01 Jan 11. How many cars will

EMBRY MGMT524 MODULE 1 CHAPTER PROBLEMS

Complete the following problems and submit the results in either a Microsoft Word document or a Microsoft Excel spreadsheet. If you choose to use an Excel spreadsheet, place each problem on a separate sheet and label the tab with problem number. Save your document with a descriptive file name, including the assignment and your name.

Module 1 Problems(docx)

You may submit just the answers or you may submit the answers and the QM worksheets you used to arrive at the answer. Choosing the latter will afford instructors the opportunity to review your work and determine if you understand the concept but have made some minor computational error, therefore allowing them to assign some credit based on your understanding. Submitting just the answers does not provide for any partial credit.

EMBRY MGMT524 MODULE 1 INDIVIDUAL CASE STUDY

Read the following case study:Food and Beverages at Southwestern University Football Games Case Study (docx).

Prepare a brief report as instructed in the case study (Please remember this report is for the University President. It should be appropriately formal in its style). Evaluate your report using the criteria defined in the Individual Case Study Rubric. Save your document with a descriptive file name, including the assignment and your name. Submit your case study document as an attachment.

EMBRY MGMT524 MODULE 2 CHAPTER PROBLEMS

Complete the following problems and submit the results in either a Microsoft Word document or a Microsoft Excel spreadsheet. If you choose to use an Excel spreadsheet, place each problem on a separate sheet and label the tab with problem number. Save your document with a descriptive file name, including the assignment and your name.

EMBRY MGMT524 MODULE 2 GROUP CASE STUDY

In this module, you will participate in groups in order to reach consensus on a case study. At the conclusion of the group activity, you will evaluate yourself and your group members, using an assigned evaluation form. Review theHow do I View Student Groups tutorial for information on accessing your group area.To complete this group assignment:

• Read the following case study:Starting Right . Remember, use this file, not the case from the text.

• Prepare some preliminary notes about your ideas regarding the solutions to the case study questions.

• Enter your group area.

• Collaborate with your group to reach consensus on the Starting Right Case Study, using the group tools.

Prepare a Microsoft Word document that fully addresses theStarting Right Case StudyDiscussion Questions.
Review the Group Case Study Rubric for the grading criteria that will be used by your instructor to evaluate your document.
Save the final group document with a descriptive file name that identifies the group and case study name.
Be sure to include all participating group members’ names on the document cover page.
Choose a group leader who will be responsible for submitting your group document.
Group leaders – submit the final group document as an attachment.
Note:Your instructor will assign individual grades for each team member based on the final group document and the group evaluations submitted in the next activity.

EMBRY MGMT524 MODULE 2 Group Member Evaluation CASE STUDY

Please download the following form:

Follow the instructions on the form to evaluate the participation and collaboration effort of everyone in your group, including yourself. Save your document with a descriptive file name, including the assignment and your name. Submit the completed form through the activity link above.

EMBRY MGMT524 MODULE 3 CASE STUDY CHAPTER PROBLEMS

Complete the following case study and problems and submit the results in either a Microsoft Word document or a Microsoft Excel spreadsheet. If you choose to use an Excel spreadsheet, place each problem on a separate sheet and label the tab with problem number. Save your document with a descriptive file name, including the assignment and your name.

You may submit just the answers or you may submit the answers and the QM worksheets you used to arrive at the answer. Choosing the latter will afford instructors the opportunity to review your work and determine if you understand the concept but have made some minor computational error, therefore allowing them to assign some credit based on your understanding. Submitting just the answers does not provide for any partial credit.

EMBRY MGMT524 MODULE 3 Group Member Evaluation CASE STUDY

Instructions:

NavigationUse your mouse or tab key to move around in the form. You can open this file in Word and type right into the tables. The table cells will expand automatically, giving you as much room as you need.

