OPRE 6302: Homework Assignment 5 Problem1 a) Draw the project network diagram C(2) E(8) A(3) B(4) G(4) H(9) D(6) F(7) b) List all the paths in the network diagram. Say which one(s) is(are) the critical path(s) and what the minimum project duration is. PATHS ACEG=3+2+8+4=17 months ACEH=3+2+8+9=22 months BDEG=4+6+8+4=22 months BDEH=4+6+8+9=27 months BDFH=4+6+7+9=26 months Critical path: BDEH Minimum project duration: 27 months c) For each activity compute ES
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MSIS 301 – Homework Chapter 4 Carlos Mazur Prof. Davood Golmohammadi 4.10. Data collected on the yearly registrations for a Six Sigma seminar at the Quality College are shown in the following table: Year 1 2 3 4 5 6 7 8 9 10 11 Registrations 4 6 4 5 10 8 7 9 12 14 15 a) Develop a 3 year moving average to forecast registrations from year 4 to year 12. Year 4 5 6 7 8 9 10 11 12 Forecast 4.6 5 6.3 7.6 8.3 8 9.3 11.6 13.6 b) Estimate demand again for years 4 to 12 with a 3 year weighted moving
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LGT2106 Operations Management Individual Assignment Case 4: Wace Burgess Introduction Wace Burgess is a pre-press and printing company‚ which the largest part of its business is the production of cards‚ including Christmas cards‚ every-day cards and special days’ cards. Their customers are mainly creative publishers and supplying retailers. The size of each order from publishers is quite small and with many different designs. With the changing of the card market‚ cards were being sold through larger
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Week 1: Introduction - Class Discussion Discussion The purpose of this discussion board is to provide you with a forum to discuss your newly discovered production and operations management concepts in light of current issues and real world situations with others in the class. In essence‚ it is a practice ground for ensuring that your reasoning and foundation of these concepts are secure. This portion of the course requires you to interact with your fellow classmates. After completing the textbook
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served on honorary basis. The Club operated on an annual budget of over RM10 million. The operation of the Club was complex. It employed a work force of more than hundred persons to run the day-to-day activities. The work force was headed by the General Manager (GM). Under him there were 11 functional departmental managers or executives. The departments were finance‚ food and beverages (F&B)‚ golf operation‚ course maintenance‚ membership‚ administration & human resources‚ support service‚ marketing
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strikes‚ new competitors‚ domestically and offshore competition. • They are disorganized in their company location and the layout is located randomly. • The dependency on one perspective‚ which is marketing/sales‚ while they lack having an operations department nor financial department‚ which is vital to every company. • The lack of development on machinery: they are behind technology; their machines are 50 years old and they did not catch up with new technology. Opportunities: • Going
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Cited: Rosen‚ Saul. “Lectures on the Measurement and Evaluation.” National Science Foundation. 1983. Salvendy‚ Gavriel. “Handbook of Industrial Engineering: Technology and Operations Management.” Institute of Industrial Engineers. 2001.
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DISADVANTAGES Sophistication of their banking services They can now compete head on with their competition. Development of automated service involves high cost. Increase efficiency and productivity of employees. Additional training required. Lower operation costs in long term. Continous monitoring and upgrading of system. Lesser interaction with the clients. Additional alliance with
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This is evident by how Terri asked for advice with the operation managers and her friend who is not even involved in the company’s problems. According to totaljobs.com‚ operations managers’ role in the company are to oversee the production of goods and services‚ making smooth and efficient services that meet the expectations and needs of the clients and customers. Consulting with operation managers might not be a good idea because they are the ones managing the whole production
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Chapter 2 Problems 5 A U.S. manufacturing company operating a subsidiary in an LDC (less developed country) shows the following results: U.S LDC Sales (units) 100‚000 20‚000 Labor (hours) 20‚000 15‚000 Raw Materials (currency) $20‚000 FC 20‚000 Capital Equipment (hours) 60‚000 5‚000 a. Calculate partial labor and productivity figures for the parent and the subsidiary. Do the result seem misleading? b. Compute the multifactor productivity figures for labor and
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