ITCC Wk4

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Assignment Instructions

The scenario:

Johnston Smith, Associate Director of Sales as Pasedena HVAC Manufacturer, has asked you to calculate the cost of running HVAC units in summer and provide a report.

For this assignment, you will need the following files:

    New blank Access database

HVAC_Cooling

You will save your files as:

Lastname_Firstname_HVAC_Cooling

Lastname_Firstname_Cooling_Costs

1. Open the HVAC_Cooling Excel file, and save the file as Lastname_Firstname_HVAC_Cooling.

2. Insert the your name in the footer.

3. In the worksheet, insert an Excel table with a header row.

4. Add a calculated column that calculates the cost of cooling using $0.00124 per Cooling BTU formatted with the Accounting Number Format.

5. Filter the data to display only one Heating BTU number of your choice.

6. Apply Best Fit to all columns.

7. Center the worksheet horizontally on a landscape page.

8. In Access, create a new database and save it as Lastname_Firstname_Cooling_Costs

9. Import your Lastname_Firstname_HVAC_Cooling Excel file.

10. In the table, filter the data to show only data for the Cooling BTU greater than 60,000 and the Power unit of your choice.

11. Create a report based on your results.

12. Delete the four measurement fields following the Heating BTU field,  and be sure the title fits on one line.

· Special Instructions: Use the Supporting Materials below to complete the project.

· Grading: Please review the rubrics for particulars.

Grading Rubrics
Performance Level Exemplary Accomplished Developing Beginning Points
Performance Element You consistently applied the relevant skills. You mostly applied the relevant skills. You sometimes, but not always, applied the relevant skills. You rarely or never applied the relevant skills.  

10/10
Modify the 4E HVAC Cooling worksheet: insert a table, add a calculated column, and filter data Worksheet table is crated, calculated column is added, and data is filtered accurately Worksheet table is crated, calculated column is added, and data is filtered, but there are two or fewer errors Worksheet table is crated, calculated column is added, and data is filtered, but there are more than two errors One or more item was not complete Exemplary 10

Accomplished 7-9

Developing 4-6

Beginning 0-3

 

Points:
Import the 4E HVAC Cooling worksheet to Access table, and filter table Table is imported accurately, and filtering is applied accurately Table is imported accurately, and filtering is applied, but there are two or fewer errors Table is imported accurately, and filtering is applied, but there are more than two errors Table is not imported and/or filtering is not applied Exemplary 10

Accomplished 7-9

Developing 4-6

Beginning 0-3

 

Points:
Create a report based on the 4E HVAC Cooling table Report is created accurately Report is created with two or fewer errors Report is created with more than two errors Report is not created Exemplary 10

Accomplished 7-9

Developing 4-6

Beginning 0-3

 

Points:
 
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Case Study

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Discussion Questions

1. Some  organizational factors increase a project’s likelihood of success. Identify these “facilitators” for the Green project.

2. Other organizational factors decrease a project’s likelihood of success. Identify these “barriers” for the Green project.

3. Outline the things that McCann needs to do right away.

Discussion Questions

1. What evidence is the CEO using to suggest that Genex is not using technology competitively?

2. Did Devlin need to hire Sandy, a “high-priced technology consultant,” to tell him that technology at Genex was a mess?

3. Devise a strategy to successfully implement enterprisewide systems (such as SAP) at Genex.

 
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Who Can Help

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1 Start Access. Open the downloaded Access file named exploring_a03_Grader_a1.
2 Create a query using Query Design.  From the Clients table, display the client’s first and last name. From the Accounts table, select the savings balance and account open date. Sort the query by savings balance in descending order.
3 Add a calculated field named AccountTime that calculates the number of days each client’s accounts have been open. Assume today’s date is 12/31/2017. Recall dates must be enclosed in # to denote to Access it is a date. Format the results in General Number format. Save the query as Account Longevity, and close the query.
4 Create a query using Query Design. From the Clients table, display the client first name and last name. From the Accounts table, select the savings balance.
5 Add appropriate grouping so the client’s total retirement account savings balances are displayed. Add a sort so the highest total savings balances are displayed first.
6 Switch to Datasheet view. Add a totals row displaying the count of the clients and the average of total savings balances. Save the query as Total Balances By Client, and close the query.
7 Create a copy of the Total Balances By Client query. Name the query Total Balances By State. Open the query in Design view and remove the client name from the query. Add grouping by the client’s state.
8 Sort by the client’s state in Ascending order. Add criteria so clients with retirement account savings balances of $10,000 or more are factored in to the query. Save and close the query.
9 Create a new query using Query Design. From the Clients table, select the client first name, last name, and state. From the Accounts table, select the Savings Balance. Add criteria so only customers with balances under $15,000 are displayed.
10 Add a new field named LoanPaymentusing the Expression Builder. Insert the PMT function to determine the monthly payment for a 2-year loan, paid monthly, with a 5% yearly interest rate. The present value is 25000 minus the savings balance. For example, if the purchase price were 25000, with 5000 in savings to put toward the purchase, your present value would be 20000. Ensure the number displays as a positive number.
11 Change the format of the LoanPayment field to Currency. Change the caption to Loan Payment. Save the query as Monthly Loan Payments and close the query.
12 Close all database objects. Close the database and then exit Access. Submit the database as directed.
 
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Excel Chapter 2 Grader Project [Homework 3] (Project G)

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Office 2013 – myitlab:grader – Instructions GO – Excel Chapter 2: Homework Project 3

Inventory

 

Project Description: In the following project, you will edit a worksheet that summarizes the inventory of bulbs and trees at the Pasadena facility.

 

Instructions: For the purpose of grading the project you are required to perform the following tasks: Step Instructions Points Possible 1 Start Excel. Download and open the file named go_e02_grader_h3.xls. 0 2 Change the Theme to Slice. Rename Sheet1 as Bulbs and Sheet2 as Trees. Click the Bulbs sheet tab to make it the active sheet. 3 3 To the right of column B, insert two new columns to create new blank columns C and D. By using Flash Fill in the two new columns, split the data in column B into a column for Item # in column C and Category in column D. As necessary, type Item # as the column title in column C and Category as the column title in column D. 5 4 Delete column B. By using the Cut and Paste commands, cut column C—Category—and paste it to column G, and then delete the empty column C. Apply AutoFit to columns A:F. 3 5 Display the Trees worksheet, and then repeat Steps 3 and 4 on this worksheet. 8 6 Without grouping the sheets, make the following calculation in both worksheets: • In cell B4, enter a function to sum the Quantity in Stock data, and then apply Comma Style with zero decimal places to the result. • In cells B5:B8, enter formulas to calculate the Average, Median, Lowest, and Highest retail prices, and then apply the Accounting Number Format. 9 7 Without grouping the sheets, make the following calculation in both worksheets: • In cell B10, enter a COUNTIF function to determine how many different types of Tulips are in stock on the Bulbs sheet and how many different types of Evergreens are in stock on the Trees worksheet. 2 8 Without grouping the sheets, make the following calculation in both worksheets: • In cell G14, type Stock Level. In cell G15, enter an IF function to determine the items that must be ordered. If the Quantity in Stock is less than 75 the Value_if_true is Order. Otherwise the Value_if_false is OK. Fill the formula down through all the rows. 4 9 Without grouping the sheets, apply the following formatting in both worksheets: • Apply Conditional Formatting to the Stock Level column so that cells that contain the text Order are formatted with Bold Italic with a Font Color of Dark Blue, Text 2. Apply Gradient Fill Blue Data Bars to the Quantity in Stock column. 4 10 In the Bulbs sheet, format the range A14:G42 as a table with headers and apply Table Style Light 20. Insert a Total Row, filter by Category for Tulips, and then Sum the Quantity in Stock column. Record the result in cell B11. 6 11 Clear the filter from the table. Sort the table on the Item Name column from A to Z, remove the Total Row, and then convert the table to a range. On the PAGE LAYOUT tab, set Print Titles so that row 14 repeats at the top of each page. 6 12 In the Trees sheet, format the range A14:G42 as a table with headers and apply Table Style Light 19. Insert a Total Row, filter by Category for Evergreens, and then Sum the Quantity in Stock column. Record the result in cell B11. 6 13 Clear the filter from the table. Sort the table on the Item Name column from A to Z, remove the Total Row, and then convert the table to a range. On the Page Layout tab, set Print Titles so that row 14 repeats at the top of each page, and then Save your workbook. 6 14 Group the two worksheets. Merge and center the title in cell A1 across the range A1:G1 and apply the Title cell style. Merge and center the subtitle in cell A2 across the range A2:G2 and apply the Heading 3 cell style. Center the worksheets Horizontally, change the Orientation to Landscape, display the Print Preview, and then change the Settings to Fit All Columns on One Page. 7 15 In Backstage view, on the left click Save, and then click the Bulbs sheet tab to cancel the grouping. Click the Trees sheet tab, and then insert a new worksheet. Change the sheet name to Summary and then widen columns A:D to 23.57 width [170 pixels]. Move the Summary sheet so that it is the first sheet in the workbook. 4 16 In cell A1, type Pasadena Inventory Summary. Merge & Center the title across the range A1:D1, and then apply the Title cell style. In cell A2, type As of December 31 and then Merge & Center the text across the range A2:D2. Apply the Heading 1 cell style. 3 17 On the Bulbs sheet, Copy the range A4:A8. Display the Summary sheet and Paste the selection to cell A5. Apply the Heading 4 cell style to the selection. 2 18 In the Summary sheet, in cell B4, type Bulbs. In cell C4 type Trees. In cell D4 type Bulbs/Trees. Center the column titles, and then apply the Heading 3 cell style. 3 19 In cell B5, enter a formula that references cell B4 in the Bulbs sheet so that the Bulbs Total Items in Stock displays in B5. Create similar formulas to enter the Average Price, Median Price, Lowest Price, and Highest Price from the Bulbs sheet into the Summary sheet in the range B6:B9. 5 20 Enter formulas in the range C5:C9 that reference the Total Items in stock and the Average Price, Median Price, Lowest Price, and Highest Price cells in the Trees worksheet. 5 21 In cells D5, D6, D7, D8, and D9, insert Column sparklines using the values in the Bulbs and Trees columns. Format the sparklines using the styles in the first row as follows: D5: Sparkline Style Accent 1, Darker 50% D6: Sparkline Style Accent 2, Darker 50% D7: Sparkline Style Accent 3, Darker 50% D8: Sparkline Style Accent 4, Darker 50% D9: Sparkline Style Accent 5, Darker 50% 5 22 To the range B5:C5, apply Comma Style with zero decimal places, and to the range B6:C9, apply Accounting Number Format. Center the Summary worksheet Horizontally and change the Orientation to Landscape. 4 23 Insert a custom footer in the left section with the file name. Ensure that the worksheets are correctly named and placed in the following order in the workbook: Summary, Bulbs, Trees. Save and close the worksheet. Exit Excel. Submit the file as directed. 0 Total Points 100

