Microsoft Access assignment help

Microsoft Access assignment help

~ DrtvetrtcketDetails ~————————-<

USING MICROSOFT ACCESS 2016 Independent Project 7-5

Step 1: Download start file

Independent Project 7-5 The New York Department of Motor Vehicles wants to extend the functionality of its database. You use Design view to finish building a main form, add a calculated control to concatenate the first and last name, and add header and footer sections. You also add a table as a subform and customize the form to add sections, modify properties, enhance the look of the form, and add a calculated control. This project has been modified for use in SIMnet®.

Skills Covered in This Project • Edit a main form in Design view. • Add Form Header and Form Footer sections to a form. • Edit a control to add an expression to

concatenate fields. • Change the tab order of a control. • Change the border style property of a form.

• Remove the record selector. • Add and edit a control in a form. • Use a table as the subform in the SubForm Wizard. • Use an aggregate function on a subform. • Add a control on a main form that refers to a

control on a subform.

1. Open the NewYorkDMV-07 database start file.

2. The file will be renamed automatically to include your name. Change the project file name if directed to do so by your instructor.

3. Enable content in the security warning.

4. Complete the main form. a. Open the DriverTicketDetails form in Design view. b. Set the following property for the Form: Enter 6″ in the Width property. c. Set the following property for the Detail section: Enter 4″ in the Height property. d. Edit the Control Source property of the Unbound text box to contain =[FirstName] & “ ” &

[LastName], and enter 1.5″ in the Width property and DriverName in the Name property. e. Add Form Header and Form Footer sections to the form. f. Set the following properties for the Form Header section: Enter .6″ in the Height property and

select Green Accent 6, Lighter 80% (the tenth column, second row, in the Theme Colors area) in the Back Color property.

g. Set the following properties for the Form Footer section: Enter .6″ in the Height property and select Green Accent 6, Lighter 80% (the tenth column, second row, in the Theme Colors area) in the Back Color property.

h. Add a label control into the Form Header section and enter Ticket Details by Driver into the label.

i. Set the following properties for the label: Change the Width property to 2, the Height Property to .25″, the Top property to .2″, the Left property to 2.5″, the Font Size property to 14, and the Font Weight property to Bold.

j. Change the tab order of the controls to the following: LicenseNumber, Gender, DriverName, BirthDate, Address, City, State, and ZIP.

k. Remove the record selector from the form. l. Save your changes to the form. Your form

should look similar to Figure 7-115. 7-115 Design view of main form

Access 2016 Chapter 7 Creating Advanced Forms Last Updated: 1/11/18 Page 1

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

T,d.,tDat” T City

ltmBI 2/1/2016 New York 4235894352 2/14/2016 Albany

4235895548 5/11/ZOlo Buffalo

*

PrimarvFactor

unsafe Speed

License umber

Name

Birth Date

Gender EE

Address 1274 w 145th street I City INewYork I State ~ ZIP 110039 I

TicketsSubform TlcketNumt • TlcketDate • City

4 235~3852 2/1/2016 New York

4235~352 2/14/2016 Albany

4 235~5648 5 / 11/2016 Buffa lo

*

RHord: ,~ 7 01 3 · • .i • l;.. No F 1t-2r searm

Fine FirstName LastName

$45.00 Amanda Freed

unsa es Parnng/

unsafe s

Passing/lan e Violations s120.00 Javier Torre s

unsafe speed $180.00 Alex Rodnguez

USING MICROSOFT ACCESS 2016 Independent Project 7-5

5. Add a table as a subform in a main form. a. Ensure that Use Control Wizards is turned on. b. Use the Subform/Subreport button to add a subform onto the main form. Position the subform

near the left border at the 2″ high mark. The SubForm Wizard launches. c. Choose Use existing Tables and Queries, add the TicketNumber, TicketDate, City,

PrimaryFactor, and Fine fields from the Tickets table into the Selected Fields area in the SubForm Wizard. Also add the FirstName and LastName field from the Officers table into the Selected Fields area.

d. Select the Show Tickets for each record in Drivers using LicenseNumber link statement. e. Enter the name TicketsSubform instead of the default name and click Finish. f. Save the main form. g. Switch to Layout view. The Detail section of the

form should be similar to Figure 7-116. h. Click the Next record arrow in the Navigation

bar of the main form to advance to the next record. Verify that the subform updates to display no tickets for Hossein Badkoobehi.

i. Switch to Design view. j. Increase the width of the main form to 9″ to

provide space to see and modify the subform. k. Set the following properties for the

TicketSubform: Enter 8.6″ in the Width property and .1″ in the Left property.

l. Save and close the form to ensure that all updates are correctly processed. If prompted, save your changes.

6. Customize the subform to adjust field widths and remove the border, Navigation bar, and label. a. Open the DriverTicketDetails form in Layout view. b. Click to select the TicketNumber column in the subform. c. Move the pointer to the right border until it changes to the resize arrow, and then click, hold,

and drag the resize arrow to increase the width of the column until you can see the entire label of TicketNumber. Recall that the column widths of a subform can only be changed in Layout view.

d. Adjust the width of the additional columns in the subform so they look similar to Figure 7-117. You may need to temporarily change the width of a few columns to smaller than shown to be able to adjust the LastName column.

7-116 Form view of the Detail section of the main form

7-117 Adjusted column widths in the subform

Access 2016 Chapter 7 Creating Advanced Forms Last Updated: 1/11/18 Page 2

e. Save your changes. f. Switch to Design view. If prompted, save your changes. g. Click to select the TicketsSubform and enter 1.2″ in the Height property, and select

Transparent in the Border Style property.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Ticket Details by Driver

UcenseNumber 10001532

Name

Birth Date

City New York

~ OrtYertkketDebls ~—————————— Ticket Details by Driver

LioemeNum ber ~ Gender ~

Name ~1mothy smnh

Birth Dale~

Addres5 (214 w 145th Street

Ctty !New York : State ~ ZIP 110039 I TlcketNumber • Tld:etDate City Prlma~Factor Fine FlrstName LastName 4235893852 2/1/2016 New York Unsafe Speed S4S.OO Amanda Freed 4235894352 2/14/2016 AIOOny Pnssmg/lone Violations Sl.20.00 Jevier To rres 4235895648 5/11/2016 BIJffalo Unsafe Speed 5180.00 AleK Rodriguez

*

Total a>’il o f fin- $345.00

USING MICROSOFT ACCESS 2016 Independent Project 7-5

h. Click the Select All box in the subform to select the subform. The Select All box in the subform updates to display a black square.

i. Select No in the Navigation Buttons property. j. Delete the TicketsSubform label. k. Save the form. l. Switch to Form view. Verify that the border, Navigation bar, and label have been removed.

7. Add a calculated control onto the subform and enter an aggregate function. a. Switch to Design view. b. Click, hold, and drag the vertical scroll bar on the subform to move down to the Form Footer

section. c. Click the Form Footer section bar and set the Height property to .5″. d. Add a text box control to the Form Footer section of the subform. e. Enter =Sum([Fine]) into the Control Source property and SFTotalFine in the Name property. f. Delete the label that was added with the text box. g. Save the form.

8. Add a text box to the main form and reference a control from the subform. a. Add a text box control below the subform and make the following changes to these

properties: Enter =[TicketsSubform].[Form]![SFTotalFine] into the Control Source property, .8″ in the Width property, 3.5″ in the Top property, and 5.4″ in the Left property. Select Currency in the Format property, Transparent in the Border Style property, Bold in the Font Weight, and No in the Tab Stop property.

b. Click the label control of that text box and make the following changes to these properties: Enter Total cost of fines in the Caption property, 1.2″ in the Width property, 3.5″ in the Top property, and 4.1″ in the Left property. Select Bold in the Font Weight.

c. Save the form.

9. Enhance the look of the form. a. Switch to Layout view. b. Select all of the controls shown in Figure 7-118. c. Press the right arrow key 20 times to move the

selected controls to the right. d. Set the following property for the Form: Change the

Scroll Bars property to Neither. e. Save the form.

10. Switch to Form view to view the completed form. The form should be similar to Figure 7-119. Depending on the default font size, the width of the fields in the subform, and the specific record you are viewing, scroll bars may display in the subform.

11. Close the database.

12. Upload and save your project file.

13. Submit project for grading.

7-118 Selected controls to move

7-119 Form view of completed main form with a subform

Step 2 Upload & Save

Step 3 Grade my Project

Access 2016 Chapter 7 Creating Advanced Forms Last Updated: 1/11/18 Page 3

 

  • Independent Project 7-5
    • Skills Covered in This Project
 
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Exp19_Excel_App_Cap_Comp_Tech_Store

Exp19_Excel_App_Cap_Comp_Tech_Store

Grader – Instructions Excel 2019 Project

Exp19_Excel_App_Cap_Comp_Tech_Store
Project Description:
After graduating from college, you and three of your peers founded the software company TechStore Unlimited (TSU). TSU provides an online market place that fosters business to business (B2B), business to consumer (B2C), and consumer to consumer sales (C2C). As one of the company’s principal owners, you have decided to compile a report that details all aspects of the business, including: employee payroll, facility management, sales data, and product inventory. To complete the task you will duplicate existing formatting, import data from an Access database, utilize various conditional logic functions, complete an amortization table, visualize data with PivotTables and Power Maps, connect and transform several external data sources, and lastly you will inspect the workbook for issues.

Steps to Perform:
Step

Instructions

Points Possible

1

Start Excel. Open Exp19_Excel_AppCapstone_Comp.xlsx. Grader has automatically added your last name to the beginning of the filename.

0

2

Fill the range A1:E1 from the Employee_Info worksheet across all worksheets, maintaining the formatting.

2

3

Make the New_Construction worksheet active and create Range Names based on the data in the range A6:B9.

2

4

Ungroup the worksheets and ensure the Employee_Info worksheet is active. Click cell G6 and enter a nested logical function that calculates employee 401K eligibility. If the employee is full time (FT) and was hired before the 401k cutoff date 1/1/19, then he or she is eligible and Y should be displayed, non-eligible employees should be indicated with a N. Be sure to utilize the date located in cell H3 as a reference in the formula. Use the fill handle to copy the function down completing the range G6:G25.

3

5

Apply conditional formatting to the range G6:G25 that highlights eligible employees with Green Fill with Dark Green text. Eligible employees are denoted with a Y in column G.

2

6

Create a Data Validation list in cell J7 based on the employee IDs located in the range A6:A25. Add the Input Message Select Employee ID and use the Stop Style Error Alert.

2

7

Enter a nested INDEX and MATCH function in cell K7 that examines the range B6:H25 and returns the corresponding employee information based on the match values in cell J7 and cell K6. Note K6 contains a validation list that can be used to select various lookup categories. Use the Data Validation list in cell J7 to select Employee_ID 31461 and select Salary in cell K6 to test the function.

2

8

Enter a conditional statistical function in cell K14 that calculates the total number of PT employees. Use the range E6:E25 to complete the function.

2

9

Enter a conditional statistical function in cell K15 that calculates the total value of PT employee salaries. Use the range E6:E25 to complete the function.

2

10

Enter a conditional statistical function in cell K16 that calculates the average value of PT employee salaries. Use the range E6:E25 to complete the function.

2

11

Enter a conditional statistical function in cell K17 that calculates the highest PT employee salary. Use the range E6:E25 to complete the function.

1.6

12

Apply Currency Number Format to the range K15:K17.

2

13

Click cell K11 and type FT. Click cell A28 and type Full Time Employees.

2

14

Use the Format Painter to apply the formatting from the cell A3 to the range A28:B28.

2

15

Use Advanced Filtering to restrict the data to only display FT employees based on the criteria in the range K10:K11. Place the results in cell A29.

3

16

Enter a database function in cell K18 to determine the total number of FT employees. To complete the function use the range A5:H25 as the database argument, cell E5 for the field, and the range K10:K11 for the criteria.

2

17

Enter a database function in cell K19 to determine the total value of FT employee salaries. To complete the function use the range A5:H25 as the database argument, cell H5 for the field, and the range K10:K11 for the criteria.

