Homework 1 Fall 2010

Homework 1 Fall 2010 - Homework#1 Due Chapter 1 No Homework...

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Unformatted text preview: Homework #1 - Due 9/21/10 Chapter 1 No Homework Problems Chagter 2 1. Value Index You have just graduated from college and are looking to buy your first car. Because you did so well in school your parents are paying for the car. Also, you don’t want to drive a slow, ugly car like your parents and professors. You have narrowed your choices down to two vehicles: a Honda Enigma and a Porsche Booster. Based on the numbers below, calculate the value index for each car. Which car provides you with the greatest value? Performance of the Performance of the Dimension Importance to You (1-5) Honda Enigma (1-5) Porsche Booster (1-5) Fuel Economy 5 5 1 Reliability 4 4 4 Speed 4 2 5 Aesthetics 5 2 5 After-sales support 2 4 4 Purchase Price 1 5 1 N A V .- 22. n l A x F“ Honda Score = Porsche Score = '72 Winner is: 2. Order Qualifiers and Order Winners A Chicago based manufacturer is looking for someone to handle its shipments to the West Coast. In order to evaluate potential transportation providers, the manufacturer has developed the following criteria: As a minimum level of performance, a shipper must be able to a. Pick up shipments in 4 hours or less from the time they are notified b. Deliver shipments in 3 days or less Beyond these, the performance dimensions which will differentiate the transportation providers are cost and percentage of shipments undamaged. Three shippers bid on the business. The performance information is shown in the chart below: Draw an order qualifier/order winner chart similar to the Chemical Supplier example in the lecture notes (and the examples in the book). W . h supplier wins the business? Dimension Bo .rth Warsing McCreery Pick up time 3 Hours 5 Hours 2 Hours Delivery time 3 Days 1 Day 2 Days Cost per 100 pounds $4 $3 $5 % Shipments undamaged 98% 99% 97% Org/er Win/12f} D r flier aw: “pic {i Pratt,» TIM "DAL“, Tgm, ‘ Cogi' ‘70 Unaimwa/ Wars/“j :4 ds «gs/alié'efl/ 756—5464: Pickup +Ixme :9; g ‘wuls ex‘éé‘ll; Urdu, qvw/Ffivr 01C fL/houls, Boza/«l [Day/(K Mccreer’y 01‘ £91,,“ WinningSupplier= fir/t’r winnefS (Lyn, Bozarai and “3((66/7 Mega} 0r {xceefi/ ”(def 4V4/1‘£|€r§>- Chapter 3 1 . Productivity You are trying to analyze the productivity of each of your sales regions. Given the information below, what is the productivity of each of the regions? Which region is most productive? Which region is least productive? 0V+Pvl Infv+ ‘ (3M 9 M Sales $‘s in Millions Number of Sale§geogle l)” 060 V 0+' " : *7 Sales ”"9 1 25 8 f 3, I 2 42 6 q} ,0 ‘ Ma; (r 3 32 I 10 V3,“). 4 35 8 1‘ “I‘M 5 35 10 i3. S 6 22 4 7 27 12 @ Leaé'l' 8 31 6 ‘3’“ 2. Total 249 64 4: 3 .61 .Awmfl flue/J/ ~ 9! 2 0‘”va— §al~e< H“) P( What] U E 7 ’ 74pm” ’ # Said/maple Most Productive Region = Least Productive Region = 2. Process Mapping A fast food restaurant currently has a process in which the cashier takes the customer’s order (15-25 seconds), gets the drinks (3 0-45 seconds), gathers the food and puts it on the tray (60—100 seconds) and takes the customer’s payment (25-65 seconds). Draw the process. What is the minimum cycle time? What is the maximum cycle time? Minimum Cycle Time (in seconds) = Maximum Cycle Time (in seconds)= The fast food restaurant would like to get the customer through the process quicker. They have added a person who, in a parallel process, will gather the food and put it on the tray immediately after the cashier takes the customer’s order. The cashier will continue to get the drinks and take the customer’s payment (just like Wendy’s or McDonald’s). Draw the new process. What is the new minimum cycle time? What is the new maximum cycle time? gog- Ha $600'W‘7‘ 30"(§ ya 2g’é§$ec Cui‘l’ome ( have; 7 Minimum Cycle Time = Maximum Cycle Time = (“A C.