Team Information:­­­­­­­­­­­­­­­­­­­­­­­­­­­­­­Enter Group Number and Topic Here

ReflectionTake a few moments to reflect about:

(1) What worked well and what didn’t work well on your team and the reasons

(2) How you and your team members might have worked better together and what you would do differently if you were to work together again

(3) What could improve this activity, anything in the course content or anything the instructor might do in the future?

Names of Team MembersIn the table below, list your own name as the 1stteam member. Then list the names of the other members of your team. You probably have fewer than seven members—just use as many rows as you need.

RatingsTo rateyourselfand therest of your teamuse this scale and mark an“x” to show your rating:

5= exceptionally superior

4=completely satisfactory

3 =sufficiently supportive

2 =barely there but valuable

1= undesirable or interfering

RationaleFor each team member, state the role, overall contribution, and reasons for your rating. Keep your comments brief and to the point. Add additional rows, if necessary.

SubmissionWhen you have completed the form, select “File-Save.” After saving your file, submit it to your instructor as an attachment using the link provided for this evaluation in the module.

Names of Team Members
Ratings
Rationale
5

4

3

2

1

Your Name 1st

Your Name 1st

Name of 2ndMember

Role, Contribution, Reasons for Rating

Name of 3rd Member

Role, Contribution, Reasons for Rating

Name of 4th Member

Role, Contribution, Reasons for Rating

.

EMBRY MGMT524 MODULE 4 CHAPTER PROBLEMS

Complete the following problems and submit the results in either a Microsoft Word document or a Microsoft Excel spreadsheet. If you choose to use an Excel spreadsheet, place each problem on a separate sheet and label the tab with problem number. Save your document with a descriptive file name, including the assignment and your name.

You may submit just the answers or you may submit the answers and the QM worksheets you used to arrive at the answer. Choosing the latter will afford instructors the opportunity to review your work and determine if you understand the concept but have made some minor computational error, therefore allowing them to assign some credit based on your understanding. Submitting just the answers does not provide for any partial credit.

EMBRY MGMT524 MODULE 4 Individual Case Study

Read the following case study: Martin-Pullin Bicycle Corporation .

Compose a response to the case study discussion questions.
Prepare a brief report as instructed in the case study.
Evaluate your report using the criteria defined in the Individual Case Study Rubric.
Name your document with a descriptive file name, including the assignment and your name.
Submit your case study document as an attachment.
EMBRY MGMT524 MODULE 5 CHAPTER PROBLEM

Complete the following problems and submit the results in either a Microsoft Word document or a Microsoft Excel spreadsheet. If you choose to use an Excel spreadsheet, place each problem on a separate sheet and label the tab with the problem number. Save your document with a descriptive file name, including the assignment and your name.

You may submit just the answers or you may submit the answers and the QM worksheets you used to arrive at the answer. Choosing the latter will afford instructors the opportunity to review your work and determine if you understand the concept but have made some minor computational error, therefore allowing them to assign some credit based on your understanding. Submitting just the answers does not provide for any partial credit.

EMBRY MGMT524 MODULE 6 CHAPTER PROBLEM

Complete the following problems and submit the results in either a Microsoft Word document or a Microsoft Excel spreadsheet. If you choose to use an Excel spreadsheet, place each problem on a separate sheet and label the tab with problem number. Save your document with a descriptive file name, including the assignment and your name.

You may submit just the answers or you may submit the answers and the QM worksheets you used to arrive at the answer. Choosing the latter will afford instructors the opportunity to review your work and determine if you understand the concept but have made some minor computational error, therefore allowing them to assign some credit based on your understanding. Submitting just the answers does not provide for any partial credit.

EMBRY MGMT524 MODULE 6 GROUP CASE STUDY

In this module, you will participate in groups in order to reach consensus on a case study. At the conclusion of the group activity, you will evaluate yourself and your group members, using an assigned evaluation form.

