Operation Analysis

In: Business and Management

Submitted By aloofplum
Words 405
Pages 2
Results:

After fulfilling all the variables and constraints in the Excel, We run the Excel solver tool and choose to create the answer reports and the sensitivity reports. The Answer Report, as we all knew that, it can provide basic information about the decision variables and constraints in the model. It also gives us a quick way to determine which constraints are binding and which constraints have slack. Our data illustrated in the Answer Report are shown here:

It can be seen that the final value which is the optimal objective function value is $1,522,130. (one million, five hundred and twenty two, and one hundred thirty)

And the optimal solution is shown in the table below:

As the result, the number of Swimming(X1), Body Combat(X4), and Spinning Bike(X5) courses reach the maximum limitation. The result does not surprise us at all and it goes just like what we thought at the beginning. Because these three are the most profitable courses. We should have them as many as possible as long as they are under the resources constraints.
The bottom table shows the status of the resources under the optimal solution.

In order to maximum the profit, we need to monitor the resources. Some of them indicating binding and zero slack which means that if we change the value of them, the optimal solution will have to change. It’s worth to mention that Demand is not used up in this optimal solution. The information tells us that the Sporting Center still have rooms to be improved to attract more customers . For example, the Sporting Center can hire more Teaching Assistants or increase their electricity expense budget.

Except the Answer Report, we have run the Sensitivity Report which can explain the data accuracy and robustness.

This report tells us that the optimal solution is pretty robustness. Because the range we can change the profit margin…...

Similar Documents

Analysis of Operation Blue Star and Its Effects on the Gandhi Dynasty

...The period of time including and following Operation Blue star is considered a dark time in India and black spot in Indian history. It is a time Indian would rather forget, yet still to this day debate about. Was Indihar Gandhi correct in instating operation Blue Star, inflicting damage to the Golden temple, and being responsible for the killing of anywhere from 492 (official reports) to 1500 (estimates run as high as) civilians, which lead to an additional 5,000 Sikh deaths following, due to anti-Sikh riots? Was Indihar Gandhi’s actions justified, and could her problems with the Sikhs have been solved in any other way? These are all question India still debates to this day. We will look at who exactly Indihar Gandhi is, what is operation blue star, why she invoked Operation Blue Star, how did her actions eventually lead to her assassination, India’s Sikh population afterwards, and how Indihar’s actions affected the Gandhi dynasty? On June 3, 1984 Indihar Gandhi gave the executive decision to invoke Operation Blue Star, a military attack on the golden temple in Amritsar, Punjab. The Golden Tempe is considered one of the most sacred and religious places in the world, in what Indihar Gandhi taught was a necessity following a chain of events. Sikhs, involved in the Khalistan movement wanted Punjab to be an independent state, and felt they were being oppressed. The Khalistan movement led under Jarnail Singh Bhindranwale used tactics to express their views and desires in a......

Words: 934 - Pages: 4

Museum Jewelry – Business Operations Analysis

...while improving your bottom line as illustrated in table 1 below.   Sensitivity Analysis Actual Sales Price 25% Higher Sales in Dollars $136,000 $170,000 Batches per Year 200.00 200 Variable Unit Cost $116,000 $116,000 Contribution Margin $20,000 $54,000.00 Fixed Cost $30,050 $30,050 Net Income (or Loss) ($10,050) $23,950 Net Income/Sales -7.4% 14.1% Table 1. Sensitivity Analysis depicting 25% higher sales price The demand elasticity is low (indicates few substitutes, allowing for higher prices with minimal impact to demand (Livingstone, 2011)) since the museums are able to sell the jewelry at a mark-up of nine times. Key Recommendation 2 - Increase number of batches per week by 20%, from 5 batches to 6 batches. Currently, for forty weeks out of the year you produce between 4 and 6 batches per week and average 5 batches. You have also indicated that business is brisk, and you can sell every batch that you make. By increasing the average number of batches that you produce per week from 5 to 6 batches and increasing your sales as described in recommendation 1, your pre-tax earnings will increase to $34,750 per year as illustrated in table 2. On an annual basis, this means an increase from 200 to 240 batches. At the 28% tax rate, this puts you on track to reach your financial goal of $25,000 after tax. Sensitivity Analysis Actual Sales Price - 25% higher Unit Sales - 20% Higher Sales in Dollars......

