Demand Management Plan

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Assessment 2 Instructions: Demand Management Plan

  • PRINT
  • Prepare a 7-page demand management plan, including a forecasting, inventory management, and scheduling analysis, as well as recommendations, for a provided scenario or business of your choice.

    Introduction
    This portfolio work project, a demand management plan, will help you demonstrate competency in forecasting, inventory management, and scheduling.
    Scenario
    For this assessment, choose either Option 1 or Option 2. You do not need to do both. You will apply one of these scenarios in the Requirements below. Both options will be graded using the same scoring guide.
    Option 1
    Wild Dog Coffee Company, a locally owned company with a single coffee shop location, serves a wide selection of espresso beverages, small breakfast and lunch menu items, and a limited evening menu. The company is planning to expand the business by adding an additional location. While different menu items may be tested at the new location, their core processes will remain the same. You have been working on a process improvement in preparation for the expansion and are now turning your attention to demand management.
    Option 2
    If you chose Option 2 for Assessment 1, use the same business for this assessment, or select a different business. Note that it is recommended that you use the same business for each assessment in this course, using the following criteria for your selection:

    • The company fits the assessment requirements and you have access to the information needed to complete the assessment.
    • The business information is disclosed in the assessment for faculty’s reference.
    • You can distribute the business data without disclosing confidential information.
    • Contact faculty with questions.
      Your Role
      Option 1
      As an owner of Wild Dog Coffee Company, you and your business partners are planning the opening of a second location. You need to prepare an analysis and recommendations for demand management, including forecasting, inventory, and scheduling, for your current location, so you can refine the model before opening the second location.
      Option 2
      Your boss, a director, has tasked you with a demand management project. She is relying on you to prepare an analysis and recommendations for demand management that can be presented to the executive team of the company. You completed a special project for her a few months ago that went very well, and you are pleased to have received this new assignment.
      Requirements
      Include the following in your demand management plan:
    • Assess the impact of advertising on product demand.
      • If using Wild Dog Coffee Company, the following basic assumptions will help you prepare a demand forecast:
    • The other owners of Wild Dog Coffee Company handle the business’ marketing and sales functions, and they believe that advertising expenditures impact the sale of coffee beverages. They want you to confirm whether or not their advertising dollars are driving sales. Here is what was agreed upon by all the owners:
      Wild Dog Coffee Business InformationQuestionsResponsesHow many espresso beverages are made each hour?30, on averageHow many ounces of espresso beans are used for each beverage?1.5 ouncesHow many hours per day is the coffee shop open?6:00 a.m.–8:00 p.m., Sunday–SaturdayHow many days each month is the business open?364 days per year. The coffee shop is closed on Christmas day.You have the following six months of data to work with for pounds of espresso beans (y) used each month and monthly advertising expenditures (x):
      Espresso Bean Use and AdvertisingMonthLbs/Beans (y)Advertising Dollars (x)1987$1,05021,412$1,50031,020$1,00041,140$1,25051,322$1,50061,399$1,500
    • Interpret the forecasting model for the selected product.
      • Use a simple linear regression model to show your forecast.
      • If using Wild Dog Coffee Company, forecast the pounds of espresso beans needed for month 7 if the advertising budget for month 7 is $1,350. Interpret the model and respond to the following questions for Wild Dog Coffee Company:
        • How many espresso beverages will the company need to prepare, on average, each day?
        • How many pounds of espresso beans will the company need, on average, each day?
        • To what extent do advertising dollars predict the need for espresso beans?
    • Prepare an inventory management analysis for the selected product.
      • In your analysis, include two different approaches to inventory management. What are the pros and cons of each system you analyzed?
        • If using Wild Dog Coffee Company, the following provides additional information you have gathered from the inventory management analysis:
          • Since Wild Dog Coffee Company is small, the company must manage inventory very carefully. While larger companies can have lots of inventory on the shelf, Wild Dog simply does not have the cash to do that. As such, you have a number of pressures for small inventories. Wild Dog does not have the ability to store a lot of beans, to cover the cost of capital, or to withstand unnecessary expenditures for taxes, insurance, and shrinkage. Shrinkage is important because roasted espresso beans only maintain their optimal freshness for two weeks.
          • Demand is approaching 1,400 pounds of espresso beans per month.
          • Only one type of espresso bean is stocked.
          • Demand is not constant on a daily or weekly basis.
          • If you run out of espresso beans at any point, you will have to close the business until the next shipment of beans arrives.
          • Espresso beans are shipped in 25-pound packages. (This is your base inventory unit.)
          • The cost per pound of beans averages $9.00.
