Christian Worldview/Operations Management Integration Paper For this assignment, you will discuss how Christian principles can be applied to an operations management dilemma:Select one of the ethical dilemmas below from the text:Managing Quality (Chapter 6) (page 227)Process Strategy (Chapter 7) (page 291)Layout Strategy (Chapter 9) (page 379)Supply Chain Management (Chapter 11) (page 453)Inventory Management (Chapter 12) (page 502)Briefly summarize the issue. Note that only a small portion of your paper’s content should be devoted to summarizing the issue.Respond to the following question(s) in the text: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? The following GCU websites may be helpful: Doctrinal Statement (http://www.gcu.edu/About-Us/Doctrinal-Statement.php) and Mission and Vision (http://www.gcu.edu/About-Us/Mission-and-Vision.php.)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.Use external citations. Your paper should have at least six external citations (in additional to any Biblical citations) to help frame the issue. No Wikipedia citations are allowed.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.Format: use Times New Roman (font size: 12) with 1-inch margins.SubmittalSubmit your file in a Microsoft Word document. Ensure that your last name is in your file name.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.Managing Quality (Chapter 6) (page 227) A lawsuit a few years ago made headlines worldwide when aMcDonald’s drive-through customer spilled a cup of scaldinghot coffee on herself. Claiming the coffee was too hot tobe safely consumed in a car, the badly burned 80-year-oldwoman won $2.9 million in court. (The judge later reducedthe award to $640,000.) McDonald’s claimed the productwas served to the correct specifications and was of properquality. Further, the cup read “Caution—Contents MayBe Hot.” McDonald’s coffee, at 180º, is substantially hotter(by corporate rule) than typical restaurant coffee, despitehundreds of coffee-scalding complaints in the past 10 years.Similar court cases, incidentally, resulted in smaller verdicts,but again in favor of the plaintiffs. For example, Motor CityBagel Shop was sued for a spilled cup of coffee by a drivethroughpatron, and Starbucks by a customer who spilledcoffee on her own ankle.Are McDonald’s, Motor City, and Starbucks at fault insituations such as these? How do quality and ethics enter intothese cases?Process Strategy (Chapter 7) (page 291)For the sake of efficiency and lower costs, Premium StandardFarms of Princeton, Missouri, has turned pig production into astandardized product-focused process. Slaughterhouses havedone this for a hundred years—but after the animal was dead.Doing it while the animal is alive is a relatively recent innovation.Here is how it works.Impregnated female sows wait for 40 days in metal stalls sosmall that they cannot turn around. After an ultrasound test,they wait 67 days in a similar stall until they give birth. Twoweeks after delivering 10 or 11 piglets, the sows are moved backto breeding rooms for another cycle. After 3 years, the sow isslaughtered. Animal-welfare advocates say such confinementdrives pigs crazy. Premium Standard replies that its hogs arein fact comfortable, arguing that only 1% die before PremiumStandard wants them to and that their system helps reduce thecost of pork products.Discuss the productivity and ethical implications of thisindustry and these two divergent opinions.Layout Strategy (Chapter 9) (page 379)Although buried by mass customization and a proliferationof new products of numerous sizes and variations, grocerychains continue to seek to maximize payoff from their layout.Their layout includes a marketable commodity—shelf space—and they charge for it. This charge is known as a slotting fee.Recent estimates are that food manufacturers now spend some13% of sales on trade promotions, which is paid to grocersto get them to promote and discount the manufacturer’sproducts. A portion of these fees is for slotting, but slottingfees drive up the manufacturer’s cost. They also put the smallcompany with a new product at a disadvantage, because smallcompanies with limited resources may be squeezed out of themarketplace. Slotting fees may also mean that customers mayno longer be able to find the special local brand. How ethicalare slotting fees?Supply Chain Management (Chapter 11) (page 453)As a buyer for a discount retail chain, you find yourself caughtin a maelstrom. Just last month, your chain began selling aneconomy-priced line of clothing endorsed by a famous moviestar. To be price competitive, you have followed the rest ofthe industry and sourced the clothing from a low-wage regionof Asia. Initial sales have been brisk; however, the movie starhas recently called you screaming and crying because aninvestigative news outlet has reported that the clothes with hername on them are being made by children.Outraged, you fly to the outsourcing manufacturingfacility only to find that conditions are not quite as clearcutas you had originally imagined. You feel uncomfortableriding through the streets. Poverty is everywhere. Childrenare chasing foreigners and begging for money. Whenyou enter the plant, you observe a very clean facility. Thecompletely female workforce appears to be very industrious,but many of them do appear to be young. You confront theplant manager and explain your firm’s strict internationalsourcing policies. You demand to know why these girls aren’tin school. The manager provides the following response:“The truth is that some of these workers may be underage.We check IDs, but the use of falsified records is commonplacein this country. Plus, you don’t understand the alternatives. Ifyou shut this plant down, you will literally take food off thetable for these families. There are no other opportunities inthis town at this time, and there’s no comprehensive welfaresystem in our country. As for the young women, school is notan option. In this town, only boys receive an education pastthe sixth grade. If you shut us down, these girls will be outon the street, begging, stealing, or prostituting themselves.Your business offers them a better existence. Please don’ttake that away!”What do you say to your company, the movie star, the media,and the protestors picketing your stores? Is the best option toshut down and try someplace else?Inventory Management (Chapter 12) (page 502)Wayne Hills Hospital in tiny Wayne, Nebraska, faces a problemcommon to large, urban hospitals as well as to small, remoteones like itself. That problem is deciding how much of each typeof whole blood to keep in stock. Because blood is expensive andhas a limited shelf life (up to 5 weeks under 1–6ºC refrigeration),Wayne Hills naturally wants to keep its stock as low as possible.Unfortunately, past disasters such as a major tornado and atrain wreck demonstrated that lives would be lost when notenough blood was available to handlemassive needs. The hospital administratorwants to set an 85% service level basedon demand over the past decade. Discussthe implications of this decision. What isthe hospital’s responsibility with regard tostocking lifesaving medicines with shortshelf lives? How would you set the inventorylevel for a commodity such as blood?