suppose to be. If we are far
from our goals we need to check what we are doing wrong and fine–tune the operations. This cycle
of improvements never ends as business of today always seeks for improvement.
Five Steps to Planning

Integrating Online Customer Check And Pick Up System At...
Adapting to Online Customer Check–in and Pick–up System at Marine Corps Community Services
Military Clothing
Marquetta McCarty
Managerial Applications of Information Technology – MIS 535
DeVry University, Keller Graduate School of Management
October 8, 2015 Table of Contents
Abstract 3
Company Background 3
Business Problems 3
High–Level Solution 4
Benefits of Solving Problem 4
Business/Technical Approach 5
Business Process Changes 9
Technology Used to Augment the Solution 10
Conclusions/Recommendations 10
High–level Implementation Plan 10
Summary of Project/Recommendations 10
References 10
Abstract
The business problem to be solved is how to improve operational efficiency, reduce customer wait
time, and minimize the risk of losing or misplacing a customer's items, which will preserve profit by
reducing preventable losses. The current system and process is outdated and flawed, which is
causing customer dissatisfaction and loss of profit.
Company
Marine Corps Community Services (MCCS) is a company that provides different services for
service members and their families. These services include:
Family Readiness – Provides programs and services to guarantee Marines and their families –
spouses, children and parents – are adequately prepared to meet the challenges of the military way
of life. From mentoring to volunteer opportunities to building relationships to

Case
After having a very successful performance and getting second place on the first Littlefield
simulation game we knew what we needed to do to win the second simulation game. We were very
eager to outperform our competition and we almost did so, but ended up in second place again with
a cash balance of $2,660,393.
The second Littlefield simulation game focused on lead time and inventory management in an
environment with a changing demand ("but the long–run average demand will not change over the
product's 268–day lifetime"). Therefore our strategy to win this game was controlling the Littlefield
Lab's system capacity and the inventory level with choosing a right contract as well as keeping the
cash daily as much as possible. In other ... Show more content on Helpwriting.net ...
So we calculated the TIL (Target Inventory Level) – 821 kits and reorder quantity – 713 kits with Z,
98% probability of not stocking out during the period, according to periodic review system method
for last 52 days. After making last order we reset the reorder quantity and reorder point both to '0'
not to make anymore orders.
When our group first started planning our strategy to win the second Littlefield simulation game, it
was evident that the goal of the game was to maximize profits. We were competing against 18 other
teams, but we knew with correct system capacity management and correct inventory management
we could be the number one team. Even though we made correct decisions overall, we ended up in
second place again with a cash balance of $2,660,393 and remaining inventory of 52 kits. Although
we were a little disappointed again, we were very satisfied with what we have learned and the
important operations management concepts we used such as capacity management and lead–time
and inventory management throughout both of the Littlefield simulation games.
Littlefield Labs –
TRANSACTION HISTORY
|Day |Parameter |New Value |
|50 |station 1 machine count |3 |
|50 |Reorder point (kits) |50 |
|50 |Max WIP limit

Reflection Paper On Court Hearing
This reflection paper is over my fifth week at my practicum site. This week I was in the office on
Monday and Tuesday. This week I was able to attend a court hearing and I wrote up my visitation
log from the visit that happened last week.
There are a lot of things that has to happen when the Department of Children and Family Services
(DCFS) take protective custody (PC) of a child. After DCFS has taken PC over a child or children
they have to have court within 2 days. The court date is considered the first court hearing. The
perpetrator is encouraged to come and they have been appointed and attorney. The attorney will be
there to represent their client at this first initial court hearing.
The first court hearing consists of many different things. The first thing that happen is the
investigator is called to the stand and asked questions about what happened during the investigation
that were significant enough to take PC. This is a precaution step to make sure the kids were
removed for a legitimate reason. At this point the judge can sign off on the order of PC or return the
kids home to the perpetrator. The investigator explained this process to me prior to going into the
courtroom and she said the judge never sends the kids back home. The perpetrator can be called to
the stand but most of the time they are not. The next thing that is put in place is a permanency order
for the child. The permanency order is put in place for temporary housing. The last thing that is filed

Using The Single Period Probabilistic Inventory Control Model
Problem R By Group 10: Morgan Gaskin, Ritesh Makwana, Georgia Fleming, Adam Ahmad, Simon
Humroy and Larab Chaudhry Executive Summary: This report shows a solution to our modelling
week problem R which was about maximising the profit of merchandise sold at 'Wrong Directions'
concerts, how many t–shirts/programmes that should be ordered and the price that they should be
sold for. Our solution to this problem was using the single period probabilistic inventory control
model then working out the optimal order quantity for both t–shirts and programmes based on the
total number of people attending the fifteen concerts (43,100). Our assumption was 40% of people
would buy T–shirts (17,240) and 50% would buy programmes (21,550), and our research shows
how much to sell both products for. All calculations can be found in the report. Our recommendation
is that you order 18,462 t–shirts priced at £20 and 23,960 programmes prices at £5 which would
give you an expected profit of 438,179.22. Only limitation that is possible is not all stock will be
sold but having the extra stock will help maximise profit. Introduction: Our group report delves into
our modelling week problem R, where our company has been asked to provide concert merchandise,
including t–shirts and programmes for the new successful band 'Wrong Direction'. This is for their
upcoming tour in December 2015 which consists of 15 gigs including the finale at Brixton Academy
where the band will be supported by 'Take This'. We

