(9):- A construction project of (61), the operations that occur in theconstruction sequence are shown below:Duration (D)(unit /week)Rate (R)(unit /week)6.ActivityDepend onA4В10CA&B210DC46.EDBy allows a minimum Buffer of two (2) week between one operation and thenext:1) Draw the line of Balance Schedule for the project and find its duration.2) Draw the progress chart at week 16.

Name: (9):- A construction project of (61), the operations that occur in th
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Description: (9):- A construction project of (61), the operations that occur in theconstruction sequence are shown below:Duration (D)(unit /week)Rate (R)(unit /week)6.ActivityDepend onA4В10CA&B210DC46.EDBy allows a minimum Buffer of two (2) week between one oper

Given information, Activity Depend on Duration (D) Rate A 4 6 B 2 10 C A & B 2…

Business

Operations Management

(9):- A construction project of (61), the operations that occur in the construction sequence are shown below: Duration (D) Rate (R) Activity Depend on (unit /week) (unit /week) 6. А 4 ---- - В 2 10 ---- - A&B 10 C 4 6. D 2 By allows a minimum Buffer of two (2) week between one operation and the next: 1) Draw the line of Balance Schedule for the project and find its duration. 2) Draw the progress chart at week 16. ABCDE

(9):- A construction project of (61), the operations that occur in the construction sequence are shown below: Duration (D) Rate (R) Activity Depend on (unit /week) (unit /week) 6. А 4 ---- - В 2 10 ---- - A&B 10 C 4 6. D 2 By allows a minimum Buffer of two (2) week between one operation and the next: 1) Draw the line of Balance Schedule for the project and find its duration. 2) Draw the progress chart at week 16. ABCDE

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter4: Linear Programming Models

Section: Chapter Questions

Problem 111P

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The fixed drilling machine is a bottleneck operation in one production system. Currently, five tasks are waiting to be processed. See below the available operations data. Suppose the current date week R and that the number and time of operation the rest include operation on the fixed drilling machine. Assignment Time to processing Date of delivery Operations remaining Time to remaining operation (week) AA 4 10 3 4 BB 8 16 4 6 CC 13 21 10 9 DD 6 23 3 12 EE 2 12 5 3 Assignment Release time Size of the lot Time to processing (h / unit) Time to preparation (H) Delivery date 1 9am monday 50 0,06 4 21h monday 2 10am monday 120 0,05 3 22h monday 3 11h monday 260 0,03 5 23h monday 4 12h monday 200 0,04 2 2h Tuesday 1. Specify the priority for each task if the system shop floor control systems use each of the following sequencing rules: SPT, S / RO, EDD. 2. For each sequencing rule, calculate the time flow rate per task…
Slack time eq uals:a) ES + r.c) zero.b) LS- ES.d) EF- ES.
1 Cara's clients, Emily and Dave, have just had a baby and she would like to do something nice for them. She signs them up for a baby registry that sends them a small gift. Emily and Dave will be sent information and service lists that are geared toward helping new parents. She provided their names, address and phone numbers so that they will not miss any of the activities provided in the package. Has Cara dealt with her clients appropriately? NUYLOTNQhObm1bEVKUTO90 a0 Cara did not protect her clients' privacy when she shared their personal information with the baby registry. O Cara should not make this a regular practice. Her clients will begin to expect gifts and she will not be able to sustain this. CO Cara should have set up an appointment to re-evaluate her clients' needs now that they have had a baby. 40 Cara's gift is very thoughtful and will help to build a relationship with her clients. NUTYks10TNRUQ2h0bmkbEVKUTO90
Consider a project with seven tasks. Three tasks – tasks 3, 4, and 5 – require a specific resource for completion; all needed resources must be available at the site before a task can be started. Task Duration Predecessor (s) Units of Value of Resource Completed Task Needed 3 3 10 $4000 3 1 10 S3000 3 12 $5000 1 4 7 2, 5,6 Each resource unit cost $100; no quantity discounts are available. In addition, it costs $2 per unit per time period to hold this resource in stock, and it costs $45 just to place an order for materials (independent of the number of units ordered). When should each task in the project be started and when and how many resources should be ordered to minimize total project costs? 1. 1, en en 1. 2. en
One of the inputs to the MRP system is the forecast of demand for the end itemover the planning horizon. From the point of view of production, what advantagesare there to a forecasting system that smooths the demand (that is, providesforecasts that are relatively constant) versus one that achieves greater accuracybut gives “spiky” forecasts that change significantly from one period to the next?
1.You’re managing a project to install 400 windows in a new skyscraper and need to figure outyour budget. Each week of the project costs the same: your team members are paid a total of $4,000every week, and you need $2,000 worth of parts each week to do the work. If the project isscheduled to last 16 weeks, calculate theBAC, PV, EV, AC, SPI, SV, CPI, SPI, CV for the project? 2.You’re managing a highway construction project. Your total budget is $650,000, and there isa total of 7,500 hours of work scheduled on the project. You check with your accountingdepartment, and they tell you that you’ve spent a total of $400,000. According to the schedule,your crew should have worked 4,500 hours, but your foreman says that the crew was allowed towork some overtime, and they’ve put in 5,100 hours of work. Calculate theBAC, PV, EV, AC, SPI, SV, CPI, SPI, CV for the project?
There are the following advantages to AON method:a) No dummy activities are usedb) Nodes designate activitiesc) Events are not usedd) Easy to draw if dependencies are not intensee) All of the above.
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The main input for master scheduling schedule is: O a. Long term forecasting O b. Aggregate production (capacity) plan (aggregate planning) O c. Material requirements planning (MRP) O d. None of the above Which of the following best describes the last step to developing a master production schedule? O a. Check preliminary MPS against available capacity O b. Check the MPS against the production plan to ensure they match O c. Resolve differences between the preliminary MPS and available capacity O d. Design a preliminary MPS MRP systems are: O a. Substitutes for fixed order point/order quantity systems. O b. Appropriate for all end items in the product line. O c. Intended to determine an appropriate master production schedule. Od. Intended to reduce inventory requirements, production lead times, and delivery times to customers. O e. Intended to be used for independent demand items.
2. Production Schedule is a Mess Henry Gantt greatly contributed to the classical management system method. He created none other than: The Gantt chart, and also, the task and bonus system- still used to this day. The task and bonus plan which rewarded workers for faster work by paying them higher wages to get the job done before the standard time, and their pay was docked if it took them longer to complete the task than standard. The Gantt chart ensured companies and organizations with understanding of basic structure and priority of events. I believe in problem number two, Gantt could contribute his methods that he created and fix the production schedule with a simple Gantt chart for the employees to follow, as the production schedule is a mess. It is not clear which projects should be completed first to ensure products are being delivered to customers on time. With this issue fixed, the deliveries would be on time, motivation would rise, and productivity would follow suit. When…
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Sarah was recently hired to work as a secretary, and it is after work hours. Herson, John, needs some copies for a school project and arrives at the office. Theson has brought his own paper and needs 100 copies for his class project. If Johndoesn’t bring the copies to class tomorrow then he will fail the project. The copyshops are all closed. There is no one else in the office. There is basically nooversight about copies she makes since she often does special projects for theboss. What should Sarah do?