Draw a BPMN Diagram to implement the following business process. The steps are as follows: 1. The customer sends order (items and quantities). 2. The order arrives at reseller. 3. On arrival of an order message, for every order item, the reseller checks if the ordered items and quantity is available in local inventory. a. If the item is enough in stock (Yes), ship item to the customer immediately. b. If the item is not available (No), order item from the supplier. Upon arrival of the item, send it to the customer. 4. After sending an item to the customer, check if all order items have been shipped. a. If all items have been shipped, bill the customer. b. If all items have not been shipped, wait for items to arrive

Draw a BPMN Diagram to implement the following business process. The steps are as follows: 1. The customer sends order (items and quantities). 2. The order arrives at reseller. 3. On arrival of an order message, for every order item, the reseller checks if the ordered items and quantity is available in local inventory. a. If the item is enough in stock (Yes), ship item to the customer immediately. b. If the item is not available (No), order item from the supplier. Upon arrival of the item, send it to the customer. 4. After sending an item to the customer, check if all order items have been shipped. a. If all items have been shipped, bill the customer. b. If all items have not been shipped, wait for items to arrive

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter12: Queueing Models

Section: Chapter Questions

Problem 59P

See similar textbooks

Similar questions

Shown below is a partially completed MPS record for ball bearings. Part 2 a. Develop the MPS for ball bearings. (Enter your responses as integers. A response of "0" is equivalent to being not applicable.) Item: Ball bearings Order Policy: 500 units Lead Time: 1 week Quantity on Hand: 400 Week 1 2 3 4 5 6 7 8 9 10 Forecast 550 350 350 450 250 300 250 350 400 350 Customer orders (booked) 300 350 250 300 150 150 150 150 100 50 Projected on-hand inventory enter your response here enter your response here enter your response here enter your response here enter your response here enter your response here enter your response here enter your response here enter your response here enter your response here MPS quantity 500 enter your response here enter your response here enter your response here enter your…
According to this textual description, please develope each of the diagrams (3):a) Document flow chart:The document flow chart visually represents the flow of documents through Nova Terra's cash disbursement process. It starts with the invoice sent by DM to Nova Terra, which is then manually recorded by María Fuentes in the accounts payable subsidiary. The recorded invoice is sent to Mr. Martín Mendoza in the Cash Disbursement Office, who processes it and prepares a check for payment. The check and invoice are sent to Laura Rivera, who is the treasurer of Nova Terra and approves and signs them before mailing the check to the supplier. Subsequently, the canceled invoice is returned to Martín Mendoza for his registration in the cash disbursements journal and file. b) Business process diagram (BPD):The business process diagram shows the activities and sequence of Nova Terra's cash disbursement process in more detail. It includes the following steps: billing and registration, payment…
Suppose we have a business of supplying fruits and vegetables to customers. So How to manage a order when there is lack of team members(more then 3-5 employes on leave on same time ) in the order management and order need to be fulfilled in short span of time in the following situations :-I) When Delivery team missing II) When Packaging Team missingIII) When Billing Team missing (Answer in points only ) upvote for quality answer
Select the right answer. 1. The crossover point between two processes A and B can be stated as - [ ] a. variable costs of process A = Variable costs of process B - [ ] B. Fixed costs of process A = Fixed costs of process B - [ ] Variable costs of process A = Fixed costs of process B - [ ] total costs of process A = total costs of Process B 2. What are the two dimensions of the service process matrix - [ ] Degree of customization and degree of capital - [ ] Degree of customization and degree of labor - [ ] Degree of volume and degree of variety d - [ ] All of the above 3. Which of the following strategies could be used when demand exceeds the capacity. - [ ] Stimulate the market through price reductions or aggressive marketing - [ ] Product changes. - [ ] decreasing prices of products - [ ] Discouraging marginally profitable business 4. Capacity decision determines which of the following? a. whether demand will be satisfied or whether facilities will be…
