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?
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?
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?
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?
Chapter 13 Case Study: Supply-Chain Challenges in Post-Earthquake Japan
What are some of the advantages of the supply chain used in the
Japanese auto industry before the March 2011 earthquake and tsunami?
What were some of its disadvantages?
Is Toyota’s plan for a “foolproof” supply chain consistent with the Lean production philosophy? Explain.
Can you think of any additional ways Toyota (and its competitors
in the Japanese auto industry) can improve upon the company’s plan to
create a “foolproof” supply chain?
What impact do you think Toyota’s plan will have on the way it handles relationship management in its supply chain?