Part 1: Build a Gantt chart based on the following re-modeling events (they are not in order) that need to be completed. 1. Use the blank Word document to complete/build the Gantt chart for the Roger's Kitchen Installation. (Recommendation: Make a copy of the blank sheet as an extra and complete the chart using a DARK PENCIL). [10 marks] 2. Based on the evidence provided in the entire case study to this point (including this information) and the theory in the textbook, what business strategy BEST/MOST ACCURATELY describes Quality, that would be considered its "driver of operations"? What would Quality's BEST/MOST ACCURATE "secondary" strategy after their primary strategy? Provide a brief rationale below to support your answers. Note: You must have EXACT course terminology. Be specific/explicit when explaining your rationale. [2@1 mks=2 marks] 3. What forms of Operations Planning does Quality use/focus on in their day-to-day operations and to ensure they can maximize their productivity and efficiency? Base you answer on the textbook theory and evidence form the case. Note: You must have EXACT course terminology. Be specific/explicit when explaining your rationale. [3@2 mks=6 marks] What area(s) of materials management is of "primary concern" for Quality? Explain why using theory from the textbook and specific information based on case facts. Note: You must have EXACT course terminology. Be specific/explicit when explaining your rationale. [3@1 mks=3marks ] Operations and Financial Planning As Quality begins its journey into these new business ventures, Sherry Sharp, Quality's Certified General Accountant, needs to re-examine the "financials" in order to re-assess the monetary "health" of the business. It will be critical for her to sit down with Bob and Barry (B&B) to accurately assess whether this is the right time to proceed with 'Man Cave at Quality' and the 'Exotic Wood' Cabinetry business ventures. She has mentioned concerns about rising CPI in Canada and a continued poor performing GDP figures in the past two quarters in Canada and in the US. Samantha has sent B\&B an email a few days ago with some industry statistics that she claims needs further discussion as it pertains to their internal accounting. Here is a section of her email: "... the average return on equity for our industry is 28.8% with our top two competitors at 30.5%. Our inventory turnover currently is 74.7 days and has slowed down slightly given we trended, on average, in the past 3 years at 72.5 days. I think this tells you about our warehouse. Our Short-Term Solvency has remained consistent, but our Long-Term is up 0.5 from last year and up 0.8 from two years ago. Industry average for return on sales is trending at 11.3%. We need to go over these figures because I am concerned..." B\&B will need to (1) clearly understand their financial foundation and (2) make sure they can have the required factors of production in place (i.e., especially qualified labour) to maintain the same level of quality and operations planning in their current kitchen and bathroom cabinets business. This is critical before they make the final decision to pursue the first venture (Man Cave). B\&B realize that operations planning will have to improve moving forward. They know the importance of this from a recent installation they had at the Roger's home. They go on to explain the Rogers' situation to Samantha to emphasize the critical nature of their operations planning as it relates to their new venture(s). The following is a summary of what B&B do and some of what they have directly said/discussed with Samantha: Bob and Barry (B&B) as always, will visit a customer at their residence to conduct a full-scale walkthrough of any kitchen or bathroom design. This is critical to determine budget, timing and required resources. Their business strategy (All about trust and completing projects as promised), seems to align to their customer service motto. That said, B\&B will not often haggle with price, because they have established a solid reputation of producing quality and reliable products. They continue to use up-to-date sophisticated computer software to assist with creating two and three-dimensional designs quickly, and with high accuracy, so customers can view as "close to a real-life portrait" of the finished product. They also have their equipment, machinery, and supplies in what they believe to be in an efficient layout to ensure they can respond quickly and efficiently to customer requests (e.g., any last-minute changes). An efficient layout is necessary to help with their continuous storage challenges that have not yet been resolved. Finally, it also ensures the customer receives exactly what is wanted and there is no "misunderstanding". This accuracy also helps with many other operations planning requirements, as well as having a finished product when the customer wants it. For example, Quality will always complete painting before any cabinetry is installed. Their senior tiling expert will not install floor tiles or a backsplash until painting is completed, and when he can inspect the fitting of cabinets to the wall, as well as the distance from the bottom of the cabinet to the countertop. B\&B recognize the sensitivity and concerns of their customers and will take the time to ensure they receive precise feedback, so the job is done right, on time and on budget. The attention to detail also minimizes that amount of equipment and materials that need to be at the customer's house when having to install cabinets and/or make on-site adjustments. Bob has a formal meeting with Mr. \& Mrs. Rogers, who need their kitchen remodeled in 7-weeks, as they are hosting a large family reunion. The job seems fairly-routine, until Bob walks toward the far window. He feels the floor bending downward. He takes his level and realizes the floor is severely sloped and structurally unstable. He is very concerned, given his employees have basic carpentry (i.e., his team can install tile or hardwood flooring), but a potential structural issue such as this, may require more knowledge (i.e., a framing or flooring expert) and take more time - which he does not have. He needs to find a way to resolve this issue fast (i.e., in a day or two - at most!). Making things more challenging, the Rogers' say they would like to keep their existing kitchen for as long as possible before demolition, which Bob agreed to over the phone prior to this meeting and not having any knowledge of the floor structure issue. The project MUST be completed on December 20th given it is now November 1st (Note: Assuming this date for the Case Study purpose only). Bob needs to keep in mind some of his longer and more recent business challenges when building and installing these cabinets. Bob knows this customer will provide multiple referrals in the future, so flawless execution and meeting the time frame and his promises, is critical for the company. Part 1: Build a Gantt chart based on the following re-modeling events (they are not in order) that need to be completed. 