Heizer operation management solution pdf by solutions manual for operations management sustainability and supply chain management 12th edition heizer. Operations Management Solution Manual (Chapter 12) Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. If you continue browsing the site, you agree to the use of cookies on this website. Operations Management Heizer Render Solution Manual operations management, 2013, jay h. Heizer, barry render. - principles of operations management.
3 Instant download and all chapters Solutions C H A P TManual E R Operations Management 11th Edition Jay Heizer, Barry Render 1th-edition-jay-heizer-barry-render/ Project Management DISCUSSION QUESTIONS 1. There are many possible answers. Project management is needed in large construction jobs, in implementing new information systems, in new product development/marketing, in creating a new assembly line, and so on. Project organizations make sure existing programs continue to run smoothly while new projects are successfully completed.
Any late start or extension of an activity on the critical path will delay the completion of the project. To crash an activity, the project manager would pay money to add resources (overtime, extra help). Activity times used in PERT are assumed to be described by a Beta probability distribution. Given optimistic (a), pessimistic (b), and most likely (m), completion times, average or expected time is given by: 3.
The three phases involved in managing a large project are planning, scheduling, and controlling. PERT and CPM help answer questions relating to which task elements are on (or likely to be on) the critical path and to probable completion times for the overall project. Some specific questions include: When will the entire project be completed? Which are the critical activities or tasks in the project; that is, the activities that will delay the entire project if completed behind schedule? Which are the noncritical activities; that is, those that can run behind schedule without delaying the whole project? How far behind schedule can these activities run without disrupting the completion time?
What is the probability that the project will be completed by a specific date? At any particular date, is the project on schedule, behind schedule, or ahead of schedule? On any given date, is the money spent equal to, less than, or greater than the budgeted amount? Are there enough resources available to finish the project on time?
If the project is required to be finished in a shorter amount of time, what is the least-cost way to accomplish this? WBS is a hierarchical subdivision of effort required to achieve an objective. It defines a project by breaking it down into manage-able parts and even finer subdivisions. A Gantt chart is a visual device that shows the duration of tasks in a project. It is a low-cost means of ensuring that (1) all activities are planned for, (2) their order of performance is planned for, (3) the activity times are recorded, and (4) the overall project time is developed.
The difference between AOA and AON is that activities are shown on arrows in the former and on the node in the latter. We primarily use AON in this chapter. T= a + 4m + b 6 and the variance by: (b − a ) Variance = 6 2 11. Early start (ES) of an activity is the latest of the early finish times of all its predecessors. Early finish (EF) is the early start of an activity plus its duration. Late finish (LF) of an activity is the earliest of the late start times of all successor activities. Late start (LS) of an activity is its late finish less its duration.
The critical path is the shortest time possible for the completion of a series of activities, but that shortest time is the longest path through the network. Only the longest path allows time for all activities in the series; any smaller amount will leave activities unfinished. Dummy activities have no time duration.
They are inserted into a AOA network to maintain the logic of the network, such as when two activities have exactly the same beginning and ending events. A dummy activity is inserted with one of them so that the computer software can handle the problem. They are (1) optimistic time estimate (a), an estimate of the minimum time an activity will require; (2) most likely time estimate (m), an estimate of the normal time an activity will require; and (3) pessimistic time estimate (b), an estimate of the maximum time an activity will require. In networks, there is no possibility that crashing a noncritical task can reduce the project duration. Only critical tasks offer the possibility of reducing path length.
However, other criteria for crashing may exist: for instance, skills required in one of the activities may also be needed elsewhere. Total PERT project variance is computed as the sum of the variances of all activities on the critical path. CHAPTER 3 PROJECT M ANAGEM ENT 13 17.
Slack: the amount of time an activity can be delayed and not affect the overall completion time of the whole project. Slack can be determined by finding the difference between the earliest start time and the latest start time, or the earliest finish time and the latest finish time for a given activity. In every case, quality project management means open communication, realistic timetables, good staff, and use of software like MS Project to build and maintain a schedule. Bidding on a contract with a schedule that is not feasible may be unethical as well as poor business. If there are a sufficient number of tasks along the critical path, we can assume that project completion time is described by a normal probability distribution with mean equal to the sum of the expected times of all activities on the critical path and variance equal to the sum of the variances of all activities on the critical path.
ACTIVE MODEL EXERCISE. ACTIVE MODEL 3.1: Gantt Chart The fundamental assumption required is that the number of activities on the critical path is large enough that the mean of the sum of the Beta distributions is distributed approximately as the normal distribution. Both A and H are critical activities. Describe the difference between what happens on the graph when you increase A vs. Increasing H.
When you increase H, it is the only task to change on the chart. However, when you increase A then all critical tasks move to the right and the slack for the noncritical tasks increases. Widely used project management software include’s MS Project, MacProject, Primavera, Mind View, HP Project, and Fast Track.
Activity F is not critical. By how many weeks can you increase activity F until it becomes critical? 6 weeks ETHICAL DILEMMA 3. Activity B is not critical.
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By how many weeks can you increase activity B until it becomes critical? What happens when B becomes critical? Activity D also becomes critical. Large projects with time/cost overruns are not uncommon situations in the world of project management. Why do MIS projects commonly sport 200–300% cost overruns and completion times twice those projected?
Why do massive construction projects run so late and so overbudget? Students are expected to read about such projects and come up with explanations, especially related to ethics. In the case of MIS projects, long software development tasks are almost doomed to failure because of the changes in technology and staff that take place. It’s a necessity to break large projects down into smaller 3- to 6-month modules or pieces that are self-contained. This protects the organization from a total loss should the massive project never be completed.
What happens when you increase B by 1 more week after it becomes critical? Activities A, C, and E become noncritical, and the project takes 1 additional week. Suppose that building codes may change and, as a result, activity B would have to be completed before activity C could be started.
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How would this affect the project? Activity B becomes critical, and the project takes 1 additional week. Active Model 3.1 appears on our Web sites, at www.pearsonhighered.com/heizer and www.myomlab.com. 14 CHAPTER 3 P R O J E C T M A N A G E M E N T END-OF-CHAPTER PROBLEMS 3.1 Some possible Level 3(a) and Level 4(b) activities for the house appear for each Level 2 activity below.