Southwestern University

Operations psychoanalysis Week 7Case Study 2 southwesterly University A. See the Case Studies concession Rubric in Doc Sharing for assignment details. Complete the tether questions at the end of the case on page 95.Case Studies south University (A)*Southwestern University (SWU), a large state college in Stephenville, Texas, 30 miles southwest of the Dallas/ gird Worth metroplex, enrolls close to 20,000 students. In a typical town-gown relationship, the school is a dominant force in the small city, with more students during fall and mould than permanent residents.A long sentence football game powerhouse, SWU is a member of the Big 11 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 2003, SWU hired the legendary Bo Pitterno as its head coach. One of Pitternos demands on joining SWU had been a spic-and-span arena.With attendance increasing, SWU administrators began to fac e the issue head-on. After 6 months of study, much semipolitical arm wrestling, and some serious financial analysis, Dr. Joel Wisner, president of Southwestern University, had reached a decision to expand the capacity at its on-campus stadium.This integrated study runs end-to-end 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 serve (Supplement 7 net 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 mea surelys officers/staff for game years (Chapter 13).Adding thousands of seats, including dozens of luxury skyboxes, would not gratify everyone. The influential Pitterno had argued the need for a irst-class stadium, one with built-in dormitory retinue for his players and a palatial office appropriate for the coach of a future day NCAA champion team. But the decision was made, and everyone, including the coach, would learn to live with it.TABLE 3. 6 Southwestern University Project 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 fetchingsH2025602,000 JTile/carpet/windowsH810126,000 KInspectionJ0. 10. 10. 10 LFinal detail work/cleanup, K2025604,500The job now was to get construction going immediately by and by the 2009 season ended. This would allow exactly 270 days until the 2010 season opening game. The declarationor, hummock look (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 guarantee the team allow for be able to take 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 late is nothing compared to what Coach Pitterno will do to you if our opening game with Penn State is delayed or keepceled. Hill, perspiration slightly, did not need to respond. In football-crazy Texas, Hill Construction would be botch up if the 270-day target was missed. Back in his office, Hill again reviewed the data (see slacken 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 finish this stadium in less than 270 days, I want this send crashed Give me the cost figures for a target date of 250 days in any case for 240 days. I want to be early, not just on time Discussion Questions1. Develop a network drawing for Hill C onstruction and determine the critical path. How long is the estimate expected to take? cabbage A-30 B-60 E-30 30/30 0/0 90/119. 9 great hundred/149. 9 I F-0. 1 End C-65 150/150 G-30 H-20 I-30 L-30 clxxx/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 finish 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 realised before 270 days. Z = ( 270 260 ) / ? p = 0. 559 ? 0. 56 From confuse 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, tenth Edition. Pearson Learning Solutions. <vbk9781256081487outline(7. 13. 13. 1)>. To crash in 250 days the following activities mustiness be reduced the time specifiedA 10 days The kernel cost would be of $15. 000 more than the initial budget. The probability of project finished 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 %