“ k : )S + maki(§§ a! éo): 7§${L [Wan Cvtle: 25+ MAX(H0 yr I00): I Z S 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 12.02 ounces and a standard deviation of .05 ounces. What is the process capability if the upper tolerance limit (UTL) is 12.15 and the lower tolerance limit (LTL) is 11.85 ounces assuming a 99.7% quality level is required (+/- 3 standard deviations)? Is the process capable? I1.00 1‘ +Ar74+ i Mean = ‘10; 4‘. l/Se, Clpk ,fl0+ CF '35 “Brno: ) 3n.“ . [44“ I142)- 11.33” 32.1"” . 2 (a t m m {a} ”I .__:__»2_9_ [big 3) .97]: 27 <’ 1.00 .1 NWT Cdpalsle Process Capability = Process Capable (Yes/No) = 2. ColaCo has now worked to improve their manufacturing process. The improved process is producing cans of soda with a mean of 12.00 ounces and a standard deviation of .03 ounces. What is the process capability if the upper tolerance limit is 12.15 and the lower tolerance limit is 11.85 ounces assuming a 99.7% quality level is required? Is the process capable? C I1.00= +ar7¢+IM(an: ILfla Ugc [a T'L'LTL ll.1§’117§ . CID: U 66 Z 6"03 )é77’ '1 (fipfih’f Process Capability = Process Capable (Yes/No) = 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 five samples per day for 8 days. Use the data below to calculate the grand mean (X double bar) and the average range (round all values to the nearest hundredth). H fibScrva/‘(Hhs : g n ; g :9 (-722: ,§3 a 0 Results: 17th}; LI'L/ (Mic ’00 “>4; 2 H Observations in microns 3 4 Draw: Control Limit Chart for )2 ‘— ’ var )(Ulaxk r Etc/W33» 5;: 3.7;) 5. After setting up the control charts, you want to make sure your process remains in control. You continue to sample 5 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? 7.9; < LCL; : 37.03 m of mm: Day_ ._ 7 _ R "‘9 mumm— " --9 “m Day(s) 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 50 calls per day for 5 days while the process is in control. (Round answers to the nearest hundredth unless otherwise noted) 1.30 > UCLA; LIL, out of (who! Day Calls over 30 see. p 1 2 1/50 J’Y 2 4 Wm ,0? 3 2 2/59 to ‘I 4 3 3/512 to e 5 4 V/s’o '08 Sumofp .30 Calculate p (average p) and Sp (round 8,, to the nearest thousandth) -— Er 30 F: T: .27; 0&0 SP? 1;: Sp: m Draw the Control Chart for p Lap: ’3' ~ BBQKWQO- 3K.03‘/: -.0‘/2 :> 0 (/9 (an? {>4 négfzJL‘KV") 7. After setting up the control chart, you continue to take 50 samples each day for Days 6-9 and collect the following data: Day Calls over 30 sec. —___ 2 .3, (2/9) % é 9 ,1? gq/ru) 8 7 mt 7/9)) 9 0 o (0/ 5'0) ,ix 7 WW .1172 1. (JUT 0f W‘l’Iol Is your process still in control? If not, which day(s) are out of control? Not Art antral Day(s) Out of Control = but, 7 .3 cuff 497C Cantroi_ Chapter 5 1. 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) Predeceseors A - Consult with Engineering 2 None B - Determine Equipment Layout 2 A C - Order Test Material 6 A D - Install Equipment 5 B E - Test Equipment 1 C, D [F - Train Employees 4 E G - Perform Pilot Runs 2 F Project Duration (weeks) = 2. 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 ————————————-——————————————E E | . I E . . E II : B - Determine Equipment Layout 1 $200 C - Order Test Material 2 $400 D - Install Equipment 2 $300 BieeeEquime————e———N+A—- F - Train Employees 1 $500 G - Perform Pilot Runs 1 $1,000 [Z 3‘ E F G : 2* Q+g+l+LI+l=lbbUce((g ">C;“:+o.£w(§0fifi AC 6F é : Q+é+l+V+l 315' thlcs+yw+ Vet‘CrT—HM [0477. Cragki bunk: “*5 In: not awaJ‘uL/e, 5,». 4,: pm. 6mm M : B,D,F,6 . _ ~ 4 2,00 (40 my” (/6ch (AMI/45L “(:br ‘3) CW1: B at 4 7 ‘ “ cé NOW £911” Prefix; arc Cr.+raJ @7‘ [5 W? i Cidfln (3nd W‘E‘L" CkotLes dr< [by C)/F (Dr é Clam/wet 1‘! F at {9—00 Tut-M? {L00+‘§'ao:#700 Crash Cost ($) = ...
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