Nestl\u00e9<\/a><\/p>\n The companies highlighted in this section are two of the most recognizable global brands. To remain competitive, they must be able to compete on a global scale. Explore both sites.<\/p>\n 1. What is Coca-Cola\u2019s mission? How dedicated are they to competing globally? What are they doing to make it a reality?<\/p>\n 2. Where in Europe, Africa, and Asia does Nestl\u00e9 have operations? How many factories do they have in Spain and Thailand? Why does Nestl\u00e9 have multiple facilities in a single country?<\/p>\n 3. How well have these two companies performed financially? Does this relate to their global approach to business?<\/p>\n Refer to the Short Paper\/Case Study Rubric document in the Assignment Guidelines and Rubrics section.<\/p>\n <\/p>\n <\/p>\n Complete the following problems: Chapter 1: Problems 1-4.<\/p>\n For additional details, please refer to the Homework Rubric document in the Assignment Guidelines and Rubrics section of the course.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Modue 2<\/p>\n <\/p>\n Complete the following problems from Chapter 2: Problems 5,7,8 and Problems 21-24.<\/p>\n For additional details, please refer to the Homework Rubric document in the Assignment Guidelines and Rubrics section of the course.<\/p>\n Module 3<\/p>\n <\/p>\n Short Paper: Process Strategy<\/p>\n Androsia manufactures batik fabrics in a labor intensive, low-volume process on the island of Andros. The Hershey tour shows how cocoa beans are processed into chocolate using a high-volume, line process.<\/p>\n 1. Which process design strategy does each use?<\/p>\n 2. Why would the two processes be configured differently?<\/p>\n 3. What process management issues in one facility not be a problem in the other?<\/p>\n 4. What competitive priorities are important for each?<\/p>\n 5. How does the way they configuer facilities allow them to be competitivet?<\/p>\n Refer to the Short Paper\/Case Study Rubric in the Assignment Guidelines and Rubrics section .<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Complete the following problems from Chapter 4: Problem 23,24 <\/p>\n <\/p>\n <\/p>\n Module 4<\/p>\n <\/p>\n <\/p>\n <\/p>\n Visit the site The Boeing Company<\/a>.<\/p>\n To explore Boeing\u2019s relationship with its suppliers and its efforts to reduce inventories, maintain quality, regulatory compliance, and competiveness; go to their web site. Review the items on the website, specifically \u201cSuppler Quality\u201d, \u201cTerms and Conditions\u201d, and \u201cBecoming a Supplier\u201d.<\/p>\n Close supplier relations are essential for reducing costs and inventories. What aspects of Boeing\u2019s supplier relations program specifically address reduce inventories; maintain quality, regulatory compliance, and competiveness? How do planning and scheduling, ordering, and logistics come into play when running with minimal amounts of inventory<\/p>\n Refer to the Short Paper\/Case Study Rubric in the Assignment Guidelines and Rubrics section .<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Complete the following problems: Chapter 12: Problems 3-5.<\/p>\n For additional details, please refer to the Homework Rubric document in the Assignment Guidelines and Rubrics section of the course.<\/p>\n <\/p>\n <\/p>\n <\/p>\n Module 5<\/p>\n <\/p>\n <\/p>\n Considerable success has been achieved by companies practicing TQM. What are the major hurdles to continuing quality improvements that manufacturers and service providers face? Support your reasoning with real-world examples.<\/p>\n For additional details, please refer to the Short Paper\/Case Study document in the Assignment Guidelines and Rubrics section of the course.<\/p>\n <\/p>\n <\/p>\n <\/p>\n Complete the following problems: Chapter 5: Problems 4, 5a, 11 and 17.<\/p>\n For additional details, please refer to the Homework Rubric document in the Assignment Guidelines and Rubrics section of the course.