Operations management

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?

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?









Answers

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