Enterprise Systems For Management 1st Edition Luvai Motiwalla , Jeffrey Thompson - Solutions

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Given is a typical X and R chart form with information on acid content in milliliters. Complete the calculations for subgroups 22, 23, 24, and 25. Plot the points to complete the run chart. Construct a control chart by calculating and drawing the trial central line and limits. Analyze the plotted
Control charts for X and R are to be established on a certain dimension part, measured in millimeters. Data were collected in subgroup sizes of 6 and are given below. Determine the trial central line and control limits.Assume assignable causes and revise the central line and limits. Subgroup Number
4. Rework Exercise 2 assuming subgroup sizes of 3, 4, and
5. How do the control limits compare?
5. Control charts for X and R are kept on the weight in kilograms of a color pigment for a batch process. After 25 subgroups with a subgroup size of 4, gX = 52.08 kg(114.8 lb), g R = 11.82 kg (26.1 lb). Assuming the process is in a state of control, compute the X and R chart central line and
6. Control charts for X and s are to be established on the Brinell hardness of hardened tool steel in kilograms per square millimeter. Data for subgroup sizes of 8 are shown below. Determine the trial central line and control limits for the X and s charts. Assume that the out-of-control points have
7. Control charts for X and s are maintained on the resistance in ohms of an electrical part. The subgroup size is
6. After 25 subgroups, g X = 2046.5 and g s = 17.4. If the process is in statistical control, what are the control limits and central line?
18. Determine the capability index before (s0 = 0.038)and after (s0 = 0.030) improvement of Example Problem 5-8 using specifications of 6.40 { 0.15 mm.
19. A new process is started, and the sum of the sample standard deviations for 25 subgroups of size 4 is 750.If the specifications are 700 { 80, what is the process capability index? What action would you recommend?
20. What is the C pk value after improvement for Exercise 18 when the process center is 6.40? When the process center is 6.30? Explain.
31. The viscosity of a liquid is checked every half-hour during one 3-shift day. Prepare a histogram with 5 cells and the midpoint value of the first cell equal to 29 and evaluate the distribution. Prepare a run chart and evaluate the distribution again. What does the run chart indicate? Data are
32. Using the EXCEL program files solvea. Exercise 1b. Exercise 25c. Exercise 27
33. Using EXCEL, write a template for moving-average and moving-range charts for three periods and determine the charts using the data froma. Exercise 23b. Exercise 30c. Exercise 31
34. Using EXCEL, write a template for X and s charts and determine the charts for Exercise 1.
35. Using the EXCEL program file, determine an X and MR chart for the data ofa. Exercise 30b. Exercise 31
36. Using the EXCEL program file, determine the process capability of cypress bark bags in kilograms for the data below. Also determine the C p and C pk for a USL of 130 kg and an LSL of 75 kg. Subgroup X X2 X3 X4 1 95 90 93 120 234 76 81 81 83 107 80 87 95 83 77 87 90 5 105 93 95 103 67 88 76 95
37. Using the EXCEL program file, determine the X and R charts for the data on shampoo weights in kilograms given below. Subgroup Number Subgroup X1 X2 X3 Number X X2 X3 1 6.01 6.01 5.97 16 6.00 5.98 6.02 2 5.99 6.03 5.99 17 5.97 6.01 5.97 3 6.00 5.96 6.00 18 6.02 5.99 6.02 4 6.01 5.99 5.99 19 5.99
38. Using the EXCEL program file, determine an EWMA chart fora. Exercise 2, using l = 0.10 and 0.20.b. Exercise 3, using l = 0.05 and 0.25.Verify your answers with a few hand calculations.
30. A new process is starting, and there is the possibility that the process temperature will give problems. Eight readings are taken each day at 8:00 A.M. , 10:00 A.M. , 12:00 noon, 2:00 P.M. , 4:00 P.M. , 6:00 P.M. , 8:00 P.M. , and 10:00 P.M. Prepare a run chart and evaluate the results. Day
29. Repeat Exercise 28 for specifications of 20.40 ; 0.30.
21. What is the C pk value for the information in Exercise 19 when the process average is 700, 740, 780, and 820?Explain.
