Realco Breadmaster and Toyota

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Table of Contents Table of Contents……………………………… …………….2 The Realco Breadmaster Case Study…………………………3 A Bumpy Road for Toyota Case Study………………………7 Conclusion……………………………………………………10 References……………………………………………………12 This research paper will be discussing two case studies from Chapter 15 and Chapter16. For Chapter 15, the case study titled The Realco Breadmaster, asks for questions: 1. 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? 2. 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? 3. 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? 4. Suppose Realco produces 20,000 breadmakers every week, rather than 40,000 every other week. According to the master schedule record, what impact would this have on average inventory levels? For chapter 16, the case study titled A Bumpy Road for Toyota asks the following questions: 1. Is Toyota’s focus on quality consistent with the Lean philosophy? Can a firm actually follow the Lean philosophy without having a strong quality focus? Explain. 2. 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? 3. According to Hajime Oba, what is wrong with Detroit’s approach

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