 

Updated: 03/07/2013 1 E_CH02_GOV1_H3_Instructions.docx

 
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Week 4 Discussion – Operational Excellence

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OPEraTiOns ManagEMEnT

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At Pearson, we have a simple mission: to help people make more of their lives through learning.

We combine innovative learning technology with trusted content and educational expertise to provide engaging and e�ective learning experiences that serve people wherever

and whenever they are learning.

From classroom to boardroom, our curriculum materials, digital learning tools and testing programmes help to

educate millions of people worldwide – more than any other private enterprise.

Every day our work helps learning flourish, and wherever learning flourishes, so do people.

To learn more please visit us at www.pearson.com/uk

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OPERATIONS MANAGEMENT Eighth edition

nigel slack alistair Brandon-Jones robert Johnston

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Pearson Education Limited Edinburgh Gate Harlow CM20 2JE United Kingdom Tel: +44 (0)1279 623623 Web: www.pearson.com/uk

First published under the Pitman Publishing imprint 1995 (print) Second edition (Pitman Publishing) 1998 (print) Third edition 2001 (print) Fourth edition 2004 (print) Fifth edition 2007 (print) Sixth edition 2010 (print) Seventh edition 2013 (print and electronic) Eighth edition published 2016 (print and electronic)

© Nigel Slack, Stuart Chambers, Christine Harland, Alan Harrison, Robert Johnston 1995, 1998 (print) © Nigel Slack, Stuart Chambers, Robert Johnston 2001, 2004, 2007, 2010 (print) © Nigel Slack, Alistair Brandon-Jones, Robert Johnston 2013, 2016 (print and electronic)

The rights of Nigel Slack, Alistair Brandon-Jones and Robert Johnston to be identified as authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988.

The print publication is protected by copyright. Prior to any prohibited reproduction, storage in a retrieval system, distribution or transmission in any form or by any means, electronic, mechanical, recording or otherwise, permission should be obtained from the publisher or, where applicable, a licence permitting restricted copying in the United Kingdom should be obtained from the Copyright Licensing Agency Ltd, Barnard’s Inn, 86 Fetter Lane, London EC4A 1EN.

The ePublication is protected by copyright and must not be copied, reproduced, transferred, distributed, leased, licensed or publicly performed or used in any way except as specifically permitted in writing by the publisher, as allowed under the terms and conditions under which it was purchased, or as strictly permitted by applicable copyright law. Any unauthorised distribution or use of this text may be a direct infringement of the authors’ and the publisher’s rights and those responsible may be liable in law accordingly.

All trademarks used herein are the property of their respective owners. The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners.

Pearson Education is not responsible for the content of third-party internet sites.

ISBN: 978 1 292 09867 8 (print) 978 1 292 09871 5 (PDF) 978 1 292 17190 6 (ePub)

British Library Cataloguing-in-Publication Data A catalogue record for the print edition is available from the British Library

Library of Congress Cataloging-in-Publication Data A catalog record for the print edition is available from the Library of Congress

10 9 8 7 6 5 4 3 2 1 20 19 18 17 16

Cover image © Karin Hildebrand Lau / Alamy Stock Photo

Print edition typeset in 9.25/12 Charter ITC Std by 76 Printed in Slovakia by Neografia

NOTE THAT ANY PAGE CROSS REFERENCES REFER TO THE PRINT EDITION

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v

Guide to ‘operations in practice’, examples, short cases and case studies xii

Preface xvi

To the Instructor. . . xviii

To the Student. . . xix

Ten steps to getting a better grade in operations management xx

About the authors xxi

Acknowledgements xxii

Publisher’s acknowledgements xxiv

Part One DirECTing ThE OPEraTiOn 3 1 Operations management 4

2 Operations performance 38

3 Operations strategy 74

4 Product and service innovation 109

5 The structure and scope of operations 140

Supplement to Chapter 5 — Forecasting 170

Part Two DEsigning ThE OPEraTiOn 181 6 Process design 182

7 Layout and flow 216

8 Process technology 246

9 People in operations 276

Supplement to Chapter 9 — Work study 306

Part Three DELivEr 315 10 Planning and control 317

11 Capacity management 350

Supplement to Chapter 11 — Analytical queuing models 391

12 Supply chain management 398

13 Inventory management 432

14 Planning and control systems 468

Supplement to Chapter 14 — Materials requirements planning (MRP) 491

15 Lean operations 498

Part Four DEvELOPMEnT 531 16 Operations improvement 532

17 Quality management 572

Supplement to Chapter 17 — Statistical process control 603

18 Managing risk and recovery 616

19 Project management 646

Notes on chapters 681 Useful websites 689 Glossary 691 Index 704

Brief contents

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vii

How is operations performance judged at an operational level? 48

How can operations performance be measured? 63

How do performance objectives trade off against each other? 66

Summary answers to key questions 68 Case study : Operations objectives at the

Penang Mutiara 70 Problems and applications 72 Selected further reading 73

Chapter 3: Operations strategy 74 Introduction 74

What is strategy and what is operations strategy? 76

What is the difference between a ‘top-down’ and ‘bottom-up’ view of operations strategy? 80

What is the difference between a ‘market requirements’ and an ‘operations resources’ view of operations strategy? 84

How can operations strategy form the basis for operations improvement? 92

How can an operations strategy be put together? The process of operations strategy 98

Summary answers to key questions 102 Case study : McDonald’s: half a century

of growth 104 Problems and applications 107 Selected further reading 108

Chapter 4: Product and service innovation 109 Introduction 109

What is product and service innovation? 110 What is the strategic role of product

and service innovation? 114 What are the stages of product and

service innovation? 119 What are the benefits of interactive

product and service innovation? 130 Summary answers to key questions 134

Contents

Guide to ‘operations in practice’, examples, short cases and case studies xii Preface xvi To the Instructor. . . xviii To the Student. . . xix Ten steps to getting a better grade in operations management xx About the authors xxi Acknowledgements xxii Publisher’s acknowledgements xxiv

