hings were not going well at Bully Boy Products (BBP). BBP was a regional producer of organic fertilizer, potting soil, growing loam, and various gardening products for the discriminating gardener. It had been founded in 1976 when two agriculture students had decided that something had to be done to provide better supplies for gardeners. As one of the founders said, “Living better chemically may be great for chemicals but it has no place when it comes to gardening supplies.” Since its founding, BBP had grown by always remembering its core competencies—quality, variety, and innovative organic groups. As a result of this growth, the managers of BBP decided in 2011 to expand its production facilities, including installation of a new automated bagging line. This system was designed to provide quick product changeovers, something critical to BBP given its wide and ever-changing product line. The bagging system was brought online at the start of 2012. After four weeks of debugging, the system was thought to be ready for full-scale production. Yet, as soon as it started up, problems became evident. These problems took a variety of forms: bagging seams were poorly made at the top; some bags were overfilled, while other bags were underfilled; and some bags experienced various forms of rips (the most common form of defect). Whenever a bagging problem occurred, the standard operating procedure was to stop, clear the problem, write up the issue, and then restart production. Top management had decided that the situation in the bagging line was no longer acceptable—something had to be done. To that end, they asked Lisa Vickery to determine whether the bagging problems were random or systematic in nature. Lisa reviewed the production on the firm’s large-bag packaging line. There seemed to be much more variation in quality than she would normally expect. After calling for a summary of the data from production control, she received the BullyBoyBag.xlsx data (www.mhhe.com/swink4e) collected over the last 16 workweeks. What does the data below indicate? Date Day Week Day No of Employees No Bags Defects Np 1 Monday 1 4 2987 59 0.01975226 2 Tuesday 2 5 4349 173 0.03977926 3 Wednesday 3 5 2886 114 0.03950104 4 Thursday 4 5 2772 110 0.03968254 5 Friday 5 3 1934 19 0.0098242 6 Saturday 6 3 1211 12 0.00990917 7 Monday 1 5 3761 150 0.03988301 8 Tuesday 2 5 3924 156 0.03975535 9 Wednesday 3 5 4913 196 0.03989416 10 Thursday 4 5 4049 161 0.0397629 11 Friday 5 5 3465 138 0.03982684 12 Saturday 6 4 1720 34 0.01976744 13 Monday 1 4 2201 44 0.01999091 14 Tuesday 2 5 3269 130 0.03976751 15 Wednesday 3 5 4345 173 0.03981588 16 Thursday 4 5 2454 98 0.0399348 17 Friday 5 5 3726 149 0.03998926 18 Saturday 6 4 2733 54 0.01975851 19 Monday 1 5 3934 157 0.03990849 20 Tuesday 2 5 3016 120 0.0397878 21 Wednesday 3 5 3420 136 0.03976608 22 Thursday 4 5 2727 109 0.03997066 23 Friday 5 5 3328 133 0.03996394 24 Saturday 6 0 0 0 25 Monday 1 4 2574 51 0.01981352 26 Tuesday 2 4 2524 50 0.01980983 27 Wednesday 3 5 3012 120 0.03984064 28 Thursday 4 5 2412 96 0.039801 29 Friday 5 4 2291 45 0.01964208 30 Saturday 6 3 1429 14 0.00979706 31 Monday 1 4 2481 49 0.0197501 32 Tuesday 2 5 3010 120 0.03986711 33 Wednesday 3 5 4634 185 0.03992231 34 Thursday 4 5 3352 134 0.03997613 35 Friday 5 5 2274 90 0.03957784 36 Saturday 6 0 0 0 37 Monday 1 5 3540 141 0.03983051 38 Tuesday 2 5 3854 154 0.03995848 39 Wednesday 3 5 3163 126 0.0398356 40 Thursday 4 4 3040 60 0.01973684 41 Friday 5 4 3153 63 0.01998097 42 Saturday 6 4 1804 18 0.00997783 43 Monday 1 5 2873 114 0.03967978 44 Tuesday 2 5 3439 137 0.03983716 45 Wednesday 3 4 3352 67 0.01998807 46 Thursday 4 4 3607 72 0.01996119 47 Friday 5 4 3127 62 0.01982731 48 Saturday 6 0 0 0 49 Monday 1 5 2399 95 0.03959983 50 Tuesday 2 5 2699 1075 0.39829567 51 Wednesday 3 5 2995 119 0.03973289 52 Thursday 4 5 3115 124 0.03980738 53 Friday 5 5 3520 140 0.03977273 54 Saturday 6 3 1712 17 0.00992991 55 Monday 1 4 2611 52 0.01991574 56 Tuesday 2 5 2450 98 0.04 57 Wednesday 3 5 4360 174 0.03990826 58 Thursday 4 5 2491 99 0.03974308 59 Friday 5 5 3307 132 0.03991533 60 Saturday 6 0 0 0 61 Monday 1 4 2390 47 0.01966527 62 Tuesday 2 4 3007 60 0.01995344 63 Wednesday 3 4 2979 59 0.0198053 64 Thursday 4 4 2173 43 0.01978831 65 Friday 5 4 2346 46 0.01960784 66 Saturday 6 0 0 0 67 Monday 1 5 366 146 0.3989071 68 Tuesday 2 4 3510 70 0.01994302 69 Wednesday 3 4 2032 40 0.01968504 