hello can you please do the clear analysis and solution for this case study please yesterday I posted the question but someone answered it wrong so please answer it

The majority of the stores activity is in custom tailoring. The store custom tailors a wide variety of gowns that can be classified in three types of bridal wear (type A, B, and C) and offers alteration services for similar outfits (type D). While Helen is content with the performance of the store, her daughter, Sara who is a young student of Fine Arts believes store might be facing subtle challenges. Sara has asked your group to examine their operations and give her some feedback. To facilitate your work, moreover, she provided the following explanation. Upon arrival, customers will be greeted at the front where the store clerk qualifies the details the product the customer needs (model, add-ons, colour, etc.). On average, this is done in 12 minutes beyond which jobs would be divided into two categories': a) Custom-tailoring and b) alteration. All custom tailoring orders will go through "cut to size" process, which takes about 10 minutes. The cut fabric would go through rough sewing that takes about 11, 12 and 10 minutes for product A, B and C respectively. Next, the product would go through fine sewingeedling" process for an average of 33 minutes to finish the product. Alteration orders would go through "un-seaming/resizing" process for about 8 minutes before being "re-seamed/re-needled" for about 14 minutes. Both "custom-tailor" and "alteration" customers will come to the store for a 10-minute "fitting" process to ensure their orders have been filled satisfactorily. In her meeting with your group, Sara showed to be profit-oriented. I know we may make good profit on what we do, but I am not sure if and how we may maximize our profitability using our available equipment and people. My mom once told me the store makes about $15,000 profit a day and she believes we are making good profit and that may be true, but she does not seem to care what our optimal profit can be or how to achieve it. I do! mean let us not forget that we use our people and resources and we have to get the most out of what we have! said Sara. She also asked you to depict the process flow for the activities of their store and figure its effective hourly capacity for custom-tailor customers. Given the business volumes of different products, she was wondering what would be the average capacity of the store in terms of customers per hour for custom-tailor and alteration jobs. Sara also expressed concern as to whether the store should outsource some jobs and if so which one(s). I would like to know if/how doing this might help us with handling customers." Sara stated. Your group asked her to elaborate on this and since she did not have any data available she asked her mom. Three days later she emailed you the additional information in the following table: Sewers Business (man-hour) cutters (man- hour) 6 Needlers (man- hour) 5 Fluffers Man- hour) 6 Volume Product A 4 Profit Margin (per order $750 $850 $750 $750 4 2 5 Product B Product C 3 5 5% 45% 40% 10% 3 3 1 Product D 7 4 3 2 Sewers Resources (man-hour) 90 cutters Resources (man-hour) 120 Needlers Resources (man-hour) 60 Fluffers Resources (man-hour) 100 Availability Given the above daily production information how would your group help Sara with her quests and what you recommend for Navido Bridal Paradise? = Navido Bridal Paradise is a well-established bridal store in Brooklyn New York. Currently owned and managed by Helen Navido, the store enjoys the reputation of nearly a century of providing fine Bridal gown and wedding clothes that started by his grand mother who was a skillful immigrant tailor. Over years, the store evolved from a small tailor shop to a fine Bridal Store that attracts wealthy clients. Yet the store has preserved certain elements of its traditional root, namely custom tailoring and alteration of custom bridal and wedding wear. Operating 8-hours a day, the store is well respected in the industry and when needed does have access to ambitious young designers for outsourcing its products and services at 80% of profit. Navido has no quality or customer care concern for such outsourcing as these designers would do the work in their own studio under supervision. The majority of the store's activity is in custom tailoring. The store custom tailors a wide variety of gowns that can be classified in three types of bridal wear (type A, B, and C) and offers alteration services for similar outfits (type D). While Helen is content with the performance of the store, her daughter, Sara who is a young student of Fine Arts believes store might be facing subtle challenges. Sara has asked your group to examine their operations and give her some feedback. To facilitate your work, moreover, she provided the following explanation. Upon arrival, customers will be greeted at the front where the store clerk qualifies the details the product the customer needs (model, add-ons, colour, etc.). On average, this is done in 12 minutes beyond which jobs would be divided into two categories': a) Custom-tailoring and b) alteration. All custom tailoring orders will go through "cut to size process, which takes about 10 minutes. The cut fabric would go through rough sewing that takes about 11, 12 and 10 minutes for product A, B and C respectively. Next, the product would go through fine sewingeedling process for an average of 33 minutes to finish the product. Alteration orders would go through un-seaming/resizing process for about 8 minutes before being "re-seamed/re-needled" for about 14 minutes. Both "custom-tailor" and alteration" customers will come to the store for a 10-minute fitting" process to ensure their orders have been filled satisfactorily. In her meeting with your group, Sara showed to be profit-oriented. I know we may make good profit on what we do, but I am not sure if and how we may maximize our profitability using our available equipment and people. My mom once told me the store makes about $15,000 profit a day and she believes we are making good profit and that may be true, but she does not seem to care what our optimal profit can be or how to achieve it. I do! mean let us not forget that we use our people and resources and we have to get the most out of what we have! said Sara. She also asked you to depict the process flow for the activities of their store and figure its effective hourly capacity for custom-tailor customers. Given the business volumes of different products, she was wondering what would be the average capacity of the store in terms of customers per hour for custom-tailor and alteration jobs. Sara also expressed concern as to whether the store should outsource some jobs and if so which one(s). I would like to know if/how doing this might help us with handling customers." Sara stated. Your group asked her to elaborate on this and since she did not have any data available she asked her mom. Three days later she emailed you the additional information in the following table: Sewers Business cutters (man- Needlers (man- hair Fluffers Man- hair Profit Margin inar ardar (man-hour) Volume hair The majority of the stores activity is in custom tailoring. The store custom tailors a wide variety of gowns that can be classified in three types of bridal wear (type A, B, and C) and offers alteration services for similar outfits (type D). While Helen is content with the performance of the store, her daughter, Sara who is a young student of Fine Arts believes store might be facing subtle challenges. Sara has asked your group to examine their operations and give her some feedback. To facilitate your work, moreover, she provided the following explanation. Upon arrival, customers will be greeted at the front where the store clerk qualifies the details the product the customer needs (model, add-ons, colour, etc.). On average, this is done in 12 minutes beyond which jobs would be divided into two categories': a) Custom-tailoring and b) alteration. All custom tailoring orders will go through "cut to size" process, which takes about 10 minutes. The cut fabric would go through rough sewing that takes about 11, 12 and 10 minutes for product A, B and C respectively. Next, the product would go through fine sewingeedling" process for an average of 33 minutes to finish the product. Alteration orders would go through "un-seaming/resizing" process for about 8 minutes before being "re-seamed/re-needled" for about 14 minutes. Both "custom-tailor" and "alteration" customers will come to the store for a 10-minute "fitting" process to ensure their orders have been filled satisfactorily. In her meeting with your group, Sara showed to be profit-oriented. I know we may make good profit on what we do, but I am not sure if and how we may maximize our profitability using our available equipment and people. My mom once told me the store makes about $15,000 profit a day and she believes we are making good profit and that may be true, but she does not seem to care what our optimal profit can be or how to achieve it. I do! mean let us not forget that we use our people and resources and we have to get the most out of what we have! said Sara. She also asked you to depict the process flow for the activities of their store and figure its effective hourly capacity for custom-tailor customers. Given the business volumes of different products, she was wondering what would be the average capacity of the store in terms of customers per hour for custom-tailor and alteration jobs. Sara also expressed concern as to whether the store should outsource some jobs and if so which one(s). I would like to know if/how doing this might help us with handling customers." Sara stated. Your group asked her to elaborate on this and since she did not have any data available she asked her mom. Three days later she emailed you the additional information in the following table: Sewers Business (man-hour) cutters (man- hour) 6 Needlers (man- hour) 5 Fluffers Man- hour) 6 Volume Product A 4 Profit Margin (per order $750 $850 $750 $750 4 2 5 Product B Product C 3 5 5% 45% 40% 10% 3 3 1 Product D 7 4 3 2 Sewers Resources (man-hour) 90 cutters Resources (man-hour) 120 Needlers Resources (man-hour) 60 Fluffers Resources (man-hour) 100 Availability Given the above daily production information how would your group help Sara with her quests and what you recommend for Navido Bridal Paradise? = Navido Bridal Paradise is a well-established bridal store in Brooklyn New York. Currently owned and managed by Helen Navido, the store enjoys the reputation of nearly a century of providing fine Bridal gown and wedding clothes that started by his grand mother who was a skillful immigrant tailor. Over years, the store evolved from a small tailor shop to a fine Bridal Store that attracts wealthy clients. Yet the store has preserved certain elements of its traditional root, namely custom tailoring and alteration of custom bridal and wedding wear. Operating 8-hours a day, the store is well respected in the industry and when needed does have access to ambitious young designers for outsourcing its products and services at 80% of profit. Navido has no quality or customer care concern for such outsourcing as these designers would do the work in their own studio under supervision. The majority of the store's activity is in custom tailoring. The store custom tailors a wide variety of gowns that can be classified in three types of bridal wear (type A, B, and C) and offers alteration services for similar outfits (type D). While Helen is content with the performance of the store, her daughter, Sara who is a young student of Fine Arts believes store might be facing subtle challenges. Sara has asked your group to examine their operations and give her some feedback. To facilitate your work, moreover, she provided the following explanation. Upon arrival, customers will be greeted at the front where the store clerk qualifies the details the product the customer needs (model, add-ons, colour, etc.). On average, this is done in 12 minutes beyond which jobs would be divided into two categories': a) Custom-tailoring and b) alteration. All custom tailoring orders will go through "cut to size process, which takes about 10 minutes. The cut fabric would go through rough sewing that takes about 11, 12 and 10 minutes for product A, B and C respectively. Next, the product would go through fine sewingeedling process for an average of 33 minutes to finish the product. Alteration orders would go through un-seaming/resizing process for about 8 minutes before being "re-seamed/re-needled" for about 14 minutes. Both "custom-tailor" and alteration" customers will come to the store for a 10-minute fitting" process to ensure their orders have been filled satisfactorily. In her meeting with your group, Sara showed to be profit-oriented. I know we may make good profit on what we do, but I am not sure if and how we may maximize our profitability using our available equipment and people. My mom once told me the store makes about $15,000 profit a day and she believes we are making good profit and that may be true, but she does not seem to care what our optimal profit can be or how to achieve it. I do! mean let us not forget that we use our people and resources and we have to get the most out of what we have! said Sara. She also asked you to depict the process flow for the activities of their store and figure its effective hourly capacity for custom-tailor customers. Given the business volumes of different products, she was wondering what would be the average capacity of the store in terms of customers per hour for custom-tailor and alteration jobs. Sara also expressed concern as to whether the store should outsource some jobs and if so which one(s). I would like to know if/how doing this might help us with handling customers." Sara stated. Your group asked her to elaborate on this and since she did not have any data available she asked her mom. Three days later she emailed you the additional information in the following table: Sewers Business cutters (man- Needlers (man- hair Fluffers Man- hair Profit Margin inar ardar (man-hour) Volume hair