Mylab Operations Management With Pearson Etext -- Access Card -- For Operations Management: Sustainability And Supply Chain Management (13th Edition)
13th Edition
ISBN: 9780135225899
Author: Jay Heizer, Barry Render, Chuck Munson
Publisher: PEARSON
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Chapter 15, Problem 2P
Summary Introduction
To draw: The Gantt chart for the given information.
Introduction: The Gantt chart is the kind of chart that is used to represent the amount of job done within a particular period. It is used to graphically represent the amount of job planned and done in a certain period.
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First Printing and Copy Center has 4 jobs to be scheduled. Production scheduling personnel are reviewing the Gantt chart at the end of day
4.
Job
D
was scheduled to begin early on day
2
and take
7.5
days. As of now (the review point after day
4),
it is 2 days ahead of schedule.
Job
E
should begin on day
1
and take
4
days. It was on time.
Job
F
was to begin on day
2,
but maintenance forced a delay of
0.5
day.
The job should now take
5
full days. It is now on schedule.
Job
G
is a day behind schedule. It started at the beginning of day
2
and should require
7
days to complete.
Add the actual progress to the Gantt schedule shown on the right (on which the planned timings have been already plotted as blue lines).
Using the line drawing tool, plot the actual progress showing the actual start and the expected finish on top of (overlapping) the maroon dashed line provided just above the job number for each of the tasks.
Ron Satterfield's excavation company uses both Ganit scheduling charts and Gantt load charts. Today,
which is the end of day 7, Ron is reviewing the Gantt chart depicting these schedules:
Job #151 was scheduled to begin on day 3 and to take 5 days. It got started on time and is 1 day ahead of
schedule.
Job #177 was scheduled to begin on day 1 and take 4 days. It is currently on time.
Job #179 was scheduled to start on day 6 and take 2 days. It actually got started on day 5 and is
progressing according to plan.
Job #211 was scheduled to begin on day 5, but missing equipment delayed it until day 6. It is progressing
as expected and should take 3 days.
Job #215 was scheduled to begin on day 5 and take 5 days. It got started on time but has since fallen
behind 1 day.
This exercise contains only part a
a) Add the actual progress to the Gantt schedule shown on the right (on which the planned timings have
been already plotted as blue lines).
Using the line drawing tool, plot the actual…
Ron Satterfield's excavation company uses both Gantt scheduling charts and Gantt load charts. Today, which is the end
of day 7, Ron is reviewing the Gantt chart depicting these schedules:
Day
Job #151 was scheduled to begin on day 3 and to take 6 days. It got started on time and is 1 day ahead of schedule.
Job #177 was scheduled to begin on day 1 and take 4 days. It is currently on time.
Job #179 was scheduled to start on day 7 and take 2 days. It actually got started on day 6 and is progressing according
to plan.
Job #211 was scheduled to begin on day 5, but missing equipment delayed it until day 6. It is progressing as expected
and should take 3 days.
Job #215 was scheduled to begin on day 4 and take 5 days. It got started on time but has since fallen behind 2 days.
Job 12 3 4 56 789 10 11
--
151
177 +
This exercise contains only part a.