70 Thursday 4 4 2319 46 0.01983614 71 Friday 5 3 1900 19 0.01 72 Saturday 6 3 1537 15 0.00975927 73 Monday 1 4 2086 41 0.01965484 74 Tuesday 2 5 3596 143 0.03976641 75 Wednesday 3 5 2418 96 0.03970223 76 Thursday 4 5 2571 102 0.03967328 77 Friday 5 3 2288 22 0.00961538 78 Saturday 6 3 1441 14 0.00971548 79 Monday 1 4 2358 47 0.01993215 80 Tuesday 2 5 3661 146 0.03987981 81 Wednesday 3 5 3449 137 0.03972166 82 Thursday 4 5 3952 158 0.03997976 83 Friday 5 5 2749 149 0.05420153 84 Saturday 6 0 0 0 85 Monday 1 4 2717 54 0.01987486 86 Tuesday 2 4 3069 61 0.01987618 87 Wednesday 3 4 2197 43 0.01957214 88 Thursday 4 3 1623 16 0.00985829 89 Friday 5 3 1903 19 0.00998424 90 Saturday 6 0 0 0 91 Monday 1 4 1824 36 0.01973684 92 Tuesday 2 4 3797 75 0.01975244 93 Wednesday 3 5 3810 152 0.03989501 94 Thursday 4 5 2767 110 0.03975425 95 Friday 5 5 2106 84 0.03988604 96 Saturday 6 3 1436 14 0.0097493
Critical Path Method
The critical path is the longest succession of tasks that has to be successfully completed to conclude a project entirely. The tasks involved in the sequence are called critical activities, as any task getting delayed will result in the whole project getting delayed. To determine the time duration of a project, the critical path has to be identified. The critical path method or CPM is used by project managers to evaluate the least amount of time required to finish each task with the least amount of delay.
Cost Analysis
The entire idea of cost of production or definition of production cost is applied corresponding or we can say that it is related to investment or money cost. Money cost or investment refers to any money expenditure which the firm or supplier or producer undertakes in purchasing or hiring factor of production or factor services.
Inventory Management
Inventory management is the process or system of handling all the goods that an organization owns. In simpler terms, inventory management deals with how a company orders, stores, and uses its goods.
Project Management
Project Management is all about management and optimum utilization of the resources in the best possible manner to develop the software as per the requirement of the client. Here the Project refers to the development of software to meet the end objective of the client by providing the required product or service within a specified Period of time and ensuring high quality. This can be done by managing all the available resources. In short, it can be defined as an application of knowledge, skills, tools, and techniques to meet the objective of the Project. It is the duty of a Project Manager to achieve the objective of the Project as per the specifications given by the client.
Things were not going well at Bully Boy Products (BBP). BBP was a regional producer of organic fertilizer, potting soil, growing loam, and various gardening products for the discriminating gardener. It had been founded in 1976 when two agriculture students had decided that something had to be done to provide better supplies for gardeners. As one of the founders said, “Living better chemically may be great for chemicals but it has no place when it comes to gardening supplies.”
Since its founding, BBP had grown by always remembering its core competencies—quality, variety, and innovative organic groups. As a result of this growth, the managers of BBP decided in 2011 to expand its production facilities, including installation of a new automated bagging line. This system was designed to provide quick product changeovers, something critical to BBP given its wide and ever-changing product line. The bagging system was brought online at the start of 2012. After four weeks of debugging, the system was thought to be ready for full-scale production. Yet, as soon as it started up, problems became evident. These problems took a variety of forms: bagging seams were poorly made at the top; some bags were overfilled, while other bags were underfilled; and some bags experienced various forms of rips (the most common form of defect). Whenever a bagging problem occurred, the standard operating procedure was to stop, clear the problem, write up the issue, and then restart production. Top management had decided that the situation in the bagging line was no longer acceptable—something had to be done. To that end, they asked Lisa Vickery to determine whether the bagging problems were random or systematic in nature.
