Burger Tycoon Research Paper
Burger Tycoon: A Real World Application Burger Tycoon is an online strategy games on addictinggames.com that mirrors real life operations from the farm to the feedlot, and from the franchise to the corporate headquarters. It gives students a hands-on chance to rule their own burger empire from the comfort of their own home or dorm room. Before playing this game, I did not realize how complex the process is behind making a hamburger and that making money in a big corporation is not a simple task what-so-ever. Burger Tycoon manages production in four parts of the world. There is an agricultural, feedlot, fast food and corporate section. As a burger tycoon, every sector needs to be supervised. The agricultural sector took a lot of time and
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practice to manage effectively. Pastures and soy culture need a lot of land, and our cities would essentially go under if we had to rear all the cattle in South America where the game is taking place. The idea is to conquer the land as our forefathers before us did. There is free land available to buy to create either pasture or soy cultures. I would start out by purchasing two pastures and three soy fields. I started by cutting down a forest for a two thousand dollar save, but had to feel the wrath of the environmentalists. When buying a pasture, one can increase the terrain productivity by rearing more cows in the same area, but in order for the fertility to stay higher it is important to keep the cow numbers lower on each pasture. If there are too many cows in one pasture then the land will spoil, sicken the cows, and ultimately the pasture will spoil. Once a saw that a pasture would be close to spoiling, I reduced the number of cows to zero, to let the pasture recover and become healthy again. That is why I started out slowly and had no more than two cows on a single pasture. Once I really started progressing and bought more pastures, I would sometimes keep just one cow per pasture. When utilizing soy culture, the terrain productivity increases through the use of genetically modified plants. Genetically modified plants allow us to use more aggressive pesticides to minimize insect damage. As a result, for each soy field I bought, I made sure to genetically modify them. The feedlot was the most difficult sector for me to manage. As Americans, we love fat and greasy hamburgers. They are a staple in today’s society. However, the cows that come from the pastures are not overweight, and are very slim. This means that they do not yield any fat meat, which results in having to keep them in the feedlot for months and have to overindulge them with hyperchaloric soy based fodder. It was a challenge to make sure that there was sufficient fodder for all the cows and to avoid the possible epidemics. They are automatically slaughtered when they are fat enough. The trick is trying to make them fatten more quickly. I filled the cows with hormones to fatten them quicker even though it could have some risks to consumer health. I felt that it would be more beneficial to my business to get them in and out of the feedlot quicker. Another difficulty was making sure that the diseased cows were not killed before being slaughtered because that would result in food poisoning. I stayed away from the animal flour, which was made from organic matter that could not be used for each cow slaughtered. It caused too many problems and caused a disease called BSE. The cattleman oversees the feedlot and alerted me of any problems. Usually, it would be that the cistern was full. The cistern stores the soy-based fodder. When the cistern was full, I would sell soy field or two because I was producing more soy than I needed and used it for a pasture instead. The fast food sector was difficult in making sure that the employees were constantly motivated. I kept my employees happy by awarding them a badge if they were doing a good job. If there spitting in the food or angry, I would discipline them. If they did not respond well to the discipline then I would fire them. I tried to keep the firing to a minimum to keep employee morale high. Also, the more workers you fire in a small amount of time, the more likely it is for these guys to sue. A key was to avoid customer queues by supplying hamburger for the kitchen and making human resources prompt. I started out by just hiring one cook and one cashier. Once I could tell the line became way too long, I would hire another cashier. Once I could see that the customer was waiting for his food, I hired another cook. I later filled the remaining positions when customer queues continued to grow. I was always keeping an eye on the fridge to make sure that there was enough meet coming from the feedlot. In headquarters, it is important to acknowledge that Burger Tycoon is a brand and not a fast food chain. It is in this sector where I made strategic decisions about the corporate image. There is a marketing department that will set up advertising campaigns to draw more customers. I would only market to a certain division if I could afford the extra cash, cashiers, and burgers. I would go bankrupt if I cannot keep up with all three. There is also a public relations office, which develops countermeasures against detractors such as environmentalists, consumer associations and other bands of radicals. I would corrupt a health officer when I didn’t bother destroying cows when they got sick. As a result, I would have to fire a cashier sometimes to balance my money. Then, once the consumers association calmed down, I deactivated the health officer. I would always have to deal with the environmentalists because I cut down a patch of the rainforest, so that would result in having to corrupt a climatologist as well. I utilized the board of directors because they oversee the profits of the corporation and have invested their capital in the enterprise. The vice director alerted me when the board of directors is not satisfied with my work. There were many general results in managing Burger Tycoon.
