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devry bsop429 all week assignments, all labs, midterm and final

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Question;Lab 1 of 6: Lead TimesNote!Submit your assignment to the Dropbox located on the silver tab at the top of this page.(See the Syllabus section "Due Datesfor Assignments & Exams" for due dates.)LAB OVERVIEWPart A: The Scheduling LabThis week's Lab assignment consists of two parts: the Scheduling Lab and the Input/Output Report Lab. Please be certain to complete both of them. Use MS Word to copy your tables and answers.Part A: The Scheduling LabPointsDescriptionEarliest Due Date Schedule15Using data provided to you, complete a table using the Earliest Due Date Scheduling Method.Critical Ratio Schedule15Using data provided to you, complete a table using the Critical Ratio Scheduling Method.Total30A quality table will meet the above requirements.Scenario and SummarySituation: Jobs A, B, and C are waiting to be started on Machine Center X. When they are finished at this center, they must be moved to Machine Center Y for final processing. Machine capacity for both centers is 40 hours in a 5-day workweek or 8 hours a day. It takes 2 days to move a job from Center X to Center Y.The following information pertains to the jobs and work centers:JobMachine Center X(hours required)Machine Center Y(hours required)Day DueA362010B962417C602825DeliverablesComplete a scheduling table for each scheduling technique and determine which job can be completed on time. See the Lab Steps below for directions on how to set up your chart, and then copy your table and answers into an MS Word document.LAB STEPSSTEP 1: Earliest Due Date ScheduleBack to TopUse the data above and complete the following table using the Earliest Due Date Scheduling method. Determine which jobs will be completed on time. Copy your table and answers to an MS Word document.Machine Center XMachine Center XMachine Center XMachine Center XMachine Center YMachine Center YMachine Center YMachine Center YJobStartDaysDoneMoveStartDaysDoneDueABCSTEP 2: Critical Ratio ScheduleBack to TopUsing the above data, complete the following table using the Critical Ratio Scheduling method. Determine which jobs will be completed on time. Copy your table and answers to an MS Word document.Machine Center XMachine Center XMachine Center XMachine Center XMachine Center YMachine Center YMachine Center YMachine Center YJobStartDaysDoneMoveStartDaysDoneDueABCSTEP 3: Final Step in Part ABack to TopSubmit your completed Lab in an MS Word document for grading. Please provide onlyone document with all responses.Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read thesestep-by-step instructionsor watch thisDropbox Tutorial.See the Syllabus section "Due Dates for Assignments & Exams" for due date information.Proceed to Part B: The Input/Output Report LabBack to TopLAB OVERVIEWPart B: The Input/Output Report LabThis week's Lab assignment consists of two parts: the Scheduling Lab and the Input/Output Report Lab. Please be certain to complete both of them.Part B: The Input/Output Report LabPointsDescriptionReport Construction10Using data provided to you, complete a table for the Report Construction.Data Assessment10Using the data and table for the Report Construction, answer questions for the data assessment.Total20A quality table will meet the above requirements and a quality data assessment will meet or exceed the above requirements.Scenario and SummarySituation: The following table contains the input/output data at the end of Week 8 for a work center. The beginning backlog is 50 units.Week 1Week 2Week 3Week 4Week 5Week 6Week 7Week 8Planned Input6060606060606060Actual Input6870757068605555Planned Output6565656565656565Actual Output6062636364656360DeliverablesUse the data from the Situation Table above and complete an Input/Output Report. See the Lab Steps below for directions on how to set up your chart, and then copy your table and answers into an MS Word document.LAB STEPSSTEP 1: Report ConstructionBack to TopUse the data from the Situation Table above and use this table for your answers, and then copy your table into an MS Word document.Week 1Week 2Week 3Week 4Week 5Week 6Week 7Week 8Planned InputActual InputCumulative DeviationWeek 1Week 2Week 3Week 4Week 5Week 6Week 7Week 8Planned OutputActual OutputCumulative DeviationActual BacklogSTEP 2: Data AssessmentBack to TopCopy your answers to the following questions into an MS Word document:What was the planned objective?Was the planned objective met?What recommendation(s) would you make?STEPLab 2 of 6: Theory of ConstraintsNote!