22. Determine the revised central line and control limits for a subgroup sum chart using the data of:a. Exercise 2b. Exercise 3
23. Determine the trial central line and control limits for a moving-average and moving-range chart using a time period of 3. Data in liters are as follows: 4.56, 4.65, 4.66, 4.34, 4.65, 4.40, 4.50, 4.55, 4.69, 4.29, 4.58, 4.71, 4.61, 4.66, 4.46, 4.70, 4.65, 4.61, 4.54, 4.55, 4.54, 4.54, 4.47,
24. Repeat Exercise 23 using a time period of 4. What is the difference in the central line and control limits? Are there any out-of-control points?
25. The Get-Well Hospital has completed a quality improvement project on the time to admit a patient using X and R charts. The hospital now wishes to monitor the activity using median and range charts.Determine the central line and control limits with the latest data in minutes as given below.
26. Determine the trial central line and control limits for median and range charts for the data of Table 6-2 .Assume assignable causes for any out-of-control points and determine the revised central line and control limits.Compare the pattern of variation with the X and R charts in Figure 6-4 .
27. An X and MR chart is to be maintained on the pH value for the swimming pool water of a leading motel.One reading is taken each day for 30 days. Data are 7.8, 7.9, 7.7, 7.6, 7.4, 7.2, 6.9, 7.5, 7.8, 7.7, 7.5, 7.8, 8.0, 8.1, 8.0, 7.9, 8.2, 7.3, 7.8, 7.4, 7.2, 7.5, 6.8, 7.3, 7.4, 8.1, 7.6, 8.0,
28. Determine upper and lower reject limits for the X chart of Exercise 2. The specifications are 20.40 ; 0.25.Compare these limits to the revised control limits.
39. Write an EXCEL program for an EWMA chart using the individual data in Exercise 27.Hint: Refer to the information on the chart for individual values.
Acquire a greater knowledge base of ERP components and how they work together to support business .
Learn why third party products are needed to operationally round out ERP system functionality and the issues involved in using them .
Appreciate the impact of an ERP implementation on platform components such as data security, system reliability, and sustainability .
Understand implementation approaches, the differences between vanilla (minimal or no system modifications) and chocolate (modifying the system) implementations, and the short-term and long-term impacts on the system and company.
1. What are the components of an ERP system?
2. Why would a company choose to implement an ERP?
3. What are third-party products and why are they needed?
4. What is an implementation methodology and why is it important in ERP implementations?
5. What the pros and cons of implementing a system without customization?
6. Why are there differences between a transactional and reporting database?
1. Governance and methodology are important for ERP implementations. Discuss the merits of each and how in the Army they were able to implement each.
2. When ERP implementations are addressed the infrastructure also needs to be addressed. Describe the infrastructure components and what is involved in choosing and installing the components.
1. Many companies that implement ERP systems are worldwide. Research two companies that h ave implemented an ERP system:one in a central fashion and the other in a decentralized fashion. Compare and contrast the implementation issues as they relate to risk, access, costs, and data consistency.
2. There are several different methodologies for implementing an ERP system. Research two companies that used different methodologies and:a. find out why they used their methodologyb. how they chose their methodologyc. the level of success they had with it?
1. What were the key goals in the army using an ERP system?
2. What were the k ey implementation considerations that were addressed as part of the planning process, especially related to using an integrated ERP and transforming the culture?
3. How was the change management process incorporated into the implementation?
4. D iscuss the pros and cons to customizing the system .
Understand the initial steps in the process for the successful purchase and implementation of an ERP system .
Determine the total cost of ownership and what it is to partner with an ERP vendor.
Understand why the first steps in the purchase of an ERP are critical to the change management process .
Identify the steps involved in negotiating a contract with a vendor.
]. What are the steps in purchasing an ERP?