          • Espresso beans are delivered seven (7) days after placing the order and on any day of the week.
          • Shipping is free on orders over $250. Otherwise, shipping is $19.95 per order, regardless of weight. (This is the only ordering cost you incur.)
          • Holding costs are 10 percent/year/unit.
          • Standard deviation for daily demand is 1.84 pounds.
    • Analyze the business’ scheduling management.
      • In your analysis, detail two different staffing scenarios for Wild Dog Coffee Company or your selected business. What are the pros and cons of each staffing scenario?
      • Use a Word table or Excel spreadsheet to show both staffing scenarios for each day of the week. Include the daily and weekly total staffing costs and number of hours worked for each employee.
        • If using Wild Dog Coffee Company, the following provides additional information you have gathered from the staffing analysis:
          • Shifts have been scheduled according to who wants to work which shift. This has generally worked out well, but you realize you need to tighten up the scheduling process in order to optimize a staffing model. Two employees are required to make a coffee beverage. One employee takes the orders, and a barista makes the coffee drink and hands it to the customer.
          • Baristas are paid $14/hour, regardless of whether they are full-time or part-time.
          • Full-time employees (up to 40 hours/week), other than baristas, are paid $12/hour.
          • Part-time employees (up to 20 hours/week), other than baristas, are paid $9/hour.
          • All full-time employees receive company benefits that equate to 15 percent of their hourly rate. (This is known as a benefits load.)
          • All full-time employees are paid at 150 percent of their regular rate for all hours worked over 40 hours per week. Full-time employees can only work a maximum of 50 hours per week. The benefits load is not applied to overtime hours.
          • All part-time employees are paid at 150 percent of their regular rate for all hours worked over 20 hours per week. Part-time employees can only work a maximum of 26 hours per week.
          • It costs $500 to hire each additional employee, and it costs $250 to terminate an employee.
          • Full-time employees are likely to resign if moved to part-time status.
          • The coffee shop is open 84 hours per week. There are two additional hours allocated each day for one employee to perform opening and closing activities. (That is, one hour is allocated for opening duties and one hour is allocated for closing duties.)
          • Your current level of staffing for coffee beverages is as follows:
          1. Baristas – 1 full-time; 3 part-time.
          2. Non-barista – 1 full-time; 2 part-time.
    • Recommend an inventory management system and staffing plan for a selected business and product.
      • Detail the results of your analysis for Wild Dog Coffee Company or your selected business’ product to substantiate your recommendations.
    • Deliverable Format
      Requirements:
    • The demand management plan is to be a minimum of 7 pages, not including the title, reference, and appendix pages.
    • Use a demand management plan template of your choice.
    • Related company standards:
    • The demand management plan is a professional document and should therefore follow the corresponding MBA Academic and Professional Document Guidelines (available in the MBA Program Resources), including single-spaced paragraphs.
    • In addition to the title and reference pages, include the following in the appendix:
      • Linear regression model for product forecasting.
      • Word table or Excel spreadsheet for staffing scenarios.
    • Use 2–3 scholarly or academic sources, where applicable, one of which must come from the Wall Street Journal, Forbes, or MIT Sloan Management Review.
    • Use APA formatting for citations and references.
    • Evaluation
      By successfully completing this assessment, you will demonstrate your proficiency in the following course competencies through corresponding scoring guide criteria:
    • Competency 1: Analyze how operations management theories and models effect the development and delivery of products or services to the marketplace.
      • Interpret the forecasting model for the selected product.
    • Competency 2: Use logistics and supply chain management tools to manage the distribution of products and services.
      • Prepare an inventory management analysis for the selected product.
    • Competency 3: Use data to evaluate the effect of operations management decisions on organizational goals.
      • Assess the impact of advertising on product demand.
      • Analyze the business’ scheduling management.
    • Competency 4: Evaluate the effectiveness of operations management strategies to achieve quality and customer service goals.
      • Recommend an inventory management system and staffing plan for a selected business and product.
    • Competency 5: Communicate business needs, opportunities, and strategies with multiple stakeholders.
      • Write coherently to support a central idea with correct grammar, usage, and mechanics as expected of a business professional.
    • Faculty will provide feedback as if they were the recipient of your deliverable in the workplace, using the scoring guide. Refer to the scoring guide to ensure that you meet the grading criteria for this assessment before submission.
      ePortfolio
      This portfolio work project demonstrates your competency in applying knowledge and skills required of a MBA learner in the workplace. Save this activity to your ePortfolio for future reference in the workplace.
  • SCORING GUIDE
    Use the scoring guide to understand how your assessment will be evaluated.
    VIEW SCORING GUIDE
 