Starting out slow is the way to go. A few times when I was practicing, I started out way too fast. I bought too many pastures and could not keep up with the land. It ended up spoiling, and I then had to turn to either than corrupt the city major or take down several squares of the rainforest. Both are expensive and I would more than likely end up in bankruptcy because I could not generate enough profit to balance out my expenses. Also, when the pastures are starting to spoil, some cows became sick and then had to be killed before they were slaughtered and processed. Many times, I was so busy trying to manage other sectors of the corporation, I was not able to kill many of the sick cows. This resulted in consumer outrage and I was forced to pay expensive reparations on top of having to corrupt a health officer. I benefited from having a maximum of two cows per pasture with seven to eleven cows total on my pastures, with just one cow on a few of my pastures to make sure that the pastures do not spoil simultaneously. This would allow for me to reduce the number of cows to zero to let the pasture become healthy again for use. I would benefit from having two to four soy fields and selling a few of them when the cistern was full. I generally just badged and disciplined my employees and refrained from firing as much as possible. I began by hiring only one cashier and one cook. I only hired cooks and cashiers when the manager told me the queue lines were becoming too long and ended up hiring to capacity as the customer queues continued to grow. After the manager would ask me to hire more registry guys, I used an ad campaign to draw more customers. As a result, this produced an income of between about one and two-thousand dollars
annually. Operations management techniques would be extremely helpful in running this business. First, I believe forecasting would be critical, as forecasts are a vital part of the operation’s manager’s function. Demand forecasts drive a firm’s production, capacity, and scheduling systems. They affect the financial, marketing and personnel planning functions. There are a variety of qualitative and quantitative forecasting techniques that could be used such as: experience, intuition, historical data and causal relations to project future demands. Secondly, managing quality is extremely important. Defining quality expectations is critical to effective and efficient operations. There are three big reasons why quality is important: company reputation, product liability, and global implications. An organization can expect its reputation for quality and it will show up in perceptions about the firm’s new products. In terms of product liability, impure foods can lead to huge legal expenses, large settlements or losses, and terrible publicity as shown in Burger Tycoon. Lastly, for both a company and a country to compete effectively in the global economy, products must meet global quality, design, and price expectations. Otherwise, they harm a firm’s profitability. Quality requires building a total quality management environment because quality cannot be inspected into a product. Seven TQM concepts addressed are: continuous improvement, Six Sigma, employee empowerment, benchmarking, just-in-time, Taguchi concepts, and knowledge of TQM tools. Seven TQM tools to implement these concepts are as follows: check sheets, scatter diagrams, cause-and-effect diagrams, Pareto charts, flowcharts, histograms, and statistical process control. These would be extremely helpful in running the Burger Tycoon business. Location is also a major element in determining revenue for the firm. Analysis is typically made up of variables including purchasing power form a drawing area, competition, advertising and promotion, physical qualities of the location, and operating policies of the organization. Location leads into transportation models, which can help to find lead-cost solutions to system-wide shipping problems within the corporation. There is the northwest-corner method, intuitive lowest-cost method, which may be used for finding an initial feasible solution and the stepping-stone algorithm is then used for finding optimal solutions. One of the most important operations management techniques that would be helpful in running a successful Burger Tycoon business are waiting line models. Queues are an extremely significant part of the world of operations management. The most widely used queuing models include Model A, which is a single-channel, single-phase system with Poisson arrivals and exponential service times. Model B is the multichannel equivalent of Model A. Model C is a constant-service rate model . Model D is a limited-population system. All four of these models allow for Poisson arrivals, FIFO service, and single-service phase. There are several operating characteristics examined in the process. They include average time spent waiting in the queue and system, average number of customers in the queue and system, idle time, and utilization rate. Examining these characteristics through these waiting line models would help run a much more efficient Burger Tycoon business. The importance of inventory is crucial. A firm such as mine in Burger Tycoon can reduce costs by reducing inventory. On the other hand, production may stop and customers become dissatisfied when an item is out of stock causing bankruptcy. That happened to me in my first trials of Burger Tycoon. My inventory management was awful. The objective of inventory management is to strike a balance between inventory investment and customer service. ABC analysis, record accuracy, cycle counting, and inventory models can be used to control independent demands. My Burger Tycoon business would benefit from aggregate planning, which provides both manufacturing and service firms the ability to respond to changing customer demands while still producing at low-cost and high-quality levels. Aggregate schedules set levels of inventory, production, subcontracting, and employment over an intermediate time range that is usually a three to eighteen month period. Just-in-time, TPS, and lean operations all reduce waste in the production process, which is crucial in making a firm run more efficiently. Organizations that implement these techniques are adding value more efficiently than other firms. The continuous development of MRP systems can help integrate production data that include supply chain and sales, which would be an extremely useful implementation and strategy. In conclusion, the role of business integration is vital to success in not only Burger Tycoon, but to business as a whole. Organizations cannot function without marketing, which generates the demand, or takes the order for a product or service, production/operations, which creates the product and finance/accounting, which tracks how successful the organization is or how well it is performing, pays the bills and collects the money. Operations management is an area of business concerned with the production of goods and services. It has the responsibility of making sure that the company is running as efficiently as possible and is effective in meeting customer requirements. Playing Burger Tycoon was an excellent hands-on application of operations management and helped apply what I have learned in class.