1) Create a business scenario/description. 2) Based on the business description created, construct an Order Processing flow chart that is appropriate for the business.
Works Inc. designs industrial tooling parts and makes the molds for those parts. The following activities take place when the company creates a new mold. Classify each cost as unit level (U), batch level (B), product/process level (P), or organizational level (O). Consultation with equipment manufacturer on design specifications Engineering design of mold Creating mold Moving materials from warehouse for test quantity Direct materials for test quantity to judge conformity to design specifications Inspecting test quantity Preparing design specification changes based on test molds Depreciating small kiln used solely for test quantities Depreciating manufacturing building
draw a Business Process Modeling Notation (BPMN) for each process with a brief explanation of the process flow.Major components of Logistics Management:1. Production Management2. Sales and Distribution
Operations Management Hotel ComplaintsA luxury hotel has been receiving a lot of complaints from guests recently. The manager worries that if these complaints continue, the hotel will start to lose clients. Therefore, you have been hired as a consultant to correct the problem(s). A list of the major complaints by week for the last month is as follows:Complaint Number of Occurrences Week 1Error on bill 10Room not ready at check-in 8Room service delivery late 3Longline at check-out 10 Week 2Error on bill 12Noise in hallway 2Longline at check-out…
Theories and concepts: Cause of the difficulties In this section, I will explain the causes of the difficulties which I have explained above. The reason for the missing cages uses to be that the cage is still being picked or not and if the picker is still using the cage to pick the items then request the picker to drop the cage off to the packing department so that the items can be packed and sent out the shipping department for the delivery. Also, if the cage is not in the picking department buffer or pack buffer and is not being picked then as a process guide it was my duty to search for the cage at the packing stations first, and if not found then to escalate to the management so that relevant department can be contacted for the action. During the critical pool time, there were a few shipments IDs use to get sent down from the picking department which they couldn’t send into the picker’s scanners as either the batch assigned for the item by the stowing department would be wrong or…
Table B shows a partially completed MPS record for ball Develop the MPS for ball Four customer orders arrived in the following sequences (Table B). Table A Order Quantity Week desired 1 500 4 2 400 5 3 300 1 4 300 7 Assume that you must commit to the orders in the sequence of arrival and cannot change the desired shipping dates or your MPS. Which orders should you accept? Table B Item: Ball bearings Quantity on hand: 400 Order policy: 500 units Lead time: 1 week Week 1 2 3 4 5 6 7 8 9 10 Forecast 550 300 400 450 300 350 200 300 450 400 Customer order booked 300 350 250 250 200 150 100 100 100 100 Projected on-hand inventory MPS quantity 500 MPS start Available to promise (ATP)
“How many dozen should I put in the proofer?” asked Elizabeth, the new baker at the Sands Cafeteria. Rami El‐Hussieny was the day shift operations manager, and, unfortunately, he did not know how to answer Elizabeth's question. What she wanted to know was simple enough: How many dozen rolls should be placed in the proofer in anticipation of the night's dinner business? The problem was that the frozen dinner roll dough used at the Sands Cafeteria needed to be proof for at least 2 hours prior to being baked for 15 minutes. If too many rolls were proofed, they would never be needed, but they would still have to be baked and made into bread dressing or even tossed out. If too few dozen were proofed and the night was busier than anticipated, they would run out of “Fresh Baked Rolls” (one of the restaurant's signature items), and Rami knew that the night manager would be really upset. It was a daily guess, and sometimes Rami missed the guess! He wondered if a prebaked roll with a shelf life…
Input Area Cost Per Hour $1500.00 Outage Duration (hours) 3 Output Area Total Cost for Outage $4500.00 One-Variable Data Table: Cost Outage Impact Analysis Duration (hr) (Cost) 1 $1500.00 1.5 $2250.00 2 $3000.00 2.5 $3750.00 3 $4500.00 3.5 $5250.00 4 $6000.00 4.5 $6750.00 5 $7500.00 Given the data above Which What If Analysis tool is the worksheet using? Provide a description of the What If Analysis tool and why it was used in the worksheet. Interpret what the data means. Discuss what it means for the business.