Given the Case study below determine the following questions: 1. Develop an AON network and determine the slack time for each activity. 2. Develop a

Given the Case study below determine the following questions: 1. Develop an AON network and determine the slack time for each activity. 2. Develop a schedule using week increments. 3. Define the labor requirements in hours per week for each group for each assigned task. Assume 40 hours per worker week in EXHBIT 1. (Use the Excel Spreadsheet provided) Graph (e.g., line or bar) resource requirements using Excel for each group for every week over the duration of the project schedule 4. Produce a graph (e.g., line or bar) using Excel for the cumulative resource requirements for every week for duration of the project schedule. 5. Define a strategy for leveling the resources. Hint: Look at the peaks and valleys of each group and across all groups. Case Study: Image transcription text Case
D. U. Singer Hospital Products
resolved and he believed that submission of regulatory docu-
mentation would be followed by rapid approval as they already
Corp. Herbert F. Spirer
had a letter of approval contingent on final documentation.
The following case describes the evolution of a new prod-
But there were also issues in packaging that had to be
uct and the project devised to take it to market. As well as
resolved; development of the packaging design was one of his
discussing the issues of developing a work breakdown struc
primary concerns at this time. Ultimately, there will have to be
ture, network diagram, schedule, and resource loading dia-
manufacturing procedures in accordance with corporate policies
grams for each of the involved departments, the case also
and standards: capital equipment selection and procurement,
brings up the issues of time-cost trade-offs, cash flows, and
installation of this equipment and startup.
resource leveling.
Mike was concerned about defining the project unambigu-
D. U. Singer Hospital Products Corp. has done sufficient
ously. To that end, he obtained an interview with S. L. Mander,
new product development at the research and development level
the group vice-president.
to estimate a high likelihood of technical success for a prod-
When he asked Mander where his responsibility should end,
uct of assured commercial success: A long-term antiseptic.
the executive turned the question back to him. Mike had been pre-
Management has instructed Singer’s Antiseptic Division to make
pared for this and said that he would like to regard his part of the
a market entry at the earliest possible time; they have requested
project as done when the production process could be turned over
a complete plan up to the startup of production. Marketing and
to manufacturing. They agreed that according to Singer practice,
other plans following startup of production are to be prepared
this would be when the manufacturing operation could produce a
separately after this plan has been completed.
95 percent yield of product (fully packaged) at a level of 80 per-
Project responsibility is assigned to the division’s
cent of the full production goal of 10 million liters per year.
Research and Development Group; Mike Richards, the proj-
‘But I want you to remember," said Mander, "that you
ect scientist who developed the product, is assigned respons
must meet all current FDA, EPA, and OSHA regulations and
sibility for project management. Assistance will be required
you must be in compliance with our internal specification-the
from other parts of the company: Packaging Task Force, R &
one I’ve got is dated September and is RD78/965. And you know
D Group; Corporate Engineering; Corporate Purchasing;
that manufacturing now-quite rightly, I feel-insists on full
Hospital Products Manufacturing Group; Packaged Products
written manufacturing procedures."
Manufacturing Group.
After this discussion, Mike felt that he had enough
Mike was concerned about the scope of the project. He
information about this aspect to start to pin down what had to be
knew from his own experience that a final formula had yet to be
done to achieve these results. His first step in this effort was to
developed, although such development was really a "routine"
meet with P. H. Docent, the director of research.
function. The remaining questions had to do with color, odor,
"You are naive if you think that you can just start right in
and consistency additives rather than any performance-related
finalizing the formula," said Docent. "You must first develop
modification. Fortunately, the major regulatory issues had been
a product rationale (a). This is a formally defined process
"Tasks which must be accounted for in a network plan are identified by
Copyright Herbert F. Spirer. Reprinted by permission.
lower-case alphabetic symbols in parentheses. Refer to Exhibit 1. Image transcription text according to company policy. Marketing expects inputs at this
that will have to wait for the installation of the manufacturing
stage, manufacturing expects their voice to be heard, and you
facilities."
will have to have approvals from every unit of the company that
"Then this means that I really have two phases for the
is involved; all of this is reviewed by the Executive Committee.
writing, that which can be completed without the manufac
You should have no trouble if you do your homework, but expect
turing facilities installation (q), and that which has to wait for
to spend a good eight weeks to get this done."
them (q’).’