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Module 6<\/p>\n <\/p>\n <\/p>\n Mid-term Exam<\/p>\n Operations Management<\/p>\n QSO 600 Operations Management<\/p>\n The mid-term exam consists of five essay and two problem questions. Answer all the questions.<\/p>\n Essay Questions:<\/strong><\/p>\n There is no set length for answers; students may be as verbose or brief as they feel necessary to cover the question. Use this same exam document for your answers, placing them below each question.<\/p>\n Problem Questions:<\/strong><\/p>\n Make sure to show all your work to get full credit. The instructor needs to know the formulas and calculations you used to get to your final answer. You can do part of the exam in Excel and Paste your Excel work into this document.<\/p>\n File Convention:<\/strong><\/p>\n File name for the exam attachment to be<\/p>\n studentlastname-finalexam (Be sure there are no spaces)<\/p>\n Be sure to put your name on the exam paper.<\/p>\n Note:<\/strong> You may use the text and any other materials. You are NOT to work with anyone else including other students in completing the exam nor discuss it with them.<\/p>\n <\/p>\n Essay Questions<\/strong><\/p>\n Question 1:<\/strong>You are designing a grocery delivery business. Via the Internet, your company will offer staples and frozen foods in a large metropolitan area and then deliver them within a customer-defined window of time. You plan to partner with two major food stores in the area. What should be your competitive priorities and what capabilities do you want to develop in your own core and support processes?<\/p>\n \u00b7 Is it possible for a project to have more than one critical path? Discuss the implications of such a situation with respect to each of the following aspects:<\/p>\n \u00b7 Project risk<\/p>\n \u00b7 Total available slack<\/p>\n \u00b7 Resource dependencies<\/p>\n \u00b7 Responsibilities of the project manager<\/p>\n Question 2:<\/strong>A flow chart helps us see all of the steps in a process, which in turn help us improve the process. It also helps us identify and eliminate any redundant steps in a process. Read the introduction to and the example of a flow chart on the following webpage:<\/p>\n Select ONE real-world service process (for example, at a bank, at a movie theatre, at a theme park, etc.), and draw a flow chart for that process in MS Word. How can this process be improved by eliminating any redundant steps of the process and\/or simply improving some of the specific steps? What you are asked to do here is called Process Mapping and is done by operations managers all the time!<\/p>\n Question 3:<\/strong>Complete additional investigation on the JIT and EOQ models. Discuss which of the two inventory models is better and why: Economic Order Quantity or Just-in-Time?<\/p>\n Question 4:<\/strong>Are quality management practices similar in manufacturing and service companies? How do they differ? Explain your answers.<\/p>\n Problem Questions<\/strong><\/p>\n Question 5:<\/strong>The ABC Company has a large order for special uniforms to be used in an urgent operation. Working the normal two shifts of 40 hours each per week, the ABC production process usually produces 2, 500 uniforms per week at a standard cost of $120 each. Seventy employers work the first shift and 30 the second. The contract price is $200 per uniform. Because of the urgent need, ABC is authorized to sue around-the-clock production, six days per week. When each of the two shifts work 72 hours per week, production increases to 4,000 uniforms per week but at a cost of $144 each.