Shoney Video Concepts produces a line of videodisc players to be linked to personal computers for video games. Videodiscs have much faster access time than tape. With such a computer/video link, the game becomes a very realistic experience. In a simple driving game where the joystick steers the vehicle, for example, rather than seeing computer graphics on the screen, the player is actually viewing a segment of a videodisc shot from a real moving vehicle. Depending on the action of the player (hitting a guard rail, for example), the disc moves virtually instantaneously to that segment and the player becomes part of an actual accident of real vehicles (staged, of course).

Shoney is trying to determine a production plan for the next 12 months. The main criterion for this plan is that the employment level is to be held constant over the period. Shoney is continuing in its R&D efforts to develop new applications and prefers not to cause any adverse feelings with the local workforce. For the same reason, all employees should put in full workweeks, even if this is not the lowest-cost alternative. The forecast for the next 12 months is

MONTH	FORECAST DEMAND	MONTH	FORECAST DEMAND
January	570	July	170
February	770	August	170
March	870	September	270
April	570	October	670
May	370	November	770
June	310	December	870

Manufacturing cost is $140 per set, equally divided between materials and labor. Inventory storage cost is $7 per unit per month and is assigned based on the ending inventory level. A shortage of sets results in lost sales and is estimated to cost an overall $25 per unit short.

The inventory on hand at the beginning of the planning period is 140 units. Fourteen labor hours are required per videodisc player. The workday is eight hours. No backorders exist, meaning any unmet demand in one month is not carried over to the next month.

Develop an aggregate production schedule for the year using a constant workforce. For simplicity, assume 23 working days each month except July, when the plant closes down for three weeks' vacation (leaving seven working days). Assume that total annual production capacity is greater than or equal to total annual demand (i.e., compute workforce level based on annual demand and annual capacity). (Leave no cells blank - be certain to enter "0" wherever required. Indicate monthly shortages using a negative ending inventory level. Round up the "number of workers" to the next whole number and round down your monthly "Available production" values to the nearest whole number.)

Campus http://ezt hed Ed Assignment Results Ed Help January 570 July 70 February 770 August 70 March 870 September 270 Apri 570 October 670 May 370 November 770 310 December 870 June Manufacturing cost is $140 per set, equally divided between materials and labor. Inventory storage cost s $7 per unit per month and is assigned based on the ending inventory level. A shortage of sets results in ost sales and is estimated to cost an overall $25 per unit short The inventory on hand at the beginning of the planning period is 140 units. Fourteen labor hours are quired per videodisc player. The workday is eight hours. No backorders exist, meaning any unmet emand in one month is not carried ove to the next month Develop an aggregate production schedule for the year using a constant workforce. For simplicity, assume 3 working days each month except July, when the plant closes down for three weeks' vacation (leaving even working days). Assume that total annual production capacity is greater than or equal to total annual emand e compute workforce level based on annual demand and annual capacity). (Leave no cells lank be certain to enter "0" wherever required. Indicate monthly shortages using a negative nding inventory level. Round up the "number of workers to the next whole number and round own your monthly "Available production" values to the nearest whole number.) March May June July August January February April September Forecast 570 770 870 570 370 310 170 170 270 Beginning inventory 140 135 195 450 452 847 Available production 565 565 565 565 565 565 172 565 565 Ending inventory 135 70 305 195 450 452 847 1,143 Costs 7,621 Lost sales 1.743 121 946 1,366 3 3,152 5,932 3 7, 3,166 3 inventory 7,621 Total 946 1,743 121 1,366 3 3,152 5,932 3 3,166 3 7,998 October 670 1,143 565 1,038 7,264 3 7,264 3 November 770 1,038 565 833 5,830 3 5,830 3 December Tot 870 833 565 528 Tot 3,696 3 39 3,696 3 48 5.44 PM /26/2016