The following jobs are waiting to be processed at a small machine center: JOB 10 20 30 40 50 DUE DATE 260 254 260 265 275 days (round your response to one decimal place). DURATION (DAYS) 18 22 14 4 32 All dates are specified as manufacturing planning calendar days. Assume that all jobs arrived on day 200 (yesterday) in the order shown but are not scheduled to begin until day 201 (today). a) Sequence the jobs according to LPT. According to the LPT rule, the sequence of jobs should be 50, 20, 10, 30, 40 b) What is the average completion (flow) time? The average completion (flow) time is days (round your response to one decimal place). c) What is the average job lateness? The average job lateness is d) What is the average number of jobs in the system? The average number of jobs in the system is jobs (round your response to one decimal place).

SEVEN. Because projects are time sensitive, meeting activity finish dates is a common characteristic of quality work on a project that is typical of a requirement of a process manager.     True   False

9.

subject: Software Process and Management Book : Software Process Definition and Management [J€urgen M€unch • Ove Armbrust • Martin Kowalczyk • Mart ́ın Soto]   Question : Introduce the relationship between TQM and PDCA ?

perform a 5 whys with the following topic: * Correct update to the equipment

40  Manufacturability and value engineering has which of the following benefits? I.          Reduced complexity of the product II.         Reduction of environmental impact III.        Additional standardization of components IV.       Robust design V.         Improved job design and safety   Select one: a. IV b. I, II, III, IV, V c. I, III, V d. II, IV e. IV,III,I

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4.7. Glen Evans is an emergency medical technician for a local res- cue team and is routinely called on to render emergency care to cit- izens facing crisis situations. Although Glen has received extensive training, he also relies heavily on his equipment for support. During a normal call, Glen uses five essential pieces of equipment, whose individual reliabilities are 0.98, 0.97, 0.95, 0.96, and 0.99, respectively. a. Glen claims his equipment has maximum probability of fail- ure of 5%. Is he correct? b. What individual equipment reliabilities would guarantee an overall reliability of 96%?

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Cycle-Time Analysis Variability is often considered to be the enemy of efficient and effective management. One approach to managing cycle times to improve delivery dependability is to map out the associated activities in a value-added process using a process flow diagram (see diagram in problem þelow). This allows the manager to identify and measure the specific activities so that the management process can be made more effective. The following problem illustrates the use of cycle time analysis. Problem Company X has recently completed an analysis of its primary value-added process. As part of this analysis, the major flows have been mapped such that the process has been broken down into 10 major activities. To better understand the process, the times to complete,each of these activities have been carefully monitored over the past month. The results of this monitoring follow. (3:3) (1:0.4) (10:6) (5:2.8) Activity 4 Standard Mean Deviation Activity 5 Activity 6 Activity 7 Activity 8 2.4…