LaSabana final assessment:

It is a group-based assessment
There are five cases: You may need to do “three cases” for your final answer.
Case number five (FoldRite) is mandatory. Chose two among others.
The submission deadline is: 25/June/2023.

1. Case: Cool IT systems:

1.1 As Darko, Ulakovic, what recommendations would you make to Peter Calverley, and why?
Support your recommendations with appropriate analysis and an implementation plan.

1.2. What are the constraints that CoolIT faces in achieving the growth plan?

1.3. How much capacity does CoolIT have? When does the company need to make investments
in additional capacity?

2. Case: Dragon Fruit Jam Production

2.1 Given the demand for Jam of 100 kgs per day and a batch size of 5 kgs, where is the bottle
neck in the process? What is the capacity of the bottleneck. Explain your result?

2.2 Assuming you can make changes to the process without affecting the quality, redesign the
process for a more efficient and balanced solution. Draw your new process flow and justify
your solution in terms of demand variability and resource utilization for the entire process.

2.3 Considering GSH conserves’ specific business and target market, how would you
suggest that they ramp up sales?

3. Case: Lean Manufacturing – Daktronics

3.1. Was Daktronics implementation of lean manufacturing successful ?

3.2. With respect to lean manufacturing, what do you see as next steps for Daktronics?

3.3. Should Daktronics extend lean technique to non manufacturing areas ? Discuss Pros and
Cons.

3.4. How well was the lean initiative managed from an organizational perspective ?

4. Case: Scientific Glass: Inventory management

4.1. What are the problems faced by SG in 2010 ? Critically analyse them in detail.

4.2 What alternatives are available for dealing with the inventory problems? How would you
evaluate the alternatives.

4.3. What actions should Ava Beane propose to Eric Gregory and Melissa Hayes?
4.4. How do Scientific Glass’s problems illustrate the relationship between the number of
warehouses and inventory levels.?

5. Case: Fold Rite Furniture company: (It is a mandatory case to be answered by all groups)

5.1. Analyze the short- and long-term implications of the plan on Sales, HR, Finance, and other
functions as well as on the long-term visibility of the company and its
position/competitiveness.

5.2. Develop a credible aggregate manufacturing plan that can be defended based on
operations principles and company strategy? Also, Discuss the inventory levels and
financial implications.

5.3. What recommendations would you make to Martin Kelsey? Be specific and provide
support for your recommendations. These recommendations should be suitable for
presentation to the top management at Foldrite.

5.4. What are the risks? How does the each of option accommodates changes in operations?