2

18

Enter a database function in cell K20 to determine the average FT employee salary. To complete the function use the range A5:H25 as the database argument, cell H5 for the field, and the range K10:K11 for the criteria.

3

19

Enter a database function in cell K21 to determine the highest FT salary. To complete the function use the range A5:H25 as the database argument, cell H5 for the field, and the range K10:K11 for the criteria.

3

20

Format the range K19:K21 with Currency Number Format.

2

21

Ensure that the New_Construction worksheet is active. Use Goal Seek to reduce the monthly payment in cell B6 to the optimal value of $8000. Complete this task by changing the Loan amount in cell E6.

3

22

Create the following three scenarios using Scenario Manager. The scenarios should change the cells B7, B8, and E6. Good B7 = .0312 B8 = 5 Most Likely B7 = .0575 B8 = 5 Bad B7 = .0625 B8 = 3 Create a Scenario Summary Report based on the value in cell B6. Format the new report appropriately and reorder the worksheets so the Scenario Summary worksheet appears as the last worksheet in the workbook.

7.4

23

Ensure that the New_Construction worksheet is active. Enter a reference in cell B12 to the beginning loan balance and enter a reference in cell C12 to the payment amount.

4

24

Use the IPMT function in cell D12 to calculate the interest paid for the first payment of the loan. Use the information in the loan details section (E6:E9) of the worksheet to locate the required inputs for the function. Be sure to use the appropriate absolute, relative, or mixed cell references. All results should be formatted as positive numbers.

4

25

Enter a formula in cell E12 based on the payment and loan details that calculates the amount of principal paid on the first payment. The principal is the payment – interest. Be sure to use the appropriate absolute, relative, or mixed cell references.

4

26

Enter a formula in cell F12 to calculate the remaining balance after the current payment. The remaining balance is calculated by subtracting the principal payment from the balance in column B.

4

27

Use the CUMIPMT function in cell G12 to calculate the cumulative interest paid on the first payment. Use the loan details information (E6:E9) as needed for inputs. Be sure to use the appropriate absolute, relative, or mixed cell references. All results should be formatted as positive values.

4

28

Enter a function in cell H12 based on the payment and loan details that calculates the amount of cumulative principal paid on the first payment. Be sure to use the appropriate absolute, relative, or mixed cell references. All results should be formatted as positive numbers.

4

29

Enter a reference to the remaining balance of payment 1 in cell B13. Use the fill handle to copy the functions created in the prior steps down to complete the amortization table. Expand the width of columns D:H as needed.

4

30

Use PowerQuery to connect and open the Orders table in the eApp_Cap_Orders.accdb database. Use the Query editor to format column A with Date number format and load the table. Rename the worksheet Orders.

4

31

Adapt the previous step to connect and load the Warehouse table.

2

32

Connect to, but don’t load the Inventory table from the eApp_Cap_Orders.accdb database.

0

33

Create the following relationships. Relationship 1 Table Name Inventory Column (Foreign) Warehouse Table Warehouse Column (Primary) Warehouse Relationship 2 Table Orders Column (Foreign) Item_Number Table Inventory Column (Primary) Item_Number

3

34

Use PowerPivot to create a blank PivotTable on a new worksheet. Add the following fields to the PivotTable. Rows Warehouse: Location Warehouse: Warehouse Inventory: Item_Number Values Inventory: Current_Inventory Inventory: Total_Value

4

35

Insert a Slicer based on Warehouse. Place the upper left corner of the Slicer inside the borders of cell F3.

2

36

Create a 3D PowerMap that displays the location of all warehouses based on the City geographic type. Rename the worksheet Inventory.

1

37

Make the Orders worksheet active. Use the Data Analysis ToolPak to output Summary statistics starting in cell G3. The statistics should be based on the quantity of orders located in the range E1:E50. Be sure to include column headings in the output.

0

38

Record a macro using the Macro Recorder named Sort. When activated, the macro should sort the Orders table in ascending order by date. Open the newly created module in the Visual Basic Editor and copy the code in Module1. Paste the code starting in cell A1 on the Code worksheet.

1

39

On the Orders worksheet, insert a Form Control button labeled Sort in the range G21:I24 and assign the Sort macro.

2

40

Use the Accessibility Checker to inspect for issues. Once located, make the following changes to alleviate the issues. Warehouse worksheet Change Table Style to none. Orders worksheet Change Table Style to none. Employee_Info worksheet Change Font Color to Black, Text 1 New_Construction worksheet Change Font Color to Black, Text 1 Save the file Exp19_Excel_AppCapstone_Comp.xlsx. Exit Excel. Submit the file as directed.

1

Total Points

100

Created On: 12/09/2019 1 Exp19_Excel_App_Cap_Comp – Tech Store 1.3

 
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Solar Oven Final Report

Solar Oven Final Report

University  of  Arizona   Tucson,  AZ,  85716

S.A.C.R.A.W Solar Oven Prepared for: Dr. Stanley Pau

 

 

 

Jack Speelman Rebecca Nelson Paola “Andy” Lopez Lorin Greenwood Stephanie Gilboy October 21st 2012

Figure 1: Shows the team members of Team S.A.C.R.A.W standing alongside the final solar oven on Solar Oven Testing Day.

 

 

 

Team S.A.C.R.A.W Solar Oven 2

 

Table of Contents

 

 

Cover 1 Table of Contents 2 Executive Summary 3 Introduction – Motivation/Background/Key Terms 4-5 – Criteria and Constraints 5-6 Main Body – Functional and Design Requirements 6-7 – Design Theory and System Model 7-10 – Design Description – Conceptual Design 11-13 – Design Description – Final Design 14-17 – Design Justification 17-18 – Evaluation of Results 18-19 – Test Procedure 19-20 Design Critique and Summary 20-22 Appendix – First Oven Spreadsheet Data and Design/Drawing 22-24 – Final Oven Spreadsheet Data and Design/Drawing 25-27 – References 28

 

 

 

Team S.A.C.R.A.W Solar Oven 3

Executive Summary

The objective of the solar oven project was to design, build, and test a productive solar oven that

could reach an interior temperature of 100˚C. This was obtained through converting solar energy,

also known as electromagnetic energy, into thermal energy. The first law of thermodynamics

was utilized by understanding that energy cannot be created or destroyed but could be

transformed and used to heat the interior of the oven.

 

Two solar ovens were constructed in order to fully maximize the temperature inside the oven

chamber. The first oven was used as a prototype and research tool in order to build an oven that

could reach the optimum temperature calculated. The initial oven was predicted at 170.26˚C but

only reached an interior temperature of 85.6˚C. This produced a preforming index number of

1.02 and a cost index of 6.05˚C/dollar. The improved oven had a predicted temperature of

176.58˚C using the ambient air temperature and solar density provided. The oven reached an

interior temperature of 99.6˚C. The performing index for the second oven was calculated to be

1.28 and a cost index of 4.34˚C/dollar.

 

 

 

Team S.A.C.R.A.W Solar Oven 4

Introduction

Motivation:

• Learn the concept of team work and how to work together with other people to

achieve a common goal

• Gain proficiency in Excel, Solid Works, and basic solar oven knowledge.

• Acquire knowledge of the transformation of solar energy to heat.

• Learn the basics of the design and construction process

Background:

The main goal of the solar oven project was to find out the best way to change solar

energy into thermal energy. To do this, teams needed to know the first law of thermodynamics.

The first law states that energy cannot be created or destroyed, but can be changed from one

form to another. In the Solar Oven Theory, the energy that is put into the oven should equal the

energy that comes out (Ein=Eout). Therefore, the solar energy in joules should equal the thermal

energy in joules. The oven does this by taking the energy from the sunlight and transferring it

into heat. Since the energy in equals the energy out it allows the equation stated above to be

true. Knowing that the power is equal allows Team S.A.C.R.A.W. to find the temperature of the

oven chamber.

Mathematics for the Solar Oven with Key Terms:

Predicted Temperature:

 

 

 

Team S.A.C.R.A.W Solar Oven 5

Tio = Tambient + IoAw ⋅ G⋅ τ

n ⋅ a Usb ⋅ Asb +Uw ⋅ Aw( )

 

Variables:

Tio =the temperature inside the cooking chamber

Tambient= the outdoor temperature on the day tested

G= the gain from the reflectors

Uw= the heat transfer coefficient of the window

Aw= the area of the window

Usb= the heat transfer coefficient of the sides and bottom of the cooking chamber

Asb= the total area of the sides and bottom of the cooking chamber

Constants:

a= absorption coefficient of the cavity walls

τ= the optical transmission coefficient of the cavity walls

Io= the incident solar power density

Performing Index:

 

Variables:

Tio =the temperature inside the cooking chamber

Tambient= the outdoor temperature on the day tested

Tpredicted= the predicted temperature of the oven

Cost= the amount of money and labor for the solar oven in dollars

(Source: “Solar Oven Basics” Engineering 102)

 

 

 

Team S.A.C.R.A.W Solar Oven 6

Criteria and Constraints:

• Cooking oven must be equal to 1000 cm3

o Length (L) and height (h) need to be a minimum of 5cm

• The cooking oven window needs to be a square (W=L)

• The oven must have access for a digital thermometer and have a rack to support a biscuit

• There must be two calculated Performing Index’s calculated PISTOD and PIcost

• The maximum M/L ratio is 3

• The minimum final oven temperature is 100ᵒ C

• Optimal final temperature is over 200ᵒ C

• Focusing lenses and parabolic designs are not allowed

(Source: Solar Oven Design Project and Report Guidelines)

Main Body

Functional and Design Requirements The overall purpose of constructing the solar oven is to convert the absorbed solar energy into

heat. Different requirements of the oven were given in order to fulfill the purpose of constructing

and designing the solar oven. Functional requirements of the oven are needed in order for the

oven to actual work. Functional Requirements for the project include:

• The oven chamber must reach a minimum temperature of at least 100 degrees Celsius.

This is the minimum temperature that is needed to cook the biscuit inside the solar oven

chamber

 

 

 

Team S.A.C.R.A.W Solar Oven 7

• Using exactly four reflectors, sunlight needs to deflect into the Mylar windows at a

certain angle in order to achieve maximum temperature.

• Insulation is needed to surround the chamber to avoid loosing any form of heat.

• The four reflectors given need to be placed at a certain angle to not let any of the sunlight

be steered away from the Mylar window.

• An object or stand supporting the oven may be used in order to have the window be

exactly perpendicular to the sunlight. This way, all the sunlight can directly enter the

window.

Design requirements are given to avoid any advantage towards any oven. These requirements are

given in order for every oven to be at the same advantage. Design Requirements for the project

include:

• The oven chamber dimension should equal exactly 1000 cm3.

• Access to the inside of the solar oven should be fairly simple. Different methods to access

the oven include: lifting the top, door-opening mechanism, the sliding tray mechanism,

and many other methods.

• A hole or small opening for the thermometer to have access to the oven chamber

• The ratio of the reflectors and the width of the widow (M/L) should have a ratio of three

or less.

• The reflectors should be flat and straight; not parabolic. Having parabolic curves could

result in an explosion in the solar oven.

Design Theory and System Model

To conquer the solar oven, Team S.A.C.R.A.W. had to learn more about the theory

behind the solar oven. The knowledge learned can be implemented into constructing the most

 

 

 

Team S.A.C.R.A.W Solar Oven 8

efficient solar oven. The different dimensions of the oven are variables that affect how much

solar energy is converted heat inside the solar oven chamber. By knowing how these variables

affect the temperature allowed Team S.A.C.R.A.W. to reach optimum temperature inside the

oven. The equation predicting the temperature inside the chamber is:

Figure 2: Shows the equation to predict the temperature inside the solar oven chamber

 

 

In the equation above, the variables that have the most effect on the predicted temperature (Tio)

are the variables that are related to the dimensions of the solar oven chamber (Asb and Aw). Asb

represents the total surface areas of the side and bottoms of the solar oven chamber. Aw

represents the surface area of the window that heat is transferred through. Since a given

constraint of the oven is that the volume has to equal 1000 cm3, increasing the Aw would result in

decreasing the Asb. Since Aw appears in both the denominator and numerator in the equation,

increasing the value would have no affect in the Tio , but decreasing the Asb would result in a

higher Tio since the variable only appears in the denominator.

