Everest Simulation Analysis

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Everest Simulation Analysis Section 1: Introduction

As the world’s tallest peak, Mount Everest is natural wonder that many people attempt to conquer. However, successfully ascending and descending Mt. Everest requires a meticulous amount of planning, organising and ongoing decision making. In order to emulate the planning and decisions that actual climbers experience, groups of five students participated in a Web-based simulated climb of Mt. Everest, with every member being assigned different objectives to complete. As the team’s marathoner, my main goals was to reach the peak without being rescued. I was also assigned the role to predict temperature ranges at each decision point. Unfortunately, only 11% of my goals were achieved. During my experience, the Mt. Everest Simulation gave participants an immersive opportunity to acquire an enhanced awareness of the impacts of decision making, organising and planning. Section 2: Planning and Controlling 2.1 Description of problem/issue Due to an input error in the decision making process, I accidentally climbed to the fourth camp when I was supposed to rest at camp 3. This resulted in my health as the marathoner to deteriorate and I was eventually rescued during the simulation on decision 6. This caused many of the team leader’s and my own goals to be rendered invalid. This input error indicates a lack of concurrent and feed forward control mechanisms in our decision making. Additionally, the group did not realise that every member received different information with each decision round. The fragmented information included an article on altitude sickness, weather pattern data and wind speed charts. If these information resources were used to the fullest potential, temperatures could have been predicted more accurately and team decisions could have had better outcomes from improved awareness of risks. Consequently, this would have improved individual scores and in extension the overall score. 2.2 Management research evidence According to the research of V. Daniel (2000), firms that differ from traditional manufacturing firms such as those in the re-manufacturing industry requires far more complex planning and control in production activities. Re-manufacturing is a form of product recovery that emphasises value-adding products as opposed to just recovery of materials (ie. recycling). As such, the static nature of stochastic returns, return and demand rate imbalances and returned products with unknown conditions require careful planning and controlling in the remanufacturing processes (Daniel 2000). The article outlines that in a particular firm, before anything is done with received product, they are routinely assessed with a set of criteria (relating to product durability and functionality) to gauge re-manufacturability. The standardised criteria greatly helps firms establish better product control and predict variable costs. Generally, a re-manufacturing facility will be composed of three sub-sections which are disassembly, processing and assembly. Disassembly is where product information is disseminated, which then determines the kind of processing the product will undergo in the next step. The processing system is a generalised production area made up of smaller niche workstations,

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