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Integrative Case: Hudson Jewelers

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For this assignment, you will practice drawing a network diagram; determine the project completion time, critical path(s), activity slack times; and create a Gantt chart for a specific project. You will reflect on what insights this information provides and consider the types of work activities that should be included in a comprehensive work breakdown structure.

For this assignment, refer to the Case Question for discussion in Operations and Supply Chain Management, Chapter 19: Project Management, Chapter Review: Integrative Case: Hudson Jewelers (page 606).

Be sure to include the following critical elements in your submission:

  1. Draw the network diagram
  2. Determine the project completion time, critical path(s), and activity slack times
  3. Create a Gantt chart for the project
  4. Summarize your insights
  5. Identify what other types of work activities might be included in a more comprehensive work breakdown structure

    MGT 3323: Production and Operations Management

    Module 2 Integrative Case: Hudson Jewelers Assignment Guidelines and Rubric

    Overview: For this assignment, you will practice drawing a network diagram; determine the project completion time, critical path(s), activity slack times; and create a Gantt chart for a specific project. You will reflect on what insights this information provides and consider the types of work activities that should be included in a comprehensive work breakdown structure. Directions: For this assignment, refer to the Case Question for discussion in ​Operations and Supply Chain Management​, Chapter 18: Project Management, Chapter Review: Integrative Case: Hudson Jewelers (page 411). Be sure to include the following critical elements in your submission:

    1. Draw the network diagram 2. Determine the project completion time, critical path(s), and activity slack times 3. Create a Gantt chart for the project 4. Summarize your insights 5. Identify what other types of work activities might be included in a more comprehensive work breakdown structure

    Guidelines for Submission:​ Your assignment should be submitted as a Microsoft PowerPoint file. Instructor Feedback:​ This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center.

    Rubric Criteria Exemplary (100%) Needs Improvement (75%) Not Evident (0%) Value

    Network Diagram

    Drawing of network diagram is accurately represented.

    Drawing of network diagram is inaccurate.

    Submission does not include drawing of network diagram.

    20

    Completion Time, Critical Path(s), and Activity Slack Times

    Determines the project completion time, critical path(s), and activity slack times.

    Determines the project completion time, critical path(s), and activity slack times, but lacks in detail or clarity or contains inaccuracies.

    Does not determine the project completion time, critical path(s), and activity slack times.

    20

     

     

    MGT 3323: Production and Operations Management

    Gantt Chart

    Submission includes an accurate Gantt chart.

    Gantt chart contains inaccuracies.

    Submission does not include a Gantt chart.

    20

    Insights

    Summarizes insights. Summarizes insights but lacks in detail or clarity.

    Does not summarize insights. 20

    Other Types of Work Activities

    Identifies other types of work activities that might be included in a more comprehensive work breakdown structure.

    Identifies other types of work activities that might be included in a more comprehensive work breakdown structure, but lacks in detail or clarity or contains inaccuracies.

    Does not identify other types of work activities that might be included in a more comprehensive work breakdown structure.

