3. Use the information and your knowledge of the situation to develop a complete plan for Jason to use in the future. Part of this plan should be to build and demonstrate the approach to master scheduling for the data given in the case.

Whenever Jason Roberts thought about going to work on Friday morning, he started to get a little knot in his stomach. Jason had recently accepted the job as operations manager for a small manufacturing company that specialized in a line o f assemble-to-order products.
When he accepted the job he was a recent graduate of a business program where he specialized in operations. He had done fairly well in his classes and had emerged as a confident, self-assured person who was sure he could handle such a job in a small company.
The company, Wescott Products, had recently experienced rapid growth from the original start in a two-car garage just five years earlier. In fact, Jason was the first person ever named as operations manager. Prior to that, the only production manager reporting to the owner, Judy Wescott, was Frank Adams, the production supervisor. While Frank was an experienced supervisor, he had been promoted to supervisor directly from his old job as a machine operator and had no formal training in planning and control. He soon found that planning was too complex and difficult for him to handle, especially since he also had full responsibility for all the Wescott workers and equipment. Randy Stockard, the sales and marketing manager, had requested and finally applauded Judy W escott’s decision to hire Jason, since he felt production was having a much more difficult time in promising and delivering customer orders. Randy was starting to spend more and more time on the phone with angry customers when they didn’t get their orders at the time they expected them.
The time away from developing new sales and the danger of losing established customers started to make him highly concerned about sustaining sales growth, to say nothing about his potential bonus check tied to new sales