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Christian Worldview\/Operations Management Integration Paper <\/span><\/strong><\/p>\n \u00a0<\/p>\n For this assignment, you will discuss how Christian principles can be applied to an operations management dilemma:<\/span><\/p>\n \u00a0<\/p>\n Select\u00a0one\u00a0of the ethical dilemmas below from the text:<\/span><\/p>\n \u00a0<\/p>\n \u00a0<\/p>\n Briefly<\/span><\/em>\u00a0summarize the issue. Note that only a small portion of your paper\u2019s content should be devoted to summarizing the issue.<\/span><\/p>\n \u00a0<\/p>\n Respond to the following question(s) in the text:<\/span><\/p>\n \u00a0<\/p>\n How can this issue be addressed from a Christian worldview? In other words, what guidance from a Biblical perspective could be applied to understand and possibly resolve the dilemma?\u00a0 The following GCU websites may be helpful: Doctrinal Statement (http:\/\/www.gcu.edu\/About-Us\/Doctrinal-Statement.php<\/span><\/span><\/span>) and Mission and Vision (http:\/\/www.gcu.edu\/About-Us\/Mission-and-Vision.php<\/span><\/span><\/span>.)<\/span><\/p>\n \u00a0<\/p>\n In addition to addressing the questions, the student may also optionally frame the issue using ethical theories (Utilitarianism, Kantian ethics, Distributive Justice, Virtue ethics and Covenantal ethics). Note however that the questions provided must be addressed.<\/span><\/p>\n \u00a0<\/p>\n Use external citations. Your paper should have at least six external citations (in additional to any Biblical citations) to help frame the issue.\u00a0No Wikipedia citations are allowed.<\/em><\/span><\/p>\n \u00a0<\/p>\n Prepare this assignment according to the APA guidelines found in the APA Style Guide, located in the Student Success Center. An abstract is not required.<\/span><\/p>\n \u00a0<\/p>\n Format: use Times New Roman (font size: 12) with 1-inch margins.<\/span><\/p>\n \u00a0<\/p>\n Submittal<\/span><\/span><\/strong><\/p>\n \u00a0<\/p>\n Submit your file in a Microsoft Word document. Ensure that your last name is in your file name.<\/span><\/p>\n \u00a0<\/p>\n This assignment uses a grading rubric. Instructors will be using the rubric to grade the assignment; therefore, students should review the rubric prior to beginning the assignment to become familiar with the assignment criteria and expectations for successful completion of the assignment.<\/span><\/p>\n \u00a0<\/span><\/p>\n \u00a0<\/p>\n Managing Quality (Chapter\u00a06) (page 227)<\/span><\/p>\n \u00a0<\/p>\n \u00a0<\/span>A <\/span>lawsuit a few years ago made headlines worldwide when a<\/span><\/p>\n \u00a0<\/p>\n McDonald\u2019s drive-through customer spilled a cup of scalding<\/span><\/p>\n \u00a0<\/p>\n hot coffee on herself. Claiming the coffee was too hot to<\/span><\/p>\n \u00a0<\/p>\n be safely consumed in a car, the badly burned 80-year-old<\/span><\/p>\n \u00a0<\/p>\n woman won $2.9 million in court. (The judge later reduced<\/span><\/p>\n \u00a0<\/p>\n the award to $640,000.) McDonald\u2019s claimed the product<\/span><\/p>\n \u00a0<\/p>\n was served to the correct specifications and was of proper<\/span><\/p>\n \u00a0<\/p>\n quality. Further, the cup read \u201cCaution\u2014Contents May<\/span><\/p>\n \u00a0<\/p>\n Be Hot.\u201d McDonald\u2019s coffee, at 180\u00ba, is substantially hotter<\/span><\/p>\n \u00a0<\/p>\n (by corporate rule) than typical restaurant coffee, despite<\/span><\/p>\n \u00a0<\/p>\n hundreds of coffee-scalding complaints in the past 10 years.