Southwestern University

Operations Analysis Week 7 solecism Study 2 Southwestern University A. See the Case Studies Assignment Rubric in Doc Sharing for assignment details. Complete thethree questions at the nullify of the case on page 95.Case Studies Southwestern University (A)*Southwestern University (SWU), a large state college in Stephenville, Texas, 30 miles southwest of the Dallas/Fort Worth metroplex, enrolls close to 20,000 students. In a typical town-gown relationship, the school is a prevalent force in the small city, with to a greater extent students during fall and spring than permanent residents.A dogged cartridge holder football game game powerhouse, SWU is a member of the Big Eleven conference and is usually in the top 20 in college football rankings. To bolster its chances of reaching the elusive and long-desired number-one ranking, in cc3, SWU hired the legendary Bo Pitterno as its head coach. One of Pitternos demands on joining SWU had been a new stadium.With attendance increasing, SW U administrators began to face the issue head-on. After 6 months of study, a good deal political arm wrestling, and some serious financial analysis, Dr. Joel Wisner, president of Southwestern University, had reached a decision to boom the capacity at its on-campus stadium.This integrated study runs throughout the text. Other issues facing Southwesterns football expansion include (B) forecasting game attendance (Chapter 4) (C) quality of facilities (Chapter 6) (D) break-even analysis for food services (Supplement 7 Web site) (E) location of the new stadium (Chapter 8 Web site) (F) inventory planning of football programs (Chapter 12 Web site) and (G) scheduling of campus security authorizationrs/staff for game days (Chapter 13).Adding thousands of seats, including dozens of luxury skyboxes, would not cheer everyone. The influential Pitterno had argued the need for a irst-class stadium, one with built-in dormitory rooms for his players and a palatial office appropriate for the coac h of a future NCAA champion team. But the decision was made, and everyone, including the coach, would learn to live with it.TABLE 3. 6 Southwestern University get a line Time Estimates (days) ActivityDescription Predecessor(s) OptimisticMost LikelyPessimisticCrash Cost/Day ABonding, insurance, tax structuring203040$1,500 BFoundation, concrete footings for boxesA2065803,500 CUpgrading skybox stadium seatingA50601004,000 DUpgrading walkways, stairwells, elevatorsC30501001,900EInterior wiring, lathesB2530359,500 FInspection approvalsE0. 10. 10. 10 GPlumbingD, F2530352,500 HPaintingG1020302,000 IHardware/AC/metal workingsH2025602,000 JTile/carpet/windowsH810126,000 KInspectionJ0. 10. 10. 10 LFinal detail work/cleanup, K2025604,500The job now was to get construction handout immediately after the 2009 season ended. This would allow exactly 270 days until the 2010 season opening game. The contractor, Hill twist (Bob Hill being an alumnus, of course), signed his contract. Bob Hill looked at the tasks his engineers had outlined and looked President Wisner in the eye.I vouch the team will be able to dole out the field on schedule next year, he said with a sense of confidence. I sure hope so, replied Wisner. The contract penalty of $10,000 per day for running play late is nothing compared to what Coach Pitterno will do to you if our opening game with Penn State is delayed or canceled. Hill, sweating slightly, did not need to respond. In football-crazy Texas, Hill Construction would be mud if the 270-day quarry was missed. tail in his office, Hill again reviewed the data (see Table 3. 6) and noted that optimistic time estimates can be used as crash times.He then gathered his foremen. Folks, if were not 75% sure well fill out this stadium in less than 270 days, I want this project crashed Give me the cost figures for a target date of 250 daysalso for 240 days. I want to be early, not just on time Discussion Questions1. Develop a network drawing for Hill Constructi on and determine the critical path. How long is the project expected to take? Start A-30 B-60 E-30 30/30 0/0 90/119. 9 120/149. 9 I F-0. 1 End C-65 150/150 G-30 H-20 I-30 L-30 180/180 200/200 230/230 260/260 95/95 210/229. 9 D-55 K-0. 1 Critical Path The project is expected to take 260 days.2. What is the probability of finishing in 270 days? Project variance is computed by summing the variances of critical activities O? 2p = 11,11111111 + 69,44444444 + 136,1111111 + 2,777777778 + 11,11111111 + 44,44444444 + 44,44444444 = 319. 44444444 Project standard deviationO? p = 17. 873 days Probability of project completed before 270 days. Z = ( 270 260 ) / ? p = 0. 559 ? 0. 56 From table 0. 5 and 0. 06 ? 0. 71226 = 71. 23 %3. If it is necessary to crash to 250 or 240 days, how would Hill do so, and at what be? As noted in the case, assume that optimistic time estimates can be used as crash times (Render 94-95) Render, Jay Heizer and Barry. Operations Management, 10th Edition. Pearson Learning Solutions. <vbk9781256081487outline(7. 13. 13. 1)>. To crash in 250 days the following activities must be reduced the time specifiedA 10 days The total cost would be of $15. 000 more than the initial budget. The probability of project completed before 270 days would be Z = ( 270 250 ) / ? p = 1. 119 ? 1. 12 From table 1. 1 and 0. 02 ? 0. 86864 = 86. 86 % To crash in 240 days the following activities must be reduced the time specified D 10 days The total cost would be of $15. 000 + $19. 000 = $34. 000 more than the initial budget. The probability of project completed before 270 days would be Z = ( 270 240 ) / ? p = 1. 6785 ? 1. 68 From table 1. 6 and 0. 08 ? 0. 95352 = 95. 35 %