2. Who generally needs to be involved in the ERP selection process and why?
3. What is total cost of ownership (TCO) and why should it be a part of the ERP selection process?
4. What are t he key components in the contract negotiation and licensing?
5. Why is it important in the request for bid process to make the vendors reply in a specified format?
6. Why is communication important in this phase?
7. What is the difference between an RFI and RFB?
8. What are the benefits of a bidding process to purchase an ERP?
1. As Welch's Foods narrowed down the vendors in their quest to purchase an ERP, discuss the steps Welch's Foods took to get the best price.
2. Describe t he components ofTCO and why it is difficult to use in comparing ERP systems.
3. Defined and documented functional requirements is a part of the bid process.Discuss why this would be beneficial in the selection of an ERP system even if a bid is not required.
1. Research two recen t purchases of ERP systems, the processes used to select a vendor ERP, and the level of implementation success for each.
2. Identity the components of an ERP license and why each is needed. Con tact a company ?
1. What are some of the tracking issues a fruit and vegetable manufacturer must utilize in an ERP to better ensure success?
2. What is an "organic system plan" and what are some of the key features an ERP must include?
3. Why are some manufacturing systems specific to a product?
1. The bid document and specifications have been read and understood by the bidder.
2. The bid is based upon the items described in the bidding documents and specifications without exceptions.
3. The bid has been arrived at independently and is submitted without collusion.
4. The contents of the bid have not been disclosed by the bidder nor to the best of its knowledge and belief, by any of its employees or agents, to any person not an employee or agent of the bidder, and will not be disclosed to any such person prior to the open-.ing of the bids.
5. No attempt has been made or will be made to induce any other person or firm not to submit a bid or proposal.
1. Why is the readiness process so important to an ERP implementation?
2. What project areas need to be assessed in a readiness process?
3. What is included ( and not included) during the stabilization timeframe?
4. Why is the knowledge transfer important to the long-term stability of the ERP system?
5. What are the five areas addressed in postproduction support?
1. ERP systems need ongoing support to ensure that the system does what it is supposed to do. Identify and describe the support structures needed for stabilization and postproduction support.
2. The knowledge transfer process is something that is needed throughout a project.Discuss why it is vital to the sustainability of the system.
1. ERP implementation readiness is a key success factor to going live. Research two businesses that have i mplemented an ERP system that have used a readiness process and describe the process to determine the level of success they had with that process.
2. Good ERP implementation training plans usually include just-in-time training and ongoing training after the system is i mplemented. Compare and contrast the to ERP implementation training plans and identify why they were successful or not.
What were the common threads between the Hugger- Mugger and HP ERP implem entations?
What were the key project management strategies that may have been used to minimize Go-live problems with the HP SAP Golive process?
When i mplementing an E RP system, especially supply chain systems, identifying risks and m inimizing them requires planning.Discuss how IT needs to work with the business to address Go-live planning and issue resolution
Understand the difference between program management and project management.
Describe the make up of the Project Management Office (PMO) and the areas it needs to address in an ERP implementation .
Appreciate the skills needed to be a project manager.
Identify critical success factors in an ERP implementation .
Realize the value of a change control process for managing scope creep?
1. ERP implementations usually bring together staff from a variety of places, both internal and external to the business.Discuss the value that training and teamwork will bring to the success of the project.
2. The PMO is perhaps the single most important group related to the success of an ERP implementation. Describe the role and components of the PMO and why it is critical to the success of the project.
2. Find j ob descriptions for program managers and proj ect managers. Compare and contrast the descriptions and how they may focus on different project areas.
1. What were the key strategies or success factors for Smithsonian's ERP implementation?
2. Why was the governance so important to the project?
3. In setting up goals for each system component, what did Smithsonian do that many businesses or institutions do not with an ERP implementation?
Comprehend why E RP systems are implemented to include B usiness Process Re-engineering and "best practices."
Realize that senior management must be committed to the implementation to assist in overcoming resistance to the change in business processes that meet the company vision and goals .
Develop an awareness of Organizational Project Management Maturity Model (OPM3) and how it is used to assess an organization's ability to implement an ERP system successfully .
Understand the importance of the project management office and the project organization to a successful ERP implementation .

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Enterprise Systems For Management 1st Edition Luvai Motiwalla , Jeffrey Thompson - Solutions

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