To complete this group assignment:

Read the following case study:Cable & Moore.
Prepare some preliminary notes about your ideas regarding the solutions to the case study questions.
Enter your group area.
Collaborate with your group to reach consensus on theCable & Moore Case Study, using the group tools.
Prepare a Microsoft Word document that fully addresses the Cable & Moore Case Study Discussion Questions.
Review the Group Case Study Rubric for the grading criteria that will be used by your instructor to evaluate your document.
Save the final group document with a descriptive file name that identifies the group and assignment names (example: Group1_6.6_Cable).
Be sure to include all participating group members’ names on the document cover page.
Choose a group leader who will be responsible for submitting your group document.
Group leaders – submit the final group document as an attachment.
Note:Your instructor will assign individual grades for each team member based on the final group document and the group evaluations submitted in the next activity.

EMBRY MGMT524 MODULE 6 Group Member Evaluation CASE STUDY

Instructions:

NavigationUse your mouse or tab key to move around in the form. You can open this file in Word and type right into the tables. The table cells will expand automatically, giving you as much room as you need.

Team Information:­­­­­­­­­­­­­­­­­­­­­­­­­­­­­­Enter Group Number and Topic Here

ReflectionTake a few moments to reflect about:

(1) What worked well and what didn’t work well on your team and the reasons

(2) How you and your team members might have worked better together and what you would do differently if you were to work together again

(3) What could improve this activity, anything in the course content or anything the instructor might do in the future?

Names of Team MembersIn the table below, list your own name as the 1stteam member. Then list the names of the other members of your team. You probably have fewer than seven members—just use as many rows as you need.

RatingsTo rateyourselfand therest of your teamuse this scale and mark an“x” to show your rating:

5= exceptionally superior

4=completely satisfactory

3 =sufficiently supportive

2 =barely there but valuable

1= undesirable or interfering

RationaleFor each team member, state the role, overall contribution, and reasons for your rating. Keep your comments brief and to the point. Add additional rows, if necessary.

SubmissionWhen you have completed the form, select “File-Save.” After saving your file, submit it to your instructor as an attachment using the link provided for this evaluation in the module.

Names of Team Members
Ratings
Rationale
5

4

3

2

1

Your Name 1st

Your Name 1st

Name of 2ndMember

Role, Contribution, Reasons for Rating

Name of 3rd Member

Role, Contribution, Reasons for Rating

Name of 4th Member

Role, Contribution, Reasons for Rating

EMBRY MGMT524 MODULE 7 CHAPTER PROBLEM

Activity 7.6 – Module Problems

Complete the following problems and submit the results in either a Microsoft Word document or a Microsoft Excel spreadsheet. If you choose to use an Excel spreadsheet, place each problem on a separate sheet and label the tab with problem number. Save your document with a descriptive file name, including the assignment and your name.

Chapter 11:

7-1 JeanWalkerismakingplansforspringbreakatthebeachesinFlorida.Inapplyingtechniquesshelearnedinherquantitativemethodsclass,shehasidentifiedtheactivitiesthatarenecessarytoprepareforhertrip.Thefollowingtableliststheactivitiesandtheimmediatepredecessors.Drawthenetworkforthisproject.

Activity

Immediate Predecessors

A

B

A

C

A

D

B

E

C,D

F

A

G

E,F

Thefollowingaretheactivitytimesfor Jean Walkers activities. Findtheearliest,latest,andslacktimesforeachactivity.Thenfindthecriticalpath.