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.)LAB OVERVIEWThis Lab looks at bottlenecks and the calculations necessary to determine which process is the source of a bottleneck condition. Use MS Word to copy your answers.Theory of Constraints LabPointsDescriptionShaping9Determine the setup, run time, and total time for the Shaping Department.Pickling9Determine the setup, run time, and total time for the Pickling Department.Packing9Determine the setup, run time, and total time for the Packing Department.Bottleneck8Determine which department is the bottleneck for this production operation.Total35A quality paper will meet the above requirements.Scenario and SummarySituation: Maruchek's makeshift manufacturing facility has three departments: shaping, pickling, and packing. Maruchek's orders average 100 pieces per order.Each of the three shaping machines requires 1 hour to set up and can run one piece per minute.The pickling department lowers baskets into brine tanks and subjects them to low-voltage current, heating and cooling, and a rinse. The whole process takes four hours for any number of baskets or pieces. One brine tank is available, and it is capable of processing four baskets at one time. Each basket can hold 50 pieces. Baskets are loaded while a load is being processed in the tank.Each piece is inspected and wrapped in bubble pack in the packing department. Each of the four people in the department can do this at the rate of 25 pieces per hour.Maruchek has heard of optimized production technology (OPT) and wants to identify the bottleneck in his department.Assume you have enough labor to set up all of the shaping machines at the same time.DeliverablesDetermine the process requirements for the three departments and identify which department is a bottleneck. Submit your answer in an MS Word document.LAB STEPSSTEP 1: ShapingBack to TopDetermine the setup, run time, and total time for the Shaping Department. Copy your answer to an MS Word document.STEP 2: PicklingBack to TopDetermine the setup, run time, and total time for the Pickling Department. Copy your answer to an MS Word document.STEP 3: PackingBack to TopDetermine the setup, run time, and total time for the Packing Department. Copy your answer to an MS Word document.STEP 4: BottleneckBack to TopDetermine which department is the bottleneck for this production operation. Remember that it often helps to understand the relationship of the different processes by putting everything in a nice, neat table like we did last week.Copy your answer into an MS Word document.STEP 5: Submission of Your AssignmentBack to TopSubmit your completed Lab in an MS Word document for grading. Please provide only one document with all responses.Submit your assignment to the Dropbox located on the silver tab at the top of this pageweek 4 lab 3Lab 3 of 6: Scheduling, Reporting, and FeedbackNote!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.)LAB OVERVIEWThis Lab provides data to use for constructing two Gantt Charts?one using front schedule logic and the other one using back schedule logic. Use MS Word to copy your answers.Scheduling, Reporting, and Feedback LabPointsDescriptionFront Schedule Logic15Construct a Gantt Chart using front schedule logic with data provided to you.Back Schedule Logic20Construct a Gantt Chart using back schedule logic with data provided to you.Total35A quality paper will meet the above requirements.Scenario and SummarySituation: Power Tools (PT) has just received an order for 70 PT band saws to be shipped at thebeginningof Week 9. The saw assembly information is shown below.ItemLead Time(weeks)ComponentsSaw2A, B, CA1E, DB2D, FC2E, DD1E1F3DeliverablesConstruct two Gantt charts from this information: (a) one using front schedule logic and (b) one using back schedule logic. Submit your answers in an MS Word document.LAB STEPSSTEP 1: Front Schedule LogicBack to TopConstruct a Gantt chart from this above information using front schedule logic. Copy your completed chart to an MS Word document.STEP 2: Back Schedule LogicBack to TopConstruct a Gantt chart from this above information using back schedule logic. Copy your completed chart to an MS Word document.STEP 3: Submission of Your AssignmentBack to TopSubmit your completed Lab in an MS Word document for grading. Please provide onlyone document with all responses.Lab 5 of 6: WIP ReportNote!