Part One

DirECTing ThE OPEraTiOn 3

Chapter 1: Operations management 4 Introduction 4

What is operations management? 5 Why is operations management important

in all types of organization? 8 What is the input–transformation–output

process? 13 What is the process hierarchy? 19 How do operations and processes differ? 22 What do operations managers do? 27 Summary answers to key questions 31 Case study : Design house partnerships at

Concept Design Services 33 Problems and applications 36 Selected further reading 36

Chapter 2: Operations performance 38 Introduction 38

Why is operations performance vital in any organization? 39

How is operations performance judged at a societal level? 41

How is operations performance judged at a strategic level? 46

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viii

Case study: Developing ‘Savory Rosti-crisps’ at Dreddo Dan’s 136

Problems and applications 138 Selected further reading 139

Chapter 5: The structure and scope of operations 140 Introduction 140

What do we mean by the ‘structure’ and ‘scope’ of operations’ supply networks? 141

What configuration should a supply network have? 145

How much capacity should operations plan to have? 149

Where should operations be located? 154 How vertically integrated should an

operation’s network be? 156 How do operations decide what to do

in-house and what to outsource? 161 Summary answers to key questions 164 Case study: Aarens Electronic 166 Problems and applications 168 Selected further reading 169

Supplement to Chapter 5: Forecasting 170 Introduction 170

Forecasting – knowing the options 170 In essence forecasting is simple 171 Approaches to forecasting 172 Selected further reading 178

Summary answers to key questions 211 Case study: The Action Response Applications

Processing Unit (ARAPU) 212 Problems and applications 214 Selected further reading 214

Chapter 7: Layout and flow 216 Introduction 216

What is layout and how can it influence performance? 217

What are the basic layout types used in operations? 220

How does the appearance of an operation affect its performance? 231

How should each basic layout type be designed in detail? 234

Summary answers to key questions 240 Case study: The event hub 241 Problems and applications 244 Selected further reading 244

Chapter 8: Process technology 246 Introduction 246

What is process technology? 247 What do operations managers need to

know about process technology? 251 How are process technologies evaluated? 258 How are process technologies

implemented? 264 Summary answers to key questions 271 Case study: Rochem Ltd 272 Problems and applications 274 Selected further reading 274

Chapter 9: People in operations 276 Introduction 276

Why are people so important in operations management? 277

How do operations managers contribute to human resource strategy? 279

How can the operations function be organized? 281

How do we go about designing jobs? 286 How are work times allocated? 300 Summary answers to key questions 301 Case study: Grace faces (three) problems 302

Part Two

DEsigning ThE OPEraTiOn 181

Chapter 6: Process design 182 Introduction 182

What is process design? 183 What should be the objectives of

process design? 185 How do volume and variety affect

process design? 189 How are processes designed in detail? 195

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ix

Problems and applications 304 Selected further reading 305

Supplement to Chapter 9: Work study 306 Introduction 306

Method study in job design 306 Work measurement in job design 309

Supplement to Chapter 11: analytical queuing models 391 Introduction 391

Notation 391 Variability 391 Incorporating Little’s law 393 Types of queuing system 393

Chapter 12: supply chain management 398 Introduction 398

What is supply chain management? 399 How should supply chains compete? 402 How should relationships in supply chains

be managed? 407 How is the supply side managed? 412 How is the demand side managed? 419 What are the dynamics of supply chains? 423 Summary answers to key questions 426 Case study: Supplying fast fashion 428 Problems and applications 430 Selected further reading 431

Chapter 13: inventory management 432 Introduction 432

What is inventory? 434 Why should there be any inventory? 437 How much to order? The volume decision 442 When to place an order? The timing decision 452 How can inventory be controlled? 458 Summary answers to key questions 463 Case study: supplies4medics.com 465 Problems and applications 466 Selected further reading 467

Chapter 14: Planning and control systems 468 Introduction 468

What are planning and control systems? 469 What is enterprise resource planning and

how did it develop into the most common planning and control system? 475

How should planning and control systems be implemented? 483

Summary answers to key questions 486

DELivEr 315

Chapter 10: Planning and control 317 Introduction 317

What is planning and control? 318 What is the difference between planning

and control? 319 How do supply and demand affect planning

and control? 321 What are the activities of planning and control? 327 Summary answers to key questions 345 Case study: subText Studios Singapore 346 Problems and applications 348 Selected further reading 349

Chapter 11: Capacity management 350 Introduction 350

What is capacity management? 351 How are demand and capacity

measured? 354 How should the operation’s base capacity

be set? 364 What are the ways of coping with

mismatches between demand and capacity? 366

How can operations understand the consequences of their capacity decisions? 373

Summary answers to key questions 382 Case study: Blackberry Hill Farm 384 Problems and applications 388 Selected further reading 389

Part Three

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x

Case study: Psycho Sports Ltd 487 Problems and applications 489 Selected further reading 490

Supplement to Chapter 14: Materials requirements planning (MrP) 491 Introduction 491

Master production schedule 491 The bill of materials (BOM) 492 Inventory records 494 The MRP netting process 494 MRP capacity checks 497 Summary 497

Chapter 15: Lean operations 498 Introduction 498

What is lean? 499 How does lean eliminate waste? 506 How does lean apply throughout the

supply network? 519 How does lean compare with other

approaches? 521 Summary answers to key questions 524 Case study: Saint Bridget’s Hospital 525 Problems and applications 527 Selected further reading 528

Summary answers to key questions 566 Case study: Reinventing Singapore’s

libraries 568 Problems and applications 569 Selected further reading 570

Chapter 17: Quality management 572 Introduction 572

What is quality and why is it so important? 573

What steps lead towards conformance to specification? 580

What is total quality management (TQM)? 587 Summary answers to key questions 597 Case study: Turnaround at the

Preston plant 599 Problems and applications 601 Selected further reading 602

Supplement to Chapter 17: statistical process control 603 Introduction 603

Control charts 603 Variation in process quality 604 Control charts for attributes 608 Control chart for variables 610 Summary of supplement 615 Selected further reading 615

Chapter 18: Managing risk and recovery 616 Introduction 616

What is risk management? 617 How can operations assess the

potential causes and consequences of failure? 619

How can failures be prevented? 632 How can operations mitigate the effects

of failure? 637 How can operations recover from the

effects of failure? 639 Summary answers to key questions 642 Case study: Slagelse Industrial

Services (SIS) 643 Problems and applications 645 Selected further reading 645

Part Four DEvELOPMEnT 531

Chapter 16: Operations improvement 532 Introduction 532

Why is improvement so important in operations management? 533

What are the key elements of operations improvement? 540

What are the broad approaches to improvement? 545

What techniques can be used for improvement? 554

How can the improvement process be managed? 559

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xi

Chapter 19: Project management 646 Introduction 646

What is project management? 647 How are projects planned? 653 How are projects controlled? 669 Summary answers to key questions 674 Case study: United Photonics Malaysia Sdn Bhd 675

Problems and applications 679 Selected further reading 680

Notes on chapters 681

Useful websites 689

Glossary 691

Index 704

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xii

guide to ‘operations in practice’, examples, short cases and case studies

Chapter Location Company/example Region Sector/activity Company size

1 Operations management

Lego Europe Manufacturing Large Torchbox UK Web design Small MSF Global Charity Large Pret a Manger Global Hospitality Medium Formule 1 Europe Hospitality Large Ski Verbier Exclusive Europe Hospitality Small Hewlet Packard Manufacturing Large To be a great operations manager…

Global N/A N/A

Concept design services General Design/manufactur- ing/distribution

Medium

2 Operations performance

Novozymes Europe Pharmaceutical Large Patagonia Global Garments Large Holcim Global Cement/aggregates Large Quality Street Global Confectionary Large The Golden Hour General Healthcare N/A UPS Global Distribution Large Mymusli German Web retail Small Aldi Europe Retail Large Foxconn Taiwan Manufacturing Large

The Penang Mutiara Malaysia Hospitality Medium

3 Operations strategy

SSTL UK/ Space Aerospace Medium Apple retail Global Retail Large Amazon Global Web retail Large Apple supply operations Global Manufacturing Large Nokia Global Telecomm Large Sometimes any plan is better than no plan

Europe Military Large

McDonalds Global Hospitality Large

4 Product and service innova- tion

Apple iPhone Global Design Large Kodak Global Manufacturing Smaller Square watermelons Global Agriculture Various IKEA Global Design/ Retail Large Dyson Global Manufacturing Large The circular economy Global Sustainability Various Dreddo Dan’s Global Snack food Large