Activity

Time (in days)

A

3

B

7

C

6

D

2

E

5

F

8

G

4

7-2 TomSchriber,adirectorofpersonnelofManagementResources,Inc.,isintheprocessofdesigningaprogramthatitscustomerscanuseinthejob-findingprocess.Someoftheactivitiesincludepreparingresumés,writingletters,makingappointmentstoseeprospectiveemployers,researchingcompaniesandindustries,andsoon.Someoftheinformationontheactivitiesisshowninthefollowingtable:

Days

Activity

a

m

b

Immediate Predecessors

A

8

10

12

B

8

10

14

C

3

3

4

D

9

20

34

A

E

6

8

11

C

F

9

10

14

B,D,E

G

7

10

14

B,D,E

H

14

15

18

F

I

10

11

13

F

J

6

8

11

G,H

K

4

7

8

I,J

L

2

4

8

G,H

a. Constructanetworkforthisproblem.

b. Determinetheexpectedtimeandvarianceforeachactivity.

c. DetermineES,EF,LS,LF,andslackforeachactivity.

d. Determinethecriticalpathandprojectcompletiontime.

e. Determinetheprobabilitythattheprojectwillbefinishedin70daysorless.

f. Determinetheprobabilitythattheprojectwillbefinishedin80daysorless.

g. Determinetheprobabilitythat theprojectwillbefinishedin90daysorless.

7-3 Theairpollutionprojectdiscussedinthechapterhasprogressedoverthepastseveralweeks,anditisnowtheendofweek8.LesterHarkywouldliketoknowthevalueoftheworkcompleted,theamountofanycostoverrunsorunderrunsfortheproject,andtheextenttowhichtheprojectisaheadoforbehindschedulebydevelopingatablelikeTable11.8.Therevisedcostfiguresareshowninthefollowingtable:

Activity

Percent of Completion

Actual Cost ($)

A

100

20,000

B

100

36,000

C

100

26,000

D

100

44,000

E

50

25,000

F

60

15,000

G

10

5,000

H

10

1,000

7-4 TheScottCoreyaccountingfirmisinstallinganewcomputersystem.Severalthingsmustbedonetomakesurethesystemworksproperlybeforealltheaccountsareputintothenewsystem.Thefollowingtableprovidesinformationaboutthisproject.Howlongwillittaketoinstallthesystem?Whatisthecriticalpath?

Activity

Immediate Predecessor(s)

Time (weeks)

A

3

B

4

C

A

6

D

B

3

E

A

5

F

C

2

G

D,E

5

H

F,G

5

ThemanagingpartneroftheScottCoreyaccountingfirmhasdecidedthatthesystemmustbeupandrunningin16weeks.Consequently,informationaboutcrashingtheprojectwasputtogetherandisshowninthefollowingtable:

Activity

Immediate Predecessor(s)

Normal Time (weeks)

Crash Time (weeks)

Normal Cost ($)

Crash Cost ($)

A

3

2

8,000

9,300

B

4

3

9,000

10,000

C

A

6

4

12,000

15,000

D

B

3

1

15,000

15,500

E

A

5

3

5,000

8,700

F

C

2

1

7,500

9,000

G

D,E

5

3

9,000

11,400

H

F,G

5

3

5,000

8,000

a. Iftheprojectistobefinishedin16weeks,whichactivityoractivitiesshouldbecrashedtodothisattheleastadditionalcost?Whatisthetotalcostofthis?

b. Listallthepathsinthisnetwork.Afterthecrashinginpart(a)hasbeendone,whatisthetimerequiredforeachpath?Iftheprojectcompletiontimemustbereducedanotherweeksothatthetotaltimeis15weeks,whichactivityoractivitiesshouldbecrashed?

Solvethisbyinspection.Notethatitissometimesbettertocrashanactivitythatisnottheleastcostforcrashingifitisonseveralpathsratherthantocrashseveralactivitiesonseparatepathswhenthereismorethanonecriticalpath.

You may submit just the answers or you may submit the answers and the QM worksheets you used to arrive at the answer. Choosing the latter will afford instructors the opportunity to review your work and determine if you understand the concept but have made some minor computational error, therefore allowing them to assign some credit based on your understanding. Submitting just the answers does not provide for any partial credit.