In the equation, G represents the gain of heat that the solar oven reflectors acquire. The

following equation is used to calculate the value of G:

Figure 3: Shows the equation to solve for G, and the variables that affect the value

 

As shown in Figure 3, the number of reflectors (represented by r) affects the overall gain.

Without any reflectors, the gain would equal just one. A higher M/L ratio for the oven would

also increase the gain value. The maximum value of M/L that is allowed is three, and as shown

Tio = Tambient + IoAw⋅ G⋅ τ

n⋅ a Usb⋅ Asb +Uw⋅ Aw( )

 

 

 

Team S.A.C.R.A.W Solar Oven 9

in Figure 3, the highest M/L would be most ideal. However, as shown in the table below, having

a higher M/L ratio results in a smaller alpha value.

Table 1: Shows the M/L ratio and the alpha and omega angle associated with each ratio

M/L α Ω 3 16.31° 106.31° 2 21.47° 111.47° 1 30° 120°

 

The alpha angle in the higher M/L ratio is smaller than the smallest M/L ratio, which is one.

However, when multiplying the M/L ratio by the sin (α), the highest value still comes out for the

M/L value that equals three. The highest M/L value is preferred for constructing the oven

because it will allow for the largest reflector gain for the oven.

Two values in the solar oven predicted temperature equation depend on the weather:

temperature (Tambient) and the solar irradiance of the sun (Io) at that time of day. If the

temperature outside is low, the Tambient will also be low, which would result in a lower Tio. If the

sky is cloudy and hardly any sunlight is penetrating through, the solar density will be low, which

would also result in a lower Tio. The weather is a major component in a higher Tio. Because

Arizona relatively tends to have high temperatures and large amounts of sunlight, both values

should be high.

Two other given constraints in the solar oven predicted temperature equation are τ

(optical transmission coefficient of window) and a (absorption coefficient of the cavity walls).

Team S.A.C.R.A.W wanted as much power to be absorbed into the solar oven chamber as

possible, which would result in a higher Tio To achieve such results, both τ and a have to be as

close to one as possible. The optical coefficient of the window depends on the type of window

material used. An ideal window material used for higher τ would have to be highly transparent

 

 

 

Team S.A.C.R.A.W Solar Oven 10

across the visible and near-infrared spectrum. The absorption coefficient of the cavity walls (a)

depends on the color used. The color black absorbs the highest amount of sunlight in comparison

with others colors, and thus has a higher absorption coefficient.

In the solar oven chamber predicted temperature equation, having a low U (overall heat

transfer coefficient) would result in a higher predicted temperature. The value of U is inversely

related to the thermal resistance to the flow of heat energy (R). The equation below shows the

relationship between both values:

Figures 4: Shows the relationship between the heat transfer coefficient and the thermal resistance

 

The equation shows that having multiple materials with higher thickness (x) and higher thermal

conductivity (k) values result in a higher R-value, which results in a lower U value. Having more

insulation materials (such as cardboard, foam, newspaper) decreases the overall heat transfer and

increases the Tio.

One of the main goals of Team S.A.C.R.A.W for constructing the solar oven chamber is

to have the actual temperature acquired equal to the predicted temperature calculated. However,

the task is nearly impossible. Different sources of error can prohibit Team S.A.C.R.A.W from

achieving the desired goal. One of the main errors is not having the dimensions of the solar oven

match up with the ones calculated. For example, if Team S.A.C.R.A.W calculated the area of the

window to be 0.02 m2 and instead constructed a window with an area of 0.018 m2, the result

would be an actual value of Tio that differs from the calculated Tio. Another source of error

includes the deterioration of the materials due to the heat. The materials to construct the oven

must be careful considered. If the materials used are not able to withstand the heat and melt, the

solar oven’s durability will also decrease.

 

 

 

Team S.A.C.R.A.W Solar Oven 11

Design Description – Conceptual Design

Figure 5: Shows the outer view of the first oven Figure 6: Shows the inside view (the insulation) of the first solar oven constructed

 

constructed.

 

 

 

 

The first goal for Team S.A.C.R.A.W was to generate a solar oven that met the minimum requirements given by the instructor. Since every solar oven group had two official

trials to test out the ovens, Team S.A.C.R.A.W.s’ main focus was to achieve the optimum

temperature possible with the given constraints. The variables in our oven focused around the

dimensions of the oven chamber. The following table lists the variables that were adjusted for the

first solar oven.

Table 2: Shows the design variables and measurements for the first solar oven constructed

Design Variables Measurements

Aw 0.01 m2

0.92

a 0.9

r 0.7

40

Usb 0.642192854

Asb 0.05 m2

 

 

 

Team S.A.C.R.A.W Solar Oven 12

Io 691 W/m2

40 degrees

Tambient 29.4 degrees Celsius

G 5.205335351

 

The materials that were given by the instructor to construct the oven include:

cardboard, Mylar sheets, black paper, scissors, and a thermometer. The cardboard given was

used to construct the four reflectors, the solar oven chamber, and the outer box where the solar

oven chamber and insulation was kept. Black Duct tape was used to connect the solar oven

chamber to the lid of the outer box. To get to the oven chamber, the reflectors and Mylar sheets

where lifted from a hole centered in the top lid. Inside the chamber, there was a rack that was

intended to hold to biscuit in place. To position the angle of the oven in order for the oven

chamber to absorb optimum heat, backpacks and notebooks were used.

Two Mylar sheets were used and were on top of one another. They were placed

directly above the solar oven chamber and were connected to the reflectors. Having more Mylar

sheets minimized heat losses through the window, while still allowing solar energy to be

transmitted into the oven chamber.

Four reflectors were used and were covered with aluminum foil. Aluminum foil was

used because the material is low-cost and effective. Despite trying to have a smooth aluminum

foil covering the reflectors, Team S.A.C.R.A.W had to take into account the wrinkled sheets,

which affects the overall temperature inside the oven. The shape of the four reflectors was a

trapezoid, and to keep things simple, the height of each reflector was 30 cm. Having a trapezoid

shape for the reflectors allowed no gaps between the reflectors, a problem that would arise if

rectangular reflectors were used. The base of the reflectors was 10 cm wide, conforming to the

 

 

 

Team S.A.C.R.A.W Solar Oven 13

dimensions of the width of the mylar windows. In order to maintain a M/L ratio of 3 or less, the

area of the window had to be 10 cm by 10 cm. To keep with the constraint of having a solar oven

chamber with a volume of 1000 cm3, the solar oven ended up being a cube.

To maximize insulation, Team S.A.C.R.A.W built a huge outer oven to store all of

the insulation. The dimensions of the outer box were 0.62×0.62×0.1 all measured in meters.

However, the insulation material used – newspaper and printer paper – was all wrinkled up and

was not arranged in an organized matter (as shown in Figure 4). However, having high

insulation, allowed for a higher Uxb value, which increases the Tio value overall. Also, to not let

any heat escape the sides of the oven, the thermometer was placed inside the oven. Having that

particular setup prevents obstruction of window and loss of heat through mylar window.

To obtain the dimensions for the oven, Team S.A.C.R.A.W worked from the inside

out, starting with the dimension of the solar oven chamber. To keep things simple, the solar oven

chamber was made into a cube, and from those dimensions, the height of the reflectors was

determined. Having a maximum volume of 1000 cm3 and a M/L ratio of less than three put a

constraint on the oven since it prohibited from further increasing the height of the reflector.

 

 

 

 

Team S.A.C.R.A.W Solar Oven 14

Design Description – Final Design

Figure 7: Shows the construction of the new reflectors Figure 8: Shows the side view of the for the final oven final solar oven on Solar Oven Testing Day

 

 

 

 

 

 

The first solar oven testing allowed Team S.A.C.R.A.W to see what adjustments were

needed for the second oven. Needless to say, many adjustments were done. A new goal was

created – to reach the minimum temperature required, which was 100 degrees Celsius. Also, the

group strived to try to achieve a higher Performance index by reducing the total materials used,

thus reducing the total performing index. To decrease the cost without falling under the

minimum temperature required (100 degrees Celsius), Team S.A.C.R.A.W. took the following

steps: create a smaller insulation box, create smaller and more efficient reflectors, and improve

the design of cooking chamber in order to maximize the total volume. The following variables in

the table below show the values used to calculate the predicted temperature

Table 3: Shows the list of variables used to predict the temperature inside the oven chamber.

Design Variables Measurements

Aw 0.013225 m2

0.92

a 0.9

 

 

 

Team S.A.C.R.A.W Solar Oven 15

40

Usb 0.642192854

Asb 0.0219206522 m2

Io 619 W/m2

40 degrees

Tambient 29.4 degrees Celsius

G 5.205335351

 

Somehow, the first solar oven had dimensions that did not match up with the dimensions

that Team S.A.C.R.A.W. calculated. The group that dissected the oven noticed that the alpha

angle did not match up with the value that Team S.A.C.R.A.W had calculated. The angle value

that Team S.A.C.R.A.W that used based off of the M/L value, which was equal to three. The

group that dissected Team S.A.C.R.A.W.s’ oven measured out the angle to be 15.687 degrees.

The angle that Team S.A.C.R.A.W. calculated based off the M/L ratio was 16.31. Also, the M/L

ratio (that the group who dissected Team S.A.C.R.A.Ws’ oven measured out) was higher than

three. Knowing that these dimensions were inaccurate from the proposed dimensions given by

Team S.A.C.R.A.W, Team S.A.C.R.A.W focused more on accurately measuring out the

dimensions of the oven and making sure that all of the dimensions calculated for the oven

matched up to the actual oven.

Instead of constructing a cubic oven chamber, a rectangular-shaped oven was generated.

Team S.A.C.R.A.W decreased the height of the oven chamber to increase the area of the top and

bottom sides of the oven chamber. Since the width and length of the Mylar sheets are correlated

with the dimensions of the top lid of the chamber oven, the area of the window also increased by

making the oven chamber rectangular. The length of the square Mylar sheet for the new oven

 

 

 

Team S.A.C.R.A.W Solar Oven 16

was determined to be 11.5 cm, which also increased the height of the trapezoidal reflectors to

34.5 cm (to keep in with the M/L ratio of 3).

During the trial for the first solar oven, Team S.A.C.R.A.W noted that tape used did not

properly hold the oven in its place. A new brand of tape was bought, Gorilla duct-tape, which

withstood the heat and did not melt or peel off when exposed to the sun. Although it increased

the Performance Index cost since it was more expensive than the previous adhesive, this new

duct-tape improved structural rigidity and high-temperature performance. The duct-tape was

applied along the sides and corners of any joint component of the oven, which resulted in a

stronger structure and prohibited any air from escaping.

Instead of using wrinkled up newspaper and printer paper for insulation, Polyurethane

insulation foam was used. This foam did a better job of trapping heat and hardly left any room

for letting heat escape. The foam also had greater thickness than the newspaper and higher

thermal conductivity, thus increasing the resistance to escaping heat. However, it was discovered

afterwards that the foam expanded during testing. This increased the dimensions of the outer box

and may have possibly decreased the volume of the solar oven chamber.

The last improvement done on the final solar oven would be the dimensions of the

reflectors. Since the alpha angle was off in the first solar oven, a protractor was used to insure

that the angle matches to the one calculated by Team S.A.C.R.A.W. These new reflectors were

longer, were angled correctly to match the alpha angle calculated (16.31 degrees Celsius), and

had a higher reflectivity (aluminum foil was much smoother). Also to avoid loosing more heat,

the chambers’ sides were still connected with the reflectors when they were cut out. This way,

instead of loosing heat between the gaps of the reflectors and chamber, hardly any heat would be

lost. To have access to the insides of the chamber, the chamber and reflectors were lifted (since

 

 

 

Team S.A.C.R.A.W Solar Oven 17

they were connected). The Mylar sheets were placed from the top and were put at the bottom of

the reflectors. The cut out of the Mylar sheets had a slightly larger area than the window

dimensions, allowing the extra surface area on the Mylar sheets to connect the mylar window to

the top of the solar chamber (area where the solar chamber and reflectors meet).

