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Question
A project is currently scheduled to be finished on its normal earliest completion date. The project manager has the opportunity to earn a bonus if the project can be completed three weeks ahead of schedule. The increase in project direct costs related to crashing activities would be $40,000. Also, project indirect costs are $15,000 per week. What is the smallest bonus that the project manager should accept if he or she wants to avoid increasing overall project costs?
A) less than or equal to $5,000
B) greater than $5,000 but less than or equal to $10,000
C) greater than $10,000 but less than or equal to $15,000
D) greater than $15,000
Answer
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Related questions
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$3 3
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Complete the following MPS Record
Q:
Consider the MPS, BOM, and inventory data shown.
Master Production Schedule:
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1
2
3
4
5
6
7
8
9
10 Finished Item A MPS Start
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Q:
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Q:
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1
2
3
4
5
6 Requirement
7
8
9
11
12
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Q:
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Q:
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Q:
Develop a process chart for one of the following:
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2) Managing, developing and completing a team project for a Finance (or other) class
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Q:
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17
Q:
Job
Process Time (days)
Due Time (days)
Days Since Arrival A
2
7
12 B
8
16
9 C
4
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8 D
10
17
5 E
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12
18
2 Use the information in the preceding table and sequence the six jobs using FCFS and EDD. The jobs are listed in the order of their arrival. Calculate the average flow time and average past due. It is now time zero.
Q:
The estimated time to produce the first unit is 100 hours. If a 90 percent learning rate is applicable, what is the estimated time of producing the first ten units? Refer to the copy of Table I.1 appended to this exam.
Q:
A single-sampling plan by attributes is needed for a purchased component. Table G.1 is appended to this exam.
Sample size = 80
Acceptance number (c) = 1
Acceptance quality level (AQL) = 0.02
Lot tolerance proportion defective (LTPD) = 0.06
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Q:
Refer to the bank process model. The bank's process improvement group has developed a number of process and technology changes that will improve the Teller's process rate per customer from a mean of 3.0 minutes to 2.5 minutes (standard deviation remains at 0.5 minutes). The Bank Manager wants to determine if the improved process rate, along with the special promotion for new customers, will allow the "arrive and immediately leave" rate and average customer wait time in line achieved to still be met (12% balk rate, 9.95 minutes in line). If so, the manager will implement the process and technology changes and allow the special promotion to proceed. Using SimQuick, estimate the new arrive and immediately leave rate and average time in line. What decision should the manager make?
Q:
Walter White must satisfy an annual demand of 50,000 pounds per year. The setup cost for each batch is $6,500 and once the setup is complete, the product may be produced at the rate of 1800 pounds per day. There is a holding cost of $15 per unit per year and the plant operates on a 350-day production year. How big should the production batch be and how long (in days) will it take to produce the batch?
Q:
SimQuick is to be used to simulate the following bank process: Customers arrive at the Entrance Door of the bank with an average time between arrivals of 2.5 minutes. The Line Buffer holds 6 customers. If a customer arrives and the buffer line is filled, the customer leaves. The Work Station Teller's processing time per customer is normally distributed, with a mean of 3.0 minutes and a standard deviation of 0.5 minutes. The Served Customer Buffer in the flowchart is used to count the number of customers processed during the simulation period. A 2-hour period is to be simulated and the simulation should be repeated 30 times. Determine:
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c) The utilization of the teller (% of time working) during the 2-hour period;
Q:
What is degeneracy in the context of linear programming? Why is degeneracy a concern?
Q:
Construct a 3-sigma and R-chart for the length in centimeters of a part from the following table. Sample #
Observation 1
Observation 2
Observation 3
Observation 4 1
0.486
0.499
0.493
0.511 2
0.499
0.506
0.516
0.494 3
0.496
0.5
0.515
0.488 4
0.495
0.506
0.483
0.487 5
0.472
0.502
0.526
0.469 6
0.473
0.495
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0.493 7
0.495
0.512
0.49
0.471 8
0.525
0.501
0.498
0.474 9
0.497
0.501
0.517
0.506 10
0.495
0.505
0.516
0.511
Q:
The three-person crew worked their way through the neighborhood, testing doorknobs and windows and slipping past security systems like a team of ninjas. Of course, they weren't ninjas, but a crew of brazen burglars, hoping to grab cash and other valuables to fence at the next level of their supply chain. Fortune smiles on them on this day in the prestigious Edmond Oaks neighborhood. A lawn maintenance crew is creating a tremendous racket mowing and edging lawns, which completely drowns out the sounds of breaking glass. Details of the day's haul appear in Table C.
a. What is the multifactor productivity?
b. What is the labor productivity?
Table C: The Haul ITEM
SALES PRICE
LABOR
MATERIAL Krugerrand
$1,500
1 hr
$2 Flat screen TV
$250
.25
$1 $200 cash
$200
.05
$45 Lava lamp
$5
.15
$25 Rolex watch
$180
.10
$1 Workers are paid at a flat rate of 20% of the sales price of the merchandise. Materials cost
represents the cost of gasoline and surgical gloves, and overhead is 20% of the sales price of
the merchandise.
Q:
Consider this list of jobs that have just arrived and are ready for processing. They all require processing first on machine 1 and then on machine 2. Both machines are now idle. Develop a schedule that minimizes makespan and calculate this makespan time. Now assume that each job can be split into two jobs, each having half the duration on both machine 1 and machine 2. Using the original sequence that minimized average flow time, calculate the flow times for all split jobs What is the effect of this new schedule on the average flow time for these split jobs? Job
Machine 1
Machine 2 1
14
6 2
11
12 3
16
14 4
12
8 5
22
9 6
13
15 7
10
12 8
8
13