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Two part assignment with Two due dates

1st Assignment- Detailed outline of the Main assignment content  for Part 2 – Due 12-8

2000 Words of full assignment due 12-10, all new content, a least 3 References

You have just been hired as the director of process improvement, a new position, by the VP of Operations for the ABC Manufacturing Company. ABC has been plagued by both internal and external vendor issues; the vendor issues involved repeated late deliveries and poor quality, while internally poor deliveries to customers resulted from both vendor issues, as well as quality and scheduling issues. The CEO’s instinct is that the factory could benefit from some wide-reaching process improvements.

The VP of Operations has decided that a far greater focus on vendor quality and internal process improvements must be taken. The VP of Procurement, prior to your coming on board, had already met with the CEO’s of ABC’s 4 major vendors and alerted them that he expected them to begin turning around their quality performance. About a month prior, he had sent each a letter suggesting several formal overall quality programs that they may embark upon, which included the following:

• TQM
• Juran’s Trilogy
• Crosby’s program 
• Deming’s program  
• Six Sigma

The VP has already received the following responses from each of the main vendors, and he asked you, in coming months, to work with each vendor as they implement their quality initiatives.

• Company A had written back that it was planning to implement the Juran program but had not yet begun, hoping you could visit and shed some light on the overall concept, methodology, pros, and cons.
• Company B had written back that it was planning to implement the Crosby program but had not yet begun, hoping you could visit and shed some light on the overall concept, methodology, pros, and cons. 
• Company C had written back that it was planning to implement the Deming program but had not yet begun, hoping you could visit and shed some light on the overall concept, methodology, pros, and cons. 
• Company D had written back that it was planning to implement a TQM program but had not yet begun, hoping you could visit and shed some light on the overall concept, methodology, pros, and cons. 
• Company E had written back that it was planning to implement the Six Sigma program but had not yet begun, hoping you could visit and shed some light on the overall concept, methodology, pros, and cons.

 In addition, you know that as far as internal processes and overall supply chain management goes, that there may be opportunities for improvement. Currently, the following internal opportunities exist for possible process improvement:

•  Supply Chain Management   
  • The company communicates separately with each vendor; usually when a forecast or production change is made, not every vendor finds out the same day. This leads to confusion, excess inventories, and stock outs.
• Demand Planning   
  • The primary method to establish the master production schedule is to use a forecast that is created prior to the beginning of the year and updated monthly using salesmen’s inputs. Invariably, the company ends up producing too much of the wrong items (not demanded) and too few of what is in demand (real customer orders).
• Multistage Inventory
  • To create ABC’s final finished product requires a multiple-step supply chain, which looks something like the following:
    • Raw material to vendors factory
    • Vendor processes raw materials to make their parts
    • Those parts are shipped to ABC’s factory
    • ABC processes purchased parts through a succession of departments, each one adding more and more vale
    • Finally, all finished components are assembled into a finished product.
  • Currently, every step in this entire supply chain is scheduled, monitored through some kind of MRP system, reported throughout the day, and seems to take an inordinate amount of system updating.
• Transportation Planning
  • ABC continues to use its own fleet to deliver finished goods all over the country and to have common carriers deliver parts from its vendors, also located all over the country.  
• Process Control, Performance, and Variability   
  • ABC’s own internal process seem to all of a sudden go in and out of quality specifications; the company always seems to find out too late to avoid massive amounts of scrap, rejected parts, or labor costs to rework parts.  
• Negative and Positive Cash Flow
  • The company goes through frequent swings from positive to negative cash flows as inventory purchases for large lots create negative cash flows, but then using up these materials occur at a slower rate, and with less outgoing, cash flow becomes positive. The CFO really struggles with managing these cash flow swings.

Before you begin to put together a vendor visitation schedule, your boss, the VP of Procurement, advised you that the CEO expects a comprehensive report, in about a month, covering the following specific topics:

• The key characteristics and requirements and the pros and cons of each of the following overarching quality programs should be put into a chart format. The chart should have columns for an overall 1-sentence description of each program, its pros, and its cons.
  • TQM
  • Juran’s Trilogy
  • Deming
  • Crosby
  • Six Sigma
• Provide your view on how a formal process improvement program could help at both vendor locations and inside ABC’s own factory.
• Specifically, in the areas of vendor quality and delivery performance, what are the benefits of creating a vendor certification program, and what does it involve?
• Specifically, in the area of ABC’s own internal workings, what opportunities for continuous improvement exist, and what exactly would you do?
• How do you get ABC itself to adopt a more continuous improvement mentality?