practice to manage effectively. Pastures and soy culture need a lot of land, and our cities would essentially go under if we had to rear all the cattle in South America where the game is taking place. The idea is to conquer the land as our forefathers before us did. There is free land available to buy to create either pasture or soy cultures. I would start out by purchasing two pastures and three soy fields. I started by cutting down a forest for a two thousand dollar save, but had to feel the wrath of the environmentalists. When buying a pasture, one can increase the terrain productivity by rearing more cows in the same area, but in order for the fertility to stay higher it is important to keep the cow numbers lower on each pasture. If there are too many cows in one pasture then the land will spoil, sicken the cows, and ultimately the pasture will spoil. Once a saw that a pasture would be close to spoiling, I reduced the number of cows to zero, to let the pasture recover and become healthy again. That is why I started out slowly and had no more than two cows on a single pasture. Once I really started progressing and bought more pastures, I would sometimes keep just one cow per pasture. When utilizing soy culture, the terrain productivity increases through the use of genetically modified plants. Genetically modified plants allow us to use more aggressive pesticides to minimize insect damage. As a result, for each soy field I bought, I made sure to genetically modify them. The feedlot was the most difficult sector for me to manage. As Americans, we love fat and greasy hamburgers. They are a staple in today’s society. However, the cows that come from the pastures are not overweight, and are very slim. This means that they do not yield any fat meat, which results in having to keep them in the feedlot for months and have to overindulge them with hyperchaloric soy based fodder. It was a challenge to make sure that there was sufficient fodder for all the cows and to avoid the possible epidemics. They are automatically slaughtered when they are fat enough. The trick is trying to make them fatten more quickly. I filled the cows with hormones to fatten them quicker even though it could have some risks to consumer health. I felt that it would be more beneficial to my business to get them in and out of the feedlot quicker. Another difficulty was making sure that the diseased cows were not killed before being slaughtered because that would result in food poisoning. I stayed away from the animal flour, which was made from organic matter that could not be used for each cow slaughtered. It caused too many problems and caused a disease called BSE. The cattleman oversees the feedlot and alerted me of any problems. Usually, it would be that the cistern was full. The cistern stores the soy-based fodder. When the cistern was full, I would sell soy field or two because I was producing more soy than I needed and used it for a pasture instead. The fast food sector was difficult in making sure that the employees were constantly motivated. I kept my employees happy by awarding them a badge if they were doing a good job. If there spitting in the food or angry, I would discipline them. If they did not respond well to the discipline then I would fire them. I tried to keep the firing to a minimum to keep employee morale high. Also, the more workers you fire in a small amount of time, the more likely it is for these guys to sue. A key was to avoid customer queues by supplying hamburger for the kitchen and making human resources prompt. I started out by just hiring one cook and one cashier. Once I could tell the line became way too long, I would hire another cashier. Once I could see that the customer was waiting for his food, I hired another cook. I later filled the remaining positions when customer queues continued to grow. I was always keeping an eye on the fridge to make sure that there was enough meet coming from the feedlot. In headquarters, it is important to acknowledge that Burger Tycoon is a brand and not a fast food chain. It is in this sector where I made strategic decisions about the corporate image. There is a marketing department that will set up advertising campaigns to draw more customers. I would only market to a certain division if I could afford the extra cash, cashiers, and burgers. I would go bankrupt if I cannot keep up with all three. There is also a public relations office, which develops countermeasures against detractors such as environmentalists, consumer associations and other bands of radicals. I would corrupt a health officer when I didn’t bother destroying cows when they got sick. As a result, I would have to fire a cashier sometimes to balance my money. Then, once the consumers association calmed down, I deactivated the health officer. I would always have to deal with the environmentalists because I cut down a patch of the rainforest, so that would result in having to corrupt a climatologist as well. I utilized the board of directors because they oversee the profits of the corporation and have invested their capital in the enterprise. The vice director alerted me when the board of directors is not satisfied with my work. There were many general results in managing Burger Tycoon.
