please answer from your experience and help me. both pictures related to one question.

We consider the company Wheeled Coach which produces ambulances, and cover examples explaining Inventory Management and MPR at the company Then we look back at Hard Rock cafe for Forecasting and Scheduling Requirements Study the videos and their accompanying text descriptions and examine how they relate to the chapters studied earlier Coventory Management at Wheeled Coach Ambulance Wheeled Coach manufactures custom ambulances, which presents extra challenges for proper inventory control. With a lack of standardisation of final products, forecasting demand levels for specific parts proves difficult. The company manages approximately 7,000 different parts. Inventory is delivered just-in-time to the assembly line, and little work in process inventory exists. Wheeled Coach performs cycle counting of its items to ensure that inventory records match on hand inventory levels at all times. The video presents a nice example of ABC analysis in practice. The "W" items, such as truck chassis, aluminum and plywood, receive more attention and are cycle counted more frequently MRP at Wheeled Coach Ambulance Each ambulance made by Wheeled Coach is comprised of about 3,000 different raw materials. The company custom builds an ambulance designed from an unlimited number of configurations in just 19 days. Particularly for firms producing custom ordered items like this, MRP is crucial to getting the right parts at the right place at the right time. A detailed BOM is created during sales negations so that Wheeled Coach can properly cost out the item. Once the order is accepted, this BOM feeds into the MRP system. Wheeled Coach freezes its MPS for two weeks, so that changes cannot interfere with the production planning process during that time period. The MRP system incorporates a 3.4 week lead time. Thus, inventory decisions for certain items with much longer lead times, such as aluminum and chassis are made outside of the MRP system. Wheeled Coach's old system based dependent demand inventory decisions on historical data, resulting at times in obsolete Inventory In Wheeled Coach's ever changing industry with custom orders, MRP has essentially eliminated that problem while reducing overall Inventory levels significantly ost 449 ENG 4:14 PM 7/22/2021 inventory In Wheeled Coachs ever-changing inoustry with custom orders, MRP has essentaminatest problem wine reducing overall inventory levels significantly Forecasting at Hard Rock Cafe Hard Rock Cafe uses moving averages, weighted moving averages, exponential smoothing and regression analysis for forecasting Sales forecasts drive many short-term and long-term decisions within the company, including long term purchasing commitments and cash flow forecasts for borrowing needs. Forecast variances are computed, and root causes of those variances are sought out whenever the variances are too high Counting the number of people who come through the door, and knowing how many ordered menu items vs. other things, drives the sales forecast. Point of sale registers at each restaurant provide that information to the corporate office. The weighted moving average forecasting technique is used to set sales and bonus targets for store managers. The most interesting forecasting application discussed is the use of multiple regression analysis for menu items. Managers can estimate the price elasticity of demand for each menu item, and they can accurately estimate the impact of a price increase for one item on the demand for other items on the menu. This video nicely drives home the idea that forecasts drive most decisions in a company, implying that proper forecasting is crucial Scheduling at Hard Rock Cafe This is a short video but packed full of interesting characteristics of a complicated problem to which most students can relate. The Hard Rock Cafe in Orlando, Florida has 1,100 seats and must try to schedule 160 servers fairly and effectively. The primary driver of employee scheduling is the sales forecast, which is based on prior sales, trends, seasonality, and known local events. Employees are then asked to provide preferences for work times, work days, and work stations. A linear program (Module B) solves the scheduling problem for Hard Rock, creating a daily schedule for each employee. The preference constraints are modified by seniority and a priority weighting from 1 to 9 is assigned to cach employee. The schedule also keeps the number of employees at a minimum during low-demand times of the day. Workers are allowed to swap shifts, but they seldom do so because the software takes care of most of their personal constraints. One result of the scheduling system is a turnover rate equal to one half of the industry average We consider the company Wheeled Coach which produces ambulances, and cover examples explaining Inventory Management and MPR at the company Then we look back at Hard Rock cafe for Forecasting and Scheduling Requirements Study the videos and their accompanying text descriptions and examine how they relate to the chapters studied earlier Coventory Management at Wheeled Coach Ambulance Wheeled Coach manufactures custom ambulances, which presents extra challenges for proper inventory control. With a lack of standardisation of final products, forecasting demand levels for specific parts proves difficult. The company manages approximately 7,000 different parts. Inventory is delivered just-in-time to the assembly line, and little work in process inventory exists. Wheeled Coach performs cycle counting of its items to ensure that inventory records match on hand inventory levels at all times. The video presents a nice example of ABC analysis in practice. The "W" items, such as truck chassis, aluminum and plywood, receive more attention and are cycle counted more frequently MRP at Wheeled Coach Ambulance Each ambulance made by Wheeled Coach is comprised of about 3,000 different raw materials. The company custom builds an ambulance designed from an unlimited number of configurations in just 19 days. Particularly for firms producing custom ordered items like this, MRP is crucial to getting the right parts at the right place at the right time. A detailed BOM is created during sales negations so that Wheeled Coach can properly cost out the item. Once the order is accepted, this BOM feeds into the MRP system. Wheeled Coach freezes its MPS for two weeks, so that changes cannot interfere with the production planning process during that time period. The MRP system incorporates a 3.4 week lead time. Thus, inventory decisions for certain items with much longer lead times, such as aluminum and chassis are made outside of the MRP system. Wheeled Coach's old system based dependent demand inventory decisions on historical data, resulting at times in obsolete Inventory In Wheeled Coach's ever changing industry with custom orders, MRP has essentially eliminated that problem while reducing overall Inventory levels significantly ost 449 ENG 4:14 PM 7/22/2021 inventory In Wheeled Coachs ever-changing inoustry with custom orders, MRP has essentaminatest problem wine reducing overall inventory levels significantly Forecasting at Hard Rock Cafe Hard Rock Cafe uses moving averages, weighted moving averages, exponential smoothing and regression analysis for forecasting Sales forecasts drive many short-term and long-term decisions within the company, including long term purchasing commitments and cash flow forecasts for borrowing needs. Forecast variances are computed, and root causes of those variances are sought out whenever the variances are too high Counting the number of people who come through the door, and knowing how many ordered menu items vs. other things, drives the sales forecast. Point of sale registers at each restaurant provide that information to the corporate office. The weighted moving average forecasting technique is used to set sales and bonus targets for store managers. The most interesting forecasting application discussed is the use of multiple regression analysis for menu items. Managers can estimate the price elasticity of demand for each menu item, and they can accurately estimate the impact of a price increase for one item on the demand for other items on the menu. This video nicely drives home the idea that forecasts drive most decisions in a company, implying that proper forecasting is crucial Scheduling at Hard Rock Cafe This is a short video but packed full of interesting characteristics of a complicated problem to which most students can relate. The Hard Rock Cafe in Orlando, Florida has 1,100 seats and must try to schedule 160 servers fairly and effectively. The primary driver of employee scheduling is the sales forecast, which is based on prior sales, trends, seasonality, and known local events. Employees are then asked to provide preferences for work times, work days, and work stations. A linear program (Module B) solves the scheduling problem for Hard Rock, creating a daily schedule for each employee. The preference constraints are modified by seniority and a priority weighting from 1 to 9 is assigned to cach employee. The schedule also keeps the number of employees at a minimum during low-demand times of the day. Workers are allowed to swap shifts, but they seldom do so because the software takes care of most of their personal constraints. One result of the scheduling system is a turnover rate equal to one half of the industry average