Finally, and most importantly, all these operational improvements could create a strategic advantage for ABC because most of its competitors have similar internal and vendor quality challenges, as well as internal operational challenges.

Brian Miller is an entrepreneur. He started a small-town friendly grocery store. People stopped by his store to pick up things they did not want to run to the regular grocery store for. In 3 years, because of popular demand, he started adding more items on his shelf and pretty soon, he had grown into a regular grocery store. People loved his store because he knew everyone by their first name and would try to fulfill everyone’s requests. He now needs some help with his inventory. He hired a CPA firm that would give him some advice on how he should maintain his inventory.

You are his CPA. You want to give Brian an overview on the inventory system, some different methods of recording cost of goods sold, and educate him on the accounting side of recording inventory and recording cost of goods sold.

Part 1

1. Explain to Brian the perpetual and periodic inventory systems, covering the main differences between the two systems, and why companies use perpetual inventory system.
2. Contrast the 4 methods of recording cost of goods sold:
   • Specific identification
   • Average cost
   • First in, First out (FIFO)
   • Last in, Last out (LIFO)
3. ABC, a grocery company, uses a periodic inventory system. They have the following information for the month of January:
   

   Beginning inventory	Jan 1: 400 units @ $10 each
   Purchases	Jan 10: 300 units @$12 each Jan 15: 200 units @$15 each
   Sales	Jan 5: 200 units @ $15 each Jan 12: 200 units @ $20 each Jan 18: 100 units @ $25 each
   Ending inventory	Jan 31: 400 units

   • Will LIFO or FIFO generate the highest cost of goods sold? Why? Show all calculations.
   • Will the ending inventory balance will be higher under LIFO or FIFO? Why? Show all calculations.
   • What is the cost of goods sold under LIFO? Show all calculations.
   • What is the cost of goods sold under FIFO? Show all calculations.

Breaking the Ice

Congratulations! Your boss has just given you the task of helping organize the training for new staff that are coming in next week for their orientation.  She mentioned that you will be expecting 10 new employees for the training. And she wants you to be in charge of the icebreakers, exercises, and games in the training room.  She also added that you will be looking at a diverse group of new employees to be working with that day.  So put your thinking cap on!

Based on what you have learned so far in our course, the test, and from experiences you have had leading up to this point.  Create the following that you will implement in the training of the new staff.

1.       An opening icebreaker to get the group engaged and ready to start their training

2.       Two exercises to implement following key discussions that are had during training, and

3.       One game to conclude the training session that involves all the new employees and covers key terms, points and events about our company

Remember, these new employees are part of the future of our company. Getting them excited from the start will only lead them to be more for the company and help us produce and higher quality of work.

You must use at least one outside resource, which could include the test book, paraphrased or quoted material, or any useful resource you find.  Regardless of which you choose to include, any and all must have accompanying APA citations.

Number 3 is due by tomorrow night…. My last name is Haggins so you would use the letter H. Please see attatched files for assignment details

By Saturday, August 17, @ 3pm EST

Analytical Problems:

The following questions ask you to solve problems involving topics we’ve covered this week.

Work each problem on paper or in Microsoft Word.

Create a free body diagram of your work for each question, along with a step-by-step solution to the problem. In other words, I need to see all your steps.

Question 1
A car with 60 cm diameter tires is traveling at a constant speed of 100 km/hr. What is the angular velocity of the tires in rad/s?

Question 2
A 3 kg ball is traveling in a circle of radius 2 meters with a tangential velocity of 2 meters/second. Find the centripetal acceleration of the ball and the centripetal force acting on it.

Question 3
An arrow is shot at an angle such that it’s horizontal velocity is 40 m/s and it’s vertical velocity is 20 m/s. Find the horizontal distance the arrow will travel before hitting the ground.

Question 4
A bolt requires 15 Nm or torque to loosen it. How much force needs to be applied to a 20 cm long wrench to loosen the bolt? Assume the force is applied perpendicular to the handle of the wrench.

Question 5
A baseball is thrown such that it is in the air for 4 seconds and lands 100 m away. Find the initial vertical and horizontal components of the baseball’s velocity.

Attached are assignment related online lectures and textbook chapters