Words: 959 - Pages: 4

Overall Operations Analysis of a Garments Factory in Bangladesh

...almost $200 million revenue per year and 100% export oriented business strategy, the readymade garments division has become a very profitable venture. Every successful venture depends on the operation it conducts to run the business and Azim Group is no different. The goal of this report would be to shed light upon the operations management of the company called G.K. Garments, an affiliation of Azim Group, and to see whether the entity is maintaining a successful operation. Objective: The main objective is to explore and evaluate the operations management of G.K. Garments and to see whether the entity is maintaining an efficient operation. Significance: This study tried to find out and evaluate the real time operations of a readymade garments manufacturer company. We hope that our findings will help to shed light on the operations of the overall garments industry. Methodology: The report was based on primary data collected from G.K. Garments. To complete this report, we went to the G.K. Garments, an affiliation of Azim Group situated in Savar, to learn about its overall operation and inventory management and other relevant information and we tried to evaluate the operation from the perspective of operations management. This report is being prepared after data evaluation and analysis. Limitations: We faced the following limitations while making this report: 1. Difficulty specially in collecting the information: It was not possible for us to research on a more......

Words: 2142 - Pages: 9

Clinical Operations Analysis of a Lagos Based Supermarket

...CLINICAL ANALYSIS OF A SMALL SCALE BUSINESS VENTURE: BLENCO SUPERMARKET. Vision “Grow Blenco to be the next big thing ahead of Shoprite in Nigeria” Mission “Making high quality goods available to satisfy customer needs and striving to effectively deliver customer support services” BY GROUP FIVE: 2009MBA012 2009MBA014 2009MBA027 2009MBA029 2009MBA033 2009MBA041 2009MBA046 2009MBA049 3rd December, 2010 INTRODUCTION: The retail food sector in Nigeria consists of supermarkets, convenience stores/small groceries and traditional open air markets. Blenco Supermarket is a retail supermarket targeting customers within different localities. Her operations and strategic objective were clinically analyzed to see if there were deviations between her strategy and operations. The breakdown of the systematic analysis of the firm and its industry has been critically analyzed below to see how Blenco Supermarket can gain competitive advantage in a continuously dynamic market. COMPANY HISTORY: Blenco supermarket is an owner-managed business that has grown to become a family-owned business. The organization was started by Mr. Blessing Aghedo an energetic young man from the South-Eastern region of Nigeria. He started business as a provision shop with a modest sum of N1, 000 at Oshodi, Lagos in 1999. By 2002, he opened another provision shop in the Ejigbo environ...

Words: 2883 - Pages: 12

Mc Donalds Production Operation Management Analysis Ahmedabad

...A Study of Production and Operation Management Of McDonald's Submitted to: Prof. Vivek Raina Submitted by: Mahesh Kumar Meena (M00220) Ajay Patel (M00226) McDonald's Himalaya Mall Location Gurukul › Ground Floor, Himalaya Mall, Gurukul, Ahmedabad Cuisines Fast Food Opening hours 10 AM to 12 Midnight World's largest chain of fast food restaurants. The Golden Arches—the corporate emblem, symbolized pleasant, fast service and tasty, inexpensive food. Serve around 68 million customers daily in 119 countries. Operates over 34,000 restaurants worldwide, employing more than 1.7 million people. Between 1990 and 1991, sales per unit had slowed down. Reasons: Consumers were changing management to wonder whether the company’s operating system, suited to the new circumstances the company faced McDonald’s was gathering flak from environmentalists who decried all the litter and solid waste its restaurants generated each day to counter some of the criticism, McDonald’s partnered with the Environmental defense fund to explore new ways to make its operations more friendly to the environment. INTRODUCTION McDonald’s is a limited menu restaurant is characterized by speed of operations. McDonald’s is the world leading retailer with more than 33,000 restaurants in 118 countries serving more than 67 million customers each day. In India, the first outlets of the chain threw open their doors to the public in Delhi and Mumbai in 1996 within one month of each other.......