Much more care and accuracy was placed into constructing the final oven in comparison

with the first oven. Also, to absorb more heat, the inside solar chamber was painted black. Black

is known to absorb the most amount of heat in comparison with other colors. Team

S.A.C.R.A.W also made the outer chamber more aesthetically pleasing by decorating it with red

paint.

Design Justification

To keep the first solar oven simple, Team S.A.C.R.A.W. made the solar oven chamber,

the basis for the construction of the oven, a cube. Team S.A.C.R.A.W.s’ main focus was on

simplicity and the performance of the oven, thus generating an oven with large reflectors and a

cubic solar oven chamber. With those factors in mind, Team S.A.C.R.A.W designed the oven

and constructed the oven based on those parameters. An example of a performance-orientated

component of the oven was the insulation. Team S.A.C.R.A.W decided to use as much insulation

as possible to achieve optimum temperature and a greater performance overall. Unfortunately,

having more insulation in the outer box chamber resulted in more material usage and more open

space for heat to escape (a factor that was not thought of until the day of solar oven testing). In

addition, the size of the reflectors was maximized in relations with the width of the window

(M/L = 3). Both actions were done without a thought about the performance index cost.

 

 

 

Team S.A.C.R.A.W Solar Oven 18

Once the oven was tested and dissected by another team, Team S.A.C.R.A.W noticed that

keeping the oven simple was not a method to achieve maximum performance. The overuse of

materials and lack of accuracy of the dimensions made the performance index relatively low. As

a result, the oven had the lowest temperature acquired out of all the other ovens in the class. For

the second oven, the team decided to replace many materials with more durable options and

made sure that the oven matched the dimensions that were calculated. Less cardboard was used

on the solar chamber and outer chamber, and also, different insulation was used. However, to

obtain a higher temperature, the size of the reflectors was increased. Increasing reflector size

resulted in a higher area of window and a lower surface area of the sides and bottom of the

chamber. The outer chamber box was decreased to reduce the insulation and the new insulation,

foam, did a better job of not letting heat escape than the newspaper and printer paper. The

performance index cost reduced with the usage of less material for the first oven. Also, the

overall performing index of the new solar oven was higher than the first solar oven.

 

Evaluation of Results

Due to the cloudy day and lack of sunlight, the final test did not yield results consistent

with the teams’ expectations and did not verify the final design process. The solar power density

given before the Solar Oven Throw down did not match up with the actual solar density value of

the weather. The result caused the predicted temperature calculated beforehand to be much

higher than the one actually calculated on that day (calculated to be around 109 degrees). The

temperature of the final oven was 99.6 degrees Celsius with a performing index of 1.28. The

predicted temperature of the oven on that day was calculated to be 176.58 degrees Celsius. The

large difference in predicted and actual temperature resulted in a lower performing index.

 

 

 

Team S.A.C.R.A.W Solar Oven 19

However, the main focus for the second design of the solar oven was to improve on the

performing index and durability of the oven. The first oven had a performing index of 1.02, a

predicted temperature of 170.26 degrees Celsius, and an actual temperature of 85.8 degrees

Celsius. No issues regarding the weather occurred on the first solar oven trial day – the day was

filled with sunlight and heat. Although the final oven did not reach the desired 100 degree

Celsius temperature, the final oven had a greater performance and better durability than the first

oven, which was the overall goal for Team S.A.C.R.A.W.

 

Test Procedure

Table 4: Shows the values measured in both ovens.

Value Measured First Oven Second Oven

Predicted Temperature (Tio) 170. 26 degrees Celsius 176.58 degrees Celsius

Actual Temperature Acquired 85.8 degrees Celsius 99.6 degrees Celsius

Performing Index 1.02 1,23

Performing Cost 6.05 degrees Celsius/dollar 4.34 degrees Celsius/dollar

 

As shown in Table 4, the measured values are much smaller than the predicted values. For the

first oven, Team S.A.C.R.A.W. identified that the result of disagreement between the predicted

and actual temperature value was because of the lack of accuracy done on the dimensions of the

oven. The angles of the reflectors were not measured accurately – the angles were just assumed

to be correct based off of the dimensions of the reflectors. Also, the insulation was not tightly

packed together; instead there were many openings for heat escape through. For the second oven,

more accuracy was placed on the dimensions of the oven. Also, a different material was used for

 

 

 

Team S.A.C.R.A.W Solar Oven 20

the insulation. However, the reason for the vast difference in degree of the predicted and actual

temperature was because of the weather. The weather on solar oven testing day was much cooler

than predicted. Also, not that much sunlight was penetrating through the clouds, resulting in a

lower solar irradiance value (I0)). The change in weather is out of Team S.A.C.R.A.Ws’ control,

thus no conclusion can be made on what improvements could have been done for the final oven

aside from testing it on a different day that includes more sunlight and less clouds.

 

Design Critique and Summary

Team S.A.C.R.A.W.’s objective was to build a solar oven that met the constraints and

performed at optimum temperature. The team needed to build the oven at a low cost but still able

to withstand the high temperatures made on the day of testing. Teamwork, collaboration, and

attention to detail were implemented to produce an oven that had the potential to reach 176.58°

C. During construction of the first and second oven, the team realized many areas of

improvement that would raise the temperature of their oven and produce a more efficient

product. For example, in the first oven constructed, a flimsy duct tape was used to hold together

the corners of the exterior of the oven. When the first oven was tested, the tape could not

withstand the high temperatures and the adhesives began to fall apart. Because of the error, gaps

began to form around the exterior oven, which allowed heat to escape. To prevent this from

happening again, the second oven was constructed with a heavy-duty black duct tape that was

able to withstand much higher temperatures than what could be reached with the solar oven. If

 

 

 

Team S.A.C.R.A.W Solar Oven 21

another oven was to be built, it should be constructed with the heat resistant tape to minimize the

heat loss. Another area that needed improvement from the first oven to the second was the angle of

the reflectors relative to the oven container. Precise measurements needed to be done in order to

have the optimal angle that would allow the most solar light to be reflected into the cooking

chamber. To fix this problem, S.A.C.R.A.W. used a more accurate protractor and ruler when

measuring the reflectors for the second oven. This way the angle was accurate and allowed the

most light to be reflected into the cooking chamber. If this oven was to be reconstructed it is

recommended that an emphasis is put on the measurement of the angles because this has a direct

impact on the amount of light reflected into the cooking chamber. The more light reflected into

the cooking chamber, the higher the temperature will reach.

The insulating material is a large component of how much heat will be retained and how

much will be lost through the walls of the oven. In the first oven, the team used crumpled up

newspaper and printer paper to insulate the cooking chamber. While the crumpled up paper took

up a lot of room, there was a lot of room for the air to move around between the pieces of paper.

The conductive heat loss was maximized because the molecules had a lot of air to move around

in and therefore they did not hold very much heat. For the second oven constructed, insulating

foam was used inside the oven. The foam sealed all of the edges of the oven to heat was not lost

through those and it also reduced the movement of air inside the chamber. The heat stayed

localized to the chamber instead of freely moving about the oven and escaping. This was

essential for the oven built by S.A.C.R.A.W. because on the day of testing it was very cloudy out

and the ambient air temperature and the incident solar density were not very high. This meant

that the oven only increased temperature when there was direct sunlight. The data oscillated

 

 

 

Team S.A.C.R.A.W Solar Oven 22

because every time the sun would go behind the clouds, the temperature would drop slowly and

when the sun would come back out, the temperature would shoot up. Because of the foam

insulation and the minimal amount of heat escaping the oven, S.A.C.R.A.W.’s oven was able to

maintain a temperature higher than the ambient air temperature when the sun was behind the

clouds so when it did come out and provide direct sunlight, the temperature was able to start at a

higher initial temperature and rise from there. If there had been direct sunlight on the day of

testing, the oven would be considered a viable cooking unit that could be used if desired to cook

food for consumption. Appendix

First Oven Spreadsheet Data and Drawing

Figure 9: Shows the drawing and dimensions for the first solar oven.

 

 

 

 

 

Team S.A.C.R.A.W Solar Oven 23

Table 5: Shows the value of each variable and their value. It also states the variables’ units and description

Variable Value Units Description Io 619 watts/m2 (solar power density)

τ 0.92 (transmissivity for single layer of mylar)

a 0.9 (absorptivity of oven chamber and contents)

r 0.7 (reflectivity of Al foil) Tambient 29.4 C ambient temperature L 0.1 m length of oven window

h 0.1 m height of oven chamber n 2 # of layers of mylar M 0.3 m length of reflectors Aw 0.01 m2 area of the window

Asb 0.05 m2 area of the sides and bottom

Vchamber 0.00099981 m3 volume of the oven chamber

M/L 3 ratio of reflector length to oven window length

Usb 0.642192854 heat transfer coefficient of the chamber

α 0.284602961 angle of the reflectors with respect to the Sun’s rays

G 5.205335351 gain from reflectors Table 7: Shows the dimensions of the oven

Table 6: Shows the materials used for insulation

Wall Element Thickness (m)

Thermal Conductivity (watts/m-C)

Inner cardboard wall x1 0.003 k1 0.064 Insulation (wadded newspaper) x2 0.18 k2 0.123 Outer cardboard wall x3 0.003 k3 0.064

 

Dimension Length (m) Length of window 0.1 Width of window 0.1 Length of oven 0.6096 Width of oven 0.6096 Height of oven 0.1524 Length of chamber 0.1 Width of chamber 0.1 Height of chamber 0.1 Reflector length 0.3

 

 

 

Team S.A.C.R.A.W Solar Oven 24

 

 

 

 

 

 

Tio Uw(single) Uw(double) Table Combo 1

10.1 4.9 66 225.319429 13.9 6.7 93 179.723146 18.7 9 121 145.571651 24.3 11.7 149 121.231541 31.6 15.2 177 101.530964 40.1 19.4 204 87.1142525

Value Measured First Oven Predicted Temperature (Tio)

170. 26 degrees Celsius

Actual Temperature Acquired

85.8 degrees Celsius

Performing Index 1.02 Cost Index 6.05 degrees

Celsius/dollar

Component Amount Cost ($)

Total Cost for Component ($)

Grand Cost ($)

Reflectors $0.31 $1.25 $1.25 Interior Chamber

$0.40 $0.40 $1.59

Exterior Chamber

$1.94 $1.94 $3.73

Mylar Sheets $0.25 $0.50 With Reflectors

Duct Tape $0.50 $0.50 $8.73 Paper $0.03 $0.03 With interior

chamber Newspaper $0.00 $0.00 $8.73 Grand Total $8.73

Table 8: Shows the heat transfer values for the windows

Table 9: Final Results for the First Oven

Table 10: Shows the breakdown of costs for the first oven

Figure 10: Shows the graph and equations of line used to predict the temperature of the fist oven

 

 

 

Team S.A.C.R.A.W Solar Oven 25

Second Oven Spreadsheet Data and Drawing

Figure 11: shows the drawing and dimensions for the final oven

 

 

 

 

Team S.A.C.R.A.W Solar Oven 26

Table 11: Shows the values for the variables used to predict the Tio for the second oven Variable Combo 1 Units Description Io 619 watts/m2 (solar power density)

τ 0.92 (transmissivity for single layer of mylar)

a 0.9 (absorptivity of oven chamber and contents)

r 0.7 (reflectivity of Al foil) Tambient 29.4 C ambient temperature L 0.115 M length of oven window

h 0.115 M height of oven chamber n 2 # of layers of mylar M 0.345 M length of reflectors Aw 0.013225 m2 area of the window