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xiii

Chapter Location Company/example Region Sector/activity Company size

5 The structure and scope of operations

ARM and Intel Global Design and Design/ manufacturing

Large

Hollywood studios USA Creative Large Surgery and shipping India/Global Healthcare/transporta-

tion Large

Counting clusters Various Various Various HTC Taiwan Design/manufacturing Large Samsun Korea Manufacturing Large Aarens Electronic Netherlands Manufacturing Medium

6 Process design

Changi airport Singapore Air travel Large Fast food Global Hospitality Large Ecover Europe Manufacturing Large Sands Film Studio UK Creative Small Space4 housing UK Construction Medium Sainsbury’s UK Retail Large

Shouldice hospital Canada Healthcare Small

Action response UK Charity Small

7 Layout and flow

Volkswagen Germany Manufacturing Large Google USA Technology Large Factory flow helps surgery UK Healthcare Medium Apple’s shop UK Retail Large Cadbury’s UK Manufacturing/ enter-

tainment Large

Nestlé Global Manufacturing Large

Office cubicles Various Design Various

Zodiac France / Global

Manufacturing Medium

The Event Hub UK Policing Medium

8 Process technology

I Robot Global Various Various Technology or people? Various Various Various QB house Asia Hairdressing Medium Marmite UK Food Large Technology failures UK Technology Large

Who’s in the cockpit? Global Various Airlines Various

Rochem UK Food processing Medium

9 People in operations

W L Gore Global Manufacturing Large High customer contact jobs USA Air travel Large McDonald’s Global Hospitality Large Yahoo USA Technology Large Music while you work Global Various Various

Grace faces (three) problems UK Legal Medium

10 Planning and control

Joanne manages the schedule

UK Retail Medium

Operations control at Air France

Global Airline Large

Uber Global Technology platform Large Can airline passengers be sequenced?

General Airports Various

The hospital triage system Global Healthcare Various The life and times of a chicken sandwich (part 1)

UK Food processing Medium

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xiv

Chapter Location Company/example Region Sector/activity Company size

11 Capacity management

Heathrow UK Airports Large Panettone Italy Food processing Large Amazon Global Retail Large Lowaters UK Horticulture Medium Demand management USA Public Large Baseball games USA Leisure Medium Blackberry hill farm UK Leisure Small

12 supply chain management

Ocado UK Retail Large The North Face Global Garment manufacture Large Apple Global Technology Large The tsunami effect Asia Various Various

Levi Strauss Global Garment manufacture Large

Seven-Eleven Japan Japan Retail Large

Supplying fast fashion Global Garment design/ manufacture/ retail

Large

13 inventory management

National Health Service Blood and Transplant service

UK Public sector Large

Energy inventory Global Power generation Large Treasury wines Australia Wine production Large Gritting roads Europe Public sector Large Flame electrical South Africa Wholesale Small Amazon Global Retail Large Supplies4medics Europe Retail Medium

14 Planning and control systems

Butchers pet care UK (Dog) food production Medium SAP and its partners Global Systems developers The life and times of a chick- en salad sandwich (part 2)

UK Food production Medium

What a waste USA Recycling Large Psycho sports N/A Manufacturing Small

15 Lean operations

Jamie’s lean meals UK Domestic food preparation

N/A

Pixar adopts lean USA Creative Large Toyota Global Auto production Large Waste reduction in airline maintenance

N/A Air transport N/A

Andon’s in Amazon Global Retail Large

Torchbox UK Web design Small

St Bridget’s Hospital Sweden Healthcare Medium

16 improve- ment

Sonae Corporation Portugal Retail Large The checklist manifesto N/A Healthcare Various 6Wonderkinder Germany App developer Small Improvement at Heineken Netherlands Brewer Large

6Sigma at Wipro India Outsourcers Large

Learning from Formula 1 UK Transport Various

Reinventing Singapore’s libraries

Singapore Public sector Medium

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xv

Chapter Location Company/example Region Sector/activity Company size

17 Quality management

TNT Express Global Transport Large Victorinox Switzerland Manufacturing Large Four Seasons Global Hospitality Large Magic moments UK Photography Small Ryanair’s Europe Airline Large Millbrook Proving Ground UK Auto testing Medium Quick Food Products UK Food production Small Fat finger syndrome Global Finance Various Deliberate defectives Canada Manufacturing Large Preston plant Canada Manufacturing Medium

18 Managing risk and recovery

Tesco UK Retail Large Findus Europe Food production Large G4S UK Outsourcer Large The rise of the micromort N/A Various Various Is failure designed-in to airline operations?

Netherlands Airline Large

General motors USA Auto manufacture Large Slagelse Industrial Services Denmark Manufacturing Medium

19 Project management

Disney Global Leisure Large Vasa’s first voyage Sweden Military N/A Halting the growth of ma- laria

Global Healthcare Large

The Scottish Parliament Building

UK Construction Large

United Photonics Malaysia Development Large

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xvi

Preface

introduction – Operations may not run the World, but it makes the World run Operations management is important . It is concerned with creating the services and products upon which we all depend. And all organizations produce some mixture of services and products, whether that organization is large or small, manufacturing or service, for profit or not for profit, public or private. Thankfully, most companies have now come to understand the importance of opera- tions. This is because they have realized that effective operations management gives the potential to improve both efficiency and customer service simultaneously. But more than this, operations management is everywhere , it is not confined to the operations function. All manag- ers, whether they are called Operations or Marketing or Human Resources or Finance, or whatever, manage pro- cesses and serve customers (internal or external). This makes, at least part of their activities ‘operations’.

Operations management is also exciting . It is at the centre of so many of the changes affecting the business world – changes in customer preference, changes in sup- ply networks brought about by internet-based technolo- gies, changes in what we want to do at work, how we want to work, where we want to work, and so on. There has rarely been a time when operations management was more topical or more at the heart of business and cultural shifts.

Operations management is also challenging . Promoting the creativity that will allow organizations to respond to so many changes is becoming the prime task of operations managers. It is they who must find the solutions to technological and environmental chal- lenges, the pressures to be socially responsible, the increasing globalization of markets and the difficult- to- define areas of knowledge management.

The aim of this book This book provides a clear, authoritative, well-structured and interesting treatment of operations management as it applies to a variety of businesses and organizations. The text provides both a logical path through the activi- ties of operations management and an understanding of their strategic context.

More specifically, this text is:

● Strategic in its perspective. It is unambiguous in treating the operations function as being central to competitiveness.

● Conceptual in the way it explains the reasons why operations managers need to take decisions.

● Comprehensive in its coverage of the significant ideas and issues which are relevant to most types of operation.

● Practical in that the issues and challenges of making operations management decisions in practice are dis- cussed. The ‘Operations in practice’ feature, which starts every chapter, the short cases that appear through the chapters, and the case studies at the end of each chapter, all explore the approaches taken by operations managers in practice.

● International in the examples that are used. There are over 110 descriptions of operations practice from all over the world.

● Balanced in its treatment. This means we reflect the balance of economic activity between service and manufacturing operations. Around seventy-five per cent of examples are from organizations that deal primarily in services and twenty-five per cent from those that are primarily manufacturing.

Who should use this book? This book is for anyone who is interested in how services and products are created.

● Undergraduates on business studies, technical or joint degrees should find it sufficiently structured to provide an understandable route through the subject (no prior knowledge of the area is assumed).

● MBA students should find that its practical discus- sions of operations management activities enhance their own experience.

● Postgraduate students on other specialist Master’s degrees should find that it provides them with a well-grounded and, at times, critical approach to the subject.

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xvii

summary answers to key questions Each chapter is summarized in the form of a list of bullet points. These extract the essential points that answer the key questions posed at the beginning of each chapter.

Case studies Every chapter includes a case study suitable for class discussion. The cases are usually short enough to serve as illustrations, but have sufficient content also to serve as the basis of case sessions.

Problems and applications Every chapter includes a set of problem-type exercises. These can be used to check out your understanding of the concepts illustrated in the worked examples. There are also activities that support the learning objectives of the chapter that can be done individually or in groups.

selected further reading Every chapter ends with a short list of further reading that takes the topics covered in the chapter further, or treats some important related issues. The nature of each further reading is also explained.