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.)LAB OVERVIEWAssignmentPointsDescriptionWIP Report20Construct a WIP report using any format of your choosing using data provided to you. Ensure that the report meets the specifications noted in the following directions.Total20A quality table will meet the above requirements.Scenario and SummaryConstruct a WIP (work-in-process) report using the data below. The format must include all of the information in the table below and show an overall cost for each week and a summary cost for each week.This table contains work-in-process values in U.S. dollars.Item #Week #CostLocationM352317$90Raw MaterialsM861921$385Raw MaterialsM185121$50Raw MaterialsM278722$60Raw MaterialsM278622$780Raw MaterialsM339124$160Raw MaterialsM146728$650Raw MaterialsP747220$25Purchased MaterialsP442323$1,050Purchased MaterialsP131424$168Purchased MaterialsP278328$670Purchased Materials67512124$720Fabricated Parts67512224$360Fabricated Parts67511127$540Fabricated Parts67511227$1,440Fabricated Parts67511327$1,620Fabricated Parts67521027$360Fabricated Parts67522027$180Fabricated Parts67523027$810Fabricated Parts67511027$480Assemblies67512027$840Assemblies67510028$250Assemblies67520028$720Assemblies67500029$460AssembliesDeliverablesConstruct a WIP report meeting the above stated requirements. Submit a copy of your report in an MS Word document.LAB STEPSSubmission of WIP ReportBack to TopSubmit your completed Lab assignment for grading.Lab 4 of 6: JIT and PACNote!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.)LAB OVERVIEWThis Lab provides data to use for solving the number of kanbans required for four components at the ABC Company. Use MS Word to copy your answers.JIT and PAC LabPointsDescriptionComponent W5Calculate the number of kanbans required for Component W using 4 components provided to you.Component X5Calculate the number of kanbans required for Component X using 4 components provided to you.Component Y5Calculate the number of kanbans required for Component Y using 4 components provided to you.Component Z5Calculate the number of kanbans required for Component X using 4 components provided to you.Total20A quality paper will meet the above requirements.Scenario and SummarySituation: Solve the number of kanbans required for four components at the ABC Company using the table below.Component WComponent XComponent YComponent ZDaily Usage (units)900 units250 units1,200 units350 unitsLead Time (hours)2 hours5 hours1 hour3 hoursContainer Size (units)25 units40 units50 units20 unitsSafety Stock (percent)25 %15%10%DeliverablesUse the data provided in the table above to calculate the number of kanbans for each component. Please remember to show your work.LAB STEPSSTEP 1: Component WBack to TopCalculate the number of kanbans required for Component W. Copy your completed chart to an MS Word document.STEP 2: Component XBack to TopCalculate the number of kanbans required for Component X. Copy your completed chart to an MS Word document.STEP 3: Component YBack to TopCalculate the number of kanbans required for Component Y. Copy your work to a MS Word document.STEP 4: Component ZBack to TopCalculate the number of kanbans required for Component Z. Copy your work to an MS Word document.STEP 5: Submission of Your AssignmentBack to TopSubmit your completed Lab in an MS Word document for grading. Please provide only one document with all responses.Submit your assignment to the Dropbox located on the silver tab at the top of this page. For instructions on how to use the Dropbox, read these step-by-step instructionsLab 6 of 6: Critical Path MethodCritical Path MethodCritical Path Method (CPM) is technique used to identify the possible ways something might be scheduled and determine which method or path would take the most time. The path with the longest time is defined at the "critical path." This methodology was development by J.E. Kelly of Remington Rand and M. R. Walker of DuPont as means of scheduling the construction of duPont's chemical facilities (Heizer & Render, 2006, p. 61).The use and construction of CPM diagram is accomplished in six steps (Heizer & Render, 2006, p. 61):1. Define the project and