BUS307: Operations Management & Quantitative Techniques Final Paper Focus of the Final Paper The major written assignment for the course is a paper on two final cases. The final case paper should demonstrate understanding of the reading as well as the implications of new knowledge. The eight-to-ten page paper should integrate readings and class discussions into work and life experiences. It may include explanation and examples from previous experiences as well as implications for future applications. Read the Case Study at the end of Chapter 15 and the Case Study at the end of Chapter 16 and thoroughly answer all the following questions in a paper to be submitted to your instructor no later than 11:59 pm on the last day of class. Supplement your answers with outside research using the Ashford Online Library. Each Case Study should be addressed in four to five pages, resulting in a combined Final Paper of eight to ten pages. Chapter 15 Case Study: The Realco Breadmaster Develop a master production schedule for the breadmaker. What do the projected ending inventory and available-to-promise numbers look like? Has Realco “overpromised”? In your view, should Realco update either the forecast or the production numbers? Comment on Jack’s approach to order promising. What are the advantages? The disadvantages? How would formal master scheduling improve this process? What organizational changes would be required? Following up on Question 2, which do you think is worse, refusing a customer’s order upfront because you don’t have the units available or accepting the order and then failing to deliver? What are the implications for master scheduling? Suppose Realco produces 20,000 breadmakers every week, rather than 40,000 every other week. According to the master schedule record, what impact this have on average inventory level? Chapter 16 Case Study: A Bumpy Road for Toyota Is Toyota’s focus on quality consistent with Lean philosophy? Can a firm actually follow the Lean philosophy without having a strong quality focus? Explain. Who are the “coordinators” referred to in the article? What role have they played in educating Toyota’s workforce in promoting the TPS (Toyota Production System) philosophy? Why are they so hard to replicate? According to Hajime Oba, what is wrong with Detroit’s approach to Lean? Based on your understanding of American auto manufacturers, do you agree or disagree? There is an old saying “Haste makes Waste.” How does this apply to what is happening in the Georgetown plant? What is Toyota doing about it?