1) The following is a network diagram for a process in the accounts payable department. REPORTIN RECEPTION ACCOUNTING Ourraren a Icr CLERICAL I INSPECTIE PATMUT Sigma 0.2 0.2 0.4 Activity Reception Clerical Accounting Inspection Reporting Payment Closing Normal Time 0.5 hours 4.0 6.0 2.0 6.0 2.0 3.0 Normal Cost $ 10 100 60 50 100 100 100 Crash Time 0.4 hours 2.0 4.0 1.0 2.0 1.0 2.0 Crash Cost $ 20 $ 300 100 75 200 200 500 1.0 1.0 1.0 1.0 a) What is the critical path? How long is it? b) What is the least expensive way to shorten the critical path by 1 hour? c) What is the least expensive way to shorten the critical path by 4 hours? d) What is the 68% Confidence Interval for completing the critical path? e) Draw a Gantt Chart for this process f) What is the relevance of PERT/CPM? Accounting Inspection Reporting Payment Closing 4.0 6.0 2.0 6.0 2.0 3.0 100 60 50 100 100 100 2.0 4.0 1.0 2.0 1.0 2.0 $ 300 100 75 200 200 500 0.2 0.4 1.0 1.0 1.0 1.0 a) What is the critical path? How long is it? b) What is the least expensive way to shorten the critical path by 1 hour? c) What is the least expensive way to shorten the critical path by 4 hours? d) What is the 68% Confidence Interval for completing the critical path? e) Draw a Gantt Chart for this process. f) What is the relevance of PERT/CPM? 2) An urgent health care center is experiencing declining business while other similar businesses in the same area are thriving. Develop a Six Sigma program to improve results. Describe the tools that you would use in each step. How would you anticipate problems and their causes? 3) An unprofitable restaurant chain has many displeased customers. It was determined that some waiters were excessively busy while others were not. There was a high level of leftover food that was ultimately discarded and the chefs were not able to prepare food in a timely matter. Identify the three basic precepts of the Toyota Production System and how the situation presented applies