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Project management precedence diagrams

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9.15 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 10 minutes.
CRIPTION
IMMEDIATE
ECESSORS TIME

IMMEDICATE
ACTIVITY ACTIVITY DESCRIPTION PREDECESSORS TIME
A Attach wheels to tub — 5
B Attach motor to lid — 1.5
C Attach battery pack B 3
D Attach safety cutoff C 4
E Attach filters B 3
F Attach lid to tub A, E 2
G Assemble attachments — 3
H Function test D, F, G 3.5
I Final inspection H 2
J Packing I 2

a) Draw the appropriate precedence diagram for this production line.
b) Assign tasks to workstations and determine how much idle time is present each cycle.
c) Discuss how this balance could be improved to 100%.
d) What is the theoretical minimum number of workstations?

Expanding a Business to a Global Enterprise

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Question (1)
In The New Competition for Global Resources, a special report prepared by the Boston Consulting Group and Wharton, the Triple E threat driving new understandings about the global future, leadership, and competition was defined as “the need to compete with everyone, from everywhere, for everything”.

Answer the following using the case study “PepsiCo India: On the Road to Sustainable Development?”

Define how the shaping and driving forces PepsiCo experienced in India impacted the leadership agenda. In particular, address whether the impact of the forces merely created leadership recognition that situations needed to be fixed or contained in order for the firm to penetrate further into the Indian consumer market, or whether the impact of the forces created a reorientation of the leadership agenda as the PepsiCo mindset changed because of learning about and exploring a complex set of concerns for the future.

Question (2)
In the world of global talent and leadership, define which one or two minds are crucial to the solution of PepsiCo’s dilemma in India. Defend your choice with information in the case study, in Gardner’s text, or in more current articles, you are able to find about PepsiCo’s Asian presence.

Determining the critical path

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Dave Fletcher (see Problem 3.10) was able to determine the activity times for constructing his laser scanning machine. Fletcher would like to determine ES, EF, LS, LF, and slack for each activity. The total project completion time and the critical path should also be determined. Here are the activity times:

ACTIVITY TIME (WEEKS) ACTIVITY TIME (WEEKS)
A 6 E 4
B 7 F 6
C 3 G 10
D 2 H 7

3.10
IMMEDIATE IMMEDIATE
ACTIVITY PREDECESSOR,(S) ACTIVITY PREDECESSOR(S)
A – E B
B – F B
C A G C, E
D A H D, F

Inventory turnover and Total Sales

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Baker Mfg. Inc. (see Table 11.9) wishes to compare its inventory turnover to those of industry leaders, who have turnover of about 13 times per year and 8% of their assets invested in inventory.

a) What is Baker’s inventory turnover?
b) What is Baker’s percent of assets committed to inventory?
c) How does Baker’s performance compare to the industry
leaders?
TABLE 11.9 For Problems 11.5

ARROW DISTRIBUTING CORP.
Net revenue $16,500
Cost of sales $13,500
Inventory $ 1,000
Total assets $ 8,600

BAKER MFG. INC.

Net revenue $27,500
Cost of sales $21,500
Inventory $ 1,250
Total assets $16,600

Evaluating disaster risk

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Johnson Chemicals is considering two options for its supplier portfolio. Option 1 uses two local suppliers. Each has a “unique-event” risk of 5%, and the probability of a “super-event” that would disable both at the same time is estimated to be 1.5%. Option 2 uses two suppliers located in different countries. Each has a “unique-event” risk of 13%, and the probability of a “super-event” that would disable both at the same time is estimated to be 0.2%.

a) What is the probability that both suppliers will be disrupted using option 1?
b) What is the probability that both suppliers will be disrupted using option 2?
c) Which option would provide the lowest risk of a total shutdown?

Analyzing the shipping alternatives

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Monczka-Trent Shipping is the logistics vendor for Handfield Manufacturing Co. in Ohio. Handfield has daily shipments of a power-steering pump from its Ohio plant to an auto assembly line in Alabama. The value of the standard shipment is $250,000. Monczka-Trent has two options: (1) its standard 2-day shipment or (2) a subcontractor who will team drive overnight with an effective delivery of one day. The extra driver costs $175. Handfield’s holding cost is 35% annually for this kind of inventory.

a) Which option is more economical?
b) What production issues are not included in the data presented?