Criminal
MANNING & PETRIZZO 5-STEP CRITICAL THINKING DECISION-MAKING MODEL
1
Step 1: Identify the problem(s) and uncertainties.
What exactly is the problem…
(Study the problem to clarify what you need to know to solve it. Distinguish problems over which you have some control from problems over which you have no control. Pay special attention to controversial issues in which it is essential to consider multiple points of view.)
The problem is this …
(Write out the problem clearly and precisely, with details. Write the problem in different ways until you get it perfectly clear in your mind.)
This is an important problem because…
(Remember in business, a problem is important if it affects the bottom line. So how does this problem affect the bottom line (net income).
The key question(s) that needs to be answered to solve this problem is…
(Every problem has questions connected to it. Here we want you to write out the most important question(s) you need to answer to solve the problem. State it clearly and precisely. Being specific is very important.)
Step 2: Obtain information.
The following information is needed to answer this question…
(Here you are looking for the facts and/or data that help you solve the problem. Actively seek the information most relevant to the question. Include in that information options for action, both short-term and long-term. Recognize limitations in the terms of resources such as money, time, and people.)
Some important assumptions I am using in my thinking are…
(Figure out what you are taking for granted. Make sure these assumptions are reasonable. Watch out for self – serving or unjustified assumptions.)
The points of view relevant to this problem belong to…
(Who are your stakeholders? Determine whether the stakeholder’s point of view is relevant.)
Note: Remember to view the information you have obtained for potential bias. This is from the perspective of your own bias to the research and the bias of the authors who compiled the data and the research you gathered. In other words, do not discount the importance of other’s data because of your own bias (is).
Step 3: Make predictions about the future.
If this problem gets solved, some important implications are…
(Evaluate options, taking into account the advantages and disadvantages of possible decisions before acting. What consequences are likely to follow from this or that decision?)
If this problem does not get solved, some important implications are…
(Evaluate options, taking into account the advantages and disadvantages of possible decisions before acting. What consequences are likely to follow from this or that decision?)
The potential alternative solutions to solve the problem are…
(If the problem involves multiple conflicting points of view, you will have to assess which solution is the best.)
Note: if the problem is one-dimensional, there may be just one correct solution.
Step 4: Make decisions by choosing among alternatives.
What is the best solution and why…
(After following the process above, I think the best solution to the problem is… Defend your recommendation.)
Step 5: Implement the decision, evaluate performance, and learn.
In business, the fifth step in the decision making process is implementation. In the MBA program, most times you will end with Step 4 since you will not have the opportunity to implement. You may be asked to develop an implementation plan and recommend how you will evaluate performance in some assignments.
COPYRIGHT Manning and Petrizzo (2010)
Adapted from: Bovee, C.L. and Thill, J.V. (2012). Business communication today (11th ed.). New Jersey: Prentice Hall.
Adapted from: Horngren, C., Datar, S., & Rajan, M., (2012). Cost Accounting. Boston: Pearson Prentice Hall.
Adapted from: Elder, L., & Paul, R. (2009). Guide to critical thinking. Dillon Beach, CA: Foundation for Critical Thinking Press.
Assignment: Brief 4- Flashy Flashers
Purpose
To assess your ability to apply the concepts from readings to a case situation.
Action Items
1. Review the
Brief Rubric
– Flashy Flashers.
2. Read the Flashy Flashers case at the end of Chapter 11.
Case Background: You are to take on the role of Kathryn Marley. You are to address your brief to the president of the company, Johnny Bennett.
3. Access the MANNING & PETRIZZO 5-STEP CRITICAL THINKING DECISION-MAKING MODEL
a. Complete the questions concerning Step 1: Identify the problem(s) and uncertainties based on the assigned problem.
b. Complete Step 2: Obtaining Information on the matrix.
Note: You are required to do a manual MRP explosion for the side lamps and headlamps for the next six weeks (beginning with the current week). Assume that it is now the start of week 1. Fill in the planned order releases form provided in Table 16.15. It should show the planned order releases for all items for the next six weeks.Worksheets on the manual MRP explosion and list the actions that planners should consider this week to (1) release new orders, (2) expedite scheduled changes, and (3) delay a scheduled receipt’s due date.
c. Complete Step 3: Make predictions about the future on the matrix.
d. Complete Step 4: Make decisions by choosing among the alternatives on the matrix.