breakdown its structure.2. Determine the order each activity must occur.3. Connect all activities via a network diagram.4. Note time information on the diagram.5. Calculate the length of the different paths.6. Use the finish diagram schedule your activity.The construction of a CPM diagram is fairly straightforward. The following is an example of the steps to take to complete on.First it is important to note when constructing a CPM diagram you will typically have discover all the information provide in the following table yourself.ActivityTitleImmediate PredecessorsTime (weeks)1-2A-42-3BA23-4DB43-5CB24-5ED55-6GC, E24-6FD36-7HG, F31. We begin the first activity with 1 and end it with 2. This 1-2 activity in this example is called "A" and has a length of 4 weeks.2. The next activity (2-3), is called "B". I immediately follows "A" and runs or 2 weeks.3. Activities "C" & "D" are both preceded by activity "B" and activity "E" is preceded by "D".4. Activity "E" is preceded by "D" and activity G is preceded by both "C" & "E" activities.5. "F" is preceded by "D" and "H" is preceded by "G" & "F".6. We now describe all the paths we can take to complete this task using activity letters and then substitute the corresponding time for each activity and total the time it will take to complete each path.Path #1: A + B + C + G + H = 4 + 2 + 2 + 2 + 3 = 13 weeksPath #2: A + B + D + E + G + H = 4 + 2 + 4 + 5 + 2 + 3 = 20 weeksPath #3: A + B + D + F + H = 4 + 2 + 4 + 3 + 3 = 16 weeksWe can now see that Path #2 (A,B,D,E,G, H) is the critical path.ReferencesHeizer, J. & Render, B., (2006).Operations management (8th ed.). Pearon Education, Inc.: Upper Saddle River. NJ.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.)LAB OVERVIEWTheory of Constraints LabPointsDescriptionCPM Diagram10Using a method of your choice (i.e., Excel, Word, Visio, etc.), construct a CPM diagram and copy the completed diagram to a MS Word document.Possible Paths5Calculate the time to complete each path, copy the calculations, show the work, and then post to a MS Word document.Critical Path5Identify which path is the critical path, copy the answer to a MS Word document, and submit the completed lab via your Dropbox.Total20A quality paper will meet the above requirements.Scenario and SummaryRead this short paper on the Critical Path Method (CPM) and how to construct this type of diagram. Then, construct a CPM chart using the following data and note which path is the critical path.ActivityTitleImmediatePredecessorsTime (weeks)1-2An/a12-3BA52-4CA23-5DB23-7EB24-5FC24-8GC35-6HD, F26-7IH37-8JE, I38-9KG, J2DeliverablesUsing the table above, construct a CPM diagram. Identify all possible paths, calculate the time to complete each of them, and identify which path is the critical path. Submit a copy of this in your report in a MS Word document.LAB STEPSSTEP 1: CPM DiagramBack to TopUsing a method of your choice (i.e., Excel, Word, Visio, etc.), construct a CPM diagram. Copy the completed diagram to a MS Word document.STEP 2: Possible PathsBack to TopCalculate the time to complete each path. Copy your calculations and show your work, please. Post to a MS Word document.STEP 3: Critical PathIdentify which path is the critical path. Copy your answer to a MS Word document and submit your completed lab via your Dropbox.STEP 4: Submission of Your AssignmentSubmit your completed lab in a MS Word document for grading. Please provide only one document with all responses.Submit your assignment to the Dropbox located on the silver tab at the top of this page="msonormal">="msonormal">="msonormal">Questionweek1 assignmentRespond to the following items in a Word document:Apply the MPC framework to a college setting. In particular, identify the front end, engine, and back end.Compare and contrast the advantages and disadvantages of cumulative charts (see Figure 4.4) and tabular plans, such as the one shown in Figure 4.5.Submit your assignment to the Dropbox located on the silver tab at the top of this pageweek 2 assignmentWritten AssignmentRespond to the following items in a Word document:What kind of warning signals would you like fed back from PAC to MRP?Lead times are sometimes called rubbery. What accounts for this concept of elasticity in lead times?Submit your assignmweek 3 assignmentWritten AssignmentRespond to the following items in a Word document:What are the differences in how bottleneck