<\/p>\n Question 6:<\/strong>At ZYZ Company, a custom manufacturer of printed circuit boards, the finished boards are subjected to a final inspection prior to shipment to its customers. As XYZ\u2019s quality assurance manager, you are responsible for making a presentation to management on quality problems at the beginning of each month. Your assistant has analyzed the reject memos for all the circuit boards that were rejected during the past month. He has given you a summary statement listing the reference number of the circuit board and the reason for rejection from one of the following categories:<\/p>\n A= Poor electrolyte coverage<\/p>\n B=Improper lamination<\/p>\n C= Low copper plating<\/p>\n D= Plating separation<\/p>\n E= Improper etching<\/p>\n For 50 circuit boards that had been rejected last month, the summary statement showed the following:<\/p>\n C B C C D E C C B A D A C C C B C A C D C A C C B<\/p>\n A C A C B C C A C A A C C D A C C C E C C A B A C<\/p>\n \u00b7 Prepare a tally sheet (or checklist) of the different reasons for rejection.<\/p>\n \u00b7 Develop a Pareto chart to identify the more significant types of rejection.<\/p>\n \u00b7 Examine the causes of the most significant type of defect, using a cause-and-effect diagram.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Module 7<\/p>\n <\/p>\n <\/p>\n <\/p>\n Read theLocation Selection through Integrated Systems Management<\/a>article. Define Integrated Systems Management in your own words and discuss the application of the 3 stages of facility location to the company that you work for or a company that you know of:<\/p>\n For additional details, please refer to the Short Paper\/Case Study Rubric document in the Assignment Guidelines and Rubrics section of the course.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Complete the following problems: Chapter 11: Problems 2,3.<\/p>\n For additional details, please refer to the Homrework Rubruc document in the Assignment Guidelines and Rubrics section of the course.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Module 8<\/p>\n <\/p>\n <\/p>\n <\/p>\n Visit the following sites:<\/p>\n Explore the UPS site. Be sure to look specifically at the UPS Jobs site.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n 8-4 Problem Sets<\/a><\/p>\n Complete the following problems: Chapter 15: Problems 10,11,12,14,15.<\/p>\n For additional details, please refer to the Homework Rubric document in the Assignment Guidelines and Rubrics section of the course.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Module 9<\/p>\n <\/p>\n <\/p>\n Visit the site:Schwinn<\/a>. In order to explore Schwinn Bicycle Co.\u2019s use of part commonality in its bike lines, go to their site and click on \u201cBicycles\u201d. Under the \u201cProducts\u201d menu click on a bike style that interests you. Choose a bike style of your liking and review the different models. Scroll down and view the components and specifications that make up each model. Pay particular attention to the amount of part commonality between models.<\/p>\n For additional details, please refer to the Short Paper\/Case Study document in the Assignment Guidelines and Rubrics section of the course.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n 9-4 Problem Sets<\/a><\/p>\n Complete the following problems: Chapter 16: Problems 21-25.<\/p>\n For additional details, please refer to the Homework Rubric document in the Assignment Guidelines and Rubrics section of the course.<\/p>\n <\/p>\n <\/p>\n <\/p>\n Module 10<\/p>\n <\/p>\n Visit the site:Wheaton, IL Sanitary District<\/a>. This tour of a wastewater treatment plant is an example of a high-volume, public project.<\/p>\n For additional details, please refer to the Short Paper\/Case Study Rubric document in the Assignment Guidelines and Rubrics section of the course.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n 10-5 Problem Sets<\/a><\/p>\n Complete the following problems: Chapter 7: Problems 3, 4, 10, 12, 16.<\/p>\n For additional details, please refer to the Homework Rubric document in the Assignment Guidelines and Rubrics section of the course.<\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n Module 11 final<\/p>\n <\/p>\n <\/p>\n <\/p>\n Question<\/p>\n Final Exam<\/p>\n Operations Management<\/p>\n QSO 600 Operations Management<\/p>\n The final exam consists of five essay and eight problem questions. Answer all the questions.