Words: 2818 - Pages: 12

Operations Managment Case Analysis - Nine West

...Nine West Retail Stores presents the typical story of a firm that has achieved tremendous growth over a short period of time and now stands at a cross roads. The industry it has traditionally been operating in, i.e. the foot wear industry has been stagnating over the past few years and in a bid to move to the next level, NWRS has to expand its core business through diversifying into unchartered territory and portfolios while trying to balance its existing structures, processes and heritage intact. At the same time, the firm also needs to analyze the existing footwear industry as the annextures attached with the case reveal an interesting trend which might require NWRS to reposition some of its brands to improve its profitability. In our analysis, we will start of by outlining the main facts about Nine West Retail Stores and then move on to focus on the three core problems it faces and the proposed solution that we as a group feel can help NWRS move on to brighter pastures. Summary of Facts/NWRS current Structure: Company Background: Named for its early office location at 9 West 57th Street in New York City, the Nine West Group, Inc. started in 1977 as a manufacturer and wholesaler of women’s footwear, and by 1998 had expanded to include fashion footwear and accessories for fourteen brands, including Nine West and Easy Spirit. Nine West saw significant growth since its conception, reaching sales of $1.6 billion in 1996, which was achieved with rapid expansion in......

Words: 1656 - Pages: 7

Operations Management Process Analysis

...Homework #1 Solution Process Analysis and Capacity Management BUAD311- Operations Management Fall 2014 Q1 (15 points) At a make-to-order hamburger shop, there is one worker who cooks patties, two workers who assemble burgers, and one cashier. The oven can cook patties in 4 minutes and the oven can cook up to 20 patties at one time. Each burger assembler can assemble a burger in 40 seconds. It takes the cashier 6 seconds to collect payment. a) (5 points) What is the capacity of the hamburger restaurant in customers per minute?1 What is the bottleneck? COOK: Cycle Time CT=(4/20) min/burgerCapacity=20/4 = 5 burgers/min Capacity per worker=60/40 burgers/min Capacity of Assembly workstation= 2 workers* (60/40)=3 burgers/min CASHIER: C T= 6 sec/b capacity=(1/6)*60=10 burgers/min Assembly is the bottleneck. b) (5 points) If two more burger assembler is hired, what is the capacity of the burger store? What is the bottleneck? ASSEMBLE: 60/40 burgers/min * 4 = 6 burgers/min Capacity = 5 burgers/min. Cooking is the bottleneck. c) (5 points) Disregarding part b), if the restaurant buys another oven,2 what is the capacity of the restaurant? What is the bottleneck? COOK: 5 burgers/min * 2 = 10 burgers/min Capacity = 3 burgers per minute. Assembly is the bottleneck. Q2 (25 points): Q 2.5 on page 42 of the textbook. a) (10 points) The hourly demand is 3 grilled veggie, 11 veggie only, and 4 cream cheese, with a total of 18 bagels. To satisfy the hourly demand,......

