Introduction The radio frequency identification (RFID) tags are produced by the Morrison Company and used to automatically identify objects they are attached to. In the recent years, the sales of Morrison increased, which led the production to the growth, while some operations management issues should be improved. This paper analyzes the given case study in order to reveal the key operational problems, conduct utilization and capacity analysis, and formulate recommendations. Major Facts The two key product lines of the Morrison Company include retail as well as pharmaceuticals. RFID tags are distributed among security control, contactless payment, chain management, the pharmaceutical industry, and other areas (Wheelwright & Myers 2011). Data scanned from these tags can be transferred to the information system to collect, analyze, and monitor it. The whole manufacturing was located in one facility, and the process of production included six steps, beginning with the receiving/inventory and ending with packaging. It should be identified that Shauna Breen was hired as an operations manager by the CEO, Jason Robbins, in order to reveal the key problems encountered by the company. The review of the plant demonstrated that Morrison’s operations management was poor. Inventory management, operations planning, and day-to-day operation were examined by Breen to improve the existing situation and help the company succeed. Major Problems While Morrison increased its sales, the production process became challenging. The first problem faced by this company refers to the inefficiency in production controls. There were no electronic terminals, and all the lists were hand-written, which maximized production and made it inaccurate. More to the point, several employees were assigned the roles of a control manager, but a separate order management system informed employees of decisions to be adopted. The second problem is supply shortages that were caused by the limited storage capacity and outdated technology. A lack of the floor space was perceived by the managers as the strategy, according to which the company manufactures the limited amount of products since they may become obsolete. In fact, it impeded the customization phase and meeting the demands from customers (Krajewski, Malhorta & Ritzman 2016). In addition, vendors of the company were unable to always provide their products on time, and there was no specific schedule, which affected other areas as well. One more problem that can be noted is a lack of proper communication between workers and supervisors, as the latter often failed to explain to the former what exactly they were expected to do. Questions Capacity and Utilization Analysis Speaking of the capacity of the Morrison Company, it is essential to note that the number of available machines cannot meet the demand. As an example, one may note the fact that 80 percent of personalized tags are ordered by retail production line, while only four machines work for this field. At the same time, the limited number of machines increases the time allocated for production, thus lowering production rates. The overall output of retail labels is 21,005, and 15,267 for the pharmaceutical line (Wheelwright & Myers 2011). The actual outputs of both lines are lower compared to the anticipated levels, which shows low cap