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Case Learning Objectives:Analyze and address the operations and supply chain issues a diverse product mix requiring different manufacturing processes creates.Differentiate between infrastructural operations decisions (i.e. day-to-day decisions and activities) and structural issues (i.e., strategic, involving investment)Identify operations policies and organizational structures required by a chosen operations strategy (i.e., matching manufacturing capability to the Customer Value Proposition (CVP) and product and process characteristics).Requirement: In four (4) total pages or less (including tables, charts, etc.) using Microsoft Word, analyze the following questions. For the capacity analysis, you can use the provided Microsoft Excel Spreadsheet but copy your Capacity Analysis into the Word document for submission.Write-up Questions:(15 points) Build a Resource-Based Operations Strategy Matrix for Morrison Company, identifying with different colors those resources and processes for each the Retail and Pharmaceutical product lines.(25 points) Using the Matrix as your referenceIdentify and assess the operational problems at The Morrison Company, andExplain the differences between the products (functional vs innovative), production and supply chain processes for the Pharmaceutical product line and the Retail product line.(25 points) Using the data in the case and the Student Spreadsheet providedBuild a Capacity Utilization analysis in Excel for both the product lines and the factory. What is your analysis of capacity utilization and how should it factor into your recommendations? You can separate out the capacity analysis for the Personalization volumes.Analyze the CAGR rates for both product lines. How does that, together with the capacity analysis, influence your recommendations?(10 points) What recommendations should you offer Shauna Breen about how to address the issues at The Morrison Company? Be specific about any policies, processes or organizational changes you propose.

Day 6: Question 2 - Initial Post What would Daniel Pink ("The Surprising Science of Motivation") think of Sun Hydraulics?Download the Video Transcript. What were Bob Koski’s assumptions about how to get the best efforts out of employees and how do they compare with Daniel Pink’s view of motivation? Asked differently, to what extent is what Sun Hydraulics does (or will do) similar and/or different from what Pink says? Be sure to use examples that support your analysis. Finally, in what ways are Sun’s principles and practices similar to and/or different from your organization (or one you used to work for)? Name three similarities and/or differences between Sun and your organization and the impact/consequences on employee behavior and motivation. Provide examples.