<\/span><\/p>\n \u00a0<\/p>\n Similar court cases, incidentally, resulted in smaller verdicts,<\/span><\/p>\n \u00a0<\/p>\n but again in favor of the plaintiffs. For example, Motor City<\/span><\/p>\n \u00a0<\/p>\n Bagel Shop was sued for a spilled cup of coffee by a drivethrough<\/span><\/p>\n \u00a0<\/p>\n patron, and Starbucks by a customer who spilled<\/span><\/p>\n \u00a0<\/p>\n coffee on her own ankle.<\/span><\/p>\n \u00a0<\/p>\n Are McDonald\u2019s, Motor City, and Starbucks at fault in<\/span><\/p>\n \u00a0<\/p>\n situations such as these? How do quality and ethics enter into<\/span><\/p>\n \u00a0<\/p>\n these cases?<\/span><\/p>\n \u00a0<\/p>\n \u00a0<\/span><\/p>\n \u00a0<\/p>\n Process Strategy (Chapter 7) (page 291)<\/span><\/p>\n \u00a0<\/p>\n For the sake of efficiency and lower costs, Premium Standard<\/span><\/p>\n \u00a0<\/p>\n Farms of Princeton, Missouri, has turned pig production into a<\/span><\/p>\n \u00a0<\/p>\n standardized product-focused process. Slaughterhouses have<\/span><\/p>\n \u00a0<\/p>\n done this for a hundred years\u2014but after the animal was dead.<\/span><\/p>\n \u00a0<\/p>\n Doing it while the animal is alive is a relatively recent innovation.<\/span><\/p>\n \u00a0<\/p>\n Here is how it works.<\/span><\/p>\n \u00a0<\/p>\n Impregnated female sows wait for 40 days in metal stalls so<\/span><\/p>\n \u00a0<\/p>\n small that they cannot turn around. After an ultrasound test,<\/span><\/p>\n \u00a0<\/p>\n they wait 67 days in a similar stall until they give birth. Two<\/span><\/p>\n \u00a0<\/p>\n weeks after delivering 10 or 11 piglets, the sows are moved back<\/span><\/p>\n \u00a0<\/p>\n to breeding rooms for another cycle. After 3 years, the sow is<\/span><\/p>\n \u00a0<\/p>\n slaughtered. Animal-welfare advocates say such confinement<\/span><\/p>\n \u00a0<\/p>\n drives pigs crazy. Premium Standard replies that its hogs are<\/span><\/p>\n \u00a0<\/p>\n in fact comfortable, arguing that only 1% die before Premium<\/span><\/p>\n \u00a0<\/p>\n Standard wants them to and that their system helps reduce the<\/span><\/p>\n \u00a0<\/p>\n cost of pork products.<\/span><\/p>\n \u00a0<\/p>\n Discuss the productivity and ethical implications of this<\/span><\/p>\n \u00a0<\/p>\n industry and these two divergent opinions.<\/span><\/p>\n \u00a0<\/p>\n \u00a0<\/span><\/p>\n \u00a0<\/p>\n Layout Strategy (Chapter 9) (page 379)<\/span><\/p>\n \u00a0<\/p>\n Although buried by mass customization and a proliferation<\/span><\/p>\n \u00a0<\/p>\n of new products of numerous sizes and variations, grocery<\/span><\/p>\n \u00a0<\/p>\n chains continue to seek to maximize payoff from their layout.<\/span><\/p>\n \u00a0<\/p>\n Their layout includes a marketable commodity\u2014shelf space\u2014<\/span><\/p>\n \u00a0<\/p>\n and they charge for it. This charge is known as a slotting fee.<\/span><\/p>\n \u00a0<\/p>\n Recent estimates are that food manufacturers now spend some<\/span><\/p>\n \u00a0<\/p>\n 13% of sales on trade promotions, which is paid to grocers<\/span><\/p>\n \u00a0<\/p>\n to get them to promote and discount the manufacturer\u2019s<\/span><\/p>\n \u00a0<\/p>\n products. A portion of these fees is for slotting, but slotting<\/span><\/p>\n \u00a0<\/p>\n fees drive up the manufacturer\u2019s cost. They also put the small<\/span><\/p>\n \u00a0<\/p>\n company with a new product at a disadvantage, because small<\/span><\/p>\n \u00a0<\/p>\n companies with limited resources may be squeezed out of the<\/span><\/p>\n \u00a0<\/p>\n marketplace. Slotting fees may also mean that customers may<\/span><\/p>\n \u00a0<\/p>\n no longer be able to find the special local brand. How ethical<\/span><\/p>\n \u00a0<\/p>\n are slotting fees?