Distinctive features Clear structure The structure of the book uses the ‘4Ds’ model of opera- tions management that distinguishes between the strate- gic decisions that govern the direction of the operation, the design of the processes and operations that create products and services, planning and control of the deliv- ery of products and services, and the development, or improvement of operations.

illustrations-based Operations management is a practical subject and cannot be taught satisfactorily in a purely theoretical manner. Because of this we have used examples and short ‘opera- tions in practice’ cases that explain some of the issues faced by real operations.

Worked examples Operations management is a subject that blends qualita- tive and quantitative perspectives; ‘worked examples’ are used to demonstrate how both types of technique can be used.

Critical commentaries Not everyone agrees about what is the best approach to the various topics and issues with operations manage- ment. This is why we have included ‘critical commentar- ies’ that pose alternative views to the one being expressed in the main flow of the text.

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xviii

Teaching and learning resources for the 8th edition

To the instructor . . .

new for the eighth edition This 8 th Edition is different. In fact, it’s the biggest set of changes that we have made between editions. We have been consulting widely with our users, who have very kindly contributed to advising us on how we should further improve both the structure and content of the book. First the structure – we have retained the ‘4Ds’ structure (direct, design, delivery and development) that has proved to be exceptionally popular, but we have shifted two chapters that were in the ‘design’ section into the ‘direct’ section. Our users, quite rightly, pointed out that ‘design innovation’ and ‘the structure and scope of operations’ (what was called ‘Supply network design’ in previous editions) were both fundamental and strategic, and so therefore should be included in the first part of the book. We have done this and made both chap- ters more strategic. We have also moved two chapters (Quality management and Project management) into the ‘Development’ section on the grounds that they are both increasingly seen as part of operations improvement. In terms of the content, we have included various aspects of sustainability and Corporate Social Responsibility in each chapter rather than separating the issue out at the end of the book. The issues covered are just too important to be segregated in that way. Needless to say, as usual, we have tried to keep up to date with the (increasingly) rapid changes taking place in the (wonderful) world of operations.

Specifically, the 8th edition includes the following key changes:

● There are now more than 110 of the popular ‘Opera- tions in Practice’ examples throughout the book, over 40 per cent of which are new.

● The importance of sustainability and Corporate Social Responsibility (CSR) has been emphasised further, and included throughout the book.

● We have even further strengthened the emphasis on the idea that ‘operations management’ is relevant to every type of business and all functional areas of the organization.

● Many new ideas in operations management have been incorporated, including the ‘three level’ approach to performance, the relationship between innovation, creativity and design, crowdsourcing, ideas management, business ecosystems, triadic rela- tionships, office layout, telecommuting and organi- sational ‘ambidexterity’. However, we have retained the emphasis on the foundations of the subject.

● Six of the 19 cases at the end of the chapter are new (but the old ones are still available on the website), and provide an up-to-date selection of operations issues.

● The book has been visually redesigned to aid learn- ing. Instructor’s resources A completely new instruc- tor’s manual is available to lecturers adopting this textbook, together with PowerPoint presentations for each chapter and a Testbank of assessment ques- tions. Visit www.pearsoned.co.uk/slack to access these. Most importantly, a new set of online resourc- es to enable students to check their understanding, practise key techniques and improve their problem- solving skills now accompanies the book.

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Simple Excel Projects

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Shelly Cashman Excel 2019 | Modules 4-7: SAM Capstone Project 1a

Victoria Streaming Service

Shelly Cashman Excel 2019 | Modules 4-7: SAM Capstone Project 1a

 

CONSOLIDATE DATA AND USE FINANCIAL FUNCTIONS, TABLES, AND CHARTS

GETTING STARTED

Open the file SC_EX19_CS4-7a_FirstLastName_1.xlsx, available for download from the SAM website.

Save the file as SC_EX19_CS4-7a_FirstLastName_2.xlsx by changing the “1” to a “2”.

If you do not see the .xlsx file extension in the Save As dialog box, do not type it. The program will add the file extension for you automatically.

To complete this SAM Project, you will also need to download and save the following data files from the SAM website onto your computer:

Support_EX19_CS4-7a_Media.txt

Support_EX19_CS4-7a_Properties.html

Support_EX19_CS4-7a_Revenue.xlsx

With the file SC_EX19_CS4-7a_FirstLastName_2.xlsx still open, ensure that your first and last name is displayed in cell B6 of the Documentation sheet.

If cell B6 does not display your name, delete the file and download a new copy from the SAM website.

PROJECT STEPS

Bao Phan is a financial analyst for Victoria Streaming Service (VSS), a website that streams movies and TV shows to subscribers in the United States, Canada, and the United Kingdom. He is tracking sales for the year and asks for your help in projecting future sales and visualizing the sales data. The U.S., Canada, and U.K. worksheets have the same structure and contain similar data. Group the U.S., Canada, and U.K. worksheets to make changes to the three worksheets at the same time. The first change is to display today’s date. In cell H1 of the U.S. worksheet, enter a formula using the TODAY function to display today’s date.

Use the text in cell H5 to fill the range I5:K5 with the names of the remaining quarters in the year.

VSS has applied a goal of increasing revenue to $90,000 in the fourth quarter of next year. For Quarter 1, Bao estimates $84,309 in revenue, which is the average revenue per quarter from the current year. Project the revenue in Quarters 2 and 3 by filling the series for the first projection (range H7:K7) with a linear trend.

Bao is confident that revenue will increase by at least 2 percent per quarter next year. He wants to calculate these revenue goals in a second projection. Project next year’s revenue in the second projection (range H9:K9) based on a growth series using 1.02 as the step value.

Bao wants to consolidate the sales data in the U.S., Canada, and U.K. worksheets on the All Locations worksheet. Ungroup the worksheets, go to the All Locations worksheet, and then consolidate the data as follows:

In cell B6, enter a formula using the SUM function and a 3D reference to total the revenue from Action movies in Quarter 1 (cell B6) in the U.S., Canada, and U.K.

Copy the formula in cell B6 to calculate the revenue from the other types of movies for all four quarters (range B7:B11 and C6:E11), pasting the formula only.

Bao wants to round the total sales values so that they are easier to remember.

In cell B12, add the ROUNDUP function to display the total sales for Quarter 1 rounded up to 0 decimal places.

Fill the range C12:F12 with the formula in cell B12.

In cell F14, Bao wants to display the total revenue from the previous year. This data is stored in another workbook. Insert the total as follows:

Open the file Support_EX19_CS4-7a_Revenue.xlsx.

In cell F14 of Bao’s workbook, insert a formula using an external reference to the total revenue (cell F12) in the All Locations worksheet in the Support_EX19_CS4-7a_Revenue.xlsx workbook.

Bao wants to visualize how the revenue for each type of media contributed to the total revenue for the four quarters. Create a chart as follows to illustrate this information:

Create a 3-D Pie chart that shows how the revenue from each type of media (range A6:A11) contributed to the total revenue (range F6:F11).

Move and resize the chart so that the upper-left corner is in cell A15 and the lower-right corner is in cell E30.

Format the 3-D Pie chart as follows to make it easier to interpret:

Add data labels to the chart on the Outside End of each slice.

Display only the Category Name and Percentage amounts in the data labels.

Change the number format of the data labels to Percentage with 1 decimal place.

Explode the largest slice (Comedy) by 10 percent.

Change the chart colors to Monochromatic Palette 1 to coordinate with the data source range.

Apply Style 8 to the chart to simplify the chart design.

If present, remove the chart title which is not necessary for this chart.

Bao also wants to visualize the revenue for each type of media per quarter. Create a chart as follows to illustrate this information:

Use the Quick Analysis tool to create a Stacked Column chart that compares the revenue from each type of media for Quarters 1–4 (range A5:E11). [MAC HINT: Select Stacked Column chart from Recommended Charts under the Insert tab.]

Switch the rows and columns to compare the four quarters of data rather than the six types of media.

Move and resize the chart so that the upper-left corner is in cell F15 and the lower-right corner is in cell K37.

Bao decides he wants the chart to compare revenue from movies only. Modify the Stacked Column chart as follows to meet his request and make the chart more meaningful:

Remove the TV Shows data series from the chart.

Add a Data Table with legend keys to the chart.

Use Movie Revenue as the chart title.

Remove the legend, which repeats information in the data table.

Bao has a text file that describes the types of media the company provides. Import the text file as follows:

Get data from the Text/CSV file Support_EX19_CS4-7a_Media.txt.

Edit the text file before loading it to use the first row as headers.

In the Power Query Editor window, choose to close and load to a location in the worksheet. [MAC Hint: Use Text Import Wizard to import data as tab delimited text.]