EMBRY MGMT524 MODULE 8 CHAPTER PROBLEM

Activity 8.6 – Module Problems

Complete the following problems and submit the results in either a Microsoft Word document or a Microsoft Excel spreadsheet. If you choose to use an Excel spreadsheet, place each problem on a separate sheet and label the tab with problem number. Save your document with a descriptive file name, including the assignment and your name.

Chapter 9

Chapter 12

8-1 BechtoldConstructionisintheprocessofinstallingpowerlinestoalargehousingdevelopment.SteveBechtoldwantstominimizethetotallengthofwireused,whichwillminimizehiscosts.Thehousingdevelopmentisshownasanetwork.Eachhousehasbeennumbered,andthedistancesbetweenhousesaregiveninhundredsoffeet.

a. What is the required length of power line required?

b. Whatis the recommended route for the lines?

House 7 is currently being demolished and will be removed from the system.

c. With that change, what will be the requirement for power lines and what will the route be?

8-2 TheRockwellElectronicsCorporationretainsaservicecrewtorepairmachinebreakdownsthatoccuronanaverageof3perday(approximatelyPoissoninnature).Thecrewcanserviceanaverageof8 machinesperday,witharepairtimedistributionthatresemblestheexponentialdistribution.

a. Whatistheutilizationrateofthisservicesystem?

b. Whatistheaveragedowntimeforamachinethatisbroken?

c. Howmanymachinesarewaitingtobeservicedatanygiventime?

d. Whatistheprobabilitythatmorethanonemachineisinthesystem?

e. What is the probabilitythatmorethantwoarebrokenandwaitingtoberepairedorbeingserviced?

f. What is the probability that morethanthree are in the system?

g. What is the probability that more than four are in the system?

8-3 MikeDreskinmanagesalargeLosAngelesmovietheatercomplexcalledCinemaI,II,III,andIV.Eachofthefourauditoriumsplaysadifferentfilm;thescheduleissetsothatstartingtimesarestaggeredtoavoidthelargecrowdsthatwouldoccurifallfourmoviesstartedatthesametime.Thetheaterhasasingleticketboothandacashierwhocanmaintainanaverageservicerateof225moviepatronsperhour.Servicetimesareassumedtofollowanexponentialdistribution.ArrivalsonatypicallyactivedayarePoissondistributedandaverage210perhour.Todeterminetheefficiencyofthecurrentticketoperation,Mikewishestoexamineseveralqueueoperatingcharacteristics.

a. Findtheaveragenumberofmoviegoerswaitinginlinetopurchaseaticket.

b. Whatpercentageofthetimeisthecashierbusy?

c. Whatistheaveragetimethatacustomerspendsinthesystem?

d. Whatistheaveragetimespentwaitinginlinetogettotheticketwindow?

e. Whatistheprobabilitythattherearetwo or morepeopleinthesystem?

f. What is the probability that there are more than four people in the system?

g. What is the probability that there is no one in the system?

h. What are two things Mike could to reduce the time to get a ticket?

8-4 ThewheatharvestingseasonintheAmericanMidwestisshort,andmostfarmersdelivertheirtruckloadsofwheattoagiantcentralstoragebinwithinatwo-weekspan.Becauseofthis,wheat-filledtruckswaitingtounloadandreturntothefieldshavebeenknowntobackupforablockatthereceivingbin.Thecentralbinisownedcooperatively,anditistoeveryfarmer’sbenefittomaketheunloading/storageprocessasefficientaspossible.Thecostofgraindeteriorationcausedbyunloadingdelays,thecostoftruckrental,andidledrivertimearesignificantconcernstothecoopmembers.Althoughfarmershavedifficultyquantifyingcropdamage,itiseasytoassignawaitingandunloadingcostfortruckanddriverof$58perhour.Thestoragebinisopenandoperated16hoursperday,7daysperweek,duringtheharvestseasonandiscapableofunloading32trucksperhouraccordingtoanexponentialdistribution.Fulltrucksarrivealldaylong(duringthehoursthebinisopen)atarateofabout30perhour,followingaPoissonpattern.Tohelpthecooperativegetahandleontheproblemoflosttimewhiletrucksarewaitinginlineorunloadingatthebin,findthe:

a. Averagenumberoftrucksintheunloadingsystem.

b. Averagetimepertruckinthesystem.

c. Utilizationrateforthebinarea.

d. Probabilitythattherearemorethanthreetrucksinthesystematanygiventime.

e. Totaldailycosttothefarmersofhavingtheirtruckstiedupintheunloadingprocess.