and non-bottleneck work centers are scheduled under TOC? Why are these differences desirable?Why should buffers be located in front of bottleneck work centers under TOC scheduling? How should the size of the buffers be determined?Submit your assignment to the Dropbox located on the silver tab at the top of this page.ent to the Dropbox located on the silver tab at the top of this page.week 4 assignmentwritten AssignmentRespond to the following items in a Word document:What are the implications of not allocating material in a shop order after availability checking?Provide some examples of static and dynamic scheduling problems.Submit your assignment to the Dropbox located on the silver tab at the top of this pageweek 5 assignmentWritten AssignmentRespond to the following items in a Word document:Some companies contend that they can never adopt JIT because their suppliers are located all over the country, and the distances are too great. What might you suggest to these firms?How do you go about creating the organizational climate for a successful JIT implementation? Where do you start?Submit your assignment to the Dropbox located on the silver tab at the top of this page.week 7 assignmentwritten AssignmentRespond to the following items in a Word document:"Today's kanban research is the modern equivalent of yesterday's economic order quantity research." Do you agree? Explain your answer.There is considerable evidence that getting the correct operating conditions is more important than the choice between MRP, kanban, or reorder point methods in the MPC system. How general do you believe this situation to be?Submit your assignment to the Dropbox located on the silver tab at the top of this page.week 6 assignmentWritten AssignmentRespond to the following items in a Word document:Without objective measurement of customer service, it is extremely difficult to compare, measure, and control supply chain logistics alternatives.What supply chain logistics alternatives are available in JIT environments? How does each work in a make-to-stock versus a make-to-order environment?What objective customer service measurements are available in JIT environments? Compare and contrast those that work best in make-to-stock versus make-to-order environments.Submit your assignment to the Dropbox located on the silver tab at the top of this pageQuestion 1. Question: (TCO 12) _____ is the objective under JIT and time-based competition.WIP reductionMaterial velocityLead-time reductionDecreasing material wait timeQuestion 2. Question: (TCO 2) The problem with a schedule board is _____.not a good technique to use with a manual systemdifficulty in updating data.it is easy to use in a complex system requiring constant updatingit is not used to schedule the work for each work or machine centerQuestion 3. Question: (TCO 3) In order to minimize the number of orders waiting in the queue and maximize the number of orders processed in a center, which of the following rules should be used?First-come/first-servedRandomCritical rationShortest operation nextPoints Received: 5 of 5Question 4. Question: (TCO 1) In managing supplier relations, which of the following is a beneficial setup?Supplier demand is connected to the customer's resource and planning activities.Your resource planning activities are linked to your supplier's capacity planning.Your supplier's master planning schedule is connected to your resource planning activities.Your supplier's demand management system is connected to your PAC vendor systemQuestion 5. Question: (TCO 6) Which of the following statements is correct?Only two kinds of inventories?raw and finished goods?are assumed by JIT.WIP is high in facilities using JIT.Long lead times are typical of JIT.Vendor scheduling under JIT is simple.Question 6. Question: (TCO 9) Which of the following is true?Once you complete the five steps, the process is complete.Another constraint will always appear when the original constraint is broken.Demand for product is not a constraint.The first step in the TOC is to decide how to exploit a constraint.Question 7. Question: (TCO 4) Which of the following is used in operations setback charts?Each part's move timeEach part's queue timeEach part's lead timeEach part's setup timeQuestion 8. Question: (TCO 5) Gross requirements in an MRP record are _____ because they are stated as unique items for a given period.monthly