Lisa reviewed the production on the firm’s large-bag packaging line. There seemed to be much more variation in quality than she would normally expect. After calling for a summary of the data from production control, she received the BullyBoyBag.xlsx data (www.mhhe.com/swink4e) collected over the last 16 workweeks.
What does the data below indicate?
| Date | Day | Week Day | No of Employees | No Bags | Defects | Np |
| 1 | Monday | 1 | 4 | 2987 | 59 | 0.01975226 |
| 2 | Tuesday | 2 | 5 | 4349 | 173 | 0.03977926 |
| 3 | Wednesday | 3 | 5 | 2886 | 114 | 0.03950104 |
| 4 | Thursday | 4 | 5 | 2772 | 110 | 0.03968254 |
| 5 | Friday | 5 | 3 | 1934 | 19 | 0.0098242 |
| 6 | Saturday | 6 | 3 | 1211 | 12 | 0.00990917 |
| 7 | Monday | 1 | 5 | 3761 | 150 | 0.03988301 |
| 8 | Tuesday | 2 | 5 | 3924 | 156 | 0.03975535 |
| 9 | Wednesday | 3 | 5 | 4913 | 196 | 0.03989416 |
| 10 | Thursday | 4 | 5 | 4049 | 161 | 0.0397629 |
| 11 | Friday | 5 | 5 | 3465 | 138 | 0.03982684 |
| 12 | Saturday | 6 | 4 | 1720 | 34 | 0.01976744 |
| 13 | Monday | 1 | 4 | 2201 | 44 | 0.01999091 |
| 14 | Tuesday | 2 | 5 | 3269 | 130 | 0.03976751 |
| 15 | Wednesday | 3 | 5 | 4345 | 173 | 0.03981588 |
| 16 | Thursday | 4 | 5 | 2454 | 98 | 0.0399348 |
| 17 | Friday | 5 | 5 | 3726 | 149 | 0.03998926 |
| 18 | Saturday | 6 | 4 | 2733 | 54 | 0.01975851 |
| 19 | Monday | 1 | 5 | 3934 | 157 | 0.03990849 |
| 20 | Tuesday | 2 | 5 | 3016 | 120 | 0.0397878 |
| 21 | Wednesday | 3 | 5 | 3420 | 136 | 0.03976608 |
| 22 | Thursday | 4 | 5 | 2727 | 109 | 0.03997066 |
| 23 | Friday | 5 | 5 | 3328 | 133 | 0.03996394 |
| 24 | Saturday | 6 | 0 | 0 | 0 | |
| 25 | Monday | 1 | 4 | 2574 | 51 | 0.01981352 |
| 26 | Tuesday | 2 | 4 | 2524 | 50 | 0.01980983 |
| 27 | Wednesday | 3 | 5 | 3012 | 120 | 0.03984064 |
| 28 | Thursday | 4 | 5 | 2412 | 96 | 0.039801 |
| 29 | Friday | 5 | 4 | 2291 | 45 | 0.01964208 |
| 30 | Saturday | 6 | 3 | 1429 | 14 | 0.00979706 |
| 31 | Monday | 1 | 4 | 2481 | 49 | 0.0197501 |
| 32 | Tuesday | 2 | 5 | 3010 | 120 | 0.03986711 |
| 33 | Wednesday | 3 | 5 | 4634 | 185 | 0.03992231 |
| 34 | Thursday | 4 | 5 | 3352 | 134 | 0.03997613 |
| 35 | Friday | 5 | 5 | 2274 | 90 | 0.03957784 |
| 36 | Saturday | 6 | 0 | 0 | 0 | |
| 37 | Monday | 1 | 5 | 3540 | 141 | 0.03983051 |
| 38 | Tuesday | 2 | 5 | 3854 | 154 | 0.03995848 |
| 39 | Wednesday | 3 | 5 | 3163 | 126 | 0.0398356 |
| 40 | Thursday | 4 | 4 | 3040 | 60 | 0.01973684 |
| 41 | Friday | 5 | 4 | 3153 | 63 | 0.01998097 |
| 42 | Saturday | 6 | 4 | 1804 | 18 | 0.00997783 |
| 43 | Monday | 1 | 5 | 2873 | 114 | 0.03967978 |
| 44 | Tuesday | 2 | 5 | 3439 | 137 | 0.03983716 |