Thecooperativeusesthestoragebinonlytwoweeksperyear.Farmersestimatethatenlargingthebinwouldcutunloadingcostsby50%nextyear.Itwillcost$9,000todosoduringtheoff-season.

f. Woulditbeworththecooperative’swhiletoenlargethestoragearea?

8-5 JuhnandSonsWholesaleFruitDistributorsemployoneworkerwhosejobistoloadfruitonoutgoingcompanytrucks.Trucksarriveattheloadinggateatanaverageof26perday,or3.25perhour,accordingtoaPoissondistribution.Theworkerloadsthematarateof4perhour,followingapproximatelytheexponentialdistributioninservicetimes.Determinetheoperatingcharacteristicsofthisloadinggateproblem [the utilization rate, time and number in the system and in the queue].Whatistheprobabilitythattherewillbethree or moretruckseitherbeingloadedorwaiting?

Discusstheresultsofyourqueuingmodelcomputation.

Juhnbelievesthataddingasecondfruitloaderwillsubstantiallyimprovethefirm’sefficiency.Heestimatesthatatwo-personcrew,stillactinglikeasingle-serversystem,attheloadinggatewilldoubletheloadingratefrom4trucksperhourto8trucksperhour.Analyzetheeffectonthequeueofsuchachangeandcomparetheresultswiththosefoundin (a) above[the utilization rate, time and number in the system and in the queue].

TruckdriversworkingforJuhnandSonsarepaidasalaryof$30perhouronaverage.Fruitloadersreceiveabout$18perhour.Truckdriverswaitinginthequeueorattheloadinggatearedrawingasalarybutareproductivelyidleandunabletogeneraterevenueduringthattime.Whatwouldbethehourlycostsavingstothefirmassociatedwithemployingtwoloadersinsteadofone?

JuhnandSonsareconsideringbuildingasecondplatformorgatetospeedtheprocessofloadingtheirfruittrucks.This,theythink,willbeevenmoreefficientthansimplyhiringanotherloadertohelpoutthefirstplatform and will not require any more loaders that it will to put both loaders on one dock.Assumethatworkersateachplatformwillbeabletoload4trucksperhoureachandthattruckswillcontinuetoarriveattherateof3.25perhour.Findthewaitingline’snewoperatingconditions[the utilization rate, time and number in the system and in the queue]. Isthisnewapproachindeedspeedierthantheothertwo already considered?

8-6 Customersarriveatanautomatedcoffeevendingmachineatarateof3perminute,followingaPoissondistribution.Thecoffeemachinedispensesacupofcoffeeinexactly15seconds.

a. Whatistheaveragenumberofpeoplewaitinginline?

b. Whatistheaveragenumberinthesystem?

c. Howlongdoestheaveragepersonwaitinlinebeforereceivingservice?

You may submit just the answers or you may submit the answers and the QM worksheets you used to arrive at the answer. Choosing the latter will afford instructors the opportunity to review your work and determine if you understand the concept but have made some minor computational error, therefore allowing them to assign some credit based on your understanding. Submitting just the answers does not provide for any partial credit.