View the imported data as a table and insert the data in cell H5 of the existing worksheet. [MAC Hint: Import data as text and update the table name from “Table_2” to “Support_EX19_CS4_7a_Media”.]

Apply Blue, Table Style Medium 2 to the imported table to coordinate with the rest of the worksheet contents. [MAC Hint: Format as Table using Blue, Table Style Medium 2.]

Bao decides that he might want to sort and filter the revenue data. Format the range A5:F12 as a table with headers.

Go to the Original Content worksheet, which lists movies and TV shows that VSS is developing itself and indicates whether each project is approved for production. Bao wants to list the approved projects in a separate part of the worksheet. Use an advanced filter as follows to list these projects in a new range:

In cell F26, type Yes as the value to filter on in the criteria range.

Create an advanced filter using the Projects table (range A1:F23) as the List range.

Use the range A25:F26 as the Criteria range.

Copy the results to another location, starting in the range A28:F28.

Insert a table using the range A28:F36 as the data and specifying that the table has a header row.

Filter the new table to display only data for TV shows.

VSS wants to delay the development of dramas that have not been approved because dramas have not been selling well. Bao asks you to identify these projects on the Original Content worksheet. Add a column to the Projects table and determine which projects meet the criteria as follows:

Add a column to the right of the Approved? column.

Type Delay? as the column heading.

In cell G2, enter a formula using the AND function that includes structured references to display TRUE if a project has a [Project Type] of “Drama” and an [Approved?] value of “No”. Fill the range G3:G23 with the formula in cell G2 if Excel does not do so automatically.

Bao asks you to identify the projects with budgets of $25,000 or more, those with budgets of $15,000 or more, and those with budgets less than $15,000.

In the Budget column (range E2:E23), create a new Icon Set Conditional Formatting rule using the 3 Symbols (Circled) indicators.

Display the green circled symbol in cells with a Number type value greater than or equal to 25000.

Display the yellow circled symbol in cells with a Number type value greater than or equal to 15000.

Display the red circled symbol in cells with a Number type value less than 15000.

The range I1:J13 lists project details, including the ID code that VSS producers use to refer to the projects. Bao wants to find a simple way to look up a project name based on its ID. Create a formula that provides this information as follows:

In cell J3, begin to enter a formula using the VLOOKUP function.

Use the Project ID (cell J2) as the lookup value.

Use the Projects table (range A2:G23) as the table_array.

Use the Project Name column (column 2) as the col_index_num.

Specify an exact match (FALSE) for the range_lookup.

Bao also wants to list the start date of the project identified in cell J2. In cell J4, enter a formula using the VLOOKUP function that looks up the value in cell J2 in the Projects table, and then returns the corresponding start date as an exact match.

Bao also wants to calculate the number of projects that have a budget of more than $15,000 and determine the average budget amount for comedy projects. Create formulas that provide this information as follows:

In cell J8, create a formula using the DCOUNT function to count the number of projects with budget amounts more than $15,000, using the Projects table (Projects[#All]) as the database, “Budget” as the field, and the range I6:I7 as the criteria.

In cell J13, create a formula using the DAVERAGE function to average the budget amounts for Comedy projects in the Projects table, using the range I11:I12 as the criteria.

Finally, Bao wants to summarize the number of projects proposed by the project type and calculate their total and average budget amounts. Calculate this information for Bao as follows:

In cell J16, enter a formula using the COUNTIF function that counts the number of Action movie projects, using Projects[Project Type] as the range and cell I16 as the criteria.

Fill the range J17:J19 with the formula in cell J16.

In cell K16, enter a formula using the SUMIF function that totals the budget for Action movie projects, using Projects[Project Type] as the range, cell I16 as the criteria, and Projects[Budget] as the sum_range.

Fill the range K17:K19 with the formula in cell K16.

In cell L16, enter a formula using the AVERAGEIF function that averages the budget amounts for Action movie projects.

Fill the range L17:L19 with the formula in cell L16.

Bao wants to compare the projects by project type, start date, and budget. Insert a chart as follows to provide this comparison:

Insert a Treemap chart based on the range C1:E23.

Use Projects by Date and Budget as the chart title.

Change the font size of the chart title to 12 point.

Move the chart so that its upper-left corner is in cell I21 and its lower-right corner is in cell O37.

Go to the Subtotals worksheet, which lists the same projects as on the Original Content worksheet. Bao wants to display the data by project type, and then list the projects by start date. (Hint: You must complete all actions in this step and the following step correctly to receive full credit.) Sort the data in the table in ascending order first by project type and then by start date, both in ascending order.

Bao also wants to calculate subtotals for each funding type.

Convert the table to a range.

Insert a subtotal at each change in the Project Type value.

Use the Sum function to calculate the subtotals.

Add subtotals to the Budget values only.

Include a summary below the data.

Collapse the outline to display only the subtotals for each project type and the grand total.

Go to the Expansion Funding worksheet. VSS is considering whether to expand into selling portable media devices for viewing their streaming content. The company would buy the devices from a manufacturer and then ship them from a distribution center. Bao is seeking funding for the expansion and wants to create a loan analysis to cover the cost of the distribution center. First, Bao wants to update and define names in the worksheet as follows:

Delete the Loan_Calculator defined name.

For cell B8, edit the defined name to use Loan_Amount as the name.

In the range D4:D8, create defined names based on the values in the range C4:C8.

Bao needs to calculate the monthly payment for a loan to purchase the distribution center. Calculate the payment as follows:

In cell D6, start to enter a formula using the PMT function.

Divide the Rate (cell D4) by 12 to use the monthly interest rate.

Use the Term_in_Months (cell D5) to specify the number of periods.

Use the Loan_Amount (cell B8) to include the present value.

Display the result as a positive amount.

Calculate the total interest and cost as follows:

In cell D7, enter a formula without using a function that multiples the Monthly_Payment (cell D6) by the Term_in_Months (cell D5), and then subtracts the Loan_Amount (cell B8) from the result to determine the total interest.

In cell D8, enter a formula without using a function that adds the Price (cell B6) to the Total_Interest (cell D7) to determine the total cost.

Bao wants to compare monthly payments for interest rates that vary from 3.85 to 5.05 percent and for terms of 120, 180, and 240 months. He has already set up the structure for a data table in the range A12:D25. Create a two-variable data table as follows to provide the comparison that Bao requests:

In cell A12, enter a formula without using a function that references the Monthly_Payment amount (cell D6) because Bao wants to compare the monthly payments.

Based on the range A12:D25, create a two-variable data table that uses the term in months (cell D5) as the row input cell and the rate (cell D4) as the column input cell.

Bao has three other options for purchasing the distribution center. In the first scenario, he would pay off the loan in 10 years at an interest rate of 4.45 percent. He wants to determine the monthly payment for the first scenario. In cell G10, insert a formula using the PMT function using the monthly interest rate (cell G6), the loan period in months (cell G8), and the loan amount (cell G4) to calculate the monthly payment for the 10 Years scenario.

In the second scenario, Bao could pay back the loan in 15 years and make a monthly payment of $16,000 at an annual interest rate of 4.4 percent. He wants to know the loan amount he should request with those conditions. In cell H4, insert a formula using the PV function and the monthly interest rate (cell H6), the loan period in months (cell H8), and the monthly payment (cell H10) to calculate the loan amount for the 15 Years scenario.

In the third scenario, Bao could pay back the loan for 5 years with a monthly payment of $20,000 at an annual interest rate of 4.55 percent and then renegotiate better terms. He wants to know the amount remaining on the loan after 5 years, or the future value of the loan. In cell I11, insert a formula using the FV function and the rate (cell I6), the number of periods (cell I8), and the monthly payment (cell I10) to calculate the future value of the loan for the 5 Years scenario.

Bao is also considering other properties to purchase. The worksheet should list information about these properties, which is contained in a webpage. Import data from the webpage as follows:

In the Expansion Funding worksheet, get data from the webpage Support_EX19_CS4-7a_Properties.html. (Hint: Use Windows Explorer to copy the path to the webpage, and then type \Support_EX19_CS4-7a_Properties.html at the end of the path.) [MAC Hint: Open the Support_EX19_CS4-7a_Properties.html file in Excel.]

Import only the Candidate Properties data. [MAC Hint: Copy the range A1:E7 from the Support_EX19_CS4-7a_Properties.html file.]

Load the webpage data as a table to cell F26 in the existing worksheet. [MAC Hint: Paste the range copied above into cell F26 of the Expansion Funding worksheet.]

