BUS

# Homework 2 Answers - (Pu KEY Homework#2 — Due Chapter 4 1...

• Notes
• 6

This preview shows pages 1–6. Sign up to view the full content.

This preview has intentionally blurred sections. Sign up to view the full version.

This preview has intentionally blurred sections. Sign up to view the full version.

This preview has intentionally blurred sections. Sign up to view the full version.

This is the end of the preview. Sign up to access the rest of the document.

Unformatted text preview: (Pu KEY Homework #2 — Due 9/23/08 Chapter 4 1. ColaCo has a target of 12.00 ounces of liquid for each of their cans of soda. The current process is producing cans of soda with a mean of 12.12 ounces and a standard deviation of .08 ounces. What is the process capability if the upper tolerance limit is 12.2 and the lower tolerance limit is 11.8 ounces assuming a 99.7% quality level is required (+/— 3 standard deviations)? Is the process capable? Tar/“4': 11.00 3“— ﬂ:m¢an 2 12.IL 0’: .03 UTL: 11.1 LTL= ”.3 awlrkLmh 99.7%= #3/ éA‘Cc niac+ i AC4“ (1Q) ) U"! U34. ka :“S‘W 0; CF - ~ A'LTL ”jig-1]” I‘L__-l____.1'llb’ 11.2v'1..ﬂ_ - -33 ,M.r|[:——--~ 3°, 3“ 03 3&0? - mm |.33,.33 2‘ 2. ColaCo has now worked to improve their manufacturing process. The improved .2 "0+ 1” a“ 5 ‘ process is producing cans of soda with a mean of 12.00 ounces and a standard deviation Gwab I c of .03 ounces. What is the process capability if the upper tolerance limit is 12.2 and the lower tolerance limit is 11.8 ounces assuming a 99.7% quality level is required? Is the process capable? 7279+: L).00 g rhet‘vn (A) .I. Ugt CF inc/(M015 C/k (=10? WWW» LTL= H-X wwka/wwsz C _ UT‘L’LTL _ ILA-IL? ‘ .L{_ r 4.0/ ' em; 'ﬁ?’2->Z" ,2 (lacecx Ctpelolc 3. ColaCo now wants to have a higher quality standard than before. They now require 6 sigma quality (+/- 6 standard deviations). What is the process capability of the improved process given the higher quality standard? Is the process capable? C : VTL'LTL; (1.1ell-Y: .L/ : ///>l '1. fryurr P IZ‘O/ l)”.0'3 '36 1 c¢ﬂa A ’1 4. LensLabs produces contact lenses. The company has randomly sampled lenses while the process was of high quality (lenses met quality checks) and the process was under control. They took four samples per day for 8 days. Use the data below to calculate the grand mean (X double bar) and the average range (round to the nearest tenth). Results: n,q Table Y.‘/ [fay loo) )4 x: ,73 D3 = 0 13%! = 2.7.? Draw: Control Limit Chart for i UCL;=§(+A1(E): 35+ .73” ,3: 3-7 LCL; " f‘ﬂlﬂ’é) T 35- 33%.? = 8.2 UCL; 25 3.: ZS ___§g;7315 3.? 011+ 07‘ («Duffy I bay [0 hartforR 5. After setting up the control charts, you want to make sure your process remains in control. You continue to sample 4 lenses per day for the next 5 days. Plot the results below on the charts you developed on the prior page. Is your process still in control? If not, on which day(s) is your process out of control? 6. You are running a call center and want to provide good customer service. Customer surveys have shown that if customers need to wait more than 30 seconds before a representative answers the phone, they ﬁnd the experience to be unsatisfactory. To evaluate the quality of the service, you take a random sample of 200 calls per day for 4 days while the process is in control. (Round answers to the nearest hundredth unless otherwise noted) Calls over 30 sec. Number of Obs_wat' . .04 .0‘! 200 0Q 4 200 .491 m=q Calculate 1—) (average p) and Sp (round Sp to the nearest thousandth) P‘T‘T” 0" Sumofp .[é gt”: §YI’F) : (,oYX ﬂé) ~__.____._. “1’00 0 0H Draw the Control Chart for p (UCLp, LCLp) UéL 3¥+33): 'Dq*?".0I‘/: .03 W LCL, " 1;- 3(9): .ov— 3».ow = -.002 => 0 7. After setting up the control chart, you continue to take 200 samples each day for Days 5-8 and collect the following data: Day Calls over 30 sec. P 6 8 10% 7 18 ' o‘i 8 7 .ov (fat/4M .ozﬂ Is your process still in control? If not, which day(s) are out of control? \ \$344: .09 an M47 7 7 UCLP 016.07, f/actéS: tS [Qt/'K of Levitt?! 91" é/é" 7 Chapter 5 8. After graduation, you and your friends decide to start a website. As the VP of Operations, you are in charge of managing the installation of the equipment to support the website. Of course, everyone wants to know when the equipment will be set up so you can launch the website and make millions of dollars while ﬂoating in a large pool on a raft with a cool beverage. You have identiﬁed the activities, how long each of the activities will take and the predecessor relationships (see information below). Draw the project network and calculate all of the ES, EF, LS and LF times for the nodes. Idem?! 4, r C how long the equipment installation will take. ﬂ’ 3 0 41‘ '5 Duration M9 Activity (weeks) Predecessors 4 t 3“ A - Consult with Engineering 3 None 91 I + F 4 CL" ‘ ea B - Determine Equipment Layout 6 A t S t C - install Equipment 4 B E 4 rl (5% E S 5 L4 (9 D - Order Test Material 5 B E - Test Equipment 3 C L g - 6" Song (leg-i F - Train Employees 1 D, E __ G - Perform Pilot Runs 2 F gala had, . 9. You and your friends realize that if you could shorten the project time above, you could hit the pool much sooner. You decide to invest some extra dollars to shorten the project time by 2 weeks. What is the most economical manner to “crash” the project by 2 weeks given the information below (which activity(ies) would you crash, how many 4 weeks each and what is the total cost)? # Weeks Activity Can Activity Be Crashed Cost per Week C Q u’ t c n L" PATH 3 (V/N> A - Consult with Engineering 0 N/A B - Determine Equipment Layout 2 g C - Install Equipment ® 1‘: D - Order Test Material 4 N E - Test Equipment 1 (D F - Train Employees 0 x G - Perform Pilot Runs 1 GD Sum/ CWQ‘ 3 ‘F \$00 4'” {79f 24/ 110(ch ...
View Full Document

• Spring '09
• Favre

{[ snackBarMessage ]}

### What students are saying

• As a current student on this bumpy collegiate pathway, I stumbled upon Course Hero, where I can find study resources for nearly all my courses, get online help from tutors 24/7, and even share my old projects, papers, and lecture notes with other students.

Kiran Temple University Fox School of Business ‘17, Course Hero Intern

• I cannot even describe how much Course Hero helped me this summer. It’s truly become something I can always rely on and help me. In the end, I was not only able to survive summer classes, but I was able to thrive thanks to Course Hero.

Dana University of Pennsylvania ‘17, Course Hero Intern

• The ability to access any university’s resources through Course Hero proved invaluable in my case. I was behind on Tulane coursework and actually used UCLA’s materials to help me move forward and get everything together on time.

Jill Tulane University ‘16, Course Hero Intern