Read The Case Study At The End Of Chapter 12

Read The Case Study At The End Of Chapter 12 And The Case Study At The

Read the case study at the end of Chapter 12 and the case study at the end of Chapter 13, and thoroughly answer all the following questions. Supplement your answers with scholarly research using the Ashford Online Library. Each case study should be addressed in at least 5 pages, resulting in a combined Final Paper of at least 10 pages. Create a master production schedule for the breadmaker in the case that considers production levels, demand for the product, and the best business strategy for the situation presented. Evaluate the advantages and disadvantages of Jack’s approach, considering how master scheduling can improve the process, and considering the organizational changes needed to increase the efficiency and effectiveness of the process.

Examine the impact of refusing a customer’s order because of lack of supply of the product vs. accepting the order and failing to deliver. Describe the impact on average inventory levels and production if Realco produces 20,000 breadmakers every week, rather than 40,000 every other week. Chapter 13 Case Study: Supply-Chain Challenges in Post-Earthquake Japan Explain the advantages and disadvantages of the supply chain used in the Japanese auto industry before the March 11 earthquake and tsunami. Evaluate whether or not Toyota's plan for a "foolproof" supply chain is consistent with the Lean production philosophy. Provide a recommendation and plan that you believe would be the best supply chain strategy for Toyota. Examine the impact Toyota's plan will have on the way it handles relationship management in its supply chain.

Paper For Above instruction

The case studies at the end of Chapters 12 and 13 offer profound insights into production scheduling, inventory management, and supply chain resilience, especially in contexts of demand variability and external disruptions. This paper thoroughly analyzes these aspects, providing strategic recommendations grounded in scholarly research and industry best practices.

Master Production Scheduling for the Breadmaker: Strategic Considerations

The creation of an effective master production schedule (MPS) for the breadmaker case requires balancing demand forecasts, production capacity, and strategic business goals. The central objective is to optimize resource utilization while meeting customer demand promptly. An MPS that aligns production levels with actual market demand minimizes excess inventory and mitigates stockouts, thereby enhancing customer satisfaction and operational efficiency (Krajewski, Ritzman, & Malhotra, 2019).

Considering Jack’s approach, which involves adjusting production runs based on demand fluctuations, it is essential to evaluate its benefits and limitations. The advantages include improved responsiveness to demand changes, reduced inventory holding costs, and enhanced flexibility in production scheduling (Heizer, Render, & Munson, 2020). Conversely, disadvantages may involve increased scheduling complexity, potential overtime costs, and the risk of infeasible production plans if demand forecasts prove inaccurate.

Organizational adjustments, such as investing in advanced planning and scheduling (APS) systems, staff training, and cross-functional collaboration, are vital to increasing process efficiency. These changes foster real-time demand visibility, facilitate swift response to demand shifts, and support strategic decision-making (Chopra & Meindl, 2019).

Impacts of Refusing vs. Accepting Customer Orders and Production Frequency Variations

Refusing customer orders due to supply constraints can damage long-term relationships, diminish brand loyalty, and reduce future revenue streams. It also helps avoid costly rush orders or compromised quality. However, accepting orders that cannot be fulfilled leads to backorders, customer dissatisfaction, and potential reputational harm. Balancing service levels with inventory management is key.

Regarding production frequency, shifting from bi-weekly large production runs (40,000 units) to weekly smaller batches (20,000 units) impacts inventory and responsiveness. Reduced batch sizes lead to lower average inventory levels, decreasing warehousing costs and minimizing obsolete stock. Yet, it may increase setup times and operational complexity, thereby elevating per-unit costs (Krajewski et al., 2019). An optimal balance must be struck, possibly through lean manufacturing principles, to sustain cost-efficiency while maintaining service levels.

Supply-Chain Challenges in Post-Earthquake Japan: Pre-Disaster Strategies and Lean Compatibility

Prior to the March 11 earthquake and tsunami, Japan’s automotive supply chain was characterized by just-in-time (JIT) deliveries, close supplier relationships, and high levels of coordination aimed at minimizing inventory costs. While successful under stable conditions, this approach had vulnerabilities to disruptions, as evidenced by the post-disaster supply shortages (Christopher & Peck, 2004).

The "foolproof" supply chain plan proposed by Toyota emphasizes redundancies, diversified sourcing, and safety_stock buffers. While these measures enhance resilience, they may conflict with Lean principles that prioritize waste reduction and efficiency. Balancing Lean with robustness involves strategic inventory buffers and flexible sourcing strategies—concepts supported by recent supply chain resilience literature (Sheffi, 2007).

A recommended strategy for Toyota involves integrating Lean practices with adaptive supply chain management, including dual sourcing, strategic safety stocks, and digital transparency to enable rapid response. This hybrid model preserves Lean efficiencies while bolstering the ability to adapt post-disruption (Christopher, 2016).

Implementing such a resilient supply chain impacts relationship management by fostering closer collaboration with suppliers, increasing information sharing, and establishing contingency protocols. These dynamics are crucial for building trust and agility in unpredictable environments (Chen & Paulraj, 2004).

Conclusion

Effective master scheduling, balanced inventory strategies, and resilient supply chains are essential for competitive advantage in modern manufacturing and logistics. By integrating scholarly insights and industry best practices, organizations can design flexible and robust operations capable of withstanding demand fluctuations and external shocks, thus securing long-term sustainability.

References

• Chopra, S., & Meindl, P. (2019). Supply Chain Management: Strategy, Planning, and Operation. Pearson.
• Chen, I. J., & Paulraj, A. (2004). Towards a Theory of Supply Chain Management: The Constructs and Measurements. Journal of Supply Chain Management, 40(4), 93-103.
• Heizer, J., Render, B., & Munson, C. (2020). Operations Management (13th Ed.). Pearson.
• Krajewski, L. J., Ritzman, L. P., & Malhotra, M. K. (2019). Operations Management: Processes and Supply Chains. Pearson.
• Sheffi, Y. (2007). The Resilient Enterprise: Overcoming Vulnerability for Competitive Advantage. MIT Press.
• Christopher, M. (2016). Logistics & Supply Chain Management (5th Ed.). Pearson.
• Christopher, M., & Peck, H. (2004). Building the Resilient Supply Chain. The International Journal of Logistics Management, 15(2), 1–13.