Format the imported data in the range F26 using Blue, Table Style Medium 2. [MAC Hint: Format as Table using Blue, Table Style Medium 2.]

Bao wants to list the property information in the range F15:I19 using his preferred format. Incorporate the imported data in the range F15:I19 as follows:

In cell F15, enter a formula using the PROPER function to capitalize the first letter in each word in the Type text in cell F27.

Fill the range F16:F19 with the formula in cell F15 to list the remaining property types.

In cell G15, enter a formula using the CONCAT function that displays the first name shown in cell H27 followed by a space (” “), and then the last name shown in cell I27.

Fill the range G16:G19 with the formula in cell G15 to list the full names of the remaining contacts.

In cell H15, enter a formula using the RIGHT function to insert the last 2 characters on the right of cell G27. Copy the formula in cell H15 to the range H16:H19.

In cell I15, enter a formula using the LEFT function to insert the first 2 characters on the left of cell J27. Copy the formula in cell I15 to the range I16:I19.

Hide rows 26 to 32 so the worksheet does not display duplicated data.

Your workbook should look like the Final Figures on the following pages. Save your changes, close the workbook, and then exit Excel. Follow the directions on the SAM website to submit your completed project.

 

Final Figure 1: U.S. Worksheet

 

 

 

Final Figure 2: Canada Worksheet

 

 

 

Final Figure 3: U.K. Worksheet

 

 

 

Final Figure 4: All Locations Worksheet

 

 

 

Final Figure 5: Original Content Worksheet

 

 

 

Final Figure 6: Subtotals Worksheet

 

 

 

Final Figure 7: Expansion Funding Worksheet

 

 

 

2
 
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Info Tech Project

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RUNNING CASE

 

Tony and his team identified some risks the first month of the Recreation and Wellness Intranet Project. However, all they did was document them in a list. They never ranked them or developed any response strategies. Since several problems have been occurring on the project, such as key team members leaving the company, users being uncooperative, and team members not providing good status information, Tony has decided to be more proactive in managing risks. He also wants to address positive as well as negative risks.

 

1. Create a risk register for the project, using Table 1 and the data below it as a guide. Identify six potential risks, including risks related to the problems described above. Include negative and positive risks.

1. Plot the six risks on a probability/impact matrix, using Figure 11-6. Also assign a numeric value for the probability and impact of each risk on meeting the main project objective. Use a scale of 1 to 10 in assigning the values, with 1 being low and 10 being high. For a simple risk factor calculation, multiply these two values (the probability score and the impact score). Add a column to your risk register to the right of the impact column called Risk Score. Enter the new data in the risk register. Write your rationale for how you determined the scores for one of the negative risks and one of the positive risks.

1. Develop a response strategy for one of the negative risks and one of the positive risks. Enter the information in the risk register. Also write a separate paragraph describing what specific tasks would need to be done to implement the strategy. Include time and cost estimates for each strategy, as well.

 

1. Summarize your findings in a 700 word minimum, APA formatted, Word document.

 

Any Excel documents and/or screenshots created to display your tasks need to be copied and pasted into the Word document at the end of the summary, and the assignment should be submitted as one document.

 

 

Table 1

 

Sample Risk register

 

Number Risk area Type Risk score Time and cost Response strategy
1 Team composition Positive 60 2 months

Depends upon skill

 Proper staffing
2 High levels of attrition Negative 36    
3 Lack of team communication Negative 35    
4 Users not being cooperative Negative 15    
5 Communication protocols between

users and team not healthy

 Negative 21    
6 Deadlines not being met due to

conflicts and frictions

 Negative 80 Weekly

Loss of project

 Project coordination and effective leadership

 

Figure 11-6

 

C:\Users\User\Desktop\homwwork market\Figure 11-7.jpg

 
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Term Paper

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Please check the attachment project term paper need to write APA format 12 to 15 pages paper as mentioned in the attachement.

Term Paper

Overview:
For this paper you will compare and contrast the 5 algorithm design approaches you learned in class (divide and conquer, dynamic programming, greedy approach, backtracking, and branch and bound).The objective of the paper is to demonstrate your understanding of these concepts as explained in the textbook and weekly sessions.
Collaboration
You must work on the paper individually. Paper needs to be submitted to Moodle and TurnItIn report will be generated to evaluate the originality of the work.
Paper Contents
The paper should be 10-12 pages long (double spaced with font no larger than 12) and must explain each algorithm design, what kind of problems are best suited to that approach (do not just list them – explain), and how that approach is similar and/or different from the others and why you would want to use one versus the other. Give specific examples using the textbook material to demonstrate your arguments when comparing the algorithms. At the end, your paper should have a summary and conclusion of the compare and contrast.
Video
Your 10-15 min video should give highlights for each design approach and discuss your summary and conclusions.
Deliverables:
Submit the (1) paper as Word or PDF document and (2) video in zip file to Moodle
Grading Rubric
Points
Criteria
20
Each approach is explained correctly and thoroughly
20
There is a compare and contrast to each other for all the approaches
10
There is explanation what problems are well suited and which problems are not for each approach
20
Paper is well written (graduate level), demonstrates good understanding, and uses good examples to support the arguments
10
Paper has proper and complete summary and conclusion
20
Video gives the paper highlights, summary, and conclusions

take in put from the books of i attached and

Course Textbook and References
– Richard Neapolitan “Foundations of Algorithms 5th Edition.”
ISBN-10: 1284049191. Jones & Bartlett Learning, March 19, 2014
– Harry Hariom Choudhary “Data Structures And Algorithms.: Made Easy”
ISBN-10: 149599600X. CreateSpace Independent Publishing Platform. February 18, 2014
– Papers, programs, or online references will be made available to supplement the text.

 
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CMIS PROJECT

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1

Project 3

In this assignment you will be performing some additional queries against your Online Vehicle Sales (OVS), Inc. online transaction processing (OLTP) database and also creating some simple anonymous PL/SQL blocks.

You will also begin the creation of a data warehouse database for Online Vehicle Sales (OVS), Inc. The full data warehouse is comprised of 4 dimension tables and a fact table based on the Star Schema diagram posted in LEO’s Week #6 area. Your OLTP database tables and star schema tables will reside in the same Oracle schema.

This assignment is based on the fully populated tables from Homework #2 so it assumes you’ve completed all work for that assignment.

You can perform this assignment based on a database on Nova or any other Oracle system you wish, but you must use the Oracle RDBMS.

You should use one or more SQL script files to complete this assignment. Your script files should contain all your SQL and PL/SQL code. Do NOT submit your SQL script files. Doing so may result in confusion and will result in lost points.

Everything for this assignment must be in a single file. If you are using SQL*Plus you must put all your SQL, PL/SQL, and results together in a single SPOOL file. If you are using SQL Developer or other GUI, put all your screen snapshots in a single file for both your SQL statements and PL/SQL as they executed and the results. Failure to include all your SQL, PL/SQL, and all your results along with them will result in lost points.

Do NOT submit additional files as this only complicates the grading, and will result in lost points.

Here are the specific assignment steps. In order to earn full credit you must keep your steps in order, number your steps, and put everything in a single file.

1) Execute SELECT COUNT(*) FROM <table_name>; statements for all 6 of your OVS, Inc. OLTP tables. You should have at least the following counts: CUSTOMERS table – 100 rows, VEHICLES table – 50 rows, SALESPERSONS table – 10 rows, FINANCING_PLANS – 5 rows, SALES table – 200 rows, and SALES_FINANCINGS table – 200 rows.

2) Via a single SELECT query display the zip code, make, and count with the largest total car purchases for a zip code and make combination (there may be a tie with two or more). Show the SQL statement you used and the results returned by Oracle from executing your SQL statement right after the statement.

3) Develop a PL/SQL anonymous block that displays the total sales for a zip code for a specific zip code. You may use any of your zip codes you wish. Show the PL/SQL statements in your block, the actual execution of your block, and the results returned.

2

4) Develop a PL/SQL anonymous block that displays the zip code with the largest total car purchases. Since there can be a tie with two or more zip codes, ensure that the lowest numeric zip code is displayed. The zip code displayed should correlate to the results of Step #2. Show the PL/SQL statements in your block, the actual execution of your block, and the results returned.

5) This step begins the creation of your data warehouse. Ensure that your FINANCING_PLANS table has already been created and populated via a “SELECT * FROM financing_plans;” SQL query. This table is used by both your OLTP database and serves as a dimension table in the star schema of your data warehouse database. Your Plan_ID primary key is the Plan_Code column. Don’t worry about changing this to Plan_Code or changing any other column names you already have. Show the SQL you used and executed and the results.