phasedweekly phasedtime phasedyearly phaseda)Question 1. Question: (TCO 1) Describe one of the key elements of an effective PAC system?Question 2. Question: (TCO 2) Is PAC affected when changing from MRP to JIT? Explain.Question 3. Question: (TCO 6) Compare and contrast JIT and MRP. finalPage 1Question 1.1. (TCO 3) Why would a company want to reduce the number of kanban cards they use? (Points: 5)To implement the lean philosophyTo increase inventoryTo increase WIPTo reduce inventoryQuestion 2.2. (TCO 6) Which of the following is true? (Points: 5)Long lead times are typical of JIT.WIP is high in facilities using JIT.JIT assumes two kinds of inventories: raw materials and finished goods.Vendor scheduling under JIT is simple.Question 3.3. (TCO 9) Which of the following statements is correct? (Points: 5)The first step in the TOC is to decide how to exploit a constraint.If we break a constraint, another constraint will always appear.Once you complete the five steps, the process is complete.Demand for product is not a constraint.Question 4.4. (TCO 9) Which zone usually indicates the order is farthest from the buffer? (Points: 5)Green zoneRed zoneYellow zoneDead zoneQuestion 5.5. (TCO 4) Operations setback charts are based on _____. (Points: 5)each part's queue timeeach part's lead timeeach part's move timeeach part's setup timeQuestion 6.6. (TCO 5) The number of periods in the basic MRP record is called the _____. (Points: 5)new horizonplanning horizontime horizontime bucketQuestion 7.7. (TCO 12) Under JIT and time-based competition, the objective is _____. (Points: 5)WIP reductionlead time reductiondecreasing material wait timematerial velocityQuestion 8.8. (TCO 7) Which of following would you expect to be true if a company is following Toyota's kanban system? (Points: 5)A group of containers with the same part will have one card.Needed parts are delivered to the requesting department.A conveyance kanban card is needed to obtain parts.Extra containers of product can be produced when time permits.Question 9.9. (TCO 8) Complete the following. Under make-to-stock, _____. (Points: 5)order promising records are not normally requiredmonitoring forecasts are not importantdemand forecasts play a minor role in this type of scheduling environmentthere is plenty of time to identify errors and institute corrective actionsQuestion 10.10. (TCO 10) The flawless execution needed in JIT has many important meanings. Which of the following is true? (Points: 5)Unlike MRP, the system will not function with many defects or mistakes.Schedule is of little importance.Corrective actions will not be needed.Buffer sizes are constant.Page 2Question 1. 1. (TCO 1) What is one of the key elements of an effective PAC system? Why is this element so important? (Points: 25)Question 2. 2. (TCO 2) Describe the desirable feedbacks PAC should have and why they are important. (Points: 25)Question 3. 3. (TCO 3) Identify and describe in detail the four parts of lead time. (Points: 25)Question 4. 4. (TCO 4) The capacity plan is critical to managing the flow of materials on the shop floor. Why is insufficient capacity a concern? (Points: 25)Question 5. 5. (TCO 6) Market and manufacturing requirements determine whether you will useQuestion 6. 6. (TCO 9) What changes, if any, will an organization likely need to implement in order to utilize a TOC system? Explain your answer in detail. (Points: 25)Question 7. 7. (TCO 7) Explain the advantages and disadvantages associated with using more kanban cards versus less kanban cards under the Toyota System. (Points: 25)Question 8. 8. (TCO 8) Many companies who once used only JIT are now trying to integrate MRP into their MPC designs. Explain why they are doing this in detail. (Points: 25)Question 9. 9. (TCO 10) Creating JIT requires links to four other areas often called building blocks: (a) product design, (b) process design, (c) human/organizational element, and (d) manufacturing planning and control. What are five of the six activities in the area of product design? (Points: 25)Question 10. 10. (TCO 11) Continuous improvements will often require new organizational capabilities. Identify two areas relating to information processing where continuous transformations will be needed to implement lean manufacturing. Explain why. (Points: 25)="msonormal">

 

Paper#54490 | Written in 18-Jul-2015

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