EMBRY MGMT524 MODULE 8 GROUP PROJECT CASE STUDY

Activity 8.7 – Group Case Study: Winter Park Hotel

Donna Shader, manager of the Winter Park Hotel, is considering how to restructure the front desk to reach an optimum level of staff efficiency and guest service. At present, the hotel has five clerks on duty, each with a separate waiting line, during the peak check-in time of 3:00 pm. To 5:00 pm. Observation of arrivals during this time shows that an average of 80 guests arrive each hour (although there is no upward limit on the number that could arrive at any given time). It takes an average of 3.2 minutes for each front-desk clerk to register each guest. Donna is considering three plans for improving guest service by reducing the length of time guests spend waiting in line.

The first proposal would designate one employee as a quick-service clerk for guests registering under corporate accounts, a market segment that fills about 30% of all occupied rooms. Because corporate guests are preregistered, their registration takes just 2 minutes. With these guests separated from the rest of the clientele, the average time for registering a typical guest would climb to 3.8 minutes. Under Plan 1, noncorporate guests would choose any of the remaining four lines.

The second plan is to implement a single-line system. All guests could form a single waiting line to be served by whichever of five clerks became available. This option would require sufficient lobby space for what could be a substantial queue.

The third proposal involves using an automatic teller machine (ATM) for check-ins. This ATM would provide a service just slightly better than a clerk, 3.0 minutes. Given that initial use of this technology might be minimal, Shader estimates that 20% of customers, primarily frequent guests, would be willing to use the machines. (This might be a conservative estimate if the guests perceive direct benefits from using the ATM, as bank customers do. Citibank reports that some 95% of its Manhattan customers use its ATMs.) Donna would set up a single queue for customers who prefer human check-in clerks. This would be served by the five clerks, although Donna is hopeful that the machine will allow a reduction to four.

Discussion Questions

1. Determinetheaverageamountoftimethataguestspendscheckingin under the current mode of operation. Howwouldthischangeundereachofthestatedoptions?

2. Whichoptiondoyourecommend?

3. What other considerations or limitations should be considered/evaluated?

EMBRY MGMT524 MODULE 8 Group Member Evaluation CASE STUDY

Instructions:

NavigationUse your mouse or tab key to move around in the form. You can open this file in Word and type right into the tables. The table cells will expand automatically, giving you as much room as you need.

Team Information:­­­­­­­­­­­­­­­­­­­­­­­­­­­­­­Enter Group Number and Topic Here

ReflectionTake a few moments to reflect about:

(1) What worked well and what didn’t work well on your team and the reasons

(2) How you and your team members might have worked better together and what you would do differently if you were to work together again

(3) What could improve this activity, anything in the course content or anything the instructor might do in the future?

Names of Team MembersIn the table below, list your own name as the 1stteam member. Then list the names of the other members of your team. You probably have fewer than seven members—just use as many rows as you need.

RatingsTo rateyourselfand therest of your teamuse this scale and mark an“x” to show your rating:

5= exceptionally superior

4=completely satisfactory

3 =sufficiently supportive

2 =barely there but valuable

1= undesirable or interfering

RationaleFor each team member, state the role, overall contribution, and reasons for your rating. Keep your comments brief and to the point. Add additional rows, if necessary.

SubmissionWhen you have completed the form, select “File-Save.” After saving your file, submit it to your instructor as an attachment using the link provided for this evaluation in the module.

Names of Team Members
Ratings
Rationale
5

4

3

2

1

Your Name 1st

Your Name 1st

Name of 2ndMember

Role, Contribution, Reasons for Rating

Name of 3rd Member

Role, Contribution, Reasons for Rating

Name of 4th Member

Role, Contribution, Reasons for Rating

EMBRY MGMT524 MODULE 9 CAPSTONE CASE STUDY

Henry Clements is a friend of yours who has a car rental agency in major metropolitan

area. Although he is an independent company he works closely with three other independent companies in metro area. They share information and each they forecast the number of cars each will need the following week. Then if needed, the will transfer cars between location on Sunday when none of the agencies is open. If they have to go and get a car during the week, it will cost $75 each considering the lost time and good will of making the customer wait. Moving on Sunday gives the customer the option to return the car to any of the four locations and it has allowed Henry and the other agencies access to extra cars to meet their needs. Everyone is happy with this arrangement.

