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1) If an operation uses a pull system and lean manufacturing techniques do they need to use forecasts? How about production schedules and shop floor control systems? Explain why/why not.
2) What does it mean to exploit a system constraint? Why should you subordinate everything else to that decision?
3) Explain how the theory of constraints could be employed to improve the results of a team using six sigma process improvement techniques.
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What is the relationship between the company's values and strategy? Provide real world examples. Additional research is necessary by using scholarly publications. Cite accordingly
meaning of operation function in operation management
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