Network And Adjustable Templates For HW 3 Questions

Network And Adjustable Templates For Hw 3 Questi

Q1 &"-,Bold"&14Project network and adjustable templates for HW 3 Questions 1 and 2: SPRING 2017 Topic 6 illustrated and explained what GANTT Charts look like (something you should've learned in MAN 3506). Use the blocks below (modify the size of each colored block below to scale) for Question 1. [Each rectangle below is pre-set to only 4 days... ] If you want a bigger block, right mouse-click on its edge and drag the edge out to the desired width. Be sure to change the "x" to reflect the duration time for each task properly by right clicking next to the "x" then selecting "Edit Text" from the pull down menu. Use the NEXT TAB DIAGRAM and starting blocks for Question 2. F x A x D x H x C x B x G x Q2 Modify the size of each colored block below to scale. [Each rectangle below is pre-set to only 4 days... ] If you want a bigger block, right mouse-click on it and drag the edge out. Be sure to change the "x" to reflect the duration time for each task properly by right clicking on it then selecting "Edit Text" from the pull down menu. Buffer xx FB x FB x F x A x D x H x C x B x G x Sheet1 Answer for 4b: Answer for 4b: Answer for 4b: Answer for 4c: Answer for 4c: Answer for 4c: Answer for 4d: Answer for 4d: Answer for 4d: Answer for 4e: Answer for 4e: Answer for 4e: R4 Y5 B2 G3 Y3 G4 B6 R2 FB 2 Homework 3 Spring, 2017 There are 6 questions worth 50 points and two bonus questions (worth an additional 5 more – no penalty if answered incorrectly). 1. Using the traditional method of CPM and the diagram shown below. Different node colors are different resources.

Duration times (in days) for each activity are “padded’ (uncut). a) Identify the various paths through the network? [+2 points] b) Layout the network in a Gantt Chart format – drawn to scale ( use the Excel template and explanation about how to stretch or shrink the size of the activities ) provided. [+2 pts.] c) What activities are on the critical path? [+1 pt.] d) What is the expected total lead time of the project? [+2 pts.] Start Finish B 10 H 20 F 8 C 14 D 28 G 12 A . Using CCPM and the project network from question 1 to complete and answer the questions below: a) Correctly layout the project network that should be used to help determine the Critical Chain TO SCALE and WITHOUT inserting the buffers.

Use the Excel template provided to help you do so. Identify the Critical Chain. [+2 pts.] b) What is the Critical Chain duration time for Activity D? [+1 pt.] c) Identify between which two activities each Feeding Buffer should be located (or show them inserted as properly-sized blocks into another copy of the Gantt Chart) and specify how large should each one be? [+3 pts.] d) What resource buffers are needed and where should they be positioned? [+2 pts.] e) How big should be Project buffer be? [+1 pt.], and what is the total project lead time? [+1 pt.] 3. It is common for activities in projects to run late. What should be DONE when this happens differs between traditional Critical Path Method (CPM) and TOC’s Critical Chain Project Management (CCPM).

The upper-most of the two diagrams that follow is a typical CPM Gantt Chart schedule/layout. The lower of the two diagrams is a typical CCPM schedule (with resource, feeding and project buffers included). a) What is the scheduled START date for CPM (upper chart) activity G20? What is the scheduled FINISH date for CPM (upper chart) activity E20? Explain both of your answers. [+2 pts] b) With the traditional CPM schedule (upper chart): the project has been underway for 34 days (it is the start of Day 35). Activity B20 was delayed (thus, it didn’t start until Day 11) AND that it took 2 days longer than planned.

The Yellow resource working Activity E20 says she is only halfway through with that activity. i. What specific information does this tell you about your project (explain why you’re making this claim)? [1 pt.] ii. What, if you know NOTHING about CCPM and given that you’ve been exposed to MAN 3506 content re: Project Management, do project managers in your shoes have to now do? [1 pt.] c) With TOC’s CCPM schedule (lower chart), what is the scheduled start date for activity E10? [1 pt.] What are all the things that happen if A6 takes twice as long as planned? [2 pts] d) With the TOC-based CCPM schedule (lower chart): the project has been underway for 20 days (it is the start of Day 21). You know that Activities B10 and C10 EACH took 2 days longer than planned and you’ve just been given the news by the yellow resource working activity E10 that she’s still going to need 8 more days to finish!

