Normal Time Problem 1 You are the manager of a project to improve a billing process at your firm. The following table contains the data you will need to conduct crashing of the project duration. Indirect costs are $1,600 per week, and penalty costs are $1,200 per week after Week 12. Activity Immediate Predecessor(s) Crash Time (weeks) Normal (Direct) Cost Crash Cost (weeks) ($) ($) A 4 1 5,000 8,000 B 5 2 8,000 11,000 C A 1 1 4,000 4,000 Ꭰ B 6 3 6,000 12,000 E B, C 7 6 4,000 7,000 F Ꭰ 7 6 4,000 7,000 What is the optimum choice for project duration?

Which one is NOT one of the three time estimates used with PERT?a) Optimistic timeb) Most cost-effective timec) Pessimistic timed) Most likely time

A company must perform a maintenance project consisting of seven activities. The activities, their predecessors, and their respective time estimates are presented below: Activity Break down both machines Clean machine 1 Clean machine 2 Re-set machine 1 Re-set machine 2 Re-calibrate both machines. Final test Designation A B с Using CPM, which activities have slack in this project? D E F G Immediate Predecessor None A A B с D and E F Time in Days 3 3 3 4 2 1 1

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Example 2.39 Table 2.119 provides normal and crash times as well as normal and crash costs for the activities of a project. Table 2.119 Project activity details Activity Normal Time (Weeks) Normal Cost (Lakhs) Crash Time (Weeks) 1-2 3 5 2-3 4 8 2-4 3 4 2-5 8 S 3-6 4 3 4-6 6 2 5-7 5 10 6-7 3 7 1 3 2 7 2 4 4 1 Crash Cost (Lakhs) 9 14 6 6 5 3 14 10 Project Network Analysis-1 | 141 (a) Draw the network and find the critical path. (b) Using the above information, crash or shorten the activities step by step until the shortest duration is reached. MMM, VI Sem, Mumbai Univ, 2006

The following table details the tasks required for Indiana-based Frank Pianki Industries to manufacture a fully portable industrial vacuum cleaner. The times in the table are in minutes. Demand forecasts indicate a need to operate with a cycle time of 11 minutes. Fig. 1 Activity Activity Description rerormance Predecessors Time (mins) A Attach wheels to tub 5.0 B Attach motor to lid 1.6 Attach battery pack Attach safety cutoff 3.0 D 3.6 Attach filters 3.0 Fig. 2 F Attach lid to tub 2.0 A, E G Assemble 3.0 attachments H. Function test 3.7 D, F, G Final inspection Packing 2.0 J 2.0 a-b) One of the possible assignment of tasks to workstations is shown correctly in Fig. 2. The efficiency of the assembly line with 3 workstations = 99.31 % (enter your response rounded to two decimal Fig. 3 places). c) The goal is to have 100% efficiency. Is this possible? No BI d) The theoretical minimum number of workstations = (round your response up to the next whole number).

Activity Normal_time Crash_time Normal_cost Crash_cost Slack A 31 17 4800 6200 В 14 14 5500 5500 C 34 18 5100 6600 21 17 4500 6800 E 15 15 5300 5300 F 17 17 5300 5300 The table shows normal time, crash time, normal cost, crash cost and slack time of activities in a project. According to this table which activity must be crashed first? Assume there is only one critical path. (Only type the name of the activity, Example: A. @orsdemir. Copyrighted content. Cannot be posted.) 0ㅇ11 2 0

Q6:write briefly but relevant answer a) PERT and CPM b) Risk Management and its types.

time (hours) pH 7.00 7.30 6.99 7.00 Assignment 1 2 7.12 7.25 7.12 7.20 3 720 7.16 720 7.16 4 6.98 7.00 6.94 7.00 5 6.99 6.99 6.99 6.98 6 7.00 6.93 7.02 6.93 7 6.92 7.00 6.92 7.02 Construct the X-Bar charts and R- charts 6.88 6.82 6.94 6.99 7.10 7.00 7.00 7.00 for reporting your results 10 721 7.02 721 7.04 11 7.01 6.86 7.01 6.90 12 6.86 6.98 6.90 6.98 13 6.90 7.00 6.87 7.00 14 7.01 7.04 7.01 7.05 15 7.00 6.95 7.00 6.99 16 7.09 7.20 7.03 7.20 17 6.89 7.14 6.87 7.15 18 6.98 6.80 6.98 6.89 19 7.00 6.90 7.00 6.90 20 7.20 7.00 723 7.00 21 7.04 7.03 7.08 7.00 22 6.90 6.92 6.98 6.92 23 7.00 7.00 7.00 7.00 24 7.00 6.97 7.01 6.98

4,4 The late start time for activity c is: 04 b, s None of the above 14 7 O11 0.3 d5 f. 2 h, I