<\/span><\/p>\n \u00a0<\/p>\n \u00a0<\/span><\/p>\n \u00a0<\/p>\n Supply Chain Management (Chapter 11) (page 453)<\/span><\/p>\n \u00a0<\/p>\n As a buyer for a discount retail chain, you find yourself caught<\/span><\/p>\n \u00a0<\/p>\n in a maelstrom. Just last month, your chain began selling an<\/span><\/p>\n \u00a0<\/p>\n economy-priced line of clothing endorsed by a famous movie<\/span><\/p>\n \u00a0<\/p>\n star. To be price competitive, you have followed the rest of<\/span><\/p>\n \u00a0<\/p>\n the industry and sourced the clothing from a low-wage region<\/span><\/p>\n \u00a0<\/p>\n of Asia. Initial sales have been brisk; however, the movie star<\/span><\/p>\n \u00a0<\/p>\n has recently called you screaming and crying because an<\/span><\/p>\n \u00a0<\/p>\n investigative news outlet has reported that the clothes with her<\/span><\/p>\n \u00a0<\/p>\n name on them are being made by children.<\/span><\/p>\n \u00a0<\/p>\n Outraged, you fly to the outsourcing manufacturing<\/span><\/p>\n \u00a0<\/p>\n facility only to find that conditions are not quite as clearcut<\/span><\/p>\n \u00a0<\/p>\n as you had originally imagined. You feel uncomfortable<\/span><\/p>\n \u00a0<\/p>\n riding through the streets. Poverty is everywhere. Children<\/span><\/p>\n \u00a0<\/p>\n are chasing foreigners and begging for money. When<\/span><\/p>\n \u00a0<\/p>\n you enter the plant, you observe a very clean facility. The<\/span><\/p>\n \u00a0<\/p>\n completely female workforce appears to be very industrious,<\/span><\/p>\n \u00a0<\/p>\n but many of them do appear to be young. You confront the<\/span><\/p>\n \u00a0<\/p>\n plant manager and explain your firm\u2019s strict international<\/span><\/p>\n \u00a0<\/p>\n sourcing policies. You demand to know why these girls aren\u2019t<\/span><\/p>\n \u00a0<\/p>\n in school. The manager provides the following response:<\/span><\/p>\n \u00a0<\/p>\n \u201cThe truth is that some of these workers may be underage.<\/span><\/p>\n \u00a0<\/p>\n We check IDs, but the use of falsified records is commonplace<\/span><\/p>\n \u00a0<\/p>\n in this country. Plus, you don\u2019t understand the alternatives. If<\/span><\/p>\n \u00a0<\/p>\n you shut this plant down, you will literally take food off the<\/span><\/p>\n \u00a0<\/p>\n table for these families. There are no other opportunities in<\/span><\/p>\n \u00a0<\/p>\n this town at this time, and there\u2019s no comprehensive welfare<\/span><\/p>\n \u00a0<\/p>\n system in our country. As for the young women, school is not<\/span><\/p>\n \u00a0<\/p>\n an option. In this town, only boys receive an education past<\/span><\/p>\n \u00a0<\/p>\n the sixth grade. If you shut us down, these girls will be out<\/span><\/p>\n \u00a0<\/p>\n on the street, begging, stealing, or prostituting themselves.<\/span><\/p>\n \u00a0<\/p>\n Your business offers them a better existence. Please don\u2019t<\/span><\/p>\n \u00a0<\/p>\n take that away!\u201d<\/span><\/p>\n \u00a0<\/p>\n What do you say to your company, the movie star, the media,<\/span><\/p>\n \u00a0<\/p>\n and the protestors picketing your stores? Is the best option to<\/span><\/p>\n \u00a0<\/p>\n shut down and try someplace else?<\/span><\/p>\n \u00a0<\/p>\n \u00a0<\/span><\/p>\n \u00a0<\/p>\n Inventory Management (Chapter 12) (page 502)<\/span><\/p>\n \u00a0<\/p>\n Wayne Hills Hospital in tiny Wayne, Nebraska, faces a problem<\/span><\/p>\n \u00a0<\/p>\n common to large, urban hospitals as well as to small, remote<\/span><\/p>\n \u00a0<\/p>\n ones like itself. That problem is deciding how much of each type<\/span><\/p>\n \u00a0<\/p>\n of whole blood to keep in stock. Because blood is expensive and<\/span><\/p>\n\n