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Problem 3. (Chapter 5 Project Management) Table below contains information about an environmental clean-up project. Shorten the project three weeks by finding the minimum-cost schedule. Assume that project indirect costs and penalty costs are negligible. Identify activities to crash while minimizing the additional crash costs. (Hint: This problem is similar to the example of Crashing a project in Slides 30-40 of Chapter 5) Problem 4. (Chapter 7 Capacity Planning). Up, Up, and Away is a producer of kites and wind socks. Relevant data on a bottleneck operation in the shop for the upcoming fiscal year are given in the following table: (Hint: This problem is similar to the example in Slides 11-16 of Chapter 7) The shop works two shifts per day, 8 hours per shift, 200 days per year. Currently, the company operates four machines, and desired a 25 percent capacity cushion. How many machines should be purchased to meet the upcoming year's demand without resorting to any short-term capacity solutions? Problem 3. (Chapter 5 Project Management) Table below contains information about an environmental clean-up project. Shorten the project three weeks by finding the minimum-cost schedule. Assume that project indirect costs and penalty costs are negligible. Identify activities to crash while minimizing the additional crash costs. (Hint: This problem is similar to the example of Crashing a project in Slides 30-40 of Chapter 5) Problem 4. (Chapter 7 Capacity Planning). Up, Up, and Away is a producer of kites and wind socks. Relevant data on a bottleneck operation in the shop for the upcoming fiscal year are given in the following table: (Hint: This problem is similar to the example in Slides 11-16 of Chapter 7) The shop works two shifts per day, 8 hours per shift, 200 days per year. Currently, the company operates four machines, and desired a 25 percent capacity cushion. How many machines should be purchased to meet the upcoming year's demand without resorting to any short-term capacity solutions