4. Review the documents found in the BUSINESS BRIEF GUIDELINES Folder.
5. Write a one-page analysis according to the
Business Brief Guidelines
.
Complete sentences must be used (bullets not acceptable). Your analysis must be written using a concise writing style. Your brief should incorporate all of following instructions:
a. An opening paragraph briefly introducing the case situation.
Note: The first half of opening paragraph is to provide a synopsis of the company. The second half of the opening paragraph is state the problem (From Step 1 of the matrix).
b. Analysis header – The analytical section should be based on your personal assessment of the situation. Develop your analysis by addressing the following points. The information for this section of brief should be derived from Steps 2 and 3 of the matrix.
i. Analysis of the data derived when completing Step 2.
ii. Identification of the good and bad points of MRP implementation at Flashy Flashers.
c. Conclusion header – This section should include your opinion based on your analysis of the case information and situation outcome. Your recommendation should address the following question and provide only key relevant information and logical discussion in support of your opinion:
i. How can the resource planning process at Flashy Flashers be improved upon? (From Step 4 of the matrix)
6. Include APA citation(s) and reference(s).
7. Check your writing style using
Grammarly,com
and correct your business brief as needed.
8. Read the Originality Report you receive from SafeGuard and make any modifications as needed to your business brief. This may include adding proper citations or better paraphrasing.
9. Attach the appendices to your paper:*
a. Appendix A containing the data information from Step 2.
b. Appendix B containing the completed decision-making matrix.
c. Appendix C containing the grading rubric for the assignment.
*To attach the appendices to your paper:
1. Go to the end of your document (CTRL/end).
2. Click on Insert in the menu bar.
3. In the Text group, click the down arrow to the right of Object. Select Text from File. An Insert File dialog box will open.
4. Select the document you want to attach, click on Insert and the document will appear.
|
standard business brief format |
Students are expected to adhere to the following when completing a business brief:
1. 12-Point -Times New Roman.
2. Single-spaced within paragraphs; double-spaced between paragraphs.
3. Paragraphs are to be left justified.
4. 1-inch margins at the top, bottom, left, and right of every page.
5. No title page.
6. Place important points or details into lists. The paragraphs provide context for the lists.
7. Phrases not to use in a business brief, unless you have been specifically asked/hired to provide a recommendation:
i. I think…
ii. I believe…
iii. I feel…
iv. In my opinion…
8. Phrases to use or something similar in a business brief that are appropriate in any analytical discussion:
i. The data shows…
ii. Research studies point out…
iii. The analysis indicates…
iv. Studies demonstrate…
v. Forecast indicates…
9. Complete sentences, correct grammar, correct spelling and accurate punctuation are expected.
10. The absence of typographical errors.
11. Citations within the body of the text follow APA format.
12. Reference list starts on a new page and follows proper APA format.
13. Images, graphs, charts, or other types of visuals are considered to be figures in APA format and must adhere to proper APA formatting.
Business Brief Guidelines
1
STANDARD BUSINESS BR
IEF FORMAT
B
USINESS BRIEF GUIDEL
INES
1
Students
are expected to adhere to the following w
hen completing a business brief:
1.
12
–
P
oint
–
Times
New Roman
.
2.
Single
–
spaced within paragraphs
;
double
–
spaced between paragraphs
.
3.
Paragraphs are to be left justified.
4.
1
–
inch margins at the top, bottom, left, and right of every page.
5.
No title page.
6.
Place important points or details
into lists. The paragraphs provide context for the lists.
7.
Phrases not to use in a business brief, un
less you have been
specifically
asked/hired
to
provide
a recommendation:
i.
I think…
ii.
I believe…
iii.
I feel…
iv.
In my opinion
…
8.
Phrases to use or something similar in a business brief that are appropriate in any
analytical discussion:
i.
The data shows
…
ii.
Research
studies point out
…
iii.
The analysis indicates
…
iv.
Studies demonstrate
…
v.
Forecast indicates
…
9.
Complete sentences, correct grammar, correct
spelling
and accurate punctuation
are
expected.
10.
The a
bsence
of typographical errors.
11.
Citations within the body of the text
follow APA format.
12.
Reference list
starts on a new page and follows proper APA format.
13.
