Loa Loa Ở đây mình có ‘test requirements and super detailed solutions cho Operation Management course’. Đề sem 22023 giúp các bạn có được ‘preview’ về những gì sẽ được cho trong bài test cuối siêu quan trọng (50%) quyết định sống còn cả course. Hãy cho bản thân cơ hội để ôn tập và có được đáp án siêu chi tiết (ý tưởng để viết essay và feedback của giáo viên) cho tất cả các câu hỏi trong bài test, cho bản thân sự chuẩn bị kĩ càng để vượt qua cơn sóng cuối cùng này nhé các OMGT2199er.
All the questions in this online case study pertain to following the case of Copper Kettle Catering Please make sure to answer all questions, by clicking next Copper Kettle Catering (CKC) Copper Kettle Catering (CKC) is a full-service catering company that provides services ranging from boxed lunches for picnics or luncheon meetings to large weddings, dinners, or office parties Established as a lunch delivery service for offices in 1972 by Wayne and Janet Williams, CKC has grown to be one of the largest catering businesses in Raleigh, North Carolina The Williamses divide customer demand into two categories: deliver only and deliver and serve The deliver-only side of the business delivers boxed meals consisting of a sandwich salad, dessert, and fruit The menu for this service is limited to six sandwich selections, three salads or potato chips, and a brownie or fruit bar Grapes and an orange slice are included with every meal, and iced tea can be ordered to accompany the meals The overall level of demand for this service throughout the year is fairly constant, although the mix of menu items delivered varies The planning horizon for this segment of the business is short: Customers usually call no more than a day ahead of time CKC requires customers to call deliver-only orders by 10:00 A.M to guarantee delivery on the same day The deliver-and-serve side of the business focuses on catering large parties, dinners, and weddings The extensive range of menu items includes a full selection of hors d'oeuvres, entrees, beverages, and specialrequest items The demand for these services is much more seasonal, with heavier demands occurring in the late spring-early summer for weddings and the late fall-early winter for holiday parties However, this segment also has a longer planning horizon Customers book dates and choose menu items weeks or months ahead of time CKC's food preparation facilities support both operations The physical facilities layout resembles that of a job process Five major work areas consist of a stove-oven area for hot food preparation, a cold area for salad preparation, an hors d'oeuvre preparation area, a sandwich preparation area, and an assembly area where deliver-only orders are boxed and deliver-and-serve orders are assembled and trayed Three walk-in coolers store foods requiring refrigeration, and a large pantry houses nonperishable goods Space limitations and the risk of spoilage limit the amount of raw materials and prepared food items that can be carried in inventory at any one time CKC purchases desserts from outside vendors Some deliver the desserts to CKC; others require CKC to send someone to pick up desserts at their facilities The scheduling of orders is a two-stage process Each Monday, the Williamses develop the schedule of deliver-and-serve orders to be processed each day CKC typically has multiple deliver-and-serve orders to fill each day of the week This level of demand allows a certain efficiency in the preparation of multiple orders The deliver-only orders are scheduled day to day, owing to the short-order lead times CKC sometimes runs out of ingredients for deliver-only menu items because of the limited inventory space Wayne and Janet Williams have 10 full-time employees: cooks and food preparation workers, who also work as servers for the deliverandserve orders In periods of high demand, the Williamses hire additional part-time servers The position of cook is specialized and requires a high degree of training and skill The rest of the employees are flexible and move between tasks as needed The business environment for catering is competitive The competitive priorities are high-quality food, delivery reliability, flexibility, and cost in that order “The quality of the food and its preparation is paramount,” states Wayne Williams “Caterers with poor-quality food will not stay in business long.” Quality is measured by both freshness and taste Delivery reliability encompasses both on-time delivery and the time required to respond to customer orders (in effect, the order lead time) Flexibility focuses on both the range of catering requests that a company can satisfy and menu variety Recently, CKC began to notice that customers are demanding more menu flexibility and faster response times Small specialty caterers who entered the market are targeting specific well-defined market segments One example is a small caterer called Lunches-R-Us, which is located a in facility in the middle of a large office complex to serve the lunch trade and competes with CKC on cost Question / pts The frequency of their equipment breakdown is given in the following table Repairs cost an average of $240 A service firm is willing to provide preventive maintenance which cost $400/month How much will CKC save each month when using the service contract? Number of Breakdowns/Month Frequency Occurrence 0.20 0.40 0.20 0.10 of 0.10 Vietjet will save per month when using the service contract (*) Just type the number without "$" Answer 1: 80 Solution: - Repairs cost: $240 - Maintenance cost: $400 - The expected number of breakdowns: (0.1) *0 + (0.2) *1 + (0.4) *2 +(0.2) *3 +(0.1) *4 = - The costs of repairs = 2* $240 = $480 - The savings: $480 - $400 = $80 Excel Preparation Question 2: The following table contains information on the cost to run five jobs on five available processes at CKC A B C D E Job Job Job 10 Job 5 Job Q Determine an assignment plan that will minimise costs Calculate the total cost Only record the number without "$" Answer 2: 19 Solution: Step 1: TÌM MIN CỦA MỖI ROW Step 2: REDUCE MIN CỦA MỖI ROW Step 3: Reduce Column and Test the Allocation of following Column and ROW - Scanning the column first and if finding the value of at any column the it is need to eliminate the value of horizontally But it is notice that only eliminate the value of if this scanning column have only a value of If the column scanned have or more 0, please ignore this column and continuously move to scan another column - After column scanning => Moving to the row scanning Eliminate the value vertically Ignore the rows occupy or more 0, just ‘ gạch bỏ theo chiều dọc row có chứa giá trị 0’ - Cuối tìm Min tất số cịn lại chưa bị gạch Trong trường hợp số lại chưa bị gạch sau column and row scanning là: 4; (job 1) 2;1 (job 3) 3; (job 4) 1; (job 5) - Tìm tất giá trị chưa gạch => Min Step 4: Next elimination - Đầu tiên xác định giao điểm đường gạch ngang and gạch dọc (nhìn hình Step 3) Trong trường hợp có giao điểm: (job 2-A); (Job 2- B) (job 2- C) - Lấy giá trị giao điểm cộng với giá trị vừa tìm Step 3: Ta giá trị giao điểm (như hình bên trên) - Sau ta trừ giá trị chưa bị gạch (Step tìm) cho Min =1 (được bảng allocation trên) - Sau tiếp tục column and row scanning and elimination process số đường gạch với số job tất giá trị bảng gạch bỏ hồn thành bắt đầu đến bước cuối Task Allocation Step 5: Task Allocation for Optimizing Cost (The lowest cost) - Nhìn theo row, ý row có gía trị allocate task cho worker trước giá trị - Outcome: 1A; 2D, 3E, 4B, 5C - Quay bảng giá trị đề để xem vị trị allocate job cho worker giá cần trả bao nhiêu: - Costs: 1A = 2D = 3E = 4B = 5C= Tổng $ 19 Question 3: The company needs to better manage its stock From their historical purchasing data, the demand during lead time follows a normal distribution with a mean of 2000 units and a standard deviation of 100 units The CEO only accepts the stockout risk of percent Calculate the reorder point of CKC to meet that demand Answer: 2188 Solution: - Service level = 100%- Stockout Risk = 1- 0, 03 = 0.97 - The service level is 0.97 => the Z=1,88 - Safety stock = Standard deviation * Z =100* 1.88 = 188 (Safety Stock = Lead time * Demand /day) - Reorder Point = Expected lead time demand + Safety Stock = 2000 + 188 = 2188 Question 4: The company uses an automatic filling machine to fill the drinks for their customers The machine’s output is approximately normal with a mean of 1000 milliliters and a standard deviation of 20 milliliters Output is monitored using means of samples of 25 observations Determine upper and lower control limits that will include roughly 98 percent of the sample means when the process is in control (Type the number into the following blanks) The upper control limit is 1009.32 The lower control limit is 900.68 Given these sample means: 1003, 1001, 999, 1011, 995, and 998, draw the control chart in your Excel file and answer if the process is in control (Type Yes or No into the following blank): Is the process in control? => No Solution: - Tìm UCL (X) - Tìm LCL (X) - Draw the X chart If there is not any value larger the UCL (X) and lower LCL (X), hence we can conclude that the process is in control According to this case, the process is not under control (Following the picture below) because there is a value the larger the UCL (X) =>1011 Question Wayne and Janet Williams are impressed by the lean systems concept, especially the ideas related to increasing flexibility, reducing lead times, and lowering costs They sound like what CKC needs to remain competitive However, the Williamses wonder whether lean concepts and practices are transferable to a service business Write a short essay covering the following issues: Are the operations of Copper Kettle Catering conducive to the application of lean concepts and practices? Explain What, if any, are the major barriers to implementing a lean system at Copper Kettle Catering? What would you recommend that Wayne and Janet Williams to take advantage of lean concepts in operating CKC? Your Solution: To consider whether the operations of Copper Kettle Catering can conduct the application of lean concepts and practices, it is necessary to determine stages of Toyota lean approach Firstly, regarding the Muda stage, the waste which is the non-added-value activities should be identified and eliminated It is important to identify value of production line, which is evaluation whether CKC has a strong understanding of customers' preferences, tastes, and quality expectations to reduce waste in incorrect information of customers' expectation and preference In the case of CKC, the company strategy is deliver only and deliver and serve, and trying to match the various demand of customers For example, They also have five major work areas consist of a stove-oven area for hot food preparation and the area to store the cool ingredients and preparation for the cool meal This implementation can optimize the two different types of meal preparation for different orders that eliminate waste in operations This will be acceptable as the company is willing to align its operations accordingly and prioritize customer satisfaction through existing meal delivery can help determine the company's value proposition