Question

1 (500 words)

Why is it good or bad to operate

an IT support services system (help desk) on a strictly,
first-come,

first-served basis?

Question

1a (500 words)

Explain how higher quality can

lead to lower costs.

Question

2

Barbara Herdman is the manager of

the marketing research department of J.E. Hall, Inc. She
recently collected

demand data for the last six years of a special product and
then asked one of

her associates, Mr. Brown, to forecast the data for the same
past six years

using the sales force composite method. The following data
provide the details

for Mr. Brown’s forecast:

Year

Actual

demand

Mr.

Brown’s forecast

1

490

492

2

510

503

3

535

512

4

560

578

5

590

580

6

630

620

Complete

the following:

Forecast the demand for the

seventh year using the exponential smoothing method with
alpha = 0.4. Show

all details clearly. Use the initial forecast for the first
year (492).

Which of the above methods is

more accurate using mean absolute deviation (MAD) criteria?

Barbara performed a regression

analysis on the six-year data and established the following
equation:

Demand = 456 + 28x(t) where t is the code for the year (t

= 1, 2, 3, 4, 5, or 6)

Forecast the demand for the seventh year using Barbara’s equation above.

Question

3

During registration at a university,

students have their courses approved by the adviser. It takes
the adviser an

average of 2.8 minutes (exponentially distributed) to approve
each schedule,

and students arrive at the adviser’s office at the rate of 20
per hour (Poisson

distributed).

Complete

the following:

Compute the average time a

student spends in the waiting line.

The registrar has received

complaints from students about the length of time they must
wait to have their

schedules approved. The registrar is considering several ways
to reduce the

waiting time.

One way to reduce the waiting

time is to assign some assistants to the adviser. Each such
assistant

would reduce the average time required to approve a schedule
by 0.2

minutes, down to a minimum of 1.0 minutes. If this option is
followed, how

many assistants should the registrar assign to the adviser if
he feels

that a waiting time of 10 minutes is not unreasonable?

It has been noted that about

one-fifth of the students fall under routine cases which they
can

themselves identify as routine. These routine cases take 1
minute to be

served with negligible variance. Hence, one other way to
reduce the

waiting time is to provide an assistant who handles routine
cases, while

non-routine cases are handled by the adviser. Will this
option be

acceptable?

Yet another way is to provide

additional advisers. Assuming that the average service time
for each

adviser is the same, how many advisers will be needed to
bring the waiting

time to 10 minutes or less?

Question

4

Complete

the following: Deming’s

14 Points for Implementing Quality Improvement

Which three of Deming’s 14 points do

you feel are the most critical to the success of a total
quality management

(TQM) programme? Why?

Question

5

For this part (question4), you will need to use the POM-QM
for Windows

software:

Read Appendix IV of the Operations

Management(Heizer & Render, 2011) textbook.

Launch the POM-QM for

Windows software and from the main menu select Module, and
then

Forecasting.

Next, select File, New,

and Least Squares – Simple and Multiple regression.

Use the forecasting module that you

opened in the POM-QM for Windows software to solve the case
study on

page 146 of the Heizer and Render (2011) textbook
(Southwestern University).

For this case study, you are required to build a forecasting
model. Assume a

linear regression forecasting model and build a model for
each of the five

games (five models in total) by using the forecasting module
of the POM

software.

Answer the three discussion

questions for the case study, except the part requiring you
to justify the

forecasting as linear regression would be used.

Case

StudiesSouthwestern

University: (C)*

The

popularity of Southwestern University’s football program
under its new coach,

Bo Pitterno, surged in each of the 5 years since his arrival
at the

Stephenville, Texas, college. (See Southwestern University:
(A) in Chapter 3 and (B) in Chapter

4.) With a football stadium close to maxing out at 54,000
seats and

a vocal coach pushing for a new stadium, SWU president Joel
Wisner faced some

difficult decisions. After a phenomenal upset victory over
its archrival, the

University of Texas, at the homecoming game in the fall, Dr.
Wisner was not as

happy as one would think. Instead of ecstatic alumni,
students, and faculty,

all Wisner heard were complaints. “The lines at the
concession stands were too

long”; “Parking was harder to find and farther away than in
the old days” (that

is, before the team won regularly); “Seats weren’t
comfortable”; “Traffic was

backed up halfway to Dallas”; and on and on. “A college
president just can’t

win,” muttered Wisner to himself.