179
a) Add the actual progress to the Gantt schedule shown on the right (on which the planned timings have been already
plotted). Using the line…
Chapter 15 Solutions
Mylab Operations Management With Pearson Etext -- Access Card -- For Operations Management: Sustainability And Supply Chain Management (13th Edition)
Ch. 15 - Prob. 1DQCh. 15 - Prob. 2DQCh. 15 - Prob. 3DQCh. 15 - Prob. 4DQCh. 15 - Prob. 5DQCh. 15 - Prob. 6DQCh. 15 - Prob. 7DQCh. 15 - Prob. 8DQCh. 15 - Prob. 9DQCh. 15 - Prob. 10DQ
Ch. 15 - Prob. 11DQCh. 15 - Prob. 12DQCh. 15 - Prob. 13DQCh. 15 - Prob. 1PCh. 15 - Prob. 2PCh. 15 - Prob. 3PCh. 15 - Prob. 4PCh. 15 - Prob. 5PCh. 15 - Prob. 6PCh. 15 - Prob. 7PCh. 15 - Prob. 8PCh. 15 - Prob. 9PCh. 15 - Prob. 15PCh. 15 - Prob. 16PCh. 15 - Prob. 17PCh. 15 - Prob. 18PCh. 15 - Prob. 19PCh. 15 - Prob. 20PCh. 15 - Prob. 21PCh. 15 - Prob. 22PCh. 15 - Prob. 23PCh. 15 - Prob. 29PCh. 15 - Prob. 30PCh. 15 - Prob. 10PCh. 15 - Prob. 11PCh. 15 - Prob. 12PCh. 15 - Prob. 14PCh. 15 - Prob. 1CSCh. 15 - Prob. 2CSCh. 15 - Prob. 3CSCh. 15 - Prob. 4CSCh. 15 - Prob. 1.1VCCh. 15 - Prob. 1.2VCCh. 15 - Prob. 1.3VCCh. 15 - Prob. 1EDCh. 15 - Prob. 2.1VCCh. 15 - Prob. 2.2VCCh. 15 - Prob. 2.3VCCh. 15 - Prob. 2.4VC
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- Ron Satterfield's excavation company uses both Gantt scheduling charts and Gantt load charts. Today, which is the end of day 7, Ron is reviewing the Gantt chart depicting these schedules: Job #151 was scheduled to begin on day 3 and to take 7 days. It got started on time and is 1 day ahead of schedule. Job #177 was scheduled to begin on day 3 and take 5 days. It is currently on time. Job #179 was scheduled to start on day 6 and take 3 days. It actually got started on day 5 and is progressing according to plan. Job #211 was scheduled to begin on day 5, but missing equipment delayed it until day 6. It is progressing as expected and should take 3 days. Job #215 was scheduled to begin on day 4 and take 5 days. It got started on time but has since fallen behind 2 days. This exercise contains only part a. a) Add the actual progress to the Gantt schedule shown on the right (on which the planned timings have been already plotted as blue lines). Using the line drawing tool, plot the actual…arrow_forwarda-b) Using Johnson's rule for 2-machine scheduling, the sequence is: Scheduled Order Job V 1 2 3 4 5 6 7 NDX W Y c) For the schedule developed using Johnson's rule, the total length of time taken to complete the seven printing and binding jobs (including binding) = hours (enter your response as a whole number). W The following set of seven jobs is to be processed through two work centers at George Heinrich's printing company. The sequence is first printing, then binding. Processing time at each of the work centers is shown in the following table: Job >>> W X > N T U V Y Printing (hours) Binding (hours) 4 12 8 693556 7 14 2 10 1 13arrow_forwardOn Monday morning, Baxter Industries has the following jobs waiting for processing in two departments, milling, and drilling, in that order. Time Required (hours) Job Mill Drill 216 7 11 327 6 10 462 8 4 519 5 8 258 3 5 617 12 15 Develop a minimum makespan schedule using Johnson's rule. The schedule using Johnson's rule is - - - - - . Choose the correct Gantt chart with the minimum makespan schedule. The correct graph is .arrow_forward
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- K Using Johnson's rule for 2-machine scheduling, the sequence is: Scheduled Order Job C A 1 2 3 4 5 6 F D B E For the schedule developed using Johnson's rule, the total length of time taken to complete the six jobs (including the 2nd operation) hours (enter your response as a whole number). Six jobs are to be processed through a two-step operation. The first operation involves sanding, and the second involves painting. Processing times are as follows: Job A B C D E F Operation 1 (hours) 4 10 3 14 6 7 Operation 2 (hours) 8 5 11 14 1 12arrow_forwardJobs A, B, C, D, and E must go through Processes I and II in that sequence (Process Ii rst, then Process II). Use Johnson’s rule to determine the optimal sequence in which toschedule the jobs to minimize the total required time.Required RequiredProcessing ProcessingJob Time on I Time on IIA 4 5B 16 14C 8 7D 12 11E 3 9arrow_forwardThe following jobs are waiting to be processed at thesame machine center. Jobs are logged as they arrive:JOB DUE DATE DURATION (DAYS)A 313 8B 312 16C 325 40D 314 5E 314 3 In what sequence would the jobs be ranked according to the follow-ing decision rules: (a) FCFS, (b) EDD, (c) SPT, and (d) LPT? All dates are specified as manufacturing planning calendar days. Assumethat all jobs arrive on day 275. Which decision is best and why?arrow_forward
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