Images, graphs, charts, or other
types of visuals are considered to be figures
in APA
format and must adhere to proper APA formatting.
STANDARD BUSINESS BRIEF FORMAT
BUSINESS BRIEF GUIDELINES 1
Students are expected to adhere to the following when completing a business brief:
1. 12-Point -Times New Roman.
2. Single-spaced within paragraphs; double-spaced between paragraphs.
3. Paragraphs are to be left justified.
4. 1-inch margins at the top, bottom, left, and right of every page.
5. No title page.
6. Place important points or details into lists. The paragraphs provide context for the lists.
7. Phrases not to use in a business brief, unless you have been specifically asked/hired to
provide a recommendation:
i. I think…
ii. I believe…
iii. I feel…
iv. In my opinion…
8. Phrases to use or something similar in a business brief that are appropriate in any
analytical discussion:
i. The data shows…
ii. Research studies point out…
iii. The analysis indicates…
iv. Studies demonstrate…
v. Forecast indicates…
9. Complete sentences, correct grammar, correct spelling and accurate punctuation are
expected.
10. The absence of typographical errors.
11. Citations within the body of the text follow APA format.
12. Reference list starts on a new page and follows proper APA format.
13. Images, graphs, charts, or other types of visuals are considered to be figures in APA
format and must adhere to proper APA formatting.
WEEK
6 BUSINESS B
R
IE
F
RUBRI
C
:
FLASHY FLASHERS
–
MR
P
Total
of
7
5
po
in
ts
Criteria
Unacceptable
Acceptable
Proficient
and
Comments
D
evelops an
opening
paragraph that
introduces t
he
case
and
identifies t
he
problem
from
Step
1
of
the
5
-Step
Critical Thinking
Decision
–
Making
Model
.
V
aguely
develops an
opening paragraph
that
introduces the
case
and identifies
the problem
or
does
not have an opening
paragraph.
(
0
-7
points)
D
evelops an opening
paragraph that
introduces the case
and
identifies the
problem and
, for the
most part,
fulfills
assignment
requirements.
(
8
points)
Develops an
opening paragraph
that introduces the
case and
identifies the
problem and
demonstrates
a
solid
ability to accomplish
the assignment.
(
9
–
10
points)
P
erforms
a
manual MRP
explosion for the
side
lamps
.
Step
2
of the 5
-Step Critical Thinking
Decision-Making
Model.
Vaguely
performs a
manual
MRP explosion for
the side lamps or
does
not complete.
(0
–
11
points)
P
erforms
a manual
MRP explosion for the side lamps
and,
f
or the most part,
fulfills assignment
requirements.
(
12
–
13
points)
Performs a
manual MRP explosion for
the side lamps and
demonstrates a solid
ability to accomplish the assignment.
(
1
4
–
15
points)
Performs a manual
MRP explosion for the
head
lamps.
Step 2 of the 5-Step
Critical Thinking Decision-Making Model.
Vaguely performs a
manual MRP explosion for
the head
lamps or does not complete.
(0-11 points)
Performs a manual MRP explosion for the headlamps
and, for
the
most part, fulfills
assignment requirements.
(12-
13
points)
Performs a manual MRP explosion for
the headlamps and
demonstrates a solid ability to accomplish the assignment.
(14-15 points)
D
iscusses the
positive and
negative
points
of
the MRP
implementation
at
the company
.
Step 2 of the
5-Step Critical Thinking Decision-Making Model
.
V
aguely discusses
the
positive and negative
points of
the MRP
implementation at
the company or
is
completely off the
topic.
(0-11 points)
Discusses the
positive and negative
points
of the MRP
implementation at
the company and, for
the most part, fulfills
assignment requirements.
(12-13 points)
Discusses
the positive and
negative points
of the MRP implementation at
the company and
demonstrates a solid ability to accomplish the assignment.
(14-15 points)
R
ecommends
how to
improve
the
resource
planning
process
at the company.
Step 4 of the 5-Step
Critical Thinking Decision-Making Model.
Vaguely
recommends
how to improve
the resource
planning
process at
the company or is
completely off the topic.
(0 -7 points)
Recommends
how to
improve the resource
planning process
at
the company and,
for the most part,
fulfills assignment requirements.
(8 points)
Recommends how to
improve the resource
planning process at
the company and demonstrates a solid ability to accomplish the assignment.