At his

staff meeting the following Monday, Wisner turned to his VP
of administration,

Leslie Gardner. “I wish you would take care of these football
complaints,

Leslie,” he said. “See what the real problems are and let me
know how

you’ve resolved them.” Gardner wasn’t surprised at the
request. “I’ve already

got a handle on it, Joel,” she replied. “We’ve been randomly
surveying 50 fans

per game for the past year to see what’s on their minds. It’s
all part of my

campuswide TQM effort. Let me tally things up and I’ll get
back to you in a

week.”

When she

returned to her office, Gardner pulled out the file her
assistant had compiled

(see Table 6.6). “There’s a lot of

information here,” she thought.

TABLE

6.6 Fan

Satisfaction Survey Results (N = 250)

Discussion

Questions

1. Using

at least two different quality tools, analyze the data and
present your

conclusions.

2. How

could the survey have been more useful?

3. What

is the next step?

Question

1 (500 words)

Why is it good or bad to operate

an IT support services system (help desk) on a strictly,
first-come,

first-served basis?

Question

1a (500 words)

Explain how higher quality can

lead to lower costs.

Question

2

Barbara Herdman is the manager of

the marketing research department of J.E. Hall, Inc. She
recently collected

demand data for the last six years of a special product and
then asked one of

her associates, Mr. Brown, to forecast the data for the same
past six years

using the sales force composite method. The following data
provide the details

for Mr. Brown’s forecast:

Year

Actual

demand

Mr.

Brown’s forecast

1

490

492

2

510

503

3

535

512

4

560

578

5

590

580

6

630

620

Complete

the following:

Forecast the demand for the

seventh year using the exponential smoothing method with
alpha = 0.4. Show

all details clearly. Use the initial forecast for the first
year (492).

Which of the above methods is

more accurate using mean absolute deviation (MAD) criteria?

Barbara performed a regression

analysis on the six-year data and established the following
equation:

Demand = 456 + 28x(t) where t is the code for the year (t

= 1, 2, 3, 4, 5, or 6)

Forecast the demand for the seventh year using Barbara’s equation above.

Question

3

During registration at a university,

students have their courses approved by the adviser. It takes
the adviser an

average of 2.8 minutes (exponentially distributed) to approve
each schedule,

and students arrive at the adviser’s office at the rate of 20
per hour (Poisson

distributed).

Complete

the following:

Compute the average time a

student spends in the waiting line.

The registrar has received

complaints from students about the length of time they must
wait to have their

schedules approved. The registrar is considering several ways
to reduce the

waiting time.

One way to reduce the waiting

time is to assign some assistants to the adviser. Each such
assistant

would reduce the average time required to approve a schedule
by 0.2

minutes, down to a minimum of 1.0 minutes. If this option is
followed, how

many assistants should the registrar assign to the adviser if
he feels

that a waiting time of 10 minutes is not unreasonable?

It has been noted that about

one-fifth of the students fall under routine cases which they
can

themselves identify as routine. These routine cases take 1
minute to be

served with negligible variance. Hence, one other way to
reduce the

waiting time is to provide an assistant who handles routine
cases, while

non-routine cases are handled by the adviser. Will this
option be

acceptable?

Yet another way is to provide

additional advisers. Assuming that the average service time
for each

adviser is the same, how many advisers will be needed to
bring the waiting

time to 10 minutes or less?

Question

4

Complete

the following: Deming’s

14 Points for Implementing Quality Improvement

Which three of Deming’s 14 points do

you feel are the most critical to the success of a total
quality management

(TQM) programme? Why?

Question

5

For this part (question4), you will need to use the POM-QM
for Windows

software:

Read Appendix IV of the Operations

Management(Heizer & Render, 2011) textbook.

Launch the POM-QM for

Windows software and from the main menu select Module, and
then

Forecasting.

Next, select File, New,

and Least Squares – Simple and Multiple regression.

Use the forecasting module that you

opened in the POM-QM for Windows software to solve the case
study on

page 146 of the Heizer and Render (2011) textbook
(Southwestern University).