Is your project’s due date in jeopardy? Explain how you would know or not. [2 pts.] 4. Regarding “the Beer Game’. a) Insert a copy of your completed “beer game’ result. (+.5 pt.) Identify which “link’ in the Beer Game’s supply chain you attempted (or supported for those in the live classes) (+.5 pt.) and describe the problems that you experienced in the first run of “The Beer Game’ simulation you had to do. [+2 pt.] b) State whether you agree with the following assertion or not and explain/defend your answer. “The key to the improve results for the lecture’s Run 2 of the Beer Game was that each link was provided with an accurate forecast of demand.†(+2 pts.). c) In the second ‘run’ of the Beer Game: i. Many people state that a needed improvement is that there be “improved communicationâ€. What specifically should be done to “improve communicationâ€? [+1 pt.] How would this be done by companies in reality? [+1 pt.] ii. You are the distributor in the Beer Game with 20 units in your facility. You have 10 units ready to be delivered and 15 units in the pipeline to BE delivered in another week. You know that the customer this week has bought 25 cases of beer.

How much should you order once you meet demand (explain how to derived that amount)? [+1 pt.] iii. A “buffer’ (one part of the solution for “the Beer Game’) is said to act as a “shock absorber’. Explain how/why that analogy is made and how this demonstrates a key point regarding variation and statistics made on Handout 4 Slide 23. [+2 pts.] 5. You manage inventory for a “Super Center’ take-out deli department that is open 7 days a week. Your best seller is the fried chicken prepared in the store.

You order every four days – and it takes the vendor three days to get your order to the store. Historically, you’ve never sold more than 3 cases of chicken parts per day. Applying the principles of continuous replenishment – and showing/explaining your reasoning: a) What is your time to be reliably replenished? [+3 pts.] b) What would be the appropriate initial buffer size be with the data? [+3 pts.] Use the following scenario for question 6: 6. Doggie Haven produces two models of outdoor pens: Deluxe and Super Duper requiring the work center processing times and materials at the costs shown in the process diagram at the top of the next page. The price charged for a Deluxe model is $80 (demand is for 50 units per week). The price charged for a Super Duper model is $100 (and demand is for 60 units per week). Each work center is staffed by a worker who works only at that workstation and is paid $16 per hour. The plant operates 40 hours per week with no overtime. Overhead costs are $2000 per week. Answer each of the following questions: a) Using the traditional method, which bases decisions solely on a product’s contribution to profits and overhead, what is the optimal product mix? [2 pts.] b) What is the overall profitability of the product mix calculated in item a above? [2 pts.] c) Using the bottleneck-based method, what is the optimal product mix? [2 pts.] c) What is the overall profitability of the product mix calculated in item c above? [2 pts.] X Z X 15 minutes 10 minutes 30 minutes minutes 30 minutes 15 minutes Deluxe Demand = 110 units/week Raw Materials $9 $20/unit Y 20 minutes Purchased Part $6/unit Raw Materials $14 $25/unit Y Z Super Duper Demand = 60 units/week Purchased Part $6/unit BONUS QUESTION(S): Answering these questions correctly or well will earn you a maximum of 5 bonus points. There are no deductions if you do poorly, the “base’ used to calculate your grade for this assignment remains at 50 but any bonus question points you obtain will increase your points eared (the numerator) into which 50 is divided. Bonus Question 1 : A project you’ve scheduled using Critical Chain Project Management (CCPM) has 100 critical chain days planned. It is now day 30 and you have 20 days left in your project buffer. Do you need to intervene or not? Explain WHY you answered as you did using the “fever chart’ provided below. [+2 pts.] BQ 2: (Build a simple two-column table that) contrasts CCPM w/ traditional PERT/CPM, or traditional inventory vs. Pull Distribution (Continuous Replenishment). CAUTION: do NOT simply do a cut/paste from the internet… your answer MUST show me that you understand what is written. And definitely, if you DO some research and find some neat and convenient table or source, you still need to explain the points of contrast. [+3 pts.]

Paper For Above instruction

This comprehensive analysis addresses the integration of project management tools such as Gantt charts, Critical Path Method (CPM), Critical Chain Project Management (CCPM), and Lean principles exemplified in the Beer Game, along with inventory management strategies and product mix optimization. It emphasizes the application of these tools to real-world scenarios, illustrating their importance in effective planning, resource allocation, and problem-solving within supply chains and project environments.

Understanding Gantt Charts and Project Networks

Gantt charts are fundamental tools in project management for visualizing schedules and tracking progress over time. As discussed in Topic 6, they display activities as horizontal bars proportional to their durations, providing clarity on task sequences and overlaps. To illustrate, in the given HW problem, activities such as F, A, D, H, C, B, and G need to be scaled accurately in a Gantt chart by adjusting the length of the bars to reflect their respective durations—ensuring the chart faithfully represents the project timeline.

