Question;Lab 4: Easing Ira?s Ire;Note!;Submit your assignment to the Dropbox located on the silver tab at the top of this page.;(See the Syllabus section "Due Dates for Assignments & Exams" for due dates.);Scenario/Summary;Ira Pollack was difficult to work for. A self-made millionaire, he paid;extremely high salaries, but demanded much from his subordinates;including being on call 24-hours per day. In his Las Vegas penthouse, he;would study and re-study each detail of his conglomerate?s performance;and then call some unlucky underling?at any hour?to vent his anger and;demand that something be improved. His tantrums were legendary.;One of Pollack?s underlings, Tamara Wood, was driving her new red;Mercedes convertible along Rodeo Drive in Beverly Hills, looking for a;parking space. Her college class from Northern Illinois University at;DeKalb was holding its fifth reunion in Chicago, which she planned to;attend. She wanted to buy a new outfit for the event, to show her former;classmates that she had arrived. A chauffeur-driven Rolls;pulled away from the curb, leaving an empty space right in front of her;favorite couturier. She swung her Mercedes expertly into the empty;space, looked up, and was pleased to see that there was still nearly an;hour left on the meter. ?Daddy was right,? she thought to herself;?Clean living does pay off.?;As she turned off the ignition, Tamara?s cell phone started buzzing.;Wood hesitated. Would it be John, calling to thank her for that;wonderful evening? Would it be Matt, seeing if she were free to spend;next weekend on Catalina Island? Or maybe it was Jason, who was always;wanting her to accompany him to Waikiki. She finally picked up the phone;and sweetly said, ?Hello.?;?Don?t ?hello? me!? shouted a man?s voice at the other end.;Wood?s stomach churned, her muscles tightened, and she said, weakly, ?Sorry, Mr. Pollack, I was expecting somebody else.?;?That?s obvious,? he retorted. ?At this hour of the day, you?re on my;time and should be thinking of business. How come you?re not in the;office??;?I?m just making a customer service follow-up,? responded Wood, hoping that Mr. Pollack would not ask for too many details.;?Well, you should be worried about customer service,? said Pollack.;?That?s why I?ve called. I?ve been studying performance records for all;my operations dealing with the amount of time that elapses between our;receipt of an order and when our customer receives a shipment. The;performance of your distribution center in West Hollywood stinks! Drop;what you?re doing and get back to your office and figure out what?s;wrong! Then tell me what?s needed to speed up your operation. Call me as;soon as you have answers.?;Wood heard the phone click. She forgot about DeKalb. She forgot about;Chicago and the new outfit. She forgot about her night with John, about;Catalina Island and Waikiki. She heard a faint beep to her left. She saw;a maroon Jaguar with a Beverly Hills matron motioning with one of her;white-gloved hands as if to say, ?If you?re leaving, may I have your;parking spot??;Muttering to herself, she pulled into her reserved slot next to the West;Hollywood distribution center. ?Aloha!? chirped Ellen Scott, her;assistant, as she walked in. ?Jason has called three times about wanting;you to fly to Hawaii. Also, you have two calls from John, one from;Matt, one from your mother, who asked why you never phone her, and one;from some fellow who wouldn?t leave his name, but said it was very;personal. Tell me about the outfit you bought. I?ll bet it?s stunning.?;?Forget about them, and hold all my calls,? said Wood, crisply. ?I?m not;going anywhere. Pollack called me and is mad because our order;processing and delivery times are out of whack.?;Two days passed. Wood had put her social life on hold and had not even;phoned her mother. All her time was spent trying to figure out how to;speed up her order-processing system. But she didn?t know how to start.;The accuracy of the system was not an issue, although additional costs;could be. When Pollack paid his bonuses last year, he had told Wood that;if her operation had cost one cent more to run, she would not have;receive a bonus. Because her bonus had paid for her new Mercedes, Wood;was cost-conscious, to say the least.;Wood?s assistant helped her, too?at least through late Friday afternoon.;Scott explained that she couldn?t work on Saturday and Sunday because;she?d accepted an invitation to spend the weekend at Catalina Island;with an unnamed friend. Before Scott left, she and Wood had decided that;there were 12 distinct operations involved in processing and shipping;orders. Some could be performed at the same time, whereas others had to;be performed in sequence?that is, one could not be started until the;other was completed. (These tasks, the amount of time it takes to;complete each, and the sequential relationships, if any, are shown in;Exhibit 11-A.);After compiling the information shown in Exhibit 11-A, Scott left. Wood;was left with the task of trying to relate all those tasks to each;other. She recalled a college textbook that she had never much cared for;but that she had come across a few weeks earlier as she was searching;for her Northern Illinois University yearbook. Wood looked at a PERT;chart in that book and knew that she would have to construct something;similar to analyze the distribution center?s order processing and;shipping operations. She studied the text accompanying the chart;sighed, and thought to herself, ?Where was I or at least where was my;mind?the day the professor explained all of this in class?;Deliverables;This week?s lab consists of five questions. Please be certain you answer;all the questions and address all the areas outlined in the grading;below.;LAB STEPS;Step 1: PERT Chart;Back to Top;Question 1: Arrange the tasks shown in Exhibit 11-A in a network or PERT chart.;Step 2: Critical Path;Back to Top;Question 2: Determine the critical path. What is the;least amount of time it takes between receipt of an order and its;delivery to a customer?;Step 3: Risk;Back to Top;Question 3: Considering your answers to questions 1 and;2, what areas of activity do you think Wood should look at first;assuming she wants to reduce order-processing and delivery times? Why?;Step 4: Order Picker;Back to Top;Question 4: Now that she?s a Californian ready for the;race down the information superhighway, Wood wants to be able to impress;Pollack with her knowledge of current technology. Recently, a sales;representative from a warehouse equipment company called, trying to;interest her in installing a Star Wars?Robotic? order picker for the;warehouse. Controlled by lasers and powered by magnetic levitation, the;device can pick orders (task H) in 15 minutes, rather than 6 hours (0.75;day), the current time needed. How valuable would such a device be to;Wood? Why?;Step 5: Faster Transportation;Back to Top;Question 5: Another alternative is to use faster;transportation. How should Wood choose between paying more for faster;transportation and paying more for other improvements? Assume that her;only goal is speed.;Step 6: Final Step;Back to Top;Submit your completed assignment to the this week's Lab Dropbox in a MS;Word document for grading. The cover page should adhere to the APA 6.0;guideline.;See the Syllabus section "Due Dates for Assignments & Exams" for due dates.;Grading Rubric;Back to Top;Be sure to answer all the questions.It is recommended that you show all of your work. If you only;provide the answers and any of them are incorrect, you will lose all of;the points allocated to the incorrect answer. However, if you show your;work you might be able to obtain partial credit even if the answer is;incorrect (e.g., you set up the problem correctly but you make a math;error in your calculations).
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