1. Use the blank Word document to complete/build the Gantt chart for the Roger's Kitchen Installation. (Recommendation: Make a copy of the blank sheet as an extra and complete the chart using a DARK PENCIL). [10 marks] 2. Based on the evidence provided in the entire case study to this point (including this information) and the theory in the textbook, what business strategy BEST/MOST ACCURATELY describes Quality, that would be considered its "driver of operations"? What would Quality's BEST/MOST ACCURATE "secondary" strategy after their primary strategy? Provide a brief rationale below to support your answers. Note: You must have EXACT course terminology. Be specific/explicit when explaining your rationale. [2@1 mks=2 marks] 3. What forms of Operations Planning does Quality use/focus on in their day-to-day operations and to ensure they can maximize their productivity and efficiency? Base you answer on the textbook theory and evidence form the case. Note: You must have EXACT course terminology. Be specific/explicit when explaining your rationale. [3@2 mks=6 marks] What area(s) of materials management is of "primary concern" for Quality? Explain why using theory from the textbook and specific information based on case facts. Note: You must have EXACT course terminology. Be specific/explicit when explaining your rationale. [3@1 mks=3marks ] Operations and Financial Planning As Quality begins its journey into these new business ventures, Sherry Sharp, Quality's Certified General Accountant, needs to re-examine the "financials" in order to re-assess the monetary "health" of the business. It will be critical for her to sit down with Bob and Barry (B&B) to accurately assess whether this is the right time to proceed with 'Man Cave at Quality' and the 'Exotic Wood' Cabinetry business ventures. She has mentioned concerns about rising CPI in Canada and a continued poor performing GDP figures in the past two quarters in Canada and in the US. Samantha has sent B\&B an email a few days ago with some industry statistics that she claims needs further discussion as it pertains to their internal accounting. Here is a section of her email: "... the average return on equity for our industry is 28.8% with our top two competitors at 30.5%. Our inventory turnover currently is 74.7 days and has slowed down slightly given we trended, on average, in the past 3 years at 72.5 days. I think this tells you about our warehouse. Our Short-Term Solvency has remained consistent, but our Long-Term is up 0.5 from last year and up 0.8 from two years ago. Industry average for return on sales is trending at 11.3%. We need to go over these figures because I am concerned..." B\&B will need to (1) clearly understand their financial foundation and (2) make sure they can have the required factors of production in place (i.e., especially qualified labour) to maintain the same level of quality and operations planning in their current kitchen and bathroom cabinets business. This is critical before they make the final decision to pursue the first venture (Man Cave). B\&B realize that operations planning will have to improve moving forward. They know the importance of this from a recent installation they had at the Roger's home. They go on to explain the Rogers' situation to Samantha to emphasize the critical nature of their operations planning as it relates to their new venture(s). The following is a summary of what B&B do and some of what they have directly said/discussed with Samantha: Bob and Barry (B&B) as always, will visit a customer at their residence to conduct a full-scale walkthrough of any kitchen or bathroom design. This is critical to determine budget, timing and required resources. Their business strategy (All about trust and completing projects as promised), seems to align to their customer service motto. That said, B\&B will not often haggle with price, because they have established a solid reputation of producing quality and reliable products. They continue to use up-to-date sophisticated computer software to assist with creating two and three-dimensional designs quickly, and with high accuracy, so customers can view as "close to a real-life portrait" of the finished product. They also have their equipment, machinery, and supplies in what they believe to be in an efficient layout to ensure they can respond quickly and efficiently to customer requests (e.g., any last-minute changes). An efficient layout is necessary to help with their continuous storage challenges that have not yet been resolved. Finally, it also ensures the customer receives exactly what is wanted and there is no "misunderstanding". This accuracy also helps with many other operations planning requirements, as well as having a finished product when the customer wants it. For example, Quality will always complete painting before any cabinetry is installed. Their senior tiling expert will not install floor tiles or a backsplash until painting is completed, and when he can inspect the fitting of cabinets to the wall, as well as the distance from the bottom of the cabinet to the countertop. B\&B recognize the sensitivity and concerns of their customers and will take the time to ensure they receive precise feedback, so the job is done right, on time and on budget. The attention to detail also minimizes that amount of equipment and materials that need to be at the customer's house when having to install cabinets and/or make on-site adjustments. Bob has a formal meeting with Mr. \& Mrs. Rogers, who need their kitchen remodeled in 7-weeks, as they are hosting a large family reunion. The job seems fairly-routine, until Bob walks toward the far window. He feels the floor bending downward. He takes his level and realizes the floor is severely sloped and structurally unstable. He is very concerned, given his employees have basic carpentry (i.e., his team can install tile or hardwood flooring), but a potential structural issue such as this, may require more knowledge (i.e., a framing or flooring expert) and take more time - which he does not have. He needs to find a way to resolve this issue fast (i.e., in a day or two - at most!). Making things more challenging, the Rogers' say they would like to keep their existing kitchen for as long as possible before demolition, which Bob agreed to over the phone prior to this meeting and not having any knowledge of the floor structure issue. The project MUST be completed on December 20th given it is now November 1st (Note: Assuming this date for the Case Study purpose only). Bob needs to keep in mind some of his longer and more recent business challenges when building and installing these cabinets. Bob knows this customer will provide multiple referrals in the future, so flawless execution and meeting the time frame and his promises, is critical for the company