Asb 0.048001 m2 area of the sides and bottom

Vchamber 0.00099981 m3 volume of the oven chamber

M/L 3 ratio of reflector length to oven window length

Usb 0.642192854 heat transfer coefficient of the chamber

α 0.284602961 angle of the reflectors with respect to the Sun’s rays

G 5.205335351 gain from reflectors Table 12: Shows the values for the insulation used. Table 13: Shows the dimensions of the oven

 

Wall Element Thickness (m)

Thermal Conductivity (watts/m-C)

Inner cardboard wall x1 0.003 k1 0.064 Insulation foam x2 0.0925 k2 0.21 Outer cardboard x3 0.003 k3 0.064

Dimension Length (m) Length of Window 0.115 Width of Window 0.115 Length of oven 0.3 Width of oven 0.3 Height of oven 0.197 Length of Chamber

0.115

Width of Chamber 0.115 Height of Chamber 0.0756 Reflector Length 0.345

 

 

 

Team S.A.C.R.A.W Solar Oven 27

 

 

 

Table #16: Shows the breakdown of costs for the final oven

 

 

Tio Uw(single) Uw(double) Table Combo 1

10.1 4.9 66 358.947717 13.9 6.7 93 285.790364 18.7 9 121 229.865253 24.3 11.7 149 189.399928 31.6 15.2 177 156.270352 40.1 19.4 204 131.809152

Value Measured Second Oven Predicted Temperature (Tio)

176.58 degrees Celsius

Actual Temperature Acquired

99.6 degrees Celsius

Performing Index 1,23 Cost Index 4.34 degrees

Celsius/dollar

Component Amount Cost $

Total Cost for Component $

Grand Cost $

Reflectors $0.43 $1.72 $1.72 Interior Chamber

$0.05 $0.05 $1.77

Exterior Chamber

$0.71 $0.71 $2.48

Mylar Sheets $0.25 $0.50 With Reflectors Duct Tape $5.00 $5.00 $7.48 Foam $5.00 $7.50 $14.98 Grand Total $14.98

Figure 12: Shows the graph and equation of lines used to determine the predicted temperature for the final oven

Table 14: Shows the heat transfer values for the windows   Table 15: Shows the final results for the final oven.

 

 

 

Team S.A.C.R.A.W Solar Oven 28

References References from Solar Oven Handout

“Solar Oven Basics” University of Arizona. Engineering 102. 2012

Shawyer, Michael and Avilio F. Medina Pizzali. “FAO Fisheries Technical Paper 436: The use

of ice on small fishing vessels.” FAO Corporate Document Repository. Food and

Agriculture Organization of the United Nations. Rome. 2003. Web. 13 Oct. 2012.

 
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Data Mining Assignment Help

Data Mining Assignment Help

Question 1

Suppose that you are employed as a data mining consultant for an Internet search engine company. Describe how data mining can help the company by giving specific examples of how techniques, such as clustering, classification, association rule mining, and anomaly detection can be applied.

Question 2

Identify at least two advantages and two disadvantages of using color to visually represent information.

Question 3

Consider the XOR problem where there are four training points: (1, 1, −),(1, 0, +),(0, 1, +),(0, 0, −). Transform the data into the following feature space:

Φ = (1, √ 2×1, √ 2×2, √ 2x1x2, x2 1, x2 2).

Find the maximum margin linear decision boundary in the transformed space.

Question 4

Consider the following set of candidate 3-itemsets: {1, 2, 3}, {1, 2, 6}, {1, 3, 4}, {2, 3, 4}, {2, 4, 5}, {3, 4, 6}, {4, 5, 6}

Construct a hash tree for the above candidate 3-itemsets. Assume the tree uses a hash function where all odd-numbered items are hashed to the left child of a node, while the even-numbered items are hashed to the right child. A candidate k-itemset is inserted into the tree by hashing on each successive item in the candidate and then following the appropriate branch of the tree according to the hash value. Once a leaf node is reached, the candidate is inserted based on one of the following conditions:

Condition 1: If the depth of the leaf node is equal to k (the root is assumed to be at depth 0), then the candidate is inserted regardless of the number of itemsets already stored at the node.

Condition 2: If the depth of the leaf node is less than k, then the candidate can be inserted as long as the number of itemsets stored at the node is less than maxsize. Assume maxsize = 2 for this question.

Condition 3: If the depth of the leaf node is less than k and the number of itemsets stored at the node is equal to maxsize, then the leaf node is converted into an internal node. New leaf nodes are created as children of the old leaf node. Candidate itemsets previously stored in the old leaf node are distributed to the children based on their hash values. The new candidate is also hashed to its appropriate leaf node.

How many leaf nodes are there in the candidate hash tree? How many internal nodes are there?

Consider a transaction that contains the following items: {1, 2, 3, 5, 6}. Using the hash tree constructed in part (a), which leaf nodes will be checked against the transaction? What are the candidate 3-itemsets contained in the transaction?

Question 5

Consider a group of documents that has been selected from a much larger set of diverse documents so that the selected documents are as dissimilar from one another as possible. If we consider documents that are not highly related (connected, similar) to one another as being anomalous, then all of the documents that we have selected might be classified as anomalies. Is it possible for a data set to consist only of anomalous objects or is this an abuse of the terminology?

You will need to ensure to use proper APA citations with any content that is not your own work.

with zero plagiarism needed.

 
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Uses Of Efficient Frontier Analysis In SRM Assignment Help

Uses Of Efficient Frontier Analysis In SRM Assignment Help

Discussion1

Explaining the results of Efficient Frontier Analysis to non-technical decision-makers

The implementation of Efficient Frontier Analysis in an organization helps the process of strategic risk management to encompass and advanced analytical technique. The outcomes derived from it can easily be acknowledged and utilised by the non-technical decision-makers of the organisation as well. With the private utilization of Efficient Frontier Analysis, the decision-maker can easily consider identifying Complex property and developing casualty risk profiles. It has been observed in the considered case study that the most convincing organizational decision-making practices to determine efficient risk management need extensive acknowledgement of the governance structure followed by the processes and the varieties of tools used in it. In addition to it, they are also subjected to be developed on the basis of the guidance and principles of ISO 31000 followed by the guidance of implementation empowered by Australian and New Zealand handbook HB 436 (Fraser, Simkins & Narvaez, 2014). The consideration of Efficient Frontier Analysis emphasizes the hierarchical roles within an internal audit function as well as the organization and risk management function.

The results of implementing Efficient Frontier Analysis depend in-depth assessment of the risk portfolio volatility followed by the pricing structure acknowledged through decision-making. Furthermore, the considered case study also explains that the implementation of Efficient Frontier Analysis also needs to analyze the insurance layering efficiency to determine the risk portfolio application in order to ensure the catastrophic loss potential within the decision-making practices of strategic risk management (Rezaeiani & Foroughi, 2018). Additionally, a business organization implementing it can also become capable of analyzing and resolving the control break down easily with the identification of risk origins, actors, causes and consequences precisely. With the help of proper strategic management, the non-technical decision-making practices can be functional through a risk appetite framework that influences risk control framework. both these further impact on the emergence of the dynamic risks followed by integrated enterprise risk profile and scenario and stress testing by enabling untapped opportunities.

Recommendations assuming the risk appetite

The notion of risk appetite is strongly aligned with risk tolerance to influence the scenario and stress testing abilities to develop an analytical framework. The fundamental purpose of this Framework is to drive multiple sets of discussions based on analytical information to help the decision-makers in determining the risk profile and lead the organization to constitute competitive opportunities. It has been observed that the risk appetite in association with the risk tolerance helps them in categorizing the risks and further reframe them as opportunities (Zhou & Xu, 2016). The decision-makers are recommended to acknowledge this concern in order to determine the position control framework.

Identifying risk appetite also enables control actions for the decision-makers considering the components of market share, product or service provision, market profit, social impact, stakeholder levels and other benefits (Hillson & Murray-Webster, 2017). The decision-makers are also recommended to acknowledge SRM over the traditional risk assessment in order to two distinct advantages risk profiles from the exploitable with a profile in order to determine sustainable efficiency and preventing competitively noisy environment by foreseeing the risk dynamics categorically through risk appetite.

 

Discussion2

For an organization to access risk versus return of each proposed project, their project lead should use the concept of efficient frontier analysis. If the frontier analysis is used efficiently, a company can easily understand and find the high profitable project to invest in. In addition, the information, which is gathered during this process, can be used to develop decision structure, which is eventually used by the project managers to assess a project. As per (Fraser, 2014), the idea of using the idea of using the concept of efficient frontier analysis is to help investors to invest in a project that gives high returns against risks. This process is usually represented by a graph. The value on the X-Axis of the graph is risk and the value on the Y-Axis of the graph is investment returns.  A line is drawn to connect the highest portfolio return that a project can give with the existing risks factors.  This line is the efficient frontier line and the analysis.

I would prefer using a simple graph, so that a non-technical person can easily understand the point. Additionally, this is a simple approach too, not all the points that fall under the efficient frontier line is optimal, therefore making it a not-a-good-idea-to-implement kind of project. Further, dumping a bunch of statics and random facts is going to be less fascinating to a non-techie.

The first and foremost recommendation from my end is, making sure the information is well recorded in the graph, so that we can obtain accurate information. If not, the main purpose of the analysis will never be achieved.

 

Discussion3

Most investment choices involve the trade-off between risk and reward. The “Efficient frontier” is a modern portfolio theory tool that shows investors the best possible return they can expect from their portfolio, given the level of volatility they are willing to accept. The chart here demonstrates the influence of concept. The vertical axis represents the expected rate of return. The horizontal axis signifies the investors’ risk tolerance. The frontier is a line curve, which shows the potential yield of portfolio given a degree of risk. Optimal portfolios should lie on this curve. In addition, the portfolios that fall below the frontier curve represent the less ideal mix of investment because with the same risk one could achieve a greater return. Any portfolio above this curve is impossible.

Take Chris who owns portfolio A. Currently, his investment generates the combined yield of 8%. Based on the efficient frontier, however, Chris can be achieving the same level of return with a considerably safer mix of investments with portfolio B. Both portfolio offer the same level of return but portfolio B has less risk. The job of investment advisor who uses modern portfolio theory is to identify the basket of securities that get as close as possible to the frontier. Investors should realize there is no preferred point on the frontier. A young professional probably is willing to accept a high level of risk and will therefore want to be somewhere near to the right of the curve. For an older adult, nearing retirement, a portfolio further to the left maybe ideal.

What is important is to get as close as possible to the efficient frontier whatever your risk profile may be. The effort to take advantage of complex data techniques was, in part, stimulated by the evolving risk management framework integration into what is now being modestly referred to as enterprise risk management (ERM) or strategic risk management (SRM).

Within the 2013 Risk and Insurance Management Society (RIMS) SRM Implementation Guide, the concept of strategic risk management is defined as a “business discipline that drives the deliberations and actions surrounding business- related uncertainties, while uncovering untapped opportunities reflected in an organization’s strategy and execution.”

What distinguishes this definition from previous descriptions of enterprise wide risk management (ERM) approaches is the effort to sustainably deliver a robust fact-based strategic dialogue across the entire organization. This new strategic dialogue requires an analytical framework that is dynamic and encompasses all areas of an enterprise. In this chapter, we demonstrate how the use of efficient frontier analysis (EFA), and many of its derivative techniques, provides a robust portfolio approach to hazard, operational, market, and reputational risk domains.