(9-10 points)
Synthesizes
relevant
information and
materials to
provide evidence
of critical
thought.
Synthesizes in
formation at a
minimal level.
(0-7 points)
For the most part,
effectively
synthesizes
information, which
supports main
ideas.
(8 points)
C
onsistently and
effectively synthesizes information, which
provides strong
support to main
ideas.
(9-10 points)
SubTotal Points
|
SafeAssign |
Did not turn paper into SafeAssign. Assignment – zero points |
— – |
||
|
Revisions based on the Originality Report |
Did not revise the paper based on the originality report. Minus 25 points |
—- |
||
|
Grammarly |
Did not revise the paper based on Grammarly. Minus 25 points |
— |
— |
|
| 5-Step Critical Thinking Decision-Making Model |
Did not complete and submit. Minus 40 Points |
|||
|
Total Points = |
WEEK 6 BUSINESS BRIEF RUBRIC:
FLASHY FLASHERS
–
MRP
Total
of
75
points
Criteria
Unacceptable
Acceptable
Proficient
Student Score and
Comments
Develops an
opening
paragraph that
introduces the
case
and
identifies the
problem from
Step 1 of the 5
–
Step
Critical Thinking
Decision
–
Making
Model.
V
aguely develops an
opening paragraph
that introduces the
case
and identifies
the problem
or does
not have an opening
paragraph.
(0
–
7
points)
D
evelops an opening
paragraph that
introduces the case
and
identifies t
he
problem and
, for the
most part, fulfills
assignment
requirements.
(
8
points)
D
evelops an opening
paragraph that
introduces the case
and identifies the
problem
and
demonstrates
a
solid
ability to accomplish
the assignment.
(
9
–
10
points)
Performs a
manual MRP
explosion for the
side lamps.
Step
2
of the 5
–
Step
Critical Thinking
Decision
–
Making
Model.
V
aguely
performs a
manual MRP
explosion for the
side lamps
or
does
not complete.
(0
–
11
points)
P
erforms a manual
MRP explosion for
the
side lamps
and,
for the most part,
fulfills assignment
requirements.
(
12
–
13
points)
P
erforms a manual
MRP explosion for
the
side lamps
and
demonstrates
a
solid
ability to accomplish
the assignment.
(
14
–
15
points)
Performs a
manual MRP
explosion for the
head
lamps
.
Step
2
of the 5
–
Step
Critical Thinking
Decision
–
Making
Model.
V
aguely
performs a
manual MRP
explosion for the
head
lamps
or
does
not complete.
(0
–
11
points)
P
erforms a manual
MRP explosion for
the
head
lamps
and,
for the most part,
fulfills
assignment
requirements.
(
12
–
13
points)
P
erforms
a manual
MRP explosion for
the head
lamps
and
demonstrates
a
solid
ability to accomplish
the assignment.
(
14
–
15
points)
Discusses the
positive and
negative
points
of the MRP
implementation
at the company.
Step
2
of the 5
–
Step
Critical Thinking
Decision
–
Making
Model.
V
aguely discusses
the
positive and
negative
points of
the MRP
implementation at
the company or
is
completely off the
topic.
(0
–
11
points)
D
iscusses the
positive and negative
points of the MRP
implementation at
the company and, for
the most part, fulfills
assignment
requirements.
(
12
–
13
points)
D
iscusses the
positive and negative
points of the MRP
implementation at
the company and
demonstrates
a
solid
ability to accomplish
the assignment.
(
14
–
15
points)
Recommends
how to
improve
the
resource
planning process
at the company
.
Step
4
of the 5
–
Step
Critical Thinking
Decision
–
Making
Model.
V
aguely
recommends
how to
improve
the resource
planning process at
the company
or
is
completely off the
topic.
(0
–
7
points)
R
ecommends
how to
improve
the resource
planning
process at
the company
and, for
the most part, fulfills
assignment
requirements.
(
8
points)
R
ecommends
how to
improve
the resource
planning process at
the company
and
demonstrates
a
solid
ability to accomplish
the assignment.
(
9
–
10
points)
Synthesizes
relevant
information and
materials to
provide evidence
of critical
thought.
Synthesizes
in
formation at a
minimal level.
(0
–
7
points)
F
or the most part,
effectively
synthesizes
information, which
supports main
ideas.