So the CKC can match the value identification Kanba Examining the current processes and activities involved in delivering the product to the customer, which means using manual systems to control the movement of parts and materials Parts are delivered in small batches as they're actually needed, not all at once to reduce waste of holding Identify areas of waste, bottlenecks, and inefficiencies from material supply In the case of CKC, it can be observed that they prepare, deliver and customize the food depend on the customers' request, thus, this can be determined the production is manipulated in small quantity The demand for these services is much more seasonal, with heavier demands occurring in the late spring-early summer for weddings and the late fall-early winter for holiday parties, which mean the production can be in large quantity so it is the potential for streamline operations, and reduce lead times reduce, and holding costs Hence, CKC can process the lean operations from this stage Heijunka In case of CKC, the company is willing to adopt principles such as reducing lead times, optimizing production lines, and implementing just-in-time practices, increasing flexibility, and lowering costs The demand of CKC also can be viewed constant that keep the production line running steady and the company's products are manufactured depend on customers' demand and seasonal variations instead of having big bursts of activity and then downtime, this produced in smaller batch following the demand to reduce waste of demand drop and excessive holding costs Thus, we can consider CKC can match this stage in Toyota lean approach and highly potential to transform its process into lean operation Kaizen Evaluate whether the organization upholds a culture that fosters continuous improvement and demonstrates a dedication toward achieving excellence in all facets of its operations It is accepted if there is a willingness of a team to observe excessive waste in the production line such as frequent overproduction, and large batch production that increases holding costs, resulting in waste in material and financial sources of the company Creating a team to identify waste in production lines to continuously improve forecasting, input and quality control, inventory control mechanisms, and embrace a more responsive approach However, CKC has not yet established the empowerment team to identify the waste in process But, we can see they rely on implementing a pull-based system where production is driven by actual customer demand and there is a focus on product quality, employee skill engagement, and adaptability to market changes They pay high attention on high-quality food, delivery reliability, flexibility, and cost, which is also consistent with one of Toyota approach principle In the conclusion, I think the CKC can successfully transform into lean operation in a certain extent Major barriers implementation can be faced in lean process a Lack of proper training: Employees can better understand how their work affects the entire production process through proper training This, in turn, motivates them to improve their work environment With effective training, employees acquire the necessary skills to solve problems both independently and as a team Additionally, good training ensures employees know what is expected of them to maintain Lean production through commitment and performance improvement However, implementing Lean operations can be challenging due to a shortage of Lean experts who have the necessary competencies to lead and manage Lean implementation, as well as a potential dearth of supervisory, managerial, and workforce skills to support the implementation of Lean in the markets and the hiring costs for them is extremely high Poor training can result from a lack of knowledge of existing Lean trainers and coaches, which can hinder the streamlining of new Lean processes b Resistance to Change: One of the major barriers is resistance from employees who are accustomed to the traditional operation system Successful lean implementation requires active participation and engagement from all levels of employment, however, CKC can receive the protest from their employees in case of that they not actually comprehend the meanings and practices of a lean process When decide to transform into a lean process, there is high probability that CKC will cut off waste by laying off unnecessary positions, which not significantly impact the food preparation and delivery in the whole process to reduce employment costs and increase the flexibility in process which will put the high pressure on employees' security and can cause a huge protest to the company management c Resource Constraints: Implementing lean operations may require CKC more initial investments in training, technology and equipment adoptation, and process improvements This barrier requires CKC a carefully comprehensive planning and budgeting preparation, prioritizing key improvement areas, seeking support from stakeholders, and they have to prepare a phased strategy, which does not establish all changes at once because the lean process transformation at once will highly place a significantly financial tension for CKC to deliver its ongoing process and improvement Recommendations Firstly, it is suggested to implement JIT Inventory Management which focuses on minimizing inventory levels to reduce waste and increase efficiency Implementing accurate demand forecasting techniques to understand customer demand patterns to determine the optimal inventory levels needed to meet customer needs without excessive