Operations Management

Topics: Project management, Capacity utilization, Patient Pages: 10 (3444 words) Published: September 23, 2008

I: The Campus Wedding (A) & (B)
In the case of the Adams-Jackson wedding, the concern was being able to put together a wedding with such limited time (approximately 3 weeks). In operations management, coordinating activities to come together is one thing; another aspect is finding how long this will take is another. In project management, the planning, directing and controlling resources to meet the technical, cost, and time constraints of a project are crucial to success! Some of the tools used to determine these constraints include networking and determining the critical path of a project, which is the sequence of activities that forms the longest chain in terms of time to complete. Not until these sequences have been determined can analysts and managers see the effect of various elements on an entire project as seen in the Campus Wedding cases. Network diagram:

Case questions:
Case A:
1. Given the activities and precedence relationships described in the (A) case, develop a network diagram for the wedding plans. (SEE ABOVE)

2. Identify the paths. Which are critical?
The main pathways have been identified in the diagram above. The critical pathways are as follows: ·Start à choose pattern of dress à order and receive lace à sewing the dress à cleaning & pressing à fitting à finish ·Start à choosing invitation à printing by Bob à addressing à mailing à postal time à finish (In both the cases the time taken is 21 days, which is exactly the maximum time available for the wedding). 3. What is the minimum-cost plan that meets the April 22 date? The minimum cost plan is $100 church donation, ordering and receiving the lace by airfreight $25, Sewing the dress (one day’s charges only) $120, cleaning and pressing in one day $30, express printing by Bob in 5 days $35 and addressing $50. This gives a total minimum cost of $360. Any other combination will cost more money or will not meet the deadline in time for the wedding. Case B:

1. On April 1 the chairman of the Vestry Committee at the church was left unimpressed by the added donation and said he wouldn’t reduce the notice period from 17 to 10 days. ·If the chairman of the Vestry Committee is not impressed and he books the church on 1st April then the booking period should end on 18th April that is after 17 days. If 3 days are taken for decoration, the church will be ready by 21st. Then this will become the third critical path. 2. A call to Guatemala revealed that the potential bridesmaid had several commitments and could not possibly leave the country until April 10th. ·There would be no complications with this situation since the fitting period is only 2 days. As long as the bridesmaid arrived by April 19th there would be no problem accommodating fitting her dress. 3. Mother came down with the four-day flu just and she started on the guest list. ·Since this pathway is 17 days, while it is feasibly possible to have the invitations received by this date it would not leave enough time for people to plan their travel and/or RSVP to the event. Time preparing invitations must be reduced and invitations must be sent express. 4. The lace and dress materials were lost in transit. Notice of the loss was delivered the Jackson home early on April 10th. ·The pathway for this situation is 15 days, which would push them past their April 21st deadline. Unfortunately the wedding party will have to quickly find alternatives. 5. There was a small fire at the caterer’s shop on April 8. It was estimated that the shop would be closed two or three days for repairs. ·It is not known how much time the caterer would need to repair the food if necessary. Otherwise it looks like this would not affect operations since the caterer only needs 10 days notice. That would still put them in time for the April 21 deadline even if the caterer needed to remain closed for 3 full days. These...

Bibliography: Business Knowledge Center, CPM – Critical Path Method, NetMBA: New York, 2007. Accessed online: July 22, 2008. (http://www.netmba.com/operations/project/cpm/)
Elkhuizen, Sylvia G., Capacity Management of Nursing Staff as a Vehicle for Organizational Improvement, BMC Health Serv Res. 2007; 7: 196. Accessed online: July 9, 2008. (http://www.pubmedcentral.nih.gov/articlerender.fcgi?artid=2228295)
Chase, Jacobs & Aquilano, Operations Management for Competitive Advantage, New York: McGraw-Hill Companies, Inc., 2006.
Schwartz, Tony, Manage Your Energy, Not Your Time, Cambridge, MA: Harvard Business School Press, 2003. Accessed online: July 13, 2008. (http://www.hbsp.harvard.edu/hbsp/hbr/articles/article.jsp?articleID=R0710B&ml_action=get-article&print=true)
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