(
8
points)
C
onsistently and
effectively
synthesizes
information, which
provides strong
support to main
ideas.
(
9
–
10
points)
WEEK 6 BUSINESS BRIEF RUBRIC: FLASHY FLASHERS-MRP
Total of 75 points
Criteria Unacceptable Acceptable Proficient Student Score and
Comments
Develops an
opening
paragraph that
introduces the
case and
identifies the
problem from
Step 1 of the 5-Step
Critical Thinking
Decision-Making
Model.
Vaguely develops an
opening paragraph
that introduces the
case and identifies
the problem or does
not have an opening
paragraph.
(0-7 points)
Develops an opening
paragraph that
introduces the case
and identifies the
problem and, for the
most part, fulfills
assignment
requirements.
(8 points)
Develops an opening
paragraph that
introduces the case
and identifies the
problem and
demonstrates a solid
ability to accomplish
the assignment.
(9-10 points)
Performs a
manual MRP
explosion for the
side lamps.
Step 2 of the 5-Step
Critical Thinking
Decision-Making
Model.
Vaguely performs a
manual MRP
explosion for the
side lamps or does
not complete.
(0-11 points)
Performs a manual
MRP explosion for
the side lamps and,
for the most part,
fulfills assignment
requirements.
(12-13 points)
Performs a manual
MRP explosion for
the side lamps and
demonstrates a solid
ability to accomplish
the assignment.
(14-15 points)
Performs a
manual MRP
explosion for the
headlamps.
Step 2 of the 5-Step
Critical Thinking
Decision-Making
Model.
Vaguely performs a
manual MRP
explosion for the
headlamps or does
not complete.
(0-11 points)
Performs a manual
MRP explosion for
the headlamps and,
for the most part,
fulfills assignment
requirements.
(12-13 points)
Performs a manual
MRP explosion for
the headlamps and
demonstrates a solid
ability to accomplish
the assignment.
(14-15 points)
Discusses the
positive and
negative points
of the MRP
implementation
at the company.
Step 2 of the 5-Step
Critical Thinking
Decision-Making
Model.
Vaguely discusses
the positive and
negative points of
the MRP
implementation at
the company or is
completely off the
topic.
(0-11 points)
Discusses the
positive and negative
points of the MRP
implementation at
the company and, for
the most part, fulfills
assignment
requirements.
(12-13 points)
Discusses the
positive and negative
points of the MRP
implementation at
the company and
demonstrates a solid
ability to accomplish
the assignment.
(14-15 points)
Recommends
how to improve
the resource
planning process
at the company.
Step 4 of the 5-Step
Critical Thinking
Decision-Making
Model.
Vaguely
recommends how to
improve the resource
planning process at
the company or is
completely off the
topic.
(0 -7 points)
Recommends how to
improve the resource
planning process at
the company and, for
the most part, fulfills
assignment
requirements.
(8 points)
Recommends how to
improve the resource
planning process at
the company and
demonstrates a solid
ability to accomplish
the assignment.
(9-10 points)
Synthesizes
relevant
information and
materials to
provide evidence
of critical
thought.
Synthesizes
information at a
minimal level.
(0-7 points)
For the most part,
effectively
synthesizes
information, which
supports main ideas.
(8 points)
Consistently and
effectively
synthesizes
information, which
provides strong
support to main
ideas.
(9-10 points)
To: Dan Block and Ed Spriggs, Owners
From: Sue McCaskey, Materials Manager
Subject: Parts Emporium Inventory Management
Date: February 17, 2020
Business Brief
Parts Emporium Inc. faces a crisis of high magnitude as it pertains to inventory management. Currently, some products are overstocked and some are understocked resulting in high holding costs for the excess, and back-ordered products for the ones that are understocked. Two examples will be shown in the EG151 exhaust gasket and the DB032 drive belt and how proper inventory management will result in lower costs and increased customer satisfaction.
Analysis
Managing the inventory of these two products will require information to be compiled diligently to gain an accurate assessment of the company’s needs. Finding the Economic Order Quantity (EOQ) and orders per year from the information available will show levels where holding/ordering costs are minimized while still meeting annual demand. Appendix C provides figures determined from the first 21 weeks status report on EG151 and Appendix D uses the status report for DB032. The EOQ for EG151 is 339 units and DB032 is 237 units. The amount of orders per year for EG151 is 16 and DB032 is 12. Total ordering plus holding cost for EG151 will be $634.42 and $235.04 for DB032. Those order quantities and the number of orders will lead to those minimized costs while being able to meet annual demand which is fairly consistent for both products month to month based on the data.
