Hi-Ho Yo Yo Inc.

Hi-Ho Yo-Yo, Inc. It was a little past 9:00 on a Monday morning when XXXX XXXXX walked into your office with a box of donuts. "I've been talking with Anne about a problem we have with short- en! capacity in our pad printing operation. You know, that's where Imprint the logo on the CusXXX XXnes of yo-yos. We have received Ajoré orders than usual for July, and I want to release the orders to pad printing in a way that will enable us to meet our due date com- mitments in the best way possible. Would you have time to look at the order list (attached) and see what kind of schedule we should •'allow to do that? By the way, you have established quite a reputa- tion in your short stay here. You have a talent for really explaining why your recommendations are the best approach in a way that all of us over-the-hiir managers can understand. Please be sure to do that for me too. I want to understand why your recommendation is the best schedule and what the tradeoffs are for other possible schedules—and none of that philosophical college mumbo-jumbo. Remember, I came up through the ranks. I don't have one of those sheepskins on my wall," he says with a laugh. Since your schedule was back to normal after that MRP report you did for Anne, you agreed to look at the information. After that compliment, how could you say no? "Try to get back to me within a couple of days," Jeff said as he left your office. After a few minutes with your old operations management text, you call the production control office to confirm the pad printing schedule. They confirm that pad printing runs one eight-hour shift per day. They tell you that due to a make-up day for flooding in June, pad printing will be running 23 days in July, beginning Friday, July 1 (they will work three Saturdays on July 9, 16, and 23, and take a one-day holiday for July 4). You thank them for the informa- tion and then you begin to develop your plan. Even though Jeff lacks a college degree, from what you have seen, he is very...