Help with questions 2 and 3 please.

Covolo Diving Gear, Part 2 June 15, 2020-Two weeks have passed since Covolo Diving Gear's contentious semiannual planning meeting, and the senior staff members for Covolo Diving Gear are getting ready to start their first monthly S\&OP meeting. Gina Covolo, CEO, gets the ball rolling: I know it's been a busy two weeks for all of you, and I appreciate you working extra time to get ready for this meeting. Production is already set for the next two months, so we'r going to start by planning for this S eptember through the following August. Ive had Patricia from marketing develop a sales forecast for these 12 months, and IVe also had David from manufacturing estimate manufacturing costs and labor requirements, as well as capacity in the plant. Mary from HR was good enough to Manufacturing cost per gauge set: $74.50 come up with some estimates of how much it costs to hire and train new _. Holding cost: $8 per gauge set per month workers, as well as the cost of laying off folks. Finally, Jack from supply_ Average labor hours required per gauge set: 0.25 hours management was able to get the accounting folls to estimate the cost of - Labor hours available per employee per month: 160 \begin{tabular}{cl} holding a gauge set in imventory for a month. So let's see what we've got. & - Plant capacity: 35,000 gauge sets per month \\ Mary passes out the following information to all of the & Cost to hire and train a new employee: $1,250 \\ \hline endees: & - Beginning and ending workforce: 50 \end{tabular} Questions 1. Develop a level production plan for Covolo Diving Gear. What are the advantages and disadvantages of this plan? Could Covolo implement a pure chase plan, given the currentcapacity?Why?Ifsalescontinuetogrow,whataretheimplicationsforproductioncapacityatCovolo?2.PatriciaRodriguez,vicepresidentofmarketing,states,"TvegottotellyouallthatTmprettycomfortablewiththeforecastsforSeptemberthroughNovember,butafterthat,alotcouldchange.Itsjustveryhardtoforecastforfourormoremonthsoutinthiskindofmarket."HowwillamonthlyS&OPupdatewithrollingplanninghorizonshelpalleviatePatriciasconcerns?Aretherestilladvan-tagestoS&OP,eventhoughtheforecastsmaychange?3.Afterlookingoverthelevelproductionplan,DavidGriffin,vicepresidentofmanufacturing.speaksup:"ThislooksOK,butyouknowwhatbugsmeaboutit?Theassumptionthatifaworkerisavailable,thatworkerhastobemakinggaugesets,evenifwedontneedanymore.Itmightmakesenseinsomecasestojusthavetheworkernotproduceratherthanlayoffaworkerinonemonthandhiresomeoneelsebackthenext."Doyouagree?Whataretheholdingcostsasso-ciatedwithhavinganextraworkerproducegaugesetsforonemonth?Howdothesecomparetothelayoffandhiringcosts?Howmightastrategyofkeepingextraworkersidleaffecttheestimatedmanufacturingcostsforthegaugesets?(Hint:Laborcostshavetobeaccountedforsomewhere.)