    20

    Total = 100 %

 
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Bank Process Simulation

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Refer to your reading for this unit in the Hartvigsen text (Chapter 1 and Section 1 of Chapter 2) for a conceptual explanation of process simulation and SimQuick.

  1. Work through the step-by-step example provided in Chapter 2.
  2. Complete Exercise 6, from Chapter 2, Section 2, on page 27. This exercise features a bank with changing demand.
  3. Create a copy of your simulation results. Copy and paste the first five columns in a manner similar to what appears on page 15.

Refer to your reading for this unit in the Hartvigsen text (Chapter 1 and Section 1 of Chapter 2) for a conceptual explanation of process simulation and SimQuick.

 

Work through the step-by-step example provided in Chapter 2.

Complete Exercise 6, from Chapter 2, Section 2, on page 27. This exercise features a bank with changing demand.

Create a copy of your simulation results. Copy and paste the first five columns in a manner similar to what appears on page 15.

For those of you interested in the Histogram, you may need to go to Add-ins in Excel and make sure your Data Analysis (Analysis Toolpak) is loaded. You should then be able to use that resource to create your histogram (not required for this exercise), but is a useful learning tool.

 

Please follow the “Scoring Guide” and use those specified components as “Headings” to your formal assignment and explain your results in your analysis for each of the following components; https://courserooma.capella.edu/bbcswebdav/institution/MBA/MBA6125/Version0714/Scoring_Guides/u01a1_scoring_guide.html

 

Develop both two-teller and three-teller process plans. (33%)

Calculate overall mean service level for both process plans. (33%)

Calculate cycle times of two tellers in comparison to three. (34%)

 

Use following attached template and PDF to complete this assignment

SimQuick Process Simulation with Excel

Second Edition

by David Hartvigsen

Mendoza College of Business Administration University of Notre Dame

 

Prentice Hall Upper Saddle River, NJ 07458

 

 

 

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Table of Contents Preface Motivation………………………………………………………………………………………………….x

How to use the booklet ………………………………………………………………………………..x Chapter 1: Introduction …………………………………………………………………………………1 Sec. 1: What is process simulation?……………………………………………………………….2 Sec. 2: What does SimQuick do?…………………………………………………………………..3 Sec. 3: How does SimQuick incorporate uncertainty? ……………………………………..4 Sec. 4: System requirements and “installation”……………………………………………….6 Chapter 2: Waiting Lines……………………………………………………………………………….8 Sec. 1: Solving a problem with SimQuick………………………………………………………9 Example 1: A Bank……………………………………………………………………………………..9

Modeling the process (with a process flow map) ………………………………..10 Entering the model into SimQuick ……………………………………………………10 Interpreting SimQuick results …………………………………………………………..15 Improving the process, Variation 1……………………………………………………19 Improving the process, Variation 2……………………………………………………22

Sec. 2: Additional waiting line processes ……………………………………………………..23

Example 2: A grocery store checkout………………………………………………..23 Example 3: A call center………………………………………………………………….24 Example 4: A fast-food restaurant drive-thru ……………………………………..25 Example 5: A bank with a discrete distribution…………………………………..26 Example 6: A bank with changing demand ………………………………………..27

Sec. 3: Waiting lines with Decision Points……………………………………………………29

Example 7: An airport security system………………………………………………30 Example 8: A department of motor vehicles ………………………………………33 Example 9: A hospital emergency room…………………………………………….34

 

 

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Sec. 4: Waiting lines with priorities and resources…………………………………………36

Example 10: Cross-trained workers at a fast-food restaurant………………..36 Example 11: Value meals at a fast-food restaurant ……………………………..40

Chapter 3: Inventory in Supply Chains……………………………………………………..44 Sec. 1: A periodic review inventory policy …………………………………………………..46

Example 12: Grocery store inventory………………………………………………..46 Sec. 2: Reorder point inventory policies……………………………………………………….49

Example 13: An electronics superstore ……………………………………………..49 Example 14: A warehouse ……………………………………………………………….53 Example 15: Two stores and a warehouse………………………………………….54

