can someone help me answer the questions please i need them asap

Wescott Products Whenever Jason Roberts thought about going to work on Friday morning, be theted get a little knot in his stomach. Jason had recently accepted the job as operation mother for a small manufacturing company that specialized in a line of assemble-to-onstep plec fident, self-assured person who was sure he could handie such a job in a small coppersed the owner, Judy Wescoth, was Frank Adams, the production supervisor. While Frestiti. a machine operator and had no formal training in pianning and control. He soon foomd the planning was too complex and difficult for him to handle, especially since he alvotal fit responsibility for all the Wescott workers and equipment. Randy Stockard, the saits at marketing manager, had requested and finally applauded Judy Wescott's decision to to Jason, since he felt production was having a much more difficult time in proctining ase delivering customer orders. Randy was starting to spend more and more time on the pase with angry customers when they didn't get their orders at the time they expected ties The time away from developing new sales and the danger of losing established custosen started to make him highly concemed about sustaining sales growth, to say nothing tho his potential bonus check tied to new sales! Once Jason was placed in the position, however, the "honeymoon" was stoct, at soon Jason started doubting how much he really did know. The company was still hering trouble with promising customer orders and having the capacity to meet those arien At first he thought it was the forecasting method he used, but a recent analysis told tis the total actual orders were generally within 105 of what the forecast projected. In alt tion. production never seemed to have any significant shortages in either subassembis or components. In fact, many felt they had far too much material, and in the last coopt of staff meetings Jake Marris, the company controller, was grumbling that he thought it inventory turn ratio of just less than 3.5 was unreasonable and costing the company a bo of money. It must be something else, and he had to discover it quickly. The first idea he thought about was to request the assembly areas to work ovetim: but he soon found out that was a sensitive topic that could only be used as a last reat. The workers in that area were highly skilled and would be difficult, if not impossible " replace in any teasonable time. Adding more employees would also be diftleult for the same reason. A year cartier they were being worked a lot of overnime bus had finally had enough. Even thought Wesett had no tenion, the workers pot together and demanded better overtime control or they would alf quat to move to oiber jotse that were plentiful for skilled workers in this area. The agreement was that they were to be asked for no thore than four hours of avertime per worker per week unles it was truly as emergency sitastion. They were well paid aed all had families, and the time with their families was worth more to them than additional overtime pay. As least the high akill level had ene advantage: Each of the workers in the assembly area could skaltfully assemble aty of the nodels, and the equipment was flexible enough to handle all the models. Friday mornings were when Jawon made his mavier ichedule foe the next wetk and no matter how hard he tried he never seemed to be able io get it right. Since the stundard lead tine for all assemblies was quoted as one week, the company had felt no need is whadule farther into the fature when very few orders existed there. He was sure that he had to start the process by loading the jobs that were missed in the current week into the Monday and Tuesday time blocks and then bope that production could catch iop with those in adjtion to the new jobs that were already promised. The promices came whet Randy would inform him of a customer reequest and ask for a procuise date, which was oftes 7as socti as possible." Jason would look at the order to see if the material to make it was in rock and if the equipment to make it was rinning. He would then typically promise to bave it available when requested. Now that a lot of promises were not being met, however, Randy was starting to demand that Jason get control of the operation. Javon tried to respond by scheduliag a lot of each model to be run every week, but he often found he had to hreak into the run of a lot to respond to expediting from sales. He knew this made matiers worse by using extra time to set up the equipmeni, bat what else could he do? Even Judy Wescont was asking him what she needed to do to help him mprove the performance. His normal high level of self-confidence was being shaken. Jason started pouring over his old operations book looking for something he could use. He finally realized that what he nocded was a mote effective system to develop master schedules from which be coald promise orders, order components, and plan capacity. Unfortunately, he also recalled that when that material was covered in his class he had taken off early for spring break. Even though he knew enough to recognitie the nature of the problem, be dadn't know enough to set up such a schedule. Humbly, he called his former instruetor to ask for advice. Once she was briefed on the problem, she told bim to gather some information that he could use to develop a sample master sehedale and roughcut capacity plan. Once he had the information, she would help show him how to use it. The following describes what she asked him to collect: 1. Pick a work center or picce of equipment that has caused some capaciry problem in the rocent past. List all the product models that use that work censer. 2. For each of the models, list the amoant of nun time thoy use the work center per items. Also list the setup time. if any, These times can be gathered from standards ot, if the standard data is suspect or does not exist, use the actual averago time from rocent production. 3. For each of the models, list the usual lot size. This should be the same lot size used foc the master schedule. 4. For cach of the models, fist the current inventory, the current forecast, and the current firm customer order quantities. 5. List the current capacity (bours) available for the equapment