<\/p>\n Essay Questions:<\/strong><\/p>\n There is no set length for answers; students may be as verbose or brief as they feel necessary to cover the question. Use this same exam document for your answers, placing them below each question.<\/p>\n Problem Questions:<\/strong><\/p>\n Make sure to show all your work to get full credit. The instructor needs to know the formulas and calculations you used to get to your final answer. You can do part of the exam in Excel and Paste your Excel work into this document.<\/p>\n File Convention:<\/strong><\/p>\n File name for the exam attachment to be<\/p>\n studentlastname-finalexam (Be sure there are no spaces)<\/p>\n Be sure to put your name on the exam paper.<\/p>\n Note:<\/strong>You may use the text and any other materials. You are NOT to work with anyone else including other students in completing the exam nor discuss it with them.<\/p>\n <\/p>\n Essay Questions<\/strong><\/p>\n 1. What is operations management? Why is it important? Is a good knowledge of operations management more important in service or manufacturing industries? Explain your answer.<\/p>\n 2. Discuss the use of PERT\/CPM techniques for managing projects. Describe what PERT\/CPM does. Discuss advantages and disadvantages of using it. What other techniques might you choose to manage your project?<\/p>\n 3. What are economies of scale in a manufacturing plant? Do they continue forever? What are diseconomies of scale? How might you decide the optimal size of a plant?<\/p>\n 4. What, in your opinion are the 3 most important issues in supply chain management. Discuss why you think these are the key issues.<\/p>\n 5. Discuss why (or if) inventories are necessary. What are the benefits of inventories? What are the disadvantages of holding inventories?<\/p>\n <\/p>\n Problem Questions<\/strong><\/p>\n 1. Thermostats are subjected to rigorous testing before they are shipped to air conditioning technicians around the world. Results from the last five samples are shown in the table. Draw and R Chart and an x-bar chart. Based on the charts, is the process under control? (20 Points)<\/p>\n Answer 1:<\/strong><\/p>\n 2. A professor records the number of students who complain each week throughout the semester. If the class size is forty students, what are 3-sigma control limits for this class? Construct a control p-chart and interpret the data. Is the process in control? (20 points)<\/p>\n Answer 2:<\/strong><\/p>\n 3. A department store chain is designing a layout for a new store. The store manager wants to provide as much convenience as possible for her customers. Based on historical data, the number of trips between departments per hour is given in the following closeness matrix. A block plan showing a preliminary layout is also shown.<\/p>\n 1\/O 2\/S 3\/H 4\/T 5\/A 6\/E<\/p>\n 1. Office Supplies (O) \u2014 40 100 50 20 10<\/p>\n 2. Sporting Goods (S) \u2014 100 80 60 80<\/p>\n 3. Hardware (H) \u2014 70 100 50<\/p>\n 4. Toys (T) \u2014 70 90<\/p>\n 5. Automotive (A) \u2014 60<\/p>\n 6. Electronics (E) \u2014<\/p>\n 3. HARDWARE<\/strong><\/p>\n<\/td>\n<\/tr>\n Customer travel between departments is restricted to the aisles shown in the block plan as dotted lines.<\/p>\n CALCULATIONS TABLE<\/strong>:<\/p>\n Complete the calculations and fill in the table above. Based on the table above answer the following questions.<\/p>\n a) What is the total expected weighted-distance score between Office Supplies and Hardware? (4 points)<\/p>\n b) What is the total weighted-distance score between Hardware and Toys? (4 points)<\/p>\n c) What is the total weighted-distance score for the entire store? (4 points)<\/p>\n d) A suggestion has been made to switch Hardware and Automotive. What would the total weighted-distance score for the entire store if these two departments were switched? (4 points)<\/p>\n e) Based on your calculations, would you recommend that Hardware and Automotive be switched? (4 points)<\/p>\n Answer 3:<\/strong><\/p>\n 4. Balance the assembly line for the tasks contained in the table. The desired output is 240 units per day. Available production time per day is 480 minutes.