inventory buildup The Kanban System is utilized to streamline production by ensuring material replenishment only when needed, thereby preventing overproduction and minimizing stock-out risks Next, the company can consider streamlining production processes to reduce lead times, from order placement to meal delivery, and identifying and eliminating nonvalue-added activities in both meal preparation and delivery, bottlenecks, and unnecessary wait times following the Muda process to help CKC reduce the lead times and avoid long-waiting time for customers Secondly, focus on Employee Engagement and Continuous Improvement Focusing of Kaizen, empowering employees by encouraging their effort input and involvement in decision-making processes, fostering a culture that values their input and encourages process improvements The Kaizen principle is employed to enhance operational excellence by providing employees with the necessary training and skills, fostering a culture of continuous learning, and promoting team-based problem-solving techniques like Kaizen events, which encourage cross-functional collaboration, the the cook and staff from different stages in meal production process can monitor the other tasks of other employees that guarantee the waste can be identified and eliminated to make the process streamline The lecturer feedback and the guidance/structure of the essay is provided by the Course, which also presented below: In order to deal with this case study, the student should review the company’s background, strategy, and current performance to justify the need to transfer to lean operation and how much their performance might improve In general, achieving lean operations would help the company eliminate waste and disruption and thus, achieve a more balanced and rapid flow system when still matching supply to customer demand Defining what kinds of waste are significant in this case is the key to quantifying their potential benefits In return, such a transition effort requires a lot of time and cost in changing the company’s processes and working culture These trade-offs should be further discussed to examine if the benefit outweighs the cost The following part explains the full expectations of this essay: First, the processes at CKC have several characteristics that support the implementation of lean systems They include: Having a demand-pull system where orders placed by the customer cause materials to be “pulled” through the system “Deliver only” orders are more reactive, having a relatively short lead time in which to respond The “deliver and serve” orders are booked much farther in advance, and firm planned schedules can be established on a weekly basis 2 Workers are very flexible and, for the most part, interchangeable, except maybe for the cooks The menu is still relatively simple, with limited variety allowing for some standardization The processes seem to be “visible,” in that workers can see the entire operation and track the flow of materials easily The processes are repeatable and conducive to standardization Lot sizes would seem to be small and setup times relatively short The overall load on the system, that is, orders, is relatively uniform Quality of materials and output is at a high level Second, there are a number of possible barriers that CKC may face if the concept of lean systems is pursued It was mentioned that the facilities were set up in a job process configuration that may be less suitable for lean systems than a line flow configuration Overall demand is indicated to be stable; however, the variability in each order may inhibit standardization In some respects, this operation may be thought of as a “custom-job shop.” Supplier relationships will be extremely important to maintain both quality and quick response Some suppliers now require CKC to pick up their orders The two types of markets, deliver only and deliver and serve, really require two different types of operating systems to focus on different customer requirements The relative importance of menu variety and response time differ noticeably in each market Third, there are a number of recommendations you may present that take advantage of the use of lean systems concepts and principles The focus of the recommendations usually revolves around these primary areas: process management issues and inventory management Some of the ones to expect include: If possible, split the operations to focus independently on the two market segments: deliver only and deliver and serve Lay out the processes in a flow pattern where the entire process for each market segment is visible to the workers Also, lay out the necessary tasks and equipment so that cycle times can be reduced to shorten lead times CKC can begin to employ lean systems signaling techniques for the movement of materials such as color-coded, standard-sized trays Begin a cross-training program to enhance the flexibility of the workers so they can be assigned where needed Continue to build supplier relationships by developing supplier alliances, reducing the total number of suppliers, and sharing information on demand patterns and material needs Try to limit the menu selection, especially for deliver-only orders where response (delivery/carrying/lead) time is more important This will also help reduce inventory levels Maintain good housekeeping policies, not only for quality and health safety reasons but also for enhancing visibility within the processes and ensuring the prompt availability of needed tools and materials It also helps in the development of the proper attitudes about work and the workplace