Sec. 3: More complex inventory policies ……………………………………………………..56

Example 16: An appliance store ……………………………………………………….57 Example 17: A department store……………………………………………………….62

Chapter 4: Manufacturing …………………………………………………………………………..69 Sec. 1: Linear flow processes ……………………………………………………………………..70

Example 18: A generic linear flow process ………………………………………..71 Example 19: A manufacturing cell ……………………………………………………73

Sec. 2: Assembly/disassembly processes………………………………………………………75

Example 20: Box manufacturing ………………………………………………………75 Sec. 3: Batch and job shop processes …………………………………………………………..79

Example 21: Pharmaceutical manufacturing ………………………………………79 Example 22: A single machine job shop…………………………………………….83

Sec. 4: Quality and reliability in processes……………………………………………………86

Example 23: A quality control station ……………………………………………….86 Example 24: A machine with breakdowns …………………………………………89

 

 

 

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Chapter 5: Project Management …………………………………………………………………91 Example 25: A software development project………………………………………….92 Example 26: A house addition project…………………………………………………….96

Appendix 1: The Steps in a Simulation Project ………………………………………..98 Appendix 2: Enhancing SimQuick with Excel Features………………………….99 Appendix 3: Using Custom Schedules ……………………………………………………………….. 105 Appendix 4: SimQuick Reference Manual ………………………………………………108

 

 

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Preface Motivation Process simulation is one of the conceptually simplest and most often applied techniques in Operations Management and Management Science, yet it has not been widely taught to business students. A key reason for this is that performing process simulation requires the use of software, and the software that is available tends to be complex and expensive. Even the more graphics-based packages, although often beautifully designed, frequently have an enormous number of features that place an unnecessary burden on students (and instructors) in classes that are not devoted to simulation. SimQuick is a computer package for process simulation that is easy to learn (most of its features can be learned in under an hour of class time or independent reading) and inexpensive. It is aimed primarily at business students and managers who want to understand process simulation and be able to quickly analyze and improve real-world processes. SimQuick is flexible in its modeling capability; that is, it is not a “hardwired” set of examples; it requires true modeling. In addition, SimQuick runs in the widely-known Microsoft Excel spreadsheet environment (it is an ordinary Excel 2000 file with some hidden macros). Hence, users of Excel will already be familiar with much of the interface, and the results are already in the spreadsheet, ready for analysis. This booklet accompanies SimQuick. It presents the basics of process simulation by having the reader construct, run, and analyze simulations of realistic processes using SimQuick. Chapter 1 contains a brief introduction to process simulation and the concepts underlying SimQuick. The next four chapters contain a variety of examples of process simulation. These examples are organized as follows: waiting lines (Chapter 2), inventory in supply chains (Chapter 3), manufacturing (Chapter 4), and project management (Chapter 5). Each example is followed by an exercise. All of the examples and exercises have been designed with business students and managers in mind. In addition to presenting the basics of process simulation, this booklet introduces a number of key concepts from the analysis of processes: service level, cycle (or waiting) time, throughput, bottleneck, batch size, setup, priority rule, and so on. The booklet also introduces some key trade-offs from the analysis of processes: number of servers vs. service level, inventory level vs. service level, working time variability vs. throughput, batch size vs. service level, and so on. These notions are presented through computer models that the reader constructs and experiments with using SimQuick. How to use the booklet The booklet is self-contained; that is, all technical terms involving processes or operations are defined. (The reader is assumed to have a rudimentary understanding of how to use Excel on the level of knowing how to save files and how to enter information into cells.) The chapters are

 

 