"That certainly stretches things out," said Mike. "I expected
"True. Now you realize that the last thing you have to do
to take 12 weeks to develop the ingredient formula (b) and you
after completing the procedures and installing the equipment
know that I can’t start to establish product specifications (c) until
and facilities is to run a pilot test (r) which will show that you
the formula is complete. That’s another three weeks."
have reached a satisfactory level?"
"Yes, but while you are working on the product spec-
"Yes. Since that must include debugging, I’ve estimated a
ifications you can get going on the regulatory documenta-
six-week period as adequate." The director of manufacturing as-
tion (d). Full internal specifications are not required for that
sented. Mike continued, "What I’m not sure of is whether we
work, but you can’t start those documents until the formula
can run all the installation tasks in parallel."
is complete."
‘You can let the purchase orders and carry out the procure-
"Yes, and I find it hard to believe that we can push through
ment of process equipment (k), packaging equipment (1), and
both preparation of documents and getting approval in three
facilities (m) as soon as the capital equipment list is complete.
weeks, but Environmental swears it can be done."
The installation of each of these types of equipment and facil-
Oh, it can be done in this case because of the preparatory
ities can start as soon as the goods are on hand (n, o, p)."
work. Of course, I won’t say that this estimate of three weeks is
"What do you estimate for the times to do these tasks?"
as certain as our other time estimates. All we need is a change of
asked Mike. The director of manufacturing estimated 18, 8,
staff at the Agency and we are in trouble. But once you have both
and 4 weeks for the purchasing phases for each of the subsys-
the specifications and the approval, you can immediately start on
tems in that order and four weeks for each of the installations.
developing the production processing system (@)."
Then I can regard my job as done with the delivery of the pro-
"Yes, and how I wish we could get a lead on that, but the
cedures and when I show my 95 percent yield," said Mike, and
designers say that there is too much uncertainty and they won’t
the director of manufacturing agreed, but reminded Mike that
move until they have both specifications and regulatory docu-
none of the purchasing cycles could start until the capital equip-
mentation and approval. They are offering pretty fast response;
ment list had been prepared and approved (j) which he saw as a
six weeks from start to finish for the processing system."
three-week task.
"They are a good crew, Mike. And of course, you
The executive committee of D. U. Singer Hospital Prod-
know that you don’t have to delay on starting the packaging
ucts Corporation set a starting date for the project of March 10
segment of this project. You can start developing the pack-
and asked Mike to project a completion date with his submis-
aging concept (e) just as soon as the product rationale has
sion of the plan. The committee’s request implied that whatever
been developed. If my experience is any judge, it will take a
date Mike came up with was acceptable, but Mike knew that he
full eight weeks; you’ll have to work to keep the process from
would be expected to show how to shorten the time to complete
running forever."
the project. However, his task in making the schedule was clear;
"But as soon as that is finished we can start on the design
he had to establish the resource requirements and deal with
of the package and its materials (f), which usually takes about
calendar constraints as best as he could.
six weeks. Once that is done we can start developing the pack-
To this end, Mike had to get an estimate of resources, which
aging system (h), which shouldn’t take longer than eight weeks,"
he decided to do by making a list of the activities and asking
concluded Mike. At this point he realized that although Docent
each group involved what was their level of employee input.
would have general knowledge, he needed to talk directly to the
The results of this survey are shown in Exhibit 1. For example,
director of manufacturing.
activity a takes 8 weeks and requires 12 worker-weeks from
"The first step, which follows the completion of the
R&D, or an average of 1.5 workers for the entire 8-week dura-
development of processing and packaging systems," said the
tion of activity a.
director of manufacturing, "is to do a complete study of the
For the purposes of overall planning, the accounting
facilities and equipment requirements (i). You won’t be able to
department told Mike that he could estimate a cost of $600 per
get that done in less than four weeks. And that must precede
week per employee. This would enable him to provide a cash
the preparation of the capital equipment list (j) which should
flow forecast along with his plan, which the chief accountant
take about three-quarters as long. Of course, as soon as the
said would be expected, something that Mike had not realized.