Currently, the quantity ordered for EG151 is 150 units and DB032 is 1,000 units. Compared to the ideal cost-minimizing EOQ the order size for EG151 is too small and DB032 is too large. This is resulting in no inventory on hand and back-ordered product for EG151, and too much inventory on hand for DB032. Both of these issues are costing Parts Emporium money. The number of orders required to meet annual demand with these lot sizes is 36 orders for EG151 and 3 for DB032. Referring to Appendix C and D will show that current ordering plus holding costs for EG151 are $859.12 and $515.39. Both of these amounts are significantly higher than the total costs of the products when ordered with EOQ.
An inventory control system is also needed to handle when and how much inventory is ordered from Haipei for the EG151 and Bendox for the DB032. A continuous review system would be a legitimate option. Inventory is reordered when it is depleted to a certain point, whereas it can still handle sales volume during the lead time waiting for the next shipment. Using the average weekly sales volume and the lead time the reorder point can be calculated as 204 units for EG151 and 156 units for DB032.
Conclusion
The type of inventory model that should be implemented for products EG151 and DB032 is a fixed order quantity model. This will lead to inventory being reordered at an optimal time reducing holding costs and avoiding back-ordered products. Using the fixed order quantity model to order EOQ will save $224.71 on EG151 and $280.36 on DB032. Once the benefits from these two products new inventory management are realized the same method can be implemented for other products Parts Emporium sells.
APPENDIX A:
Step 1: Identify the problem(s) and uncertainties.
What exactly is the problem…
|
The problem is that Parts Emporium is having inventory management issues as they have grown so they have hired a materials manager to help solve it. |
The problem is this …
|
Inventory is stockpiling for some items and is out of stock for other items. |
This is an important problem because…
|
Ordering costs are high for items that are low in order quantity, also leading to backorders due to constantly waiting on replenishment of inventory. Handling costs are high for items that are overstocked and sitting in the warehouse in large quantities. |
The key question(s) that needs to be answered to solve this problem is…
|
How much inventory should be ordered, and at what point is it re-ordered? |
Step 2: Obtain information.
The following information is needed to answer this question…
|
The average annual demand. The current lot size being ordered. The interval at which items are currently being ordered. The number of inventory backordered and inventory stockpiled. |
Some important assumptions I am using in my thinking are…
|
The weekly demand is somewhat constant as shown by the charts provided by the purchasing manager. |
The points of view relevant to this problem belong to…
|
The owners Dan Block and Ed Spriggs, the purchasing manager Joe Donnel, the workers in the warehouse, and me as the materials manager Sue McCaskey. |
Note: Remember to view the information you have obtained for potential bias. This is from the perspective of your own bias to the research and the bias of the authors who compiled the data and the research you gathered. In other words, do not discount the importance of other’s data because of your own bias (is).
Step 3: Make predictions about the future.
If this problem gets solved, some important implications are…
|
The routine will be different for the purchasing manager, the warehouse, shipping and other components of the company. It may take some time to adjust to a different way of operating the inventory management. Extra cash will be available to the company though once the changes have set in and there is the possibility the strategy for the two items could be spread to the rest of the company’s products. |
If this problem does not get solved, some important implications are…
|
Inventory will continue to pile up and be expensive to hold in the warehouse for some items, backorders will pile up while awaiting shipments of inventory constantly. By not acknowledging and fixing this problem the issues could spiral out of control to the point of no return. |
The potential alternative solutions to solve the problem are…
|
Parts Emporium could add or drop product lines that are not profitable or market products differently. |
Note: if the problem is one-dimensional, there may be just one correct solution.
Step 4: Make decisions by choosing among alternatives.
What is the best solution and why…
|
The best solution is to implement the fixed order quantity model which will trigger orders at the re-order points for the two products. Using EOQ the optimal lot size will be determined and from this the amount of orders per year can be found by dividing EOQ from annual demand. Holding and ordering costs will be minimized this way and reflect on the companies bottom line. |
Step 5: Implement the decision, evaluate performance, and learn.