The process begins by identifying each activity's duration and dependencies to lay out a network diagram. Based on the durations provided (e.g., B = 10 days, H = 20 days, F=8 days), and their precedence relationships, projects managers can determine critical paths—those sequences of activities that directly impact the total project duration. Through a scale drawing, the Gantt chart facilitates project tracking, timeline adjustments, and resource allocation decisions.

Critical Path and Total Project Duration

The critical path consists of activities with zero float—any delay in these tasks will delay the entire project. For the given network, analyzing the sequence of dependencies allows identifying these critical activities. For example, if activity D (28 days) is on the longest path, it likely forms part of the critical path. Calculating total project duration involves summing the durations along this critical path, which provides an estimate of the project's expected completion time.

Critical Chain Method (CCM) and Buffer Management

CCPM extends traditional CPM by incorporating resource constraints and managing uncertainties with buffers. Layout of the project network to determine the critical chain involves consolidating task dependencies while recognizing resource bottlenecks. The critical chain is the longest chain considering resource availability, and buffer sizes—feeding buffers and project buffer—are determined by analyzing variability and dependencies.

For example, for activity D, the critical chain duration includes the activity's own time plus appropriate buffers to protect the project's flow. Resource buffers are inserted at critical resource points to prevent delays, and project buffers account for aggregate uncertainties across the entire project schedule. These buffers act as shocks absorbers, akin to mechanical buffers in a conveyor system, absorbing variability and reducing the risk of delays propagating through the project timeline.

Project Delays and Managing Late Activities

When activities are delayed, traditional CPM responds by revising schedules and focusing on the critical path, often leading to delays in project completion. In contrast, CCPM employs strategic buffers and real-time monitoring, enabling project managers to identify delays early and take corrective actions to protect the overall project delivery date.

For example, a delay in activity B20, which was scheduled to start early and extended beyond its planned duration, would typically impact the project timeline. Under CCPM, if the delay exceeds the buffer, resource buffers and project buffers help contain the issue. Managers then prioritize tasks and adjust buffers accordingly, emphasizing a dynamic response rather than static schedule changes.

Supply Chain Dynamics and the Beer Game

The Beer Game simulation reveals the complexities and oscillations in supply chains driven by delays, misinformation, and lack of coordination. Problems such as the bullwhip effect emerge when each supply chain link reacts to demand signals independently. Effective communication and accurate forecasting serve as critical factors in mitigating these issues.

Participants' experiences in the initial run often highlight the importance of transparency and real-time sharing of demand data. Improving communication—like sharing point-of-sale data or forecasting assumptions—can greatly reduce inventory fluctuations and increase overall system efficiency. The concept of buffers as shock absorbers demonstrates the importance of setting appropriate safety stocks to absorb demand variability.

Inventory Management and Continuous Replenishment

In managing perishable or fast-moving inventory, like fried chicken at a Super Center, timely replenishment is vital. If the store orders every four days, with a three-day lead time, the reliable replenishment cycle is dictated by the maximum demand rate and lead time. Using statistical methods, the initial buffer size should embody the variability in daily demand, ensuring product availability while minimizing excess stock.

Production Optimization – Product Mix and Profitability

Decision-making about product mix relies on analyzing contribution margins, demand, and production constraints. Using traditional methods, the optimal mix is based on maximizing profit contributions per unit of resource consumption, factoring in overhead costs. Alternatively, bottleneck analysis emphasizes the capacity constraints of critical resources to determine which product mix yields the highest throughput. Calculations show that prioritizing the product with the highest contribution per unit time at the bottleneck increases overall profitability.

Project Buffer and When to Intervene

In CCPM, monitoring the project buffer is crucial. If, at day 30 with 20 days remaining, 20 days are still in the buffer, intervention may or may not be necessary depending on the buffer consumption rate. If the buffer consumption rate exceeds the planned rate, early intervention can prevent project overruns. The fever chart displays the buffer usage and trend, providing visual insight into whether corrective actions are needed.

Contrasting CCPM and PERT/CPM, and Inventory Strategies

Compared to traditional PERT/CPM, CCPM focuses more on resource constraints, buffer management, and reducing lead times by eliminating multitasking and applying aggressive project scheduling. The differences include the use of buffers—time buffers in CCPM versus probabilistic estimates in PERT—and the emphasis on constraining resources to optimize flow. Similarly, pull-based inventory systems replace push strategies, reducing excess stocks and aligning replenishment directly with actual demand to minimize variability and waste.

Conclusion

By integrating these project management and supply chain tools—Gantt charts, CPM, CCPM, and Lean principles—managers can optimize project execution, resource utilization, and inventory management. Understanding the dynamics of variability, dependencies, and communication highlights the importance of strategic planning and real-time adjustment in complex systems. These principles are vital for reducing delays, controlling costs, and improving responsiveness in today's fast-paced, interconnected operational environments.

References

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