development of both the process system and packaging system
Mike knew that it was customary at D. U. Singer to provide
are completed, you could start on preparing the written manu-
the following as parts of a plan to be submitted to the executive
facturing facilities procedures (q)."
committee:
"But," said Mike, "can I really finish the procedures before
I have installed the manufacturing facilities (p)?"
a. Statement of objectives
"No, quite right. What you can do is get the first phase
b. Work breakdown structure
done, but the last three of the ten weeks it will take to do
c. An AON network Image transcription text Material &
Packaging
Pack.
Other
Task
R&D
Corp.
H-P
Prod.
Direct
Activity
Force
Group
Eng.
Manuf.
Manuf.
Maint.
Purchasing
Charges
$0
a-prod. rationale
1
12
2
0
0
0
16
4
2
0
0
0
500
-dev. formula
c-prod. spec.
1
6
3
1
1
0
0
d-reg. document
0
12
4
2
0
0
0
0
12
8
4
2
8
0
2
4000
-dev. pkg. concept
f-design pkg
12
2
3
0
3
0
3
2000
g-dev. proces. sys.
0
18
12
12
0
0
0
h-dev. pkg. sys.
24
8
8
8
0
0
i-study facil./eqpt. req.
0
16
N
2
0
j-capital equip. list
0
0
0
0
7
40.000
k-procure proces. eqpt.
0
0
0
160,000
I-procure pkg. eqpt.
30,000
m-procure facil.
0
09 –
n-install proces. eqpt.
0
2
4
0
4
1000
2
0
4
0
60
4
8000
o-install pkg. eqpt.
– –
10
6000
p-install mfg. facil.
0
0
5
10
0
5000
4.q -written procedures
5
10
15
w
6
6
6
6
6
0
0
r-pilot test
EXHIBIT 1 Labor Requirements (Worker-weeks).
d. A determination of the critical path(s) and the duration
i. A cash flow requirements graph for the project, assum-
along the path
ing that charges are uniformly distributed throughout
e. An activity list, early-start schedule, and slack list. Assume
the activity
that every activity begins at its early start, regardless of
resource constraints.
f. A period labor requirements table for each group and the
project as a whole
g. A cumulative labor requirements table for each group and
the project as a whole. Include line graphs to illustrate the
cumulative loads
h. A schedule based on the best leveling of labor requirements
that could be achieved without lengthening project duration
by more than 14 percent in calendar days Excel Template: (note: the excel only provided from Task a to J. Still need (K to r).) Schedule: Image transcription text 1
3
5
8
11
7
9
10
b
a
d
C
i
j
h
e
09
Start
End
ID
Task
b
a
h
3
8
0
12
3
Duration
6
3
6
8
8
4
0
Pred.
a
b
c,d
i
g,h
Wk 1
Wk 2
Wk 3
Wk 4
Wk 5
Wk 6
Wk 7
Wk 8
Wk 9
Wk 10
Wk 11
Wk 12
Wk 13
Wk 14
Wk 15
Wk 16
Wk 17
Wk 18
Wk 19
WK 20
Wk 21
Wk 22
Wk 23
Wk 24
Wk 25
Wk 26
Wk 27
Wk 28
Wk 29
Wk 30
Wk 31
Wk 32
Wk 33
Wk 34
WK 35
Wk 36
WK 37
Wk 38
Wk 39
Wk 40
Wk 41
Wk 42
Wk 43
Wk 44
Wk 45
