Relate the three levels of priority planning to capacity planning. Describe each level in terms ofthe detail and the time horizons used.

Tools View Week 3 Bonus Activity- DEMAND FORECASTING CASE STUDY After reviewing the forecasting demonstration and looking over the slides, complete the following case activity and transfer your answers to the appropriate questions in the Canvas activity quiz. You have been hired as a demand planning intern for Hawaiian Island Creations (HIC). They want you to de- velop a forecast for their HIC Papanui style of sun- glasses. The goal is to determine how many pair they will produce to meet retailer demand in July 2021. During your first meeting, you were handed some data to work with and the product team talked about the company's upcoming promotional blitz to support Summer Break '21 in major vacation destinations. Month Forecast Demand January 2021 4.000 3,300 February 2021 4,200 3,900 March 2021 4,500 4,300 April 2021 4.800 4,200 May 2021 5 000 5.400 of 4 P Type here to search 立

H3. Weber Optical, an eyeglass manufacturer, pays employees an incentive based on the average amount of work completed per processing 20 invoices per hour. An employee who processes 30 invoices would earn $15 per hour. Hence, Weber Optical pa many invoices an employee processes per hour. Which type of incentive pay does this scenario illustrate? O 1. rising differential 2. straight commission plan 3. straight piecework plan 4. standard hour plan  Show proper step by step calculation

Define the feasibility in terms of operational, technical, financial, and scheduling aspects.

Three point estimates and bottom up estimating are used in developing: (select one correct answer) Schedules Risks Cost estimates Scope

A Manager’s Woes Kyle Peschken has been a manager for the discount store Zelmart for the past two years. It’s time for his annual performance review, and Kyle would like to make a big impression on the corporate staff. Walking through the store, he makes a mental note of which departments need to be straightened, which ones need to be reorganized, and which employees he’d like to schedule during the week of his review. And then he sees it—blocking the aisles, creating commotion, and looking very unprofessional—the long line in the electronics department. It’s time to confront Chris, the sales clerk. “Chris, what’s the holdup here?” “I’mwaiting for a manager to approve this $120 check. And then I have to show this lady a digital camera from the display cabinet. She’s been waiting half an hour, and then . . . .” “Alright Chris . . . I can help out for a while . . .Two hours later, Kyle exited the electronics department disheartened. That’s no way for a store manager to spend his…

Given the information​ below, estimate the probability that the noncritical path Upper B dash Upper C dash Upper GB-C-G will take more than 1515 weeks. ​Hint: Subtract from 1.0 the probability that Upper B dash Upper C dash Upper GB-C-G will take 1515 weeks or less. Refer to the standard normal table LOADING... .                                                                                                          Activity Expected Time​ (weeks) Variance A 3.53.5   1.001.00 B 5.05.0   0.690.69 C 3.53.5   0.150.15 D 11.511.5   1.781.78 E 6.56.5   2.402.40 F 8.58.5   2.552.55 G 4.54.5   0.690.69 Part 2 The probability that this path will take more than 1515 weeks to complete is enter your response here. ​(Enter your response rounded to four decimal

K Roger Ginde is developing a program in supply chain management certification for managers. Ginde has listed a number of activities that must be completed before a training program of this nature could be conducted. The activities, immediate predecessors, and times appear in the accompanying table: Activity Immediate Predecessor(s) ABCDEFG B A, D C E, F Time (days) 2 7 2 10 4 5 8 This exercise contains only parts b, c, and d. b) The critical activities for the leadership training program development project are B-D-E-G c) The project length for the leadership training program development project = days.

According to Tom Peters, "Leaders don't create followers, they create more leaders". Explain this fully.

Why is it important to integrate cost and schedule controls? Give an example for which separate cost and schedule control systems may not function properly.