Words: 975 - Pages: 4

Bsop 209 Operations Analysis Entire Course

...BSOP 209 Operations Analysis Entire Course http://www.devryguiders.com/downloads/bsop-209-operations-analysis-entire-course/ BSOP 209 Week 1 Assignment BSOP 209 Week 2 Assignment BSOP 209 Week 2 Quiz; Linear Regression, Correlation, and Forecast Error BSOP 209 Week 3 Assignment BSOP 209 Week 3 Case Study 1 BSOP 209 Week 4 Quiz; Waiting – Line Models and Linear Programming BSOP 209 Week 5 Linear Programming Concept Paper BSOP 209 Week 5 Linear Programming Homework Problem BSOP 209 Week 6 Quantitative Module A Decision: Making Tools Homework Problem 1 BSOP 209 Week 6 Quantitative Module A Decision: Making Tools Homework Problem 2 BSOP 209 Week 6 Quiz BSOP 209 Week 7 Case Study 2 BSOP 209 Week 8 Final Exam BSOP 209 Operations Analysis Entire Course http://www.devryguiders.com/downloads/bsop-209-operations-analysis-entire-course/ BSOP 209 Week 1 Assignment BSOP 209 Week 2 Assignment BSOP 209 Week 2 Quiz; Linear Regression, Correlation, and Forecast Error BSOP 209 Week 3 Assignment BSOP 209 Week 3 Case Study 1 BSOP 209 Week 4 Quiz; Waiting – Line Models and Linear Programming BSOP 209 Week 5 Linear Programming Concept Paper BSOP 209 Week 5 Linear Programming Homework Problem BSOP 209 Week 6 Quantitative Module A Decision: Making Tools Homework Problem 1 BSOP 209 Week 6 Quantitative Module A Decision: Making Tools Homework Problem 2 BSOP 209 Week 6 Quiz BSOP 209 Week 7 Case Study 2 BSOP 209 Week 8 Final Exam BSOP 209 Operations Analysis Entire......

Words: 1694 - Pages: 7

Ops 571 Week 3 Operations Planning Analysis

...A++PAPER;http://www.homeworkproviders.com/shop/ops-571-week-3-operations-planning-analysis-part-2/ OPS 571 WEEK 3 OPERATIONS PLANNING ANALYSIS Week 3 is part two of the two-part assignment, which includes a discussion on operations planning. Create an analysis between 1,200 to 1,500 words Note: Concepts and applications for the assignment must be directly integrated and referenced from weekly course material. External references for concepts and applications presented within the weekly reading not accepted. Exception: Peer Reviewed Journal Articles and Company websites. Requirement 1: Discuss Sales and Operations Planning: Discussing relationship between Sales, Operations Planning, and the development of an Aggregated Operations Plan discussed within Chapter 16. Requirement 2: Discussed Demand Management and the importance of Forecasting to support Demand Management. Support discussion by applying the appropriate Quantitative support metrics provided within Chapter 15. Requirement 3: Discuss Materials Resource Planning and Inventory Control and their relationships to constructing a Master Production Schedule (MPS) that aligns with the Materials Resource Plan (MRP) discussed within Chapter 18. Requirement 4: Discuss the validity of applying the various operational structures within a real-world work environment. Submission Requirements: Include at least one or more in-text citations per section within assignments. Format assignments and......

Words: 256 - Pages: 2

Mcdonald Operation Strategic Analysis

...------------------------------------------------- Operation strategy and management course work McDonald’s management report March 10, 2015 student number: 100086944 Words: 2631 March 10, 2015 student number: 100086944 Words: 2631 Contents 1. Abstract 2 2. Introduction 3 3. Background information: 4 4. McDonald’s operation strategy: 5 5. Supply network: 5 6. Operation management: 7 7. Theory and practise: 10 8. Wastes and solutions: 13 9. Conclusion: 15 10. Reference list 16 1. Abstract McDonald’s is the largest chain of global foodservice retailer, their global operation strategy calls “plan to win” which means focus on improving existing food and service rather than overextension. Therefore, there are 3 factors need be concerned: supply chain management, operation management and potential waste of operation. Firstly, the objectives of supply chain management are that: control the quality of suppliers, ensure the logistic work efficiently, and monitor the information flow between each process, hence to make customers satisfied with our food. Secondly, we analyse the process of producing a Big Mac meal, then we found that, due to the high volume of production and low variation in demand, McDonald’s order qualifying factors are low price and quick service. Moreover, to attract more customers, the order winning factors are better quality with valued price of food and higher flexibility of choice. And managers also need to ensure all......