| 45 | Wednesday | 3 | 4 | 3352 | 67 | 0.01998807 |
| 46 | Thursday | 4 | 4 | 3607 | 72 | 0.01996119 |
| 47 | Friday | 5 | 4 | 3127 | 62 | 0.01982731 |
| 48 | Saturday | 6 | 0 | 0 | 0 | |
| 49 | Monday | 1 | 5 | 2399 | 95 | 0.03959983 |
| 50 | Tuesday | 2 | 5 | 2699 | 1075 | 0.39829567 |
| 51 | Wednesday | 3 | 5 | 2995 | 119 | 0.03973289 |
| 52 | Thursday | 4 | 5 | 3115 | 124 | 0.03980738 |
| 53 | Friday | 5 | 5 | 3520 | 140 | 0.03977273 |
| 54 | Saturday | 6 | 3 | 1712 | 17 | 0.00992991 |
| 55 | Monday | 1 | 4 | 2611 | 52 | 0.01991574 |
| 56 | Tuesday | 2 | 5 | 2450 | 98 | 0.04 |
| 57 | Wednesday | 3 | 5 | 4360 | 174 | 0.03990826 |
| 58 | Thursday | 4 | 5 | 2491 | 99 | 0.03974308 |
| 59 | Friday | 5 | 5 | 3307 | 132 | 0.03991533 |
| 60 | Saturday | 6 | 0 | 0 | 0 | |
| 61 | Monday | 1 | 4 | 2390 | 47 | 0.01966527 |
| 62 | Tuesday | 2 | 4 | 3007 | 60 | 0.01995344 |
| 63 | Wednesday | 3 | 4 | 2979 | 59 | 0.0198053 |
| 64 | Thursday | 4 | 4 | 2173 | 43 | 0.01978831 |
| 65 | Friday | 5 | 4 | 2346 | 46 | 0.01960784 |
| 66 | Saturday | 6 | 0 | 0 | 0 | |
| 67 | Monday | 1 | 5 | 366 | 146 | 0.3989071 |
| 68 | Tuesday | 2 | 4 | 3510 | 70 | 0.01994302 |
| 69 | Wednesday | 3 | 4 | 2032 | 40 | 0.01968504 |
| 70 | Thursday | 4 | 4 | 2319 | 46 | 0.01983614 |
| 71 | Friday | 5 | 3 | 1900 | 19 | 0.01 |
| 72 | Saturday | 6 | 3 | 1537 | 15 | 0.00975927 |
| 73 | Monday | 1 | 4 | 2086 | 41 | 0.01965484 |
| 74 | Tuesday | 2 | 5 | 3596 | 143 | 0.03976641 |
| 75 | Wednesday | 3 | 5 | 2418 | 96 | 0.03970223 |
| 76 | Thursday | 4 | 5 | 2571 | 102 | 0.03967328 |
| 77 | Friday | 5 | 3 | 2288 | 22 | 0.00961538 |
| 78 | Saturday | 6 | 3 | 1441 | 14 | 0.00971548 |
| 79 | Monday | 1 | 4 | 2358 | 47 | 0.01993215 |
| 80 | Tuesday | 2 | 5 | 3661 | 146 | 0.03987981 |
| 81 | Wednesday | 3 | 5 | 3449 | 137 | 0.03972166 |
| 82 | Thursday | 4 | 5 | 3952 | 158 | 0.03997976 |
| 83 | Friday | 5 | 5 | 2749 | 149 | 0.05420153 |
| 84 | Saturday | 6 | 0 | 0 | 0 | |
| 85 | Monday | 1 | 4 | 2717 | 54 | 0.01987486 |
| 86 | Tuesday | 2 | 4 | 3069 | 61 | 0.01987618 |
| 87 | Wednesday | 3 | 4 | 2197 | 43 | 0.01957214 |
| 88 | Thursday | 4 | 3 | 1623 | 16 | 0.00985829 |
| 89 | Friday | 5 | 3 | 1903 | 19 | 0.00998424 |
| 90 | Saturday | 6 | 0 | 0 | 0 | |
| 91 | Monday | 1 | 4 | 1824 | 36 | 0.01973684 |
| 92 | Tuesday | 2 | 4 | 3797 | 75 | 0.01975244 |
| 93 | Wednesday | 3 | 5 | 3810 | 152 | 0.03989501 |
| 94 | Thursday | 4 | 5 | 2767 | 110 | 0.03975425 |
| 95 | Friday | 5 | 5 | 2106 | 84 | 0.03988604 |
| 96 | Saturday | 6 | 3 | 1436 | 14 | 0.0097493 |
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