6) Create the DEALERSHIPS star schema dimension table via SQL. Add at least 2 rows of data via INSERT statement(s). After populating your DEALERSHIPS table execute a “SELECT * FROM dealerships;” SQL statement to display the entire contents. Show all your SQL code for this step and the Oracle results from executing it.

7) Create the VEHICLES star schema dimension table via SQL. Change your existing OLTP VEHICLES table to OLTP_VEHICLES via the SQL RENAME command and change your SALES table’s foreign key to reference this new table name. For the Vehicle_Code primary key column use an Oracle sequence to populate the values. For the Description column use all concatenated combinations of Make and Model of vehicles you have. Use a PL/SQL block to populate the Description column by SELECTing the combinations from your OLTP_VEHICLES table and then INSERTing the combinations into your new VEHICLES table, which would best be performed via a cursor in a loop. After populating your VEHICLES table execute a “SELECT * FROM vehicles ORDER BY vehicle_code” SQL statement to display the entire contents. Show all your SQL and PL/SQL code for this step and the Oracle results from executing it.

Your submission MUST be in a single text, Word, or PDF file with all steps numbered and in order.

Project 3 grading rubric

Attribute

Meets

Does Not Meet

CREATE TABLE SQL statements

20 points

Uses an SQL script file.

Creates the DEALERSHIPS star schema dimension table.

Creates the VEHICLES star schema dimension table.

Changes your existing OLTP VEHICLES table to OLTP_VEHICLES via the SQL RENAME command and change your SALES table’s foreign key to reference this new table name.

0 points

Does not use an SQL script file.

Does not create the DEALERSHIPS star schema dimension table.

Does not create the VEHICLES star schema dimension table.

Does not change your existing OLTP VEHICLES table to OLTP_VEHICLES via the SQL RENAME command or change your SALES table’s foreign key

3

Uses an Oracle sequence to populate the Vehicle_Code values.

Uses all concatenated combinations of Make and Model of vehicles for the Description column.

Uses an Oracle RDBMS.

All SQL statements are syntactically correct and execute without error.

to reference this new table name.

Does not use an Oracle sequence to populate the Vehicle_Code values.

Does not use all concatenated combinations of Make and Model of vehicles for the Description column.

Does not use an Oracle RDBMS.

All SQL statements are not syntactically correct or execute without error.

INSERT SQL statements

25 points

Adds at least 2 rows of data via INSERT statement(s) to the DEALERSHIPS Star schema table.

All SQL statements are syntactically correct and execute without error.

0 points

Does not add at least 2 rows of data via INSERT statement(s) to the DEALERSHIPS Star schema table.

All SQL statements are not syntactically correct or execute without error.

SELECT SQL statements

5 points

Executes SELECT COUNT(*) FROM <table_name>; for all OLT tables resulting in expected counts.

Via a single SELECT query display the zip code, make, and count with the largest total car purchases for a zip code and make combination.

Ensures that your FINANCING_PLANS table has already been created and populated via a “SELECT * FROM

0 points

Does not execute SELECT COUNT(*) FROM <table_name>; for all OLT tables resulting in expected counts.

Does not, via a single SELECT query, display the zip code, make, and count with the largest total car purchases for a zip code and make combination.

Does not ensure that your FINANCING_PLANS table has already been created and

4

financing_plans.

After populating your DEALERSHIPS table execute a “SELECT * FROM dealerships;”

After populating your VEHICLES table execute a “SELECT * FROM vehicles ORDER BY vehicle_code”.

All SQL statements are syntactically correct and execute without error.

populated via a “SELECT * FROM financing_plans.

Does not, After populating your DEALERSHIPS table execute a “SELECT * FROM dealerships;”

Does not, after populating your VEHICLES table execute a “SELECT * FROM vehicles ORDER BY vehicle_code”.

All SQL statements are syntactically correct and execute without error.

All SQL statements are not syntactically correct or execute without error.

PL/SQL anonymous blocks

40 points

Develops a PL/SQL anonymous block that displays the total sales for a zip code for a specific zip code.

Develops a PL/SQL anonymous block that displays the zip code with the largest total car purchases.

Ensures that the lowest numeric zip code is displayed.

The zip code displayed should correlate to the results of Step #2 above.

Uses a PL/SQL block to populate the Description column by SELECTing the combinations from your OLTP_VEHICLES table and then INSERTing the combinations into your new VEHICLES table, which would best be performed via a cursor in a loop.

0 points

Does not develop a PL/SQL anonymous block that displays the total sales for a zip code for a specific zip code.

Does not develop a PL/SQL anonymous block that displays the zip code with the largest total car purchases.

Does not ensure that the lowest numeric zip code is displayed.

The zip code displayed does not correlate to the results of Step #2 above.

Does not use a PL/SQL block to populate the Description column by SELECTing the combinations from your OLTP_VEHICLES table and then INSERTing the combinations into your new VEHICLES table, which would

5

best be performed via a cursor in a loop.

SQL script file and SPOOL file

10 points

Submits either an SQL*Plus SPOOL file or screen snapshots of the output if using SQL Developer or another GUI.

Demonstrates DROP TABLE, CREATE TABLE, and ALTER TABLE SQL statements as they executed and the Oracle responses.

Demonstrates INSERT SQL statements as they executed and the Oracle responses.

Displays the contents of all tables from SELECT * FROM tablename; statements.

Displays all single SELECT statements queries.

Displays all PL/SQL code and execution.

Does NOT submit a SQL script file.

Includes a SET ECHO ON SQL*Plus statement in your SQL script file to ensure that all the SQL that is executed is displayed in your SPOOL file.

0 points

Does not submit either an SQL*Plus SPOOL file or screen snapshots of the output if using SQL Developer or another GUI.

Does not demonstrate DROP TABLE, CREATE TABLE, and ALTER TABLE SQL statements as they executed and the Oracle responses.

Does not demonstrate INSERT SQL statements as they executed and the Oracle responses.

Does not display the contents of all tables from SELECT * FROM tablename; statements.

Does not display all single SELECT statements queries.

Does not display all PL/SQL code and execution.

Submits a SQL script file.

Does not Include a SET ECHO ON SQL*Plus statement in your SQL script file to ensure that all the SQL that is executed is displayed in your SPOOL file.

 
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MS Word Project

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Monthly Newsletter Issue 8

Career Smarts

 

Making a Move to a New City

 

This file created specifically for Joshua Walker

This file created specifically for Joshua Walker

This file created specifically for Joshua Walker

Y

ou are all set: you found a new job that you are confident you will love and it’s located in a city where you have always wanted to live. So why are you feeling nervous about the move? You are preparing to make a lot of changes at the same time, and changes are usually stressful. You can reduce the stress and ensure a smooth transition by preparing for and dealing with the changes before, during, and after the move.

Before You Move

The best way to know what to expect in a new city is to visit before you move. Stay with a friend or relative, if possible, so you can experience the place as a resident rather than a visitor. Another idea is to rent a room for a weekend or more in the neighborhood where you want to live. You can then find stores and offices you are likely to use as a resident.

To make the transition an easy one, complete the following tasks:

Research: Find out the average cost of housing, public transportation, groceries, and other items in the new city. If you have a family, include schools on your research list.

Housing: Discuss your plans with your landlord or realtor so you can sublet, end your lease, or sell your house. Schedule time with an agent in your new city to see apartments or houses. If you know your target budget and housing requirements, you can find a place quickly.

The best way to know what to expect in a new city is to visit before you move.

 

Timing: Create a schedule so you have enough time to pack, recycle or sell some belongings, and clean.

Expenses: Create a budget and keep track of your moving expenses. You need an organized set of expenses for tax purposes or in case your new employer reimburses you for some or all of the expenses.

During the Move

Using friends or a rental van to move across town is one thing. To move to a new city, let the professionals handle it. Depending on your budget, movers can pack and unpack boxes, set up furniture, and take care of the heavy lifting.

After the Move

Make the most of your new location by exploring it thoroughly. Use the Internet to learn about places to eat, shop, and relax. Talk to your neighbors and co-workers and make a point of attending events and other gatherings to meet new people and make friends.

Overall, you prepare for the change, schedule the activities, manage the move itself, and then network in your new city.

 

Prepare

 

 

Manage

 

 

Schedule

 

 

Netwock

 
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