Words: 3320 - Pages: 14

Ops 571 Week 3 Operations Planning Analysis Part 2

...OPS 571 WEEK 3 OPERATIONS PLANNING ANALYSIS PART 2 To purchase this visit here: http://www.activitymode.com/product/ops-571-week-3-operations-planning-analysis-part-2/ Contact us at: SUPPORT@ACTIVITYMODE.COM OPS 571 WEEK 3 OPERATIONS PLANNING ANALYSIS PART 2 Week 3 is a 2nd part of the two-part assignment, which includes a discussion on operations planning. Create an analysis between 1,200 to 1,500 words Note: Concepts and applications for the assignment must be directly integrated and referenced from weekly course material. External references for concepts and applications presented within the weekly reading not accepted. Exception: Peer Reviewed Journal Articles and Company websites. Requirement 1: Discuss Sales and Operations Planning: Discussing relationship between Sales, Operations Planning, and the development of an Aggregated Operations Plan discussed within Chapter 16. Requirement 2: Discussed Demand Management and the importance of Forecasting to support Demand Management. Support discussion by applying the appropriate Quantitative support metrics provided within Chapter 15. Requirement 3: Discuss Materials Resource Planning and Inventory Control and their relationships to constructing a Master Production Schedule (MPS) that aligns with the Materials Resource Plan (MRP) discussed within Chapter 18. Requirement 4: Discuss the validity of applying the various operational structures within a real-world work environment. Submission......

Words: 627 - Pages: 3

Bsop 209 Entire Course Operations Analysis

...BSOP 209 Entire Course Operations Analysis https://homeworklance.com/downloads/bsop-209-entire-course-operations-analysis/ BSOP 209 Entire Course Operations Analysis BSOP 209 Week 1 Assignment BSOP 209 Week 2 Assignment BSOP 209 Week 2 Quiz; Linear Regression, Correlation, and Forecast Error BSOP 209 Week 3 Assignment BSOP 209 Week 3 Case Study 1 BSOP 209 Week 4 Quiz; Waiting – Line Models and Linear Programming BSOP 209 Week 5 Linear Programming Concept Paper BSOP 209 Week 5 Linear Programming Homework Problem BSOP 209 Week 6 Quantitative Module A Decision: Making Tools Homework Problem 1 BSOP 209 Week 6 Quantitative Module A Decision: Making Tools Homework Problem 2 BSOP 209 Week 6 Quiz BSOP 209 Week 7 Case Study 2 BSOP 209 Week 8 Final Exam 1. (TCO 8) What are the three parts of a wait-line system? 2. (TCO 9) What is the objective function of LP? 3. (TCO 11 & 12) What are two of the steps in a simplex maximization problem? 4. (TCO 10) What will happen if the right-hand side of a constraint is changed? 5. (TCO 15 & 16) What are three of the basic steps that both PERT and CPM follow? 6. (TCO 16) What is a “dummy activity?” 7. (TCO 3, 4, & 5) What is the formula for linear regression? Define each part. 8. (TCO 1) What are the four qualitative forecasting approaches that are available to us? 9. (TCO 6) Describe the “revenue junction.” 10. (TCO 8) What are the three parts of a typical queuing system? 11. (TCO 8) When designing a waiting......