 
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Word Document Edit Assignment Help

Word Document Edit Assignment Help

  1. Open the EmergencyProcedures-02.docx start file. If the document opens in Protected View, click the Enable Editing button so you can modify it.
  2. The file will be renamed automatically to include your name. Change the project file name if directed to do so by your instructor, and save it.
  3. Change the theme to Integral and the theme color to Red.
  4. Change the top, bottom, left, and right margins to 0.75″.
  5. Select the entire document and change the font size to 12 pt.
  6. Format the title of the document.
    1. Select the title of the document and apply Heading 1 style.
    2. Open the Font dialog box, apply All caps effect, and change the font size to 16 pt.
    3. Change the Before paragraph spacing to 0 pt.
    4. Add a bottom border to the title using the Borders drop-down list.
  7. Apply and modify the Heading 2 style and delete blank lines.
    1. Apply the Heading 2 style to each of the bold section headings.
    2. Select the first section heading (“Emergency Telephones [Blue Phones]”).
    3. Change Before paragraph spacing to 12 pt. and After paragraph spacing to 3 pt.
    4. Apply small caps effect.
    5. Update Heading 2 style to match selection. All the section headings are updated.
    6. Turn on Show/Hide and delete all the blank lines in the document.
  8. Select the bulleted list in the first section and change it to a numbered list.
  9. Apply numbering format and formatting changes, and use the Format Painter.
    1. Apply numbering to the text below the section headings in the following sections: “Assaults, Fights, or Emotional Disturbances”; “Power Failure”; “Fire”; “Earthquake”; and “Bomb Threat.”
    2. Select the numbered list in the “Bomb Threat” section.
    3. Open the Paragraph dialog box, set Before and After paragraph spacing to 2 pt., deselect the Don’t add space between paragraphs of the same style check box, and click OK to close the dialog box.
    4. Use the Format Painter to copy this numbering format to each of the other numbered lists.
    5. Reset each numbered list so it begins with 1 (right-click the first item in each numbered list and select Restart at 1 from the context menu).
  10. Customize a bulleted list and use the Format Painter.
    1. Select the text in the “Accident or Medical Emergency” section.
    2. Create a custom bulleted list and use a double right-pointing triangle symbol (Webdings, Character code 56).
    3. Open the Paragraph dialog box and confirm the left indent is 0.25″ and hanging indent is 0.25″. If not, change the settings.
    4. Set Before and After paragraph spacing to 2 pt. and deselect the Don’t add space between paragraphs of the same style check box.
    5. Use the Format Painter to apply this bulleted list format to the following text in the following sections: “Tips to Professors and Staff” and “Response to Students.”
  11. Change indent and paragraph spacing and apply a style.
    1. Select the text below the “Emergency Telephone Locations” heading.
    2. Set a 0.25″ left indent.
    3. Set Before and After paragraph spacing to 2 pt.
    4. Confirm the Don’t add space between paragraphs of the same style box is unchecked (Paragraph dialog box).
    5. Apply Book Title style to each of the telephone locations in the “Emergency Telephone Locations” section. Select only the location, not the text in parentheses or following text.
  12. Change left indent and paragraph spacing and set a tab stop with a dot leader.
    1. Select the text below the “Emergency Phone Numbers” heading.
    2. Open the Paragraph dialog box and set a 0.25″ left indent for this text.
    3. Set Before and After paragraph spacing to 2 pt. and confirm the Don’t add space between paragraphs of the same style box is unchecked.
    4. Open the Tabs dialog box, set a right tab stop at 7″, and use a dot leader (2).
    5. Press Tab before the phone number (after the space) on each of these lines. The phone numbers align at the right margin with a dot leader between the text and phone number.
  13. Apply the Intense Reference style to the paragraph headings in the “Accident or Medical Emergency” section (“Life-Threating Emergencies” and “Minor Emergencies”). Include the colon when selecting the paragraph headings.
  14. Use the Replace feature to replace all instances of “Phone 911” with “CALL 911” with bold font style. Note: If previous Find or Replace criteria displays in the Replace dialog box, remove this content before performing this instruction.
  15. Insert a footer with document property fields and the current date that appears on every page.
    1. Edit the footer on the first page and use the ruler to move the center tab stop to 3.5″ and the right tab stop to 7″.
    2. Insert the Title document property field on the left. Use the right arrow key to deselect the document property field.
    3. Tab to the center tab stop and insert the Company document property field at center. Use the right arrow key to deselect the document property field.
    4. Tab to the right tab stop, insert (not type) the date (use January 1, 2020 format), and set it to update automatically.
    5. Change the font size of all the text in the footer to 10 pt.
    6. Add a top border to the text in the footer using the Borders drop-down list and close the footer.
  16. Use the Borders and Shading dialog box to insert a page border on the entire document.
    1. Use Shadow setting and solid line style.
    2. Select the fifth color in the first row of the Theme Colors (Dark Red, Accent 1) and 1 pt. line width.
  17. Center the entire document vertically (Hint: use the Page Setup dialog box).
  18. View the document in Side to Side page movement view [View tab, Page Movement group] and then return to Vertical page movement view.
  19. Save and close the document (Figure 2-119).
  20. Upload and save your project file.
  21. Submit project for grading.
 
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Broadhand-X Case homework help

Broadhand-X Case homework help

 

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W21061

BROADBAND-X: ENTERPRISE RESOURCE PLANNING IMPLEMENTATION

Fatih Yegul wrote this exercise solely to provide material for class discussion. The author does not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality.

This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Our goal is to publish materials of the highest quality; submit any errata to publishcases@ivey.ca.

Copyright © 2021, Ivey Business School Foundation Version: 2021-01-19

It was a July afternoon in a major North American metropolis when Brian Tumbler, president of Broadband-

X, dialed the number of Preet Zayan, the top candidate among those who applied for the new enterprise

resource planning (ERP) implementation lead position.

Broadband-X was an electronic contract manufacturing (ECM) company that had outgrown its current

tracking processes and needed to find a solution that could incorporate the various departments’ needs while improving cross-departmental and customer communication. After conducting research into several

options, Tumbler decided that the company’s needs could be met with an ERP system that would standardize, streamline, and integrate business processes. Tumbler acquired an ERP package with the

intention of handling the implementation project himself, just as he had done with the QuickBooks

accounting software package a few years prior. After a couple of failed deployment attempts, Tumbler

decided that he could not lead the ERP implementation, and unless he chose another course of action, he

would end up with an unused ERP package into which he had already invested a considerable amount of

funds. He needed help from an experienced professional, and instead of working with a consultant, he

decided to hire someone in-house who would lead the project.

As he waited for Zayan to pick up the phone, he questioned whether Zayan was up for the challenge of

analyzing the current systems, conducting employee interviews to figure out the issues and the priorities,

and begin working on an implementation strategy and project plan.

BROADBAND-X

After a successful engineering career in the electronics industry, Tumbler decided to take ownership of his

own career and founded his own company, Broadband-X, over a decade ago. It was a risky endeavour to

invest in expensive equipment and enter the market as a new ECM company. He already knew that ECM

companies operated on a small profit margin in a volatile market that was never short of bankrupt businesses.

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However, having a Master of Business Administration degree on top of his engineering credentials helped

him to build a smart sales strategy and allowed him to balance the risks with proper financial planning.

Broadband-X began its journey in the suburbs of a metropolitan area with a single surface-mount technology

(SMT) line and a few employees, to meet the demands of a small number of customers. Over the next decade,

to serve several dozen companies, Broadband-X added 4 more SMT lines to its assets, which was supported

by a workforce of 40 to 60 employees, depending on the demand fluctuations. To scale up its operations,

Broadband-X purchased a property in one of the industrial zones of the main urban area.

As part of its corporate strategy of offering high-quality products to its customers, Broadband-X

successfully implemented the International Organization for Standardization (ISO) 9001:2015 and ISO

13485:2016 (medical) standards and secured the certifications. Broadband-X wanted to further its growth

and acquired an ERP software package to efficiently plan, control, and execute its manufacturing operations

in harmony with its sales, accounting, and logistics functions.

ECM

ECM was an industry that produced printed circuit boards (PCBs) for brand-name companies, who used

the PCBs in their merchandise, varying from mobile phones to home appliances. The services offered by

ECM companies included designing the PCBs, building and testing prototypes, and manufacturing PCBs

in low or high volumes.

PCBs could be found in electronic products. If you disassembled a mobile phone, a light-emitting diode

(LED) light bulb, or a television remote control, you would find a PCB inside of it.

The technology for building PCBs had dramatically changed over several decades. In the early years,

workers had to assemble and solder all parts (transistors, resistors, capacitors, etc.) manually on the boards.

As the electronics industry advanced, the parts became smaller and smaller, making manual assembly

infeasible and expensive. Consequently, SMT emerged, thus automating the assembly and soldering of

most electronics parts on PCBs, which were called the “SMT components” (see Exhibit 2).

Some bigger components that could not be handled by SMT lines were required to be assembled and

soldered manually by experienced workers. These were called “thru-hole components” (see Exhibit 2), and various expensive machinery could automate the assembly of certain thru-hole parts, which might have

been feasible for large-volume production.

A generic product assembled by an ECM company comprised a blank PCB as well as SMT and thru-hole

components that needed to be assembled based on the design provided by the customer.

The ECM industry could be safely characterized as a high-mix low-volume (HMLV) production

business, especially in countries where the labour cost was higher, such as in this case. ECM companies

could receive orders from different companies for distinctive PCB designs in quantities ranging from a

few to possibly millions.

PCB products were usually subject to typical demand patterns throughout their lifecycle. ECM customers

initially ordered a few prototypes for new products, mainly for testing purposes. After several back-and-

forth adjustments—and once the company was content with the prototype—it would likely order a small

number of products for the initial market launch. If the product was successful, the order sizes would D o

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Page 3 9B20E021

eventually increase based on the market demand up to a volume size, which made it feasible for the ECM

customers either to build their own dedicated lines for the specific product or transfer the orders to bigger

ECM companies in Asia for economies of scale. The production may have returned to smaller ECM

companies in high-labour-cost countries toward the end of the product market lifecycle, as demand fell.

ERP SYSTEMS

Starting in the 1960s, as production companies discovered the power of computers, the use of material

requirement planning (MRP) software became widespread to improve productivity by estimating material

quantities and scheduling deliveries. At the same time, companies started using software to perform their

bookkeeping, accounting, and finance functions. As network and database technologies became more

advanced and accessible in the 1990s, major software companies introduced enterprise-wide software

solutions that came with a central database that could record all business transactions from receiving to

inventory management, from production scheduling to shipment, or from human resources (HR) to finance.

As these systems had the power to centralize data from almost all the departments and locations of an

enterprise, the term “enterprise resource planning” was coined to define them. Initially, ERP had been widely adopted by major manufacturing companies. After about three decades, the ERP market, comprised

of hundreds of software/service providers, was still a growing trend globally as organizations from all

industries continued to invest in new implementations or upgrades.

Successful ERP implementations helped organizations to overcome the drawbacks of the silo effect caused

by the lack of information flowing between the departments. It also enabled them to develop efficient real-

time data-sharing mechanisms. Additionally, ERP systems established the transactional foundations necessary

to harness data warehouses that offered valuable data analysis opportunities for effective decision making.

ERP packages came with different modules that companies could choose to implement depending on what

kinds of business processes they had in place. Broadband-X’s contract with the ERP provider covered the following modules: estimation and quoting, sales, shop floor control, bill of materials (BOM), engineering,

scheduling, MRP, inventory management, shipping, purchasing, receiving, accounting, finance, HR,

customer relationship management (CRM), and quality management.

BROADBAND-X BEFORE THE ERP

Broadband-X used the QuickBooks accounting software to manage the quoting, sales, payroll,

purchasing, accounts payable, and accounts receivable processes. The software worked well, except for

an important detail: QuickBooks was not designed to manage and control production processes. As a

result, spreadsheets were used for the planning, scheduling, and execution of the production operations

as well as the quality management system.

Any necessary communication between the spreadsheet-managed production processes and QuickBooks-

managed support processes required time-consuming manual interventions. For example, each shop floor

employee completed a daily activity sheet, which was then entered manually into QuickBooks by the

bookkeeper for cost accounting. In contrast, the ERP system had a module that allowed the workers to

easily enter their activities into the system using a barcode reader and few keyboard strokes as they moved

from one work order task to another. All that was needed were a few computer stations on the shop floor

located in proximity to their workbenches. D o

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Page 4 9B20E021

Furthermore, the manual intervention was so time-consuming that sometimes it was abandoned altogether.