<\/p>\n a) What is the desired Cycle time in seconds? (4 points)<\/p>\n b) What is the theoretical minimum number of stations? (4 points)<\/p>\n c) Use trial and error to work out a solution in the table below. Your efficiency should be at least 90%. (10 Points)<\/p>\n Time (Sec)<\/p>\n<\/td>\n d) Calculate the efficiency of your solution. (2 points)<\/p>\n Answer 4:<\/strong><\/p>\n 5. A manufacturer\u2019s research and development center must expand by building a new facility. The search has been narrowed to five locations, all of which are acceptable to management. The assessment of these sites is being made on the basis of the five subjective location factors that follow. Management has agreed to use a five-point scale (Excellent = 5, and Poor = 1) to quantify and compare their subjective opinions about the relative goodness of the sites. The weight reflects the importance of each factor in the decision.<\/p>\n Calculate the weighted score for each alternative. Which location would you recommend?(15 points)<\/p>\n Answer 5:<\/strong><\/p>\n 6. Complete the following MPS Record (15 points)<\/p>\n Answer 6:<\/strong><\/p>\n 7. Use the bill of materials and inventory records to determine the quantity of purchased items necessary to assemble 20 end items if the manufacturer uses lot-for-lot ordering. There are no end items currently on hand, and none of the components have any scheduled receipts. (20 points)<\/p>\n\n
For additional details, please refer to the Homework Rubric document in the Assignment Guidelines and Rubrics section of the course.<\/p>\n\n
\n
7-3 Short Paper: Integrated Systems Management<\/h3>\n
\n
8-3 Short Paper: Aggregate Planning Strategies<\/h3>\n
\n
\n
9-3 Short Paper: MRP Benefits<\/h3>\n
\n
10-4 Short Paper: Constraint Management<\/h3>\n
\n
\n\n
\n <\/td>\n \n Observations<\/h6>\n<\/td>\n<\/tr>\n
\n Sample<\/strong><\/td>\n \n 1<\/h6>\n<\/td>\n
\n 2<\/h6>\n<\/td>\n
\n 3<\/h6>\n<\/td>\n
\n 4<\/h6>\n<\/td>\n
\n 5<\/h6>\n<\/td>\n<\/tr>\n
\n 1<\/strong><\/td>\n 73.5<\/td>\n 70.8<\/td>\n 72.2<\/td>\n 73.6<\/td>\n 71.0<\/td>\n<\/tr>\n \n 2<\/strong><\/td>\n 71.3<\/td>\n 71.0<\/td>\n 73.1<\/td>\n 72.7<\/td>\n 72.2<\/td>\n<\/tr>\n \n 3<\/strong><\/td>\n 70.0<\/td>\n 72.6<\/td>\n 71.9<\/td>\n 72.4<\/td>\n 73.3<\/td>\n<\/tr>\n \n 4<\/strong><\/td>\n 71.1<\/td>\n 70.6<\/td>\n 70.3<\/td>\n 74.2<\/td>\n 73.6<\/td>\n<\/tr>\n \n 5<\/strong><\/td>\n 70.8<\/td>\n 70.7<\/td>\n 70.7<\/td>\n 73.5<\/td>\n 71.1<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n \n\n
\n Week number<\/td>\n Complaints<\/td>\n<\/tr>\n \n 1<\/td>\n 5<\/td>\n<\/tr>\n \n 2<\/td>\n 2<\/td>\n<\/tr>\n \n 3<\/td>\n 7<\/td>\n<\/tr>\n \n 4<\/td>\n 1<\/td>\n<\/tr>\n \n 5<\/td>\n 3<\/td>\n<\/tr>\n \n 6<\/td>\n 2<\/td>\n<\/tr>\n \n 7<\/td>\n 8<\/td>\n<\/tr>\n \n 8<\/td>\n 1<\/td>\n<\/tr>\n \n 9<\/td>\n 3<\/td>\n<\/tr>\n \n 10<\/td>\n 5<\/td>\n<\/tr>\n \n 11<\/td>\n 4<\/td>\n<\/tr>\n \n 12<\/td>\n 6<\/td>\n<\/tr>\n \n 13<\/td>\n 3<\/td>\n<\/tr>\n \n 14<\/td>\n 1<\/td>\n<\/tr>\n \n 15<\/td>\n 4<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n \n\n
\n <\/td>\n<\/tr>\n \n <\/td>\n ![\"\"](\"\/Users\/praneel\/AppData\/Local\/Temp\/msohtmlclip1\/01\/clip_image001.gif\")
<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n![\"\"](\"\/Users\/praneel\/AppData\/Local\/Temp\/msohtmlclip1\/01\/clip_image002.gif\")
<\/strong>Closeness Factors (Trips per hour)<\/strong><\/p>\n\n\n
\n <\/td>\n<\/tr>\n \n <\/td>\n ![\"\"](\"\/Users\/praneel\/AppData\/Local\/Temp\/msohtmlclip1\/01\/clip_image003.gif\")
<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n\n\n
\n 1. OFFICE SUPPLIES<\/strong><\/p>\n ![\"\"](\"\/Users\/praneel\/AppData\/Local\/Temp\/msohtmlclip1\/01\/clip_image004.gif\")
<\/p>\n<\/td>\n1. ![\"\"](\"\/Users\/praneel\/AppData\/Local\/Temp\/msohtmlclip1\/01\/clip_image005.gif\")
SPORTING GOODS<\/strong><\/td>\n\n \n\n
\n \n \n\n