Department Of Computing : Assignment Cover Sheet
CPIT Department of Computing Assignment Cover Sheet AMBA600/BCIS290 INTRODUCTION
TO BUSINESS ANALYSIS Student Name: Sahil Jairath Student ID: 99131232 Tutor(s): John
McPhee Word Count: 3,515 Table of Contents Summary 2 Flow diagram 3 External Environmental:
Macro–Environment 4 Internal Factors: McKinsey 7–S 5 Business Analysis Model: SIX Sigma 7
Stakeholders and their roles 10 Investigation Techniques. 13 Justification about the Investigation
techniques used in this Case study. 15 Proposed Solution For effective outcome 15 References 16
Summary This report outlines the business analysis planning proposal steps to prevent the
Inaccuracy in delivery of products by foodstuffs employees that brings loss to company. There are
different factors that are the main reason of Inaccuracy. The wrong product under the wrong shelf.
The confusion with numbers in case of big orders that how many units picked and how many left for
same product. In case of pallet pick sometime scan plate sticks on wrong pallet and therefore wrong
product delivered. Problem Statement: Inaccuracy in delivery of products by foodstuffs employees
leads to Company loss. About The Problem Foodstuffs Distribution Centre received order more
5000 (approx.) bulk units and around 2000 units of vegetables or produce every day and pickers or
store persons pick from the picking face in chillers at particular positions but everyday wrong units
picked or less or more than required quantity picked from

Decision Analysis Task 2 Essay
Shuzworld Task 2
Charlene Taylor
WGU 000345193
Shuzworld Task 2
I was asked to provide a distribution pattern that minimizes shipping costs and provides adequate
availability and demand. I used transportation modeling to solve this problem. Transportation
modeling is "an interactive procedure that finds the least costly means of moving products from a
series of sources to a series of destinations" (Heizer & Render, 2011). This tool is used to determine
the best distribution pattern for multiple locations. It is best for this problem because it allows for us
to determine how many products can be held at each location to give Shuzworld the lowest shipping
costs. The original setup had an optimal shipping cost of $13,600. It had 1300 ... Show more content
on Helpwriting.net ...
Machine 1 had a reliability of 84%, Machine 2's reliability was 91%, and Machine 3 had a reliability
of 99%. The first possible setup, and ultimately the recommended setup, was to backup Machine 1.
This led to an overall reliability of 84%. Backing up Machine 2 only gave a reliability of 82%.
Backing up Machine 3 only gave a reliability of 76%. Therefore the recommendation is to backup
Machine 1 and increase the reliability to 88%. The next task is to provide the optimum number of
shoelaces to order, using appropriate cost balancing. The economic order quantity (EOQ) is the
order amount that allows for an optimum level of materials at the lowest cost possible. There is a
demand ofr 300,000 shoelaces per year. The setup cost is $125 per order. There is a $.10 holding
cost per unit. The optimal order quantity recommended is 27,386.13 shoelaces per order, with a
maximum inventory of 27,386.13. This means that we will order just the amount of shoelaces
needed to fulfill current production orders. The average inventory is 13,693.06 shoelaces. There will
be approximately 10.95 orders per year. The annual setup cost is $1,369.31, and the annual holding
cost is $1,369.31. This makes the total cost per year $2, 738.61. This decision tool allows us to
calculate the correct amount needed per order to ensure that we are lowering operating and holding
costs, while keeping production properly stocked. The last task was to

Mpbc
MPBC1. To help MPBC with their inventory level I chose the application of economic order
quantity. The company wants to ultimately have on hand, the full order for every satellite store. If
they do not have the bicycles to fulfill the order, they have to ship from another distributor because
they keep no back stock. If another distributor has to be utilized than the company loses out on
profit. The problem to analyze with this case study is how many bicycles need to be stored at the
distribution center so that outside orders do not have to be made.
The satellite store receives their requested shipment within two days from the distribution center.
However the distribution center gets shipments from overseas and these orders can take up to ...
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In year 2010, the optimal order quantity is 50 bikes. About 8 orders would be made per year of 50
bicycles for total cost of $1,018.30 per order, and $67,488.30 per year. The reorder point for this
data would be when the inventory has been reduced to its average of 24 bikes.
In the forecast for 2011, the optimal order quantity is 53 bikes. About 8 orders would be made per
year of 53 bicycles for total cost of $1,079.00 per order, and $75,708.99.30 per year. The reorder
point for this data would be when the inventory has been reduced to its average of 27 bikes.
3. To address the demand that is not at the level of the planning horizon we continue to view the
data from a yearly projection versus monthly. When MPBC is focused on a long term plan, there is
an increased likelihood to consistently have the bicycles in stock that its satellite stores need. When
supply meets demand, another distributor does not have to be used, thus increasing overall profits.
Also having a grasp on yearly demand can better predict how many times per year orders need to be
placed. When we can find an ideal number of inventory and number of orders needed, the ordering
cost is reduced. All forecasting data is working toward the same end goal which is reducing bottom
line costs, and increasing

Simulation Of Inventory System

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