Words: 618 - Pages: 3

A Study of Nike's Operation in Bangladesh Through a Pestle Analysis

... A Study of Nike’s Operations in Bangladesh Through a PESTLE Analysis Sarah Seward-Langdon Xi’an Jiaotong-Liverpool University MAN311 Business in the Asia-Pacific Region Dr. Donald Pak October 30, 2015 Word Count: 3,215 Table of Contents Executive SummaryIntroduction of Bangladesh PESTLE Analysis of Bangladesh Political Situation Economical Situation Social Situation Technological Situation Legal Situation Environmental SituationIntroduction of NikeNike AnalysisMini-SWOTNike in Relation to Bangladesh PESTLE AnalysisConclusionReferences | 344467789101111121416 | Executive Summary The Asia-Pacific region is a diverse and growing area spanning approximately 28,000 square kilometers worldwide (Lane and Waggener, 1997). Countries such as China, Japan, and South Korea have seen unprecedented growth in recent history and are now part of the top 15 world economies (Central Intelligence Agency, 2015). Although which countries are considered part of the region is heavily controversial, many professionals agree that it is one of the most promising areas for business investments. This paper aims to provide a deeper insight into one of the still impoverished countries in the Asia-Pacific region: Bangladesh. After a short introduction of Bangladesh, an in-depth PESTLE analysis will be done on the country’s situation. Before corporations decide to invest in a country, it is extremely important to have all the facts. Through a PESTLE interpretation, the advantages and disadvantages......

Words: 4313 - Pages: 18

Bsop 209 Entire Course Operations Analysis

...BSOP 209 Entire Course Operations Analysis https://homeworklance.com/downloads/bsop-209-entire-course-operations-analysis/ BSOP 209 Entire Course Operations Analysis BSOP 209 Week 1 Assignment BSOP 209 Week 2 Assignment BSOP 209 Week 2 Quiz; Linear Regression, Correlation, and Forecast Error BSOP 209 Week 3 Assignment BSOP 209 Week 3 Case Study 1 BSOP 209 Week 4 Quiz; Waiting – Line Models and Linear Programming BSOP 209 Week 5 Linear Programming Concept Paper BSOP 209 Week 5 Linear Programming Homework Problem BSOP 209 Week 6 Quantitative Module A Decision: Making Tools Homework Problem 1 BSOP 209 Week 6 Quantitative Module A Decision: Making Tools Homework Problem 2 BSOP 209 Week 6 Quiz BSOP 209 Week 7 Case Study 2 BSOP 209 Week 8 Final Exam 1. (TCO 8) What are the three parts of a wait-line system? 2. (TCO 9) What is the objective function of LP? 3. (TCO 11 & 12) What are two of the steps in a simplex maximization problem? 4. (TCO 10) What will happen if the right-hand side of a constraint is changed? 5. (TCO 15 & 16) What are three of the basic steps that both PERT and CPM follow? 6. (TCO 16) What is a “dummy activity?” 7. (TCO 3, 4, & 5) What is the formula for linear regression? Define each part. 8. (TCO 1) What are the four qualitative forecasting approaches that are available to us? 9. (TCO 6) Describe the “revenue junction.” 10. (TCO 8) What are the three parts of a typical queuing system? 11. (TCO 8) When designing a waiting......

Words: 618 - Pages: 3

Ops 571 Week 3 Operations Planning Analysis Part 2

...OPS 571 WEEK 3 OPERATIONS PLANNING ANALYSIS PART 2 To Purchase this tutorial visit following link http://wiseamerican.us/product/ops-571-week-3-operations-planning-analysis-part-2/ Contact us at: SUPPORT@WISEAMERICAN.US OPS 571 WEEK 3 OPERATIONS PLANNING ANALYSIS PART 2 Week 3 is a 2nd part of the two-part assignment, which includes a discussion on operations planning. Create an analysis between 1,200 to 1,500 words Note: Concepts and applications for the assignment must be directly integrated and referenced from weekly course material. External references for concepts and applications presented within the weekly reading not accepted. Exception: Peer Reviewed Journal Articles and Company websites. Requirement 1: Discuss Sales and Operations Planning: Discussing relationship between Sales, Operations Planning, and the development of an Aggregated Operations Plan discussed within Chapter 16. Requirement 2: Discussed Demand Management and the importance of Forecasting to support Demand Management. Support discussion by applying the appropriate Quantitative support metrics provided within Chapter 15. Requirement 3: Discuss Materials Resource Planning and Inventory Control and their relationships to constructing a Master Production Schedule (MPS) that aligns with the Materials Resource Plan (MRP) discussed within Chapter 18. Requirement 4: Discuss the validity of applying the various operational structures within a real-world work environment. Submission......

Words: 774 - Pages: 4