Reference no: EM131138189

Using the knowledge you have gained from this course, you will write a comprehensive analysis of the Nissan case study we have been analyzing throughout this course by addressing the critical elements below. Imagine that you are hired into the role of the operations manager at the company described in the case study. Although there are many issues facing the company, you have some experience and are well qualified to provide direction in solving these problems. To address many of the questions below, you will want to review your submissions from previous modules and incorporate instructor feedback. Using the case study, course materials, and outside sources, prepare a cohesive case study analysis for submission as one document. Specifically, the following critical elements must be addressed: I. Generating Value A. Evaluate how the company in the case study uses operations management functions to provide products and generate value for its customers. Support your claims with examples from the case study or outside sources. B. Assess how this company achieves a competitive advantage using operations management. Provide examples found in the case study or outside sources to support your reasoning. C. Compare and contrast service operations and manufacturing operations at the company in the case study. How are they the same? How do they differ? How does each of these operations provide value for their customers? II. Theories and Techniques A. Explain how gross-to-net calculations are processed for material requirements planning (MRP). What specific input files would the company in the case study need to include in this process for a successful MRP? How would you use the MRP information to improve the operations as the manager of this company? B. Compare and contrast the critical path method (CPM) and the program evaluation and review technique (PERT). What types of projects at this company would favor PERT over CPM? Why? What types of projects at this company would favor CPM over PERT? Why? C. Explain the four primary priority rules for job sequencing. In what instances at the company might each rule be most advantageous? When would each rule be most disadvantageous? Support your claims with citations from your textbook or outside sources. D. Explain the five steps of the theory of constraints (TOC) process. To what processes might the company in the case study apply TOC? Why would applying TOC to these processes be advantageous? E. Explain the steps used to develop a forecasting system. How would these steps be specifically utilized by this company? What do you predict would be the result of implementing a forecasting system for the top-selling product line at this company? F. List the major categories of supply chain risk and associated risk-reduction tactics. How could the company mitigate exposure to supply chain disruptions caused by natural disasters? For example, consider the 2011 earthquake and tsunami that devastated parts of Japan. G. Summarize the following theories: just in time (JIT), Toyota Production System (TPS), and Lean. How are these concepts related? Describe the advantages and disadvantages for using each of these concepts at the company presented in the case study. H. Describe how total quality management (TQM) principles and tools can be used to improve quality in the latest line of products in the context of the case study. III. Data Analysis A. Draw a hypothetical process (time-function) map for producing a recently released (within the past two years) product manufactured by the company. As an operations manager, how will you use the value map? Be sure to include your process map within your case study analysis. B. Draw a cause-and-effect diagram that assesses why some of the company’s supply chain partners might have struggled to implement some of the company’s newly developed materials. Summarize your findings from the diagram. C. Considering the data and options below, determine where the company should locate its new manufacturing plant. Explain why this would be the favorable location. Factor Weight Mexico City Columbia, SC Political Risk .25 70 80 Transportation Costs .20 40 90 Labor Productivity .20 85 75 Rental Costs .15 90 55 Labor Costs .10 80 50 Taxes .10 90 50 D. The company believes that it might have some inefficiencies in its inventory management process. Develop an ABC classification system for the following 10 items. Based on this information, what do you recommend for improving inventory management? Item Annual Demand Cost/Unit I5 1750 10.00 D1 6000 10.00 A2 3000 50.00 E9 1000 20.00 J8 2500 5.00 C7 1500 45.00 B8 4000 12.00 G2 300 1500.00 H2 600 20.00 F3 500 500.00 IV. Sustainability A. Describe how the emerging concept of the triple bottom line can be used to enhance operations management at the company. Be sure to address each component of the triple bottom line. B. Explain how the company integrates ISO 14000 standards in its manufacturing plants. Support your explanation with citations from your textbook or outside sources. C. Describe ways through which the company can integrate corporate responsibility principles into their operations. Which of these do you believe to be the most effective? Why? Support your opinions with citations from your textbook or outside sources.