Starting out slow is the way to go. A few times when I was practicing, I started out way too fast. I bought too many pastures and could not keep up with the land. It ended up spoiling, and I then had to turn to either than corrupt the city major or take down several squares of the rainforest. Both are expensive and I would more than likely end up in bankruptcy because I could not generate enough profit to balance out my expenses. Also, when the pastures are starting to spoil, some cows became sick and then had to be killed before they were slaughtered and processed. Many times, I was so busy trying to manage other sectors of the corporation, I was not able to kill many of the sick cows. This resulted in consumer outrage and I was forced to pay expensive reparations on top of having to corrupt a health officer. I benefited from having a maximum of two cows per pasture with seven to eleven cows total on my pastures, with just one cow on a few of my pastures to make sure that the pastures do not spoil simultaneously. This would allow for me to reduce the number of cows to zero to let the pasture become healthy again for use. I would benefit from having two to four soy fields and selling a few of them when the cistern was full. I generally just badged and disciplined my employees and refrained from firing as much as possible. I began by hiring only one cashier and one cook. I only hired cooks and cashiers when the manager told me the queue lines were becoming too long and ended up hiring to capacity as the customer queues continued to grow. After the manager would ask me to hire more registry guys, I used an ad campaign to draw more customers. As a result, this produced an income of between about one and two-thousand dollars
annually. Operations management techniques would be extremely helpful in running this business. First, I believe forecasting would be critical, as forecasts are a vital part of the operation’s manager’s function. Demand forecasts drive a firm’s production, capacity, and scheduling systems. They affect the financial, marketing and personnel planning functions. There are a variety of qualitative and quantitative forecasting techniques that could be used such as: experience, intuition, historical data and causal relations to project future demands. Secondly, managing quality is extremely important. Defining quality expectations is critical to effective and efficient operations. There are three big reasons why quality is important: company reputation, product liability, and global implications. An organization can expect its reputation for quality and it will show up in perceptions about the firm’s new products. In terms of product liability, impure foods can lead to huge legal expenses, large settlements or losses, and terrible publicity as shown in Burger Tycoon. Lastly, for both a company and a country to compete effectively in the global economy, products must meet global quality, design, and price expectations. Otherwise, they harm a firm’s profitability. Quality requires building a total quality management environment because quality cannot be inspected into a product. Seven TQM concepts addressed are: continuous improvement, Six Sigma, employee empowerment, benchmarking, just-in-time, Taguchi concepts, and knowledge of TQM tools. Seven TQM tools to implement these concepts are as follows: check sheets, scatter diagrams, cause-and-effect diagrams, Pareto charts, flowcharts, histograms, and statistical process control. These would be extremely helpful in running the Burger Tycoon business. Location is also a major element in determining revenue for the firm. Analysis is typically made up of variables including purchasing power form a drawing area, competition, advertising and promotion, physical qualities of the location, and operating policies of the organization. Location leads into transportation models, which can help to find lead-cost solutions to system-wide shipping problems within the corporation. There is the northwest-corner method, intuitive lowest-cost method, which may be used for finding an initial feasible solution and the stepping-stone algorithm is then used for finding optimal solutions. One of the most important operations management techniques that would be helpful in running a successful Burger Tycoon business are waiting line models. Queues are an extremely significant part of the world of operations management. The most widely used queuing models include Model A, which is a single-channel, single-phase system with Poisson arrivals and exponential service times. Model B is the multichannel equivalent of Model A. Model C is a constant-service rate model . Model D is a limited-population system. All four of these models allow for Poisson arrivals, FIFO service, and single-service phase. There are several operating characteristics examined in the process. They include average time spent waiting in the queue and system, average number of customers in the queue and system, idle time, and utilization rate. Examining these characteristics through these waiting line models would help run a much more efficient Burger Tycoon business. The importance of inventory is crucial. A firm such as mine in Burger Tycoon can reduce costs by reducing inventory. On the other hand, production may stop and customers become dissatisfied when an item is out of stock causing bankruptcy. That happened to me in my first trials of Burger Tycoon. My inventory management was awful. The objective of inventory management is to strike a balance between inventory investment and customer service. ABC analysis, record accuracy, cycle counting, and inventory models can be used to control independent demands. My Burger Tycoon business would benefit from aggregate planning, which provides both manufacturing and service firms the ability to respond to changing customer demands while still producing at low-cost and high-quality levels. Aggregate schedules set levels of inventory, production, subcontracting, and employment over an intermediate time range that is usually a three to eighteen month period. Just-in-time, TPS, and lean operations all reduce waste in the production process, which is crucial in making a firm run more efficiently. Organizations that implement these techniques are adding value more efficiently than other firms. The continuous development of MRP systems can help integrate production data that include supply chain and sales, which would be an extremely useful implementation and strategy. In conclusion, the role of business integration is vital to success in not only Burger Tycoon, but to business as a whole. Organizations cannot function without marketing, which generates the demand, or takes the order for a product or service, production/operations, which creates the product and finance/accounting, which tracks how successful the organization is or how well it is performing, pays the bills and collects the money. Operations management is an area of business concerned with the production of goods and services. It has the responsibility of making sure that the company is running as efficiently as possible and is effective in meeting customer requirements. Playing Burger Tycoon was an excellent hands-on application of operations management and helped apply what I have learned in class.