Wk 46 Calculations: Image transcription text Labor requirement (worker-weeks)
hours per week for each resource
material
cumulative
h-p
pack prod
Workers per
duration
start finish Amount
packing
h-p
pack prod
purchasin & other
packing
Cumulative
Workers per
maint
purchasing
hours from
r&d group corp eng
maint
r&d group corp eng
week
week week of Days
task force
manuf
manuf
direct
week
task force
manuf
manuf
resources
charges
S
start
0.00
co
55.00
1.38
40
0
1.38
5.00
0.00
O
11
5.00
30.00
5.00
10.00
o
a
8
ON
10
0.83
.0
13.33
13.33
6.67
0.00
0.00
0.00
33.33
0.83
O
12
20
60
500
WAN
0
13
4.33
13.33
80.00
40.00
13.33
13.33
0.00
13.33
173.33
4.33
I w
21
23
15
240.00
53.33
26.67
0.00
0.00
0.00
320.00
8.00
W
21
23
15
18
O
24
8.00
0.00
0.00
53.33
33.33
0.00
0.00
0.00
133.33
3.33
24
29
30
20
3.33
46.67
ONOONUNHNH
10.00
10.00
4.50
40
20.00
40.00
0.00
180.00
16
IN
4000
36
4.50
60.00
40.00
N CO W CO O O H
CO
N CO N O
3.17
53.33
13.33
20.00
0.00
20.00
0.00
20.00
126.67
3.17
CO N CO
19
5
22
2000
40.00
0.00
40.00
0.00
10.00
240.00
6.00
Co
23
30
40
48
6.00
110.00
40.00
ON
4.00
.00
40.00
80.00
20.00
20.00
0.00
0.00
160.00
4.00
31
34
16
O
O
3
37
15
5
35
1.67
0.00
13.3
40.00
0.00
0.00
0.00
13.3
66.67
1.67
end Hrs. per week for packaging: Image transcription text 5
4
1
8
3
2
6
10
9
11
i
h
d
C
e
End
Start
h
ID
C
b
Task
Hours per week
g
a
3
4
8
6
CO
6
3
3
12
8
0
0
Duration Pred.
b
b
i
gh
e
a
c,d
5.00
Wk 1
5.00
Wk 2
5.00
Wk 3
5.00
Wk 4
5.00
Wk 5
5.00
Wk 6
5.00
Wk 7
5.00
Wk 8
60.00
Wk 9
60.00
Wk 10
60.00
Wk 11
60.00
Wk 12
60.00
Wk 13
60.00
Wk 14
60.00
Wk 15
60.00
Wk 16
53.33
Wk 17
53.33
Wk 18
53.33
Wk 19
53.33
Wk 20
66.67
Wk 21
66.67
Wk 22
123.33
Wk 23
110.00
Wk 24
110.00
Wk 25
110.00
Wk 26
110.00
Wk 27
110.00
Wk 28
110.00
Wk 29
110.00
Wk 30
0.00
Wk 31
0.00
Wk 32
0.00
Wk 33
0.00
Wk 34
0.00
Wk 35
0.00
Wk 36
0.00
Wk 37
Wk 38
Wk 39
Wk 40
Wk 41
Wk 42
Wk 43
WK 44
Wk 45
Wk 46 Workers per week as a whole: Image transcription text 11
10
CO
4
3
6
5
N
e
d
b
C
a
End
Start
Task
a
Cumulative workers per week
0
W
4
CO
8
W
3
12
CO
0
Duration Pred.
i
b
a
c,d
1.38
Wk 1
1.3
Wk 2
1.3
Wk
1.38
Wk 4
1.38
Wk 5
1.30
Wk 6
1.38
WK 7
1,38
Wk 8
5.33
Wk 9
5.33
Wk 10
5.33
Wk 11
5.33
Wk 12
5.33
Wk 13
5.33
Wk 14
5.33
Wk 15
5.33
Wk 16
4.00
Wk 17
4.00
Wk 18
4.00
Wk 19
4.00
Wk 20
15.50
Wk 21
15.50
Wk 22
18.33
Wk 23
9.33
Wk 24
9.33
Wk 25
9.33
Wk 26
9.33
Wk 27
9.33
Wk 28
9.33
Wk 29
6.00
Wk 30
4.00
Wk 31
4.00
Wk 32
4.00
Wk 33
4.00
Wk 34
1.67
Wk 35
1.67
Wk 36
1.67
Wk 37
Wk 38
Wk 39
Wk 40
Wk 41
Wk 42
Wk 43
Wk 44
Wk 45
Wk 46 Note: if excel template is needed will provide it. Just need to know where to upload can’t upload the excel template so screen shot taken above