For this case study, you are required to build a forecasting
model. Assume a

linear regression forecasting model and build a model for
each of the five

games (five models in total) by using the forecasting module
of the POM

software.

Answer the three discussion

questions for the case study, except the part requiring you
to justify the

forecasting as linear regression would be used.

Case

StudiesSouthwestern

University: (C)*

The

popularity of Southwestern University’s football program
under its new coach,

Bo Pitterno, surged in each of the 5 years since his arrival
at the

Stephenville, Texas, college. (See Southwestern University:
(A) in Chapter 3 and (B) in Chapter

4.) With a football stadium close to maxing out at 54,000
seats and

a vocal coach pushing for a new stadium, SWU president Joel
Wisner faced some

difficult decisions. After a phenomenal upset victory over
its archrival, the

University of Texas, at the homecoming game in the fall, Dr.
Wisner was not as

happy as one would think. Instead of ecstatic alumni,
students, and faculty,

all Wisner heard were complaints. “The lines at the
concession stands were too

long”; “Parking was harder to find and farther away than in
the old days” (that

is, before the team won regularly); “Seats weren’t
comfortable”; “Traffic was

backed up halfway to Dallas”; and on and on. “A college
president just can’t

win,” muttered Wisner to himself.

At his

staff meeting the following Monday, Wisner turned to his VP
of administration,

Leslie Gardner. “I wish you would take care of these football
complaints,

Leslie,” he said. “See what the real problems are and let me
know how

you’ve resolved them.” Gardner wasn’t surprised at the
request. “I’ve already

got a handle on it, Joel,” she replied. “We’ve been randomly
surveying 50 fans

per game for the past year to see what’s on their minds. It’s
all part of my

campuswide TQM effort. Let me tally things up and I’ll get
back to you in a

week.”

When she

returned to her office, Gardner pulled out the file her
assistant had compiled

(see Table 6.6). “There’s a lot of

information here,” she thought.

TABLE

6.6 Fan

Satisfaction Survey Results (N = 250)

Discussion

Questions

1. Using

at least two different quality tools, analyze the data and
present your

conclusions.

2. How

could the survey have been more useful?

3. What

is the next step?

Question

1 (500 words)

Why is it good or bad to operate

an IT support services system (help desk) on a strictly,
first-come,

first-served basis?

Question

1a (500 words)

Explain how higher quality can

lead to lower costs.

Question

2

Barbara Herdman is the manager of

the marketing research department of J.E. Hall, Inc. She
recently collected

demand data for the last six years of a special product and
then asked one of

her associates, Mr. Brown, to forecast the data for the same
past six years

using the sales force composite method. The following data
provide the details

for Mr. Brown’s forecast:

Year

Actual

demand

Mr.

Brown’s forecast

1

490

492

2

510

503

3

535

512

4

560

578

5

590

580

6

630

620

Complete

the following:

Forecast the demand for the

seventh year using the exponential smoothing method with
alpha = 0.4. Show

all details clearly. Use the initial forecast for the first
year (492).

Which of the above methods is

more accurate using mean absolute deviation (MAD) criteria?

Barbara performed a regression

analysis on the six-year data and established the following
equation:

Demand = 456 + 28x(t) where t is the code for the year (t

= 1, 2, 3, 4, 5, or 6)

Forecast the demand for the seventh year using Barbara’s equation above.

Question

3

During registration at a university,

students have their courses approved by the adviser. It takes
the adviser an

average of 2.8 minutes (exponentially distributed) to approve
each schedule,

and students arrive at the adviser’s office at the rate of 20
per hour (Poisson

distributed).

Complete

the following:

Compute the average time a

student spends in the waiting line.

The registrar has received

complaints from students about the length of time they must
wait to have their

schedules approved. The registrar is considering several ways
to reduce the

waiting time.

One way to reduce the waiting

time is to assign some assistants to the adviser. Each such
assistant

would reduce the average time required to approve a schedule
by 0.2

minutes, down to a minimum of 1.0 minutes. If this option is
followed, how

many assistants should the registrar assign to the adviser if
he feels

that a waiting time of 10 minutes is not unreasonable?

