Operations and Supply Chain Management Case Study

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Abstract The case studies in chapters 15 and 16 in our text present us with two separate issues. In Chapter 15, we find Realco dealing with meeting demand for a new and successful product. In Chapter 16, we look at Toyota and the challenge of maintaining quality during rapid expansion. Chapter 15 Case Study In Chapter 15’s case study, Realco has introduced a new hugely successful breadmaker. The sales department has promised sales above and beyond expected demand. Can production keep up? Would a master production schedule be of any value in this situation? What follows are the answers to these questions based on the information presented in the case study. Develop a master production schedule for the bread-maker. 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? If I understand the data correctly, the promised shipments are above and beyond the forecasted demand of approximately 20 thousand units a week. This being the case, Realco has significantly overpromised. The promised shipments from weeks 1, 2, and 3 more than double the forecasted demand and with production set at 40 thousand every other week, which results in over promising. In my view, the problem is not the forecasting or production numbers but rather, the shipments promised above that. The information the case study does not give us is the booked orders. This would give us more information as to the actual demand. 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? The advantage to Jack’s approach to order promising is that it maximizes sales opportunities. Jack is looking to sell every breakmaker they

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