Henry reviewed his company’s performance and he believes there is room for

improvement. He has obtain records for the last three months. The data he collected are shown below. It is Friday and he has to input his forecast for the number of cars needed tomorrow. He knows you are have been taking a class in Quantitative Analysis and has asked you to review his data and help with his forecast and determine what else he might to do increase his performance. As you discuss the situation with him, you learn that he wants to be able to meet the customers’ requirement for a vehicle 95% of the time. He says he rarely ever gets complaints if the exact model is not available, as long as he has a vehicle available, so he does not try to anticipate particular size or model requests and lets randomness take care of that. Weekly demand is as

follows.

Week 1

126

Week 7

243

Week 2

200

Week 8

167

Week 3

243

Week 9

131

Week 4

167

Week 10

208

Week 5

132

Week 11

251

Week 6

211

Week 12

171

In the past Henry has used the average number of cars as his basic number and adjusted to meet his goal of 95% service. He asks you about some other methods he has heard about.

What should his forecast be using his method? What are the mean and standard deviation of the demand?
What would the forecast be if he used regression analysis? What is the regression formula? What is the r value?
What about time-series forecasting? There are at least six time-series methods. Which is best? What is the MAD of each option?
What will you tell him about which is the best option?
Henry has two people who can check cars out for a rental. One works at the service counter and the other works in the office and can come out to help if needed. Henry has determined that people arrive following a Poisson distribution. Rentals average about 24 per day and the service person take about 15 minutes to process a customer for a rental. [Note. Henry’s business is in a community, not in an airport, so he is only open 8 hours a day.] Henry sees that the agent at the service counter in not busy all the time so he is contemplating not keeping the office person trained and leaving only the service counter person.

Is this a wise move? What is the average time the customer takes from when he/she arrives until he/she has a car?
Currently, when the office person in serving customers, a second line forms in front of the counter. Is that how Henry should set up the waiting area or is there a better way?
What are the time in the queue and time in the system for your proposed method (if different from Question 2.
When a car is returned to his location, Henry has three employees who prepare the car for

the next rental. As a car arrives, one of the employees takes the car and washes it, cleans and vacuums it, and inspects it and prepares the paperwork for the next rental and returns the car to the lot. The employees each take a car in sequence. Henry has observed the process and has observed the time each takes to complete each step. He asks you if there is a better way to organize this part of the operations. The information about the times (in minutes) is as follow:

Wash

Vacuum

Inspect & return

Beverly

22

13

11

Cameron

15

17

20

Tina

19

19

14

Each rental requires two agreement forms, one for when the car is checked out and one when it is checked in. Henry orders these form from a local printer. The printer charges Henry $40 to set up the printer. The forms cost 50 cents each. Because of the damage to the forms and the forms becoming obsolete, it cost Henry 25% to store the forms. The printer will only accept orders in multiples of 100.

If the three months of data collected and presented above is indicative of all demand, how many forms should Henry order?
The printer offers Henry a 10% discount if Henry orders 5000 or more form at a time. Would this be advantageous to Henry?
How much would it save if any?
Henry is now ready compute what do with the cars on Sunday. The other locations report

the following on-hand and needed cars. Henry will have 150 cars on-hand Saturday night.

Location North

Location East

Location South

On-hand

165

180

210

Needed

195

160

190

Based on past experience, the cost to move cars is:

Between

And

Cost

Henry

Location North

$12

Henry

Location East

$22

Henry

Location South

$17

Location North

Location East

$7

Location North

Location South

$28

Location East

Location South

$14

11. How many cars will need to be moved and what will the total cost of the move be?

12. Based on all the above computations, what would you recommend to Henry about his operation and what changes would you propose (if any)?

EMBRY MGMT524 MODULE 9 Individual RESEARCH PAPER