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organized around typical topics in Operations Management and Management Science courses so that this booklet can easily be used in these types of courses. The reader should first read Chapter 1 (which contains a conceptual explanation of process simulation and SimQuick) and Section 1 of Chapter 2 (which contains a step-by-step explanation of how to use SimQuick by completely working through a simple example). After this the reader has a lot of freedom: The remaining sections in Chapters 2, 4, and 5 can be read in any order (except Example 7 should be read before Example 11). However, the sections in Chapter 3 build on one another and should be read in sequence. The bulk of Chapters 2 through 5 consists of examples of processes that can be modeled using SimQuick. When needed, an example discusses how to build the SimQuick model. Each example is followed by an exercise. A very quick treatment of process simulation could consist of working through Example/Exercise 1, followed by Examples/Exercises 2-4 for waiting lines and Example/Exercise 18 for manufacturing. With just this material, many real-world processes can be easily modeled and studied. Adding Example/Exercise 7 with Decision Points would allow the modeling of many more types of processes. Adding Examples/Exercises 12 and 13 would provide a quick introduction to the modeling of inventory in supply chains. The booklet contains four appendices. Appendix 1 contains a list of the basic steps in conducting a simulation project. Appendix 2 contains tips on how to enhance SimQuick by using some of the features built into Excel. These tips are tied to examples in the booklet. Appendix 3 describes how to use a feature of SimQuick called Custom Schedules. Appendix 4 contains a succinct description of all the features of SimQuick and can be used for reference. Hence, the features of SimQuick are presented in two ways: through examples and in a reference manual. Solutions to exercises: Instructors are provided with complete solutions (in Excel) to every exercise. These solutions may be distributed to the students at the instructor’s discretion. Web site: Refer to www.prenhall.com/hartvigsen for additional information on SimQuick, this booklet, technical support, and process simulation in general. Over the past four years, I have used SimQuick in the classroom with executive MBAs, full-time MBAs, and undergraduate business students. After a one-hour introduction in class (basically, covering Section 1 of Chapter 2), the students successfully solve a variety of modeling problems with little help. This introduction also serves as a launching pad for term projects, whereby students identify and analyze real-world processes of their choice.

 

 

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New to the 2nd edition: The SimQuick software in the second edition has been changed in a number of ways from its first incarnation. These changes include the following (the manual in Appendix 4 contains all the features of SimQuick):

• SimQuick runs considerably more quickly. This allows more simulations to be performed in a reasonable amount of time, which leads to more accurate results. As a result, more simulations are allowed.

• SimQuick accepts larger models: up to 250 elements (new tables can be added by pasting copies of the 20 tables given for each element).

• Essentially arbitrary statistical distributions can be constructed using discrete distributions (introduced in Example 5).

• A “View Model” button has been added to the Control Panel. Clicking this button produces a copy of the tables used in the model in a format convenient for printing and logic checking.

• The initial number of objects at Buffers can be generated randomly. This allows models to capture demand patterns that change over time (see Example 6).

• Decision Points can have up to ten outputs. • The simulation details appearing on the Results worksheet can be suppressed, which

allows SimQuick to run faster, especially when many simulations are performed. • The method for using Custom Schedules for modeling arrivals and departures has been

simplified (see Appendix 3). The text has also been updated; these changes include the

 
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BALANCED SCORECARD

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Instructions

BALANCED SCOREBOARD IMPLEMTATION

 

1- KPI Performance Data

Gather specific performance data for each KPI, and create a sample BSC reporting format for the data that is clear, impactful, meets professional standards and is readily communicated.    You will find many examples of BSC formats through an internet search.

 

2– KPI Performance Monitoring/Analysis Process

Describe in detail the process you recommend to implement the BSC in your organization.  You should address issues of data collection; automation and tools; data analysis; performance improvement; communication and buy-in by organization members.

 

3- APA formatting is appropriately used, and at least 5 secondary academic resources are used to support analysis

 

USE THIS DATA BELOW

 

 

 

Financial Perspective

Commitment means doing the best to meet shareholder expectations in a predictable, consistent way over time (Deere & Company, 2018). In order to stay in business, John Deere has to have a better investment for shareholders, which means it will be required to raise the profit. The objective is to raise profits and grow revenue throughout John Deere. The new gator line will influence the profits, due to the fact John Deere has invested over $46 million in the new gator plant in Horicon WI; this was the biggest investment to date. To make sure the investment runs smoothly, it is imperative that John Deere core values are implemented on a daily basis. (Pyke, 2018) The key performance indicators of the new gator line will help increase market share with new products being added to the market. This will influence the market revenue and will bring new services when customers buy new products. Creating a CRM report will allow John Deere to look closely at the new percentages to increase shareholders wealth, and make further decisions then as to whether they are on track or they need to advise some changes and numbers.