It has been noted that about

one-fifth of the students fall under routine cases which they
can

themselves identify as routine. These routine cases take 1
minute to be

served with negligible variance. Hence, one other way to
reduce the

waiting time is to provide an assistant who handles routine
cases, while

non-routine cases are handled by the adviser. Will this
option be

acceptable?

Yet another way is to provide

additional advisers. Assuming that the average service time
for each

adviser is the same, how many advisers will be needed to
bring the waiting

time to 10 minutes or less?

Question

4

Complete

the following: Deming’s

14 Points for Implementing Quality Improvement

Which three of Deming’s 14 points do

you feel are the most critical to the success of a total
quality management

(TQM) programme? Why?

Question

5

For this part (question4), you will need to use the POM-QM
for Windows

software:

Read Appendix IV of the Operations

Management(Heizer & Render, 2011) textbook.

Launch the POM-QM for

Windows software and from the main menu select Module, and
then

Forecasting.

Next, select File, New,

and Least Squares – Simple and Multiple regression.

Use the forecasting module that you

opened in the POM-QM for Windows software to solve the case
study on

page 146 of the Heizer and Render (2011) textbook
(Southwestern University).

For this case study, you are required to build a forecasting
model. Assume a

linear regression forecasting model and build a model for
each of the five

games (five models in total) by using the forecasting module
of the POM

software.

Answer the three discussion

questions for the case study, except the part requiring you
to justify the

forecasting as linear regression would be used.

Case

StudiesSouthwestern

University: (C)*

The

popularity of Southwestern University’s football program
under its new coach,

Bo Pitterno, surged in each of the 5 years since his arrival
at the

Stephenville, Texas, college. (See Southwestern University:
(A) in Chapter 3 and (B) in Chapter

4.) With a football stadium close to maxing out at 54,000
seats and

a vocal coach pushing for a new stadium, SWU president Joel
Wisner faced some

difficult decisions. After a phenomenal upset victory over
its archrival, the

University of Texas, at the homecoming game in the fall, Dr.
Wisner was not as

happy as one would think. Instead of ecstatic alumni,
students, and faculty,

all Wisner heard were complaints. “The lines at the
concession stands were too

long”; “Parking was harder to find and farther away than in
the old days” (that

is, before the team won regularly); “Seats weren’t
comfortable”; “Traffic was

backed up halfway to Dallas”; and on and on. “A college
president just can’t

win,” muttered Wisner to himself.

At his

staff meeting the following Monday, Wisner turned to his VP
of administration,

Leslie Gardner. “I wish you would take care of these football
complaints,

Leslie,” he said. “See what the real problems are and let me
know how

you’ve resolved them.” Gardner wasn’t surprised at the
request. “I’ve already

got a handle on it, Joel,” she replied. “We’ve been randomly
surveying 50 fans

per game for the past year to see what’s on their minds. It’s
all part of my

campuswide TQM effort. Let me tally things up and I’ll get
back to you in a

week.”

When she

returned to her office, Gardner pulled out the file her
assistant had compiled

(see Table 6.6). “There’s a lot of

information here,” she thought.

TABLE

6.6 Fan

Satisfaction Survey Results (N = 250)

Discussion

Questions

1. Using

at least two different quality tools, analyze the data and
present your

conclusions.

2. How

could the survey have been more useful?

3. What

is the next step?

1 (500 words)

Why is it good or bad to operate

an IT support services system (help desk) on a strictly,
first-come,

first-served basis?

Question

1a (500 words)

Explain how higher quality can

lead to lower costs.

2

Barbara Herdman is the manager of

the marketing research department of J.E. Hall, Inc. She
recently collected

demand data for the last six years of a special product and
then asked one of

her associates, Mr. Brown, to forecast the data for the same
past six years

using the sales force composite method. The following data
provide the details

for Mr. Brown’s forecast:

Year

Actual

demand

Mr.

Brown’s forecast

1

490

492

2

510

503

3

535

512

4

560

578

5

590

580

6

630

620

the following:

Forecast the demand for the

seventh year using the exponential smoothing method with
alpha = 0.4. Show

all details clearly. Use the initial forecast for the first
year (492).

Which of the above methods is

more accurate using mean absolute deviation (MAD) criteria?