\n <\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n \n 4. TOYS<\/strong><\/td>\n 5. AUTOMOTIVE<\/strong><\/td>\n 6.<\/strong><\/strong>ELECTRONICS<\/strong><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n \n\n
\n Dept. Pair<\/strong><\/td>\n Closeness Factor (<\/strong>w<\/strong><\/em>)<\/strong><\/td>\n Original Distance (<\/strong>dO<\/sub><\/strong><\/em>)<\/strong><\/td>\n w\u00b4 dO<\/sub><\/strong><\/em><\/td>\n Revision #1 Distance (d1<\/sub>)<\/strong><\/td>\n w\u00b4 d1<\/sub><\/strong><\/em><\/td>\n<\/tr>\n \n 1 \u2013 2<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 1 \u2013 3<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 1 \u2013 4<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 1 \u2013 5<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 1 \u2013 6<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 2 \u2013 3<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 2 \u2013 4<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 2 \u2013 5<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 2 \u2013 6<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 3 \u2013 4<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 3 \u2013 5<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 3 \u2013 6<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 4 \u2013 5<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 4 \u2013 6<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n 5 \u2013 6<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n TOTAL<\/strong><\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n \n\n
\n Work Element<\/td>\n Time (Sec.)<\/td>\n Immediate Predecessor(s)<\/td>\n<\/tr>\n \n A<\/td>\n 40<\/td>\n \u2014<\/td>\n<\/tr>\n \n B<\/td>\n 45<\/td>\n \u2014<\/td>\n<\/tr>\n \n C<\/td>\n 55<\/td>\n A<\/td>\n<\/tr>\n \n D<\/td>\n 55<\/td>\n B<\/td>\n<\/tr>\n \n E<\/td>\n 65<\/td>\n B<\/td>\n<\/tr>\n \n F<\/td>\n 40<\/td>\n C,D<\/td>\n<\/tr>\n \n G<\/td>\n 25<\/td>\n D,E<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n \n\n
\n Station<\/td>\n Candidates<\/td>\n Choice<\/td>\n Work-Element<\/p>\n Cumulative Time (Sec)<\/td>\n Idle Time<\/td>\n<\/tr>\n \n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n \n\n
\n <\/td>\n <\/td>\n Locations<\/strong><\/td>\n<\/tr>\n \n Factor<\/strong><\/td>\n Weight<\/strong><\/td>\n A<\/strong><\/td>\n B<\/strong><\/td>\n C<\/strong><\/td>\n D<\/strong><\/td>\n E<\/strong><\/td>\n<\/tr>\n \n Labor climate<\/td>\n 0.30<\/td>\n 4<\/td>\n 2<\/td>\n 1<\/td>\n 4<\/td>\n 2<\/td>\n<\/tr>\n \n Proximity to markets<\/td>\n 0.30<\/td>\n 5<\/td>\n 3<\/td>\n 3<\/td>\n 4<\/td>\n 4<\/td>\n<\/tr>\n \n Quality of life<\/td>\n 0.15<\/td>\n 1<\/td>\n 3<\/td>\n 2<\/td>\n 1<\/td>\n 5<\/td>\n<\/tr>\n \n Proximity to suppliers<\/td>\n 0.15<\/td>\n 2<\/td>\n 5<\/td>\n 3<\/td>\n 4<\/td>\n 3<\/td>\n<\/tr>\n \n Taxes<\/td>\n 0.10<\/td>\n 4<\/td>\n 4<\/td>\n 4<\/td>\n 1<\/td>\n 3<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n \n\n
\n Lot Size<\/td>\n 130<\/td>\n <\/td>\n<\/tr>\n \n Lead Time<\/td>\n 1<\/td>\n <\/td>\n<\/tr>\n \n Quantity on Hand<\/td>\n 45<\/td>\n 1<\/td>\n 2<\/td>\n 3<\/td>\n 4<\/td>\n 5<\/td>\n 6<\/td>\n 7<\/td>\n 8<\/td>\n 9<\/td>\n 10<\/td>\n<\/tr>\n \n Forecast<\/td>\n 25<\/td>\n 25<\/td>\n 25<\/td>\n 25<\/td>\n 50<\/td>\n 50<\/td>\n 50<\/td>\n 50<\/td>\n 40<\/td>\n 20<\/td>\n <\/td>\n<\/tr>\n \n Customer Orders (booked)<\/td>\n 30<\/td>\n 20<\/td>\n 5<\/td>\n 8<\/td>\n <\/td>\n 2<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n Projected On-Hand Inventory<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n MPS Quantity<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n MPS start<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n \n Available to Promise Inventory<\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n <\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n
![\"\"](\"\/Users\/praneel\/AppData\/Local\/Temp\/msohtmlclip1\/01\/clip_image006.gif\")
<\/p>\n![\"\"](\"\/Users\/praneel\/AppData\/Local\/Temp\/msohtmlclip1\/01\/clip_image007.gif\")
<\/td>\n","protected":false},"excerpt":{"rendered":"