Customer Perspective

Innovation means investing, designing, and developing break through products and services (Deere & Company, 2018). John Deere’s customers want higher quality with leading innovation. The objective is to increase the number of sales by improving the number of sales. It is imperative to retain and attract new customers, with the new leading technology advancements made on the new gators. The measurements will consist of new numbers each month for new customers as well as the existing customer. The target range should be an increase of 20% each month. Through advertising and more try and rides at the dealerships, customers will be able to see products and try them out before buying, and John Deere should make thier number of adding 90% more in profits. With advertising the new gator, and having the try and ride events, John Deere will see a 90% of customers.

Internal Perspective

Integrity means telling the truth, keeping our word and treating others with fairness and respect. This will build strong relationships and will end with better running line. (Deere & Company, 2018). In order for John Deere to fulfill its operation line in Horicon WI, they must produce more inventories efficiently. The new line supports efficiency with the latest technology, but downtime, rerun and over time is high, thus putting the amount of units produced way behind schedule. The objective is there needs to be an improvement of manufacturing process, as well as improved delivery. Units need to be increased per day as well as labor efficiency. The main goal is 75 units to be made daily, and through Kaizen training and quality control, 75 units should be able to be build within a day. This would include redesign training programs for the employees and management and will be able to track downtime and lapse of time. This will allow us to see where critical mistakes are being made, and make necessary changes to make goals and objectives.

Growth Perspective

Quality means delivering value to customers and maintaining strong relationships with customers, while adding value to the shareholders (Deere& Company, 2018). If John Deere continues to keep training processes in place for employees, this will encourage employees to work hard, with no safety issues and promote continuous improvement programs and employees will make their quotas. When the demands of quotas are meant, employees receive quarterly bonuses based on how many units were made with no defects. This will allow the gator line to thrive, and will be able to keep raising the number of sales and hire more employees, which will lead to long time growth opportunities for the gator line. Training will need to be 100% complete in order to make our numbers, and we will have to keep continuous improvements reports every couple of months so employees can keep up with the proper lean information in order to make our numbers will less down time.

 

 

 

 

 

Reference

Deere & Company. (2018). John Deere. About the Company. Retrieved from https://www.deere.com/en_US/corporate/our_company/our_company.page

Olson, E. (2018). OnStrategy. Mission Statements. Retrieved from https://onstrategyhq.com/resources/mission-statements/

Pyke, B. (2016). John Deere completes first major expansion in 30 years. Daily Citizen. Retrieved from http://www.wiscnews.com/bdc/news/local/article_aae0f281-776d-5934-8356-96f2218bd6c9.html

 

 

 

STRATEGIC OBJECTIVES

Increase Revenue

Increase the number of new

products

Improve customer satisfaction

Improve customer perception of

quality index

Increase the number of new

products

Decrease new product

development time

Increase employee capabilities

Performance development plans

Labor efficiency

Leader learning development

FINANCIAL

Net Profit

Training

process (lean)

Better

investment

(long term) for

shareholders

INTERNAL PROCESSES

Number of new products vs. planned

LEARNING

Employee satisfaction ratings

 

Percentage of revenue from new

products

Percentage of revenue from new

sources

CUSTOMERS

Customer satisfaction index

Increase

customer sales

Increase units

per hours

Employee and customer

engagement (focus group)

Market share (percentage of

market)

 

Employees surveys

Contiguous improvement plans

Hire new employees

New tracking reports

 

 

Converge report form review group

Time to market (from start to finish)

 

 

 

Kaizen training

Track downtime

Employee development plans

 

95%

KEY PERFORMANCE INDICATORSINITIATIVESTARGETS

 

50%

80% by end of quarter

5-Apr

25%

75%

 

 

 

Customer surveys

 

 

Brand awareness score

Advertising

Implement CRM

25%

75% good or better rating

40%

20%

90%

20%

 
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