For instance, some electronic components were bought in reels (batch quantities) for specific customer

orders (jobs), and once the job was completed and the products were shipped to the customer, several

unused components were recorded on a separate spreadsheet that was dedicated to that specific job. Because

the number of distinct components on a PCB could be quite large, employees did not deplete the used parts

in the QuickBooks database manually, which is why the inventory balances in QuickBooks were not always

reliable. Occasionally, the staff needed to search through thousands of spreadsheets to figure out where a

specific component could be found. Zayan was optimistic that the inventory control, BOM, and MRP

modules of the ERP would help them to sort out the problems mentioned above.

About one year before hiring Zayan, Tumbler evaluated approximately 10 ERP software packages.

Statistically, many ERP deployments were not successful, as the system either got cancelled or the company

switched to a different ERP package, so Tumbler was worried that the time and funds might be wasted.

Tumbler determined that all the ERP systems he was considering appeared to be good, based on their

advertising or conversations with a salesperson. During his evaluation, he attended several ERP

demonstrations; in some cases, he attended multiple demonstrations for the same ERP package. He even

installed a couple of them on the company server for test runs, which was how he realized that most of them

were not designed in a way that could handle various processes specific to Broadband-X.

Following extensive market research, Tumbler settled on an ERP system produced by a company based in

another country. The selected package was a good fit, as it was based on a design-to-order business model,

was affordable, came with an open database for customizations, and offered strong customer support.

Broadband-X purchased the ERP with an annual maintenance agreement.

Years back, and thanks to a well-managed effort by Tumbler at the time, the company had successfully

implemented the QuickBooks accounting software, which was why Tumbler was confident the company

would be able to implement the ERP system using the existing personnel under his leadership.

Once Tumbler began working with the ERP system, it did not take long for him to understand that it was

much more comprehensive compared to the QuickBooks accounting software. It required a dedicated

employee accompanied by a company-wide project management effort to implement it effectively. At the

same time, the business was thriving, with strong market demand keeping the company busy with new

customers and new products. This diverted Tumbler’s focus to other initiatives that needed his attention. As such, he decided to put the ERP project on hold until a better time.

After about a year, when business with newer customers began to stabilize, Tumbler thought it was time to

recruit someone to champion the ERP project, as he had already invested a considerable amount of money

in purchasing the software along with an annual maintenance fee.

Zayan had worked in several different business sectors and had a solid understanding of how ERP systems

functioned, especially from a manufacturing point of view. He had experience in project management,

implementing and managing MRP systems, and handling databases. Zayan was in search of a new job,

ideally an ERP-related position, when Tumbler invited him for an interview.

The interview commenced, and shortly after, formalities were underway. Zayan and Tumbler immediately

began discussing the challenges of ERP implementations. It was a quick decision for both Tumbler and

Zayan. Zayan started in his new position at Broadband-X three weeks after the interview, and he was

immediately tasked with managing the ERP implementation project for the company. D o

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Page 5 9B20E021

CRITICALLY DEFICIENT PROCESSES AT BROADBAND-X

Zayan took a couple of weeks to analyze the system in detail, reading the quality management system

documentation, reviewing the historical data, and interviewing his co-workers. He needed to understand

the entire system to determine which ERP modules would be implemented in what order, whether any

customization of the ERP would be needed, and what changes to the current processes would be required.

During Zayan’s initial discussions with Tumbler, they agreed on two general implementation strategies. The first strategy was to concentrate on real value-adding ERP modules rather than on ones that did not

present a functional purpose. According to past research,1 one reason ERP projects may fail was the wasted

effort of implementing some ERP modules only because they looked fancy, instead of solving a real

problem in the company. The other strategy was to keep the historical legacy data (transactions) where they

were, instead of migrating them all to the new ERP system. This could initially create various reporting

challenges because the data would exist in two different systems before the ERP system went live. However,

migrating historical data was a cumbersome and error-prone undertaking, which overshadowed the cost of

dealing with some temporary reporting issues.

The disconnect between the quotation, purchasing, and production functions was possibly the biggest issue

Broadband-X faced. Once a request for quote (RFQ) had been received from a prospect/customer, the

account managers needed to estimate labour costs and material costs as well as the time needed to complete

the job, so that they could quote a price and a shipping date. Ideally, a quote would be sent back to the

customer within 24 hours from the receipt of the RFQ so that the job would not be lost to competitors.

However, it started to become routine that customers had to wait approximately two to three days for a

quote because of the email-intensive, cumbersome communication procedures between the sales,

purchasing, and production departments.

In some cases, to avoid losing commission income by missing a sale due to a delayed quote, experienced

account managers took shortcuts to produce a quote. Based on the BOM sent by the customers as part of

the RFQ, account managers simply conducted a quick online search for the component prices to estimate

the material costs. As for the labour costs, they used a mini formula sheet provided by the production

department. For the lead time, they made an optimistic guess, making it possible to send quotes to customers

quickly, bypassing the production and purchasing departments. Swift as it was, the process often created

problems if the job was acquired. First, the online price search was not as reliable as an official quote

acquired by the purchasing department from the suppliers. The online price search also did not guarantee

the availability of the components. Consequently, at times, the company ended up paying more for the

components than was estimated during the quoting process and/or faced longer-than-expected lead times

for some components. Second, the existing production schedule might not allow on-time delivery unless it

was expedited, creating many other issues. The company had suffered financial losses on some jobs as a

result of the delay in communication between departments and employees finding shortcuts.

Zayan noticed that the ERP’s estimation and quoting module would fix the complications mentioned above with some customization. Specifically, the module was lacking certain functionality related to

interdepartmental communication; therefore, they would need to generate an additional database

application to handle the collaboration between departments before a quote could officially be completed.

The ERP provider did allow its customers to customize and manipulate the ERP database within certain

limits and produce supplementary applications that would address the communication issues.

1 Matus Peci and Pavel Važan, “The Biggest Critical Failure Factors in ERP Implementation,” Applied Mechanics and Materials 519–520 (2014): 1478–1482. D

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Page 6 9B20E021

Another problem Tumbler wanted to fix was the coordination of the sales efforts, to have account managers

work more collaboratively. Tumbler hoped the CRM module would offer a standardized practice in lead

management that would give him access to the CRM data, making his communication with account

managers more effective. Tumbler’s rich market experience made his involvement highly valuable for the account managers. Improved communication would ultimately enable better decisions, increase customer

satisfaction while at the same time understanding the needs of current customers better.

An additional obstacle was presented by Ratna Anand, the quality manager, who worked very

systematically to make sure that Broadband-X continued to comply with the ISO 9001:2015 and ISO

13485:2016 (medical) standards. She did an effective job in organizing the documentation of procedures

and work instructions, but she encountered problems collecting and analyzing the necessary quality data

from production, such as product defects at various stages, return material authorizations (RMAs) from

customers, preventive maintenance planning and execution, and corrective action requests (CARs).

Luckily, the ERP had a quality management module that could handle the data collection she needed as

well as a separate application dedicated to preventive maintenance.

Finally, Broadband-X had two separate coding systems for its raw materials and finished products, which

created problems during deployment, especially when dealing with BOMs. A coordinated effort between

the engineering, production, and inventory control departments were needed to work out a standardized

coding system.

ADDITIONAL DEFICIENT PROCESSES AT BROADBAND-X

During his process evaluation, Zayan learned that Broadband-X did not have routine management meetings.

The management team gathered to make decisions as issues arose, but this arrangement would not be

effective because he needed all managers (i.e., sales, accounting, purchasing, production, quality, and

inventory managers) on board regularly to get the feedback he needed as the project progressed. He also

needed a platform to communicate the progression and direction of the ERP project, and he needed buy-in

from all departments, as it would be a company-wide initiative.

Zayan also discovered that Broadband-X controlled its production activities with reference to sales orders

(SOs). The shop floor employees recorded their activities based on the SOs that came from QuickBooks,

which did not have a production management module. However, an ERP system would require work orders

(WOs) with coded activities that were normally, but not necessarily, tied to SOs. The updated WO and SO

numbering system posed a challenge, as the whole workforce, including engineers, had trouble

understanding the rationale behind having separate SOs and WOs.

Another issue the company faced was that most employees were so accustomed to working with

spreadsheets that they were complaining about some of the entry screens, reports, and built-in dashboards

that came with the ERP. Zayan agreed that some of the ERP functions were not efficient and did not serve

their purposes. Zayan was requested by employees to produce spreadsheets, such as an SO dashboard, a

WO dashboard, BOM and router analysis reports, BOM mass-entry sheets, and purchase order (PO) mass-

entry sheets. It was technically possible to synchronize spreadsheets with the ERP database to create the

requested tools, making the workflow easier for many employees.

One critical issue was that the payroll function under the HR module of the ERP did not comply with the

laws of the country where Broadband-X operated. The same issue was reported regarding the taxation

regulations. The ERP provider promised that it was working on a fix, but it could take months, possibly D o

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Page 7 9B20E021

years. Broadband-X could not rely on the accounting, payroll, and finance modules of the ERP, which

meant that it could not scrap QuickBooks altogether in the mid-term. As a result, the project team decided

to run on two systems in parallel until the ERP became compliant with the laws of the country. Ultimately,

the company continued to handle its payroll and accounting using a more affordable version of QuickBooks

and worked to devise a solution to rapidly transfer necessary bookkeeping data from the ERP to

QuickBooks. Additionally, the solution was to be as automated as possible in order not to waste the time

of the accountant with double entries.

One final concern was that customers complained about not getting status updates on their orders. There

were lots of email and phone communications with the customers to update them about what stage their

order was at and when exactly their order could be shipped. Tumbler hoped that the ERP would eventually

enable them to have real-time data about work orders, which would then be shared with customers regularly.

Though it was not at the top of the priority list, considering other pressing problems, Tumbler believed that

having real-time control over production activities combined with the implementation of the scheduling

module of the ERP would result in considerable productivity gains.

PROJECT PLAN

Thanks to the maintenance agreement with the ERP provider, Zayan had access to all training

documentation and videos, user forums, and a fast-response support line. He could also use some of these

resources for employee training during the transition period and for new hires once the ERP was

implemented. He thought he also needed to create some custom training materials specific to how the ERP

operated at Broadband-X.

As Broadband-X did not have an information technology (IT) department but rather outsourced support as

needed, Tumbler hoped that Zayan’s prior knowledge in IT would mostly be sufficient for the implementation of the ERP, coupled with the responsive support line of the ERP provider.

The ERP provider had a cloud-based option as well. However, Tumbler opted to go ahead with on-site

installation as he thought cloud solutions were not mature enough, and he was concerned about the security

of proprietary company information. So, the ERP had a dedicated server located in the Broadband-X

building, which was to be maintained by Zayan. The company would also acquire a backup server, which

would be placed in another corner of the building, backing up the ERP database automatically every night.

After a thorough analysis and lots of feedback, Zayan compiled a list of tasks and milestones that shaped

his project plan. He was confident that he had enough information for a feasible implementation plan (see

Exhibit 2). He knew there would be some bumps and challenges along the road, but he thought the enormous

change that Broadband-X would experience during the implementation of the ERP was manageable.

He was aware that the company would need to run on parallel systems (i.e., the incremental implementation

of ERP modules while the legacy system kept running) for a while before they could go fully live. He also

felt somewhat uneasy about running two accounting systems in parallel until the ERP provider offered a

country-specific fix, but there did not seem to be a second option at the moment.

He unlocked his computer screen, created a new document and project file, and began typing to draft his

implementation strategy and the project timeline. D o

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Page 8 9B20E021

EXHIBIT 1: EXAMPLES OF COMPONENT CONNECTIONS TO A PRINTED CIRCUIT BOARD

Below is an image of a printed circuit board with several surface-mounted technology components assembled on it.

Below is a printed circuit board with thru-hole components on it, marked by circles, that were manually placed and soldered.

