Supply Chain Formulas

This type of chart is used when one wants to identify the total number of defects that have occurred during a sampling period. The number of samples that occur during the period are essentially the same. This chart has the number of defects on the vertical axis and the number of samples (weeks) on the horizontal axis. The sample size for this problem is over a period of 20 weeks, where a new process was implemented at week 11. Since a new plan was implemented, it caused the two different graphs to appear. The first graph, which occurs before week 11, has a UCL of 28.4 and an average of 16.3. A UCL stands for an upper control limit, which is generally 3 standard errors from the median, and is always the top line of the graph. The median is used as the centerline of the graph. An LCL is apparent in the graph (bottom line), but no exact value is given. The points that are shown on the graph are the “statistical measurement samples taken from the process at different times” (Control Charts PPT., 25, 2016). The second graph, which occurs after week 11, has a UCL of 7.4 and an average of 2.6. This subgroup is also complete with an upper UCL line and a median centerline. After week 11, a new plan was implemented into the hospital to reduce the number of defects. The plan that they used decreased the total number of defects, decreased the UCL, average, and LCL. A strategy that may have been able to reduce the amount of defects was Six Sigma. Six Sigma would work for this type of scenario because it measures how many defects exist in a process and you can figure out how to eliminate them all

When implementing project 1, you face technical and market risk. How would you assess the risks embedded in Project 1?

A) The weekly budget is formed by only using the early start times of each activity.

Since the optimistic and pessimistic estimates for project tasks are unknown, the following table assumes an optimistic estimate of 90% and a pessimistic estimate of 130% of each task’s original duration

a. What is the cost variance, schedule variance, cost performance index (CPI), and schedule performance index (SPI) for the project?

P3: Producing the work breakdown structure and the Gantt chart to provide timeframes and stages for completion.

The Excel OM line balancing program suggests that the number of work stations can be reduced from eight to one incorporating tasks A-H into the same workstation. The program also suggests that the plant should reduce the cycle time to 46 minutes, from the original sixty minutes; this would elevate fourteen minutes of idle time and improve efficiency to 100% on the work boot assembly line, at the Shanghai plant. Kaleb has done what he set out to do so far on this part of his job assignment at Shuzworld Shanghai Plant, he has defined the proper number of workstations as one, he has shown them how to improve efficiency on the assemble line and has given the management team a metric through the Excel OM output to be able to understand the changes that need to take

To better examine the financial data for the project, the CPI and SPI values must be completed. Table 1 presents the CPI and SPI values for each work package for the end of month two and three. The targeted values for CPI and SPI should equal one (Kerzner, 2013). Since all the values in Table 1 are under one, both the cost and the schedule performance are favorable.

The above chart shows time against cost and staff effort. Cost and staffing are low at the start, then peak as work is carried out and then drop as the project closes. The reason for this is that the bulk of your expenditure will

It must be taken into account that all these three products which are Alpha, Beta, Gamma and Delta are going to be processed through specification of design, code and test. The period of time which is set for this project is 99 days this detail is taken from the date of 1 st of September 2015 to Friday 15th January 2016.we found that 4 days must be removed out from 99 days due to the official holidays. Therefore, the length period of time for the project is going to be 95 days’ period. The human resources available in the team is five people including the manager.

AC505 - Capital Budgeting Problem Data: Cost of new equipment Expected life of equipment in years Disposal value in 5 years Life production - number of cans Annual production or purchase needs Initial training costs Number of workers needed Annual hours to be worked per employee Earnings per hour for employees Annual health benefits per employee Other annual benefits per employee-% of wages Cost of raw materials per can Other variable production costs per can Costs to purchase cans - per can Required rate of return Tax rate Make Cost to produce Annual cost of direct material: Need of 1,000,000 cans per year Annual cost of direct labor for new employees: Wages Health benefits Other benefits Total wages and benefits Total annual production

Attachments:Part 1 - Attachment #1: WBS Outline. Part 2 - Attachment #1: Gantt Chart Part 2 - Attachment #2: Network Diagram Part 2 - Attachment #3: Schedule Table (ES, LS, EF, LF and Slack) Part 3A - Attachment #1: Q1 Resource Sheet Overallocated Part 3A - Attachment #2: Q2 Gantt Chart Part 3A - Attachment #3: Q2 Resource Sheet Part 3A - Attachment #4: Q4 Level

Other assumptions that we made for the case study were that we could only use the 7.5-hour workday and one line of production.  We also assumed that we were limited to the range of 8 to 12 people stated in the problem. Because we are making complex equipment, we assumed that we could not change the order of the operations themselves but that we could have a station do varying combinations of operations. The projections in the Excel spreadsheet also assume that the engineers’ specified times would be accurate once production begins.  Regarding the hardware testing operations, the activities are to be performed on three computers concurrently, so we divided the operation times by three to arrive at the true operation times.

A mathematical relationship devised by Bromilow (1980), between the cost of completed project and time taken to complete the project, was used to show how the time performance is affected by the size of the

In the given case, the C as a parameter is further influenced by the development environment and It is determined on the basis of historical data of the past projects.