In business, the fifth step in the decision making process is implementation. In the MBA program, most times you will end with Step 4 since you will not have the opportunity to implement. You may be asked to develop an implementation plan and recommend how you will evaluate performance in some assignments.
APPENDIX B:
WEEK 4 BUSINESS BRIEF RUBRIC: PARTS EMPORIUM-INVENTORY
Total of 75 points
|
Criteria |
Unacceptable |
Acceptable |
Proficient |
Student Score and Comments |
|
Develops an opening paragraph that introduces the case and identifies the problem from Step 1 of the 5-Step Critical Thinking Decision-Making Model . |
Vaguely develops an opening paragraph that introduces the case and identifies the problem or does not have an opening paragraph. (0-7 points) |
Develops an opening paragraph that introduces the case and identifies the problem and, for the most part, fulfills assignment requirements. (8 points) |
Develops an opening paragraph that introduces the case and identifies the problem and demonstrates a solid ability to accomplish the assignment. (9-10 points) |
|
|
Prepares a detailed report on managing the inventory of the EG151 Exhaust Gasket. Step 2 of the 5-Step Critical Thinking Decision-Making Model. |
Vaguely prepares or does not prepare a detailed report on managing the inventory of the EG151 Exhaust Gasket. (0-11 points) |
Prepares a detailed report on managing the inventory of the EG151 Exhaust Gasket and, for the most part, fulfills assignment requirements. (12-13 points) |
Prepares a detailed report on managing the inventory of the EG151 Exhaust Gasket and demonstrates a solid ability to accomplish the assignment. (14-15 points) |
|
|
Prepares a detailed report on managing the inventory of the DB032 Drive Belt. Step 2 of the 5-Step Critical Thinking Decision-Making Model. |
Vaguely prepares a detailed report on managing the inventory of the DB032 Drive Belt or completely off the topic. (0-11 points) |
Prepares a detailed report on managing the inventory of the DB032 Drive Belt and, for the most part, fulfills assignment requirements. (12-13 points) |
Prepares a detailed report on managing the inventory of the DB032 Drive Belt and demonstrates a solid ability to accomplish the assignment. (14-15 points) |
|
|
Presents a proper inventory system recognizing all relevant costs. Step 2 of the 5-Step Critical Thinking Decision-Making Model. |
Vaguely presents a proper inventory system recognizing all relevant costs or completely off the topic. (0-11 points) |
Presents a proper inventory system recognizing all relevant costs and, for the most part, fulfills assignment requirements. (12-13 points) |
Presents a proper inventory system recognizing all relevant costs and demonstrates a solid ability to accomplish the assignment. (14-15 points) |
|
|
Clearly recommends cost reductions of annual cycle inventory, stockout, and ordering costs. Step 4 of the 5-Step Critical Thinking Decision-Making Model. |
Vaguely recommends cost reductions of annual cycle inventory, stockout, and ordering costs or completely off the topic. (0-7 points) |
Recommends cost reductions of annual cycle inventory, stockout, and ordering costs and, for the most part, fulfills assignment requirements. (8 points) |
Clearly recommends cost reductions of annual cycle inventory, stockout, and ordering costs and demonstrates solid ability to accomplish the assignment. (9-10 points) |
|
|
Synthesizes relevant information and materials to provide evidence of critical thought. |
Synthesizes information at a minimal level. (0-7 points) |
For the most part, effectively synthesizes information, which supports main ideas. (8 points) |
Consistently and effectively synthesizes information, which provides strong support to main ideas. (9-10 points) |
|
|
SubTotal Points |
|
SafeAssign |
Did not turn paper into SafeAssign Assignment – zero points |
— – |
||
|
Revisions based on the Originality Report |
Did not revise the paper based on the originality report. Minus 25 points |
—- |
||
|
Grammarly |
Did not revise the paper based on Grammarly. Minus 25 points |
— |
— |
|
| 5-Step Critical Thinking Decision-Making Model |
Did not complete and submit. Minus 40 Points |
|||
|
Total Points = |
APPENDIX C: EG151 Inventory Management
APPENDIX D: DB032 Inventory Management
*Average demand was calculated using weeks 13-21. The product was new for week 11 so a 2 week adjustment time was given and demand was constant for the 9 following weeks.