Barbara performed a regression

analysis on the six-year data and established the following
equation:

Demand = 456 + 28x(t) where t is the code for the year (t

= 1, 2, 3, 4, 5, or 6)

Forecast the demand for the seventh year using Barbara’s equation above.

3

During registration at a university,

students have their courses approved by the adviser. It takes
the adviser an

average of 2.8 minutes (exponentially distributed) to approve
each schedule,

and students arrive at the adviser’s office at the rate of 20
per hour (Poisson

distributed).

Complete

the following:

Compute the average time a

student spends in the waiting line.

The registrar has received

complaints from students about the length of time they must
wait to have their

schedules approved. The registrar is considering several ways
to reduce the

waiting time.

One way to reduce the waiting

time is to assign some assistants to the adviser. Each such
assistant

would reduce the average time required to approve a schedule
by 0.2

minutes, down to a minimum of 1.0 minutes. If this option is
followed, how

many assistants should the registrar assign to the adviser if
he feels

that a waiting time of 10 minutes is not unreasonable?

It has been noted that about

one-fifth of the students fall under routine cases which they
can

themselves identify as routine. These routine cases take 1
minute to be

served with negligible variance. Hence, one other way to
reduce the

waiting time is to provide an assistant who handles routine
cases, while

non-routine cases are handled by the adviser. Will this
option be

acceptable?

Yet another way is to provide

additional advisers. Assuming that the average service time
for each

adviser is the same, how many advisers will be needed to
bring the waiting

time to 10 minutes or less?

Question

4

Complete

the following: Deming’s

14 Points for Implementing Quality Improvement

Which three of Deming’s 14 points do

you feel are the most critical to the success of a total
quality management

(TQM) programme? Why?

5

For this part (question4), you will need to use the POM-QM
for Windows

software:

Read Appendix IV of the Operations

Management(Heizer & Render, 2011) textbook.

Launch the POM-QM for

Windows software and from the main menu select Module, and
then

Forecasting.

Next, select File, New,

and Least Squares – Simple and Multiple regression.

Use the forecasting module that you

opened in the POM-QM for Windows software to solve the case
study on

page 146 of the Heizer and Render (2011) textbook
(Southwestern University).

For this case study, you are required to build a forecasting
model. Assume a

linear regression forecasting model and build a model for
each of the five

games (five models in total) by using the forecasting module
of the POM

software.

Answer the three discussion

questions for the case study, except the part requiring you
to justify the

forecasting as linear regression would be used.

StudiesSouthwestern

University: (C)*

The

popularity of Southwestern University’s football program
under its new coach,

Bo Pitterno, surged in each of the 5 years since his arrival
at the

Stephenville, Texas, college. (See Southwestern University:
(A) in Chapter 3 and (B) in Chapter

4.) With a football stadium close to maxing out at 54,000
seats and

a vocal coach pushing for a new stadium, SWU president Joel
Wisner faced some

difficult decisions. After a phenomenal upset victory over
its archrival, the

University of Texas, at the homecoming game in the fall, Dr.
Wisner was not as

happy as one would think. Instead of ecstatic alumni,
students, and faculty,

all Wisner heard were complaints. “The lines at the
concession stands were too

long”; “Parking was harder to find and farther away than in
the old days” (that

is, before the team won regularly); “Seats weren’t
comfortable”; “Traffic was

backed up halfway to Dallas”; and on and on. “A college
president just can’t

win,” muttered Wisner to himself.

At his

staff meeting the following Monday, Wisner turned to his VP
of administration,

Leslie Gardner. “I wish you would take care of these football
complaints,

Leslie,” he said. “See what the real problems are and let me
know how

you’ve resolved them.” Gardner wasn’t surprised at the
request. “I’ve already

got a handle on it, Joel,” she replied. “We’ve been randomly
surveying 50 fans

per game for the past year to see what’s on their minds. It’s
all part of my

campuswide TQM effort. Let me tally things up and I’ll get
back to you in a

week.”

When she

returned to her office, Gardner pulled out the file her
assistant had compiled

(see Table 6.6). “There’s a lot of

information here,” she thought.

TABLE

6.6 Fan

Satisfaction Survey Results (N = 250)

Questions

1. Using

at least two different quality tools, analyze the data and
present your

conclusions.

2. How

could the survey have been more useful?

3. What

is the next step?