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Unformatted text preview: K E v
Homework #2 — Due 2/10/09 Chapter 4 1. ColaCo has a target of 16.00 ounces of liquid for each of their cans of soda. The
current process is producing cans of soda with a mean of 16.03 ounces and a standard
deviation of .03 ounces. What is the process capability if the upper tolerance limit is 16.1
and the lower tolerance limit is 15.9 ounces assuming a 99.7% quality level is required
(+/ 3 standard deviations)? Is the process capable? 1900 {Target 7’: “‘6” (u): I602 We CPI: “9+ Cf C 7n“. ,q—LTL UTL'M , “70349? 1614603.]:
Pic " 25 ) 30/ "W" 3;,03’ 2»_o3 Min [ Ll'Il/l 2 '78 < l J, npf Proces( Captith 2. ColaCo has now worked to improve their manufacturing process. The improved
process is producing cans of soda with a mean of 16.00 ounces and a standard deviation
of .02 ounces. What is the process capability if the upper tolerance limit is 16.1 and the lower tolerance limit is 15.9 ounces assuming a 99.7% quality level is required? Is the
process capable? C
f I [L00 7 Tue/9.5+: mean (A) = I600 , , Ugc _ UTLLTL _ 16.1497 _ £_ 77
CF, ’ (,zml ’ "7' ’ IL I J .. Places; éaxfal/c 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 _UTLLTL. _ Ic.l"5‘* L32 gg<l
P’ ' l v 7 ’ '17 ' ’ a no}. F/OL{Sl éqfablz 9 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 six samples per day for 7 days. Use the data below to calculate the
grand mean (X double bar) and the average range (round all values to the nearest
hundredth). Results: Draw: Control Limit Chart for )2
Uccx: X+HJ~E =
3.! gnu, 591/5 +(.qy x 34): 3494
3.5 —
~—r Lax: pf)ng : ivy(#32390 =‘ 3.37, x
Control Limit Chart for R UCL£= 5. Aﬁer setting up the control charts, you want to make sure your process remains in
control. You continue to sample 6 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? Nb) fracas; not [In Aon‘f'foi ‘ ‘ "Du/s 9+]! 7%.; [Drage5! I; 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 20 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 50 calls per day for 4
days while the process is in control. (Round answers to the nearest hundredth unless otherwise noted) Day Calls over 20 sec. p 1 2 .W «9(2/99)
2 3 .05 *‘923/50)
3 1 .oL~—> t/yo)
4 2 ,oq ——> 1/5») Sumofp ,[g Calculate 5 (average p) and Sp (round Sp to the nearest thousandth) Draw the Control Chart for p (U CLp, LCLp) Var" $+3§p= .W+(3".0;x)=.lav :> Inf/"A
, v «/’~«v~“5=0‘( 7. Aﬁer s tting up the control chart, you continue to take 50 samples each day for Days
58 and c llect the following data: Calls over 30 sec. 5 2 .0‘( 6 7 .w => “(0/0 > I» Vol.9 wt of g 1 at (who:
0L Is your process still in control? If not, which day(s) are out of control? 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 project to get the website up and running.
Of course, everyone wants to know when the project will be done 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. Identify how long the project
will take. Duration
Activity (weeks) Predecessors
A  Consult with Engineering 2 None B  Determine Equipment Layout 4 A
C  Order Test Material 4 D  Install Equipment 6 B
E  Test Equipment 2
3
1 F  Train Employees GPerformPilotR E F
e 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
weeks each and what is the total cost)? # Weeks
Activity Can
Activity Be Crashed Cost per Week
A  Consult with Engineering 0 N/A
B  Determine Equipment Layout 2 ® 2 Ad WW“ ’7
C  Install Equipment 1 $100 ‘
D  Order Test Material 1 @@ C W‘s‘5' ( ism" ['44
E  Test Equipment 1 $50 I weak)
F  Train Employees 0 N/A
G  Perform Pilot Runs 1 @ "wcck : (2'00 Cruix B [Wc‘é‘ : #300
/ 4’ $00 72M 7 ...
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This note was uploaded on 03/27/2009 for the course BUS 370 taught by Professor Favre during the Spring '08 term at N.C. State.
 Spring '08
 Favre

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