Source: First photograph: axonite, photographer. No title. Photograph. June 7, 2017. From Pixabay. https://pixabay.com/photos/cyber-security-network-internet-2377718/ (accessed December 12, 2020); second photograph: Christian Taube, photographer. MOS 6581 Sound Chip from a Commodore 64 Main Board. Photograph. December 26, 2009. From Wikipedia. https://commons.wikimedia.org/wiki/File:MOS6581_chtaube061229.jpg (accessed December 12, 2020). Circles added by the author of the case. D

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Page 9 9B20E021

EXHIBIT 2: ENTERPRISE RESOURCE PLANNING PROJECT PLAN WITH TASKS AND MILESTONES

Milestone 1 (Transfer data from QB) 1. New coding system for the products and parts (2 weeks)

2. Formal training for the employees (4 weeks)

3. Bill of materials module (4 weeks, 1FS)

4. Inventory management module (4 weeks, 1FS)

Milestone 2 (Customer-side implementation complete) 5. Develop quoting communication application (8 weeks, 4FS)

6. Estimation and quoting module (8 weeks, 4FS)

7. Engineering module (8 weeks, 4FS)

8. Sales module (8 weeks, 4FS)

9. CRM module (6 weeks, 8SS + 2 weeks)

10. Shipping module (5 weeks, 8SS + 3 weeks)

Milestone 3 (Supplier-side implementation complete) 11. Purchasing module (6 weeks, 4FS)

12. Receiving module (6 weeks, 4FS)

Milestone 4 (Go live, end of parallel run of the legacy system) 13. Accounting module (6 weeks, 12SS + 1 week)

Milestone 5 (Start of automated regular transfer of bookkeeping data from ERP to QB) 14. Develop the ERP-to-QB transfer application (3 weeks, 13FS)

Milestone 6 (Production-side implementation complete): 15. MRP module (3 weeks, 4FS)

16. Start using work orders (9 weeks, 15FS)

17. Scheduling module (9 weeks, 16SS + 3 weeks)

18. Shop floor control module (2 weeks, 16FS)

19. Quality management module (6 weeks, 18FS)

20. Preventive maintenance module (4 weeks, 18FS)

Milestone 7 (End project): 21. Develop customer status reporting application (4 weeks, 19FS, 20FS)

Notes: Milestones are achieved once all its tasks are complete; QB = QuickBooks; CRM = customer relationship management; ERP = enterprise resource planning; FS = finish-to-start precedence relationship; SS: start-to-start precedence relationship; (4 weeks, 1FS) = task is estimated to take 4 weeks and can only start once Task 1 has been completed; (6 weeks, 8SS + 2 weeks) = task is estimated to take 6 weeks and can only start 2 weeks after the start of Task 8. Source: Created by the case author.

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  • BROADBAND-X: ENTERPRISE RESOURCE PLANNING IMPLEMENTATION
    • BROADBAND-X
    • ECM
    • ERP SYSTEMS
    • BROADBAND-X BEFORE THE ERP
    • CRITICALLY DEFICIENT PROCESSES AT BROADBAND-X
    • ADDITIONAL DEFICIENT PROCESSES AT BROADBAND-X
    • PROJECT PLAN
    • EXHIBIT 1: EXAMPLES OF COMPONENT CONNECTIONS TO A PRINTED CIRCUIT BOARD
    • EXHIBIT 2: ENTERPRISE RESOURCE PLANNING PROJECT PLAN WITH TASKS AND MILESTONES
      • Milestone 1 (Transfer data from QB)
      • Milestone 2 (Customer-side implementation complete)
      • Milestone 3 (Supplier-side implementation complete)
      • Milestone 4 (Go live, end of parallel run of the legacy system)
      • Milestone 5 (Start of automated regular transfer of bookkeeping data from ERP to QB)
      • Milestone 6 (Production-side implementation complete):
      • Milestone 7 (End project):

 

Questions:

1. What are the motives that drove Broadband-X to implement ERP software?

2. Do you think custom built ERP software could have been a viable alternative for Broadband-X? What do you think about the way Tumbler selected the ERP system and what could he have done differently?

3. What are the biggest challenges and risks Broadband-X will face during the implementation of the project? How can the challenges be managed?

4. Develop an ERP implementation project plan most fitting to Broadband-X’s situation, accompanied by an implementation strategy (communication, project roles, training, etc.) – Use this question to develop your project planning skills. Use the data in the Project Plan section and in Exhibit 3. As part of your answer, a Gantt chart created using Microsoft Project is required.

 
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Producer Consumer Problem assignment Help

Producer Consumer Problem assignment Help

Process Synchronization: Producer-Consumer Problem The purpose of this programming project is to explore process synchronization. This will be accomplished by writing a program on the Producer / Consumer problem described below. Your simulation will be implemented using Pthreads. This assignment is a modification to the programming project “The Producer – Consumer Problem” found at the end of Chapter 7 of our textbook. 1. Your program must be written using C or C++ and you are required to use the Pthread with mutex and semaphore libraries. In chapter 3, we discussed how a “bounded buffer” could be used to enable producer and consumer processes to share memory. We described a technique using a circular buffer that can hold BUFFER_SIZE-1 items. By using a shared memory location count, the buffer can hold all BUFFER_SIZE items. This count is initialized to 0 and is incremented every time an item is placed into the buffer and decremented every time an item is removed from the buffer. The count data item can also be implemented as a counting semaphore. The producer can place items into the buffer only if the buffer has a free memory location to store the item. The producer cannot add items to a full buffer. The consumer can remove items from the buffer if the buffer is not empty. The consumer must wait to consume items if the buffer is empty. The “items” stored in this buffer will be integers. Your producer process will have to insert random numbers into the buffer. The consumer process will consume a number. Assignment Specifications The buffer used between producer and consumer processes will consist of a fixed-size array of type buffer_item. The queue of buffer_item objects will be manipulated using a circular array. The buffer will be manipulated with two functions, buffer_insert_item() and buffer_remove_item(), which are called by the producer and consumer threads, respectively. A skeleton outlining these functions can be found in buffer.h (provided with this assignment). The buffer_insert_item() and buffer_remove_item() functions will synchronize the producer and consumer using the algorithms. The buffer will also require an initialization function (not supplied in buffer.h) that initializes the mutual exclusion object “mutex” along with the “empty” and “full” semaphores. The producer thread will alternate between sleeping for a random period of time and generating and inserting (trying to) an integer into the buffer. Random numbers will be generated using the rand_r() function. See the text on page 290 for an overview of the producer algorithm. The consumer thread will alternate between sleeping for a random period of time (thread safe of course) and (trying to) removing a number out of the buffer. See the text on page 290 for an overview of the consumer algorithm. The main function will initialize the buffer and create the separate producer and consumer threads. Once it has created the producer and consumer threads, the main() function will sleep for duration of the simulation. Upon awakening, the main thread will signal other threads to quit by setting a simulation flag which is a global variable. The main thread will join with the other threads and then display the simulation statistics. The main() function will be passed two parameters on the command line: • The length of time the main thread is to sleep before terminating (simulation length in seconds) • The maximum length of time the producer and consumer threads will sleep prior to producing or consuming a buffer_item A skeleton for the main function appears as: #include <buffer.h> int main( int argc, char *argv[] ){ Get command line arguments Initialize buffer Create producer thread(s) Create consumer thread(s) Sleep Join Threads Display Statistics Exit } Creating Pthreads using the Pthreads API is discussed in Chapter 4 and in Assignment-1. Please refer to those references for specific instructions regarding creation of the producer and consumer Pthreads. The following code sample illustrates how mutex locks available in the Pthread API can be used to protect a critical section: #include <pthread.h> pthread_mutex_t mutex; /* create the mutex lock */ pthread_mutex_init( &mutex, NULL ); /* aquire the mutex lock */ pthread_mutex_lock( &mutex ); /*** CRITICAL SECTION ***/ /* release the mutex lock */ pthread_mutex_unlock( &mutex ); Pthreads uses the pthread_mutex_t data type for mutex locks. A mutex is created with the pthread_mutex_init() function, with the first parameter being a pointer to the mutex. By passing NULL as a second parameter, we initialize the mutex to its default attributes. The mutex is acquired and released with the pthread_mutex_lock() and pthread_mutex_unlock() functions. If the mutex lock is unavailable when pthread_mutex_lock() is invoked, the calling thread is blocked until the owner invokes pthread_mutex_unlock(). All mutex functions return a value of 0 with correct operation; if an error occurs, these functions return a nonzero error code. Pthreads provides two types of semaphores: named and unnamed. For this project, we will use unnamed semaphores. The code below illustrates how a semaphore is created: #include <semaphore.h> sem_t sem; /* create the semaphore and initialize it to 5 */ sem_init( &sem, 0, 5 ); The sem_init() function creates and initializes a semaphore. This function is passed three parameters: A pointer to the semaphore, a flag indicating the level of sharing, and the semaphore’s initial value. In this example, by passing the flag 0, we are indicating that this semaphore can only be shared by threads belonging to the same process that created the semaphore. A nonzero value would allow other processes to access the semaphore as well. In this example, we initialize the semaphore to the value 5. In Chapter-6 (Section 6.6), we described the classical wait() and signal() semaphore operations. Pthread names the wait() and signal() operations sem_wait() and sem_post(), respectively. The code example below creates a binary semaphore mutex with an initial value 1 and illustrates it use in protecting a critical section: #include <semaphore.h> sem_t mutex; /* create the semaphore */ sem_init( &mutex, 0, 1 ); /* acquire the semaphore */ sem_wait( &mutex ); /*** CRITICAL SECTION ***/ /* release the semaphore */ sem_post( &mutex ); Program Output Your simulation should output when various conditions occur: buffer empty/full, location of producer/consumer, etc. Submission Guidelines and Requirements 1. Your program must be written using C or C++ and you are required to use the Pthread with mutex and semaphore libraries 2. You may use the C/C++ STL (Standard Template Library) in your solution. 3. You should use Netbeans to implement the assignment. You can download Netbeans with C/C++ features from the following link: https://netbeans.org/downloads/8.2/ 4. Create project in Netbeans for completing this assignment. 5. Add comments (about the function/variable/class) to your code as much as possible

 
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Easy Microsoft Word Assignment

Easy Microsoft Word Assignment

Office 2013 – myitlab:grader – Instructions GO! – Word Chapter 1: Homework Project 3

Educational Website

 

Project Description: In the following project, you will edit a handout that describes a new educational website product that Sturgeon Point Productions has developed for instructors. You will insert text, insert and format graphics, insert and modify text boxes and shapes, change document and paragraph layout, create lists, set and modify tab stops, and insert a SmartArt graphic.

 

Instructions: For the purpose of grading the project you are required to perform the following tasks: Step Instructions Points Possible 1 Start Word. Download and open the file named go_w01_grader_h3.docx. 0 2 Type Educational Websites and then press ENTER. Type Sturgeon Point Productions is offering website tie-ins with every educational video title in our catalog, at no additional cost. After the period, press SPACEBAR. Insert the text from the grader data file go_w01_grader_h3_Education.docx. 4 3 Change the Line Spacing for the entire document to 1.5 and the spacing After to 6 pt. To each of the four paragraphs that begin Sturgeon Point Productions, As educators, When submitting, and The video, apply a First Line indent of 0.5”. 6 4 Change the font size of the title to 50 and the title Line Spacing to 1.0. Center the title. From the Text Effects and Typography gallery, apply the second effect to the title—Fill – Blue, Accent 1, Shadow. 10 5 At the beginning of the paragraph below the title, insert the picture downloaded with your grader files—go_w01_grader_h3_Media.jpg. Change the picture Height to 2, and the Layout Options to Square. Format the picture with a 10 Point Soft Edges effect. 8 6 Use the Position command to display the Layout dialog box. Change the picture position so that the Horizontal Alignment is Right relative to the Margin. Change the Vertical Alignment to Top relative to the Line. 4 7 Select the five paragraphs beginning with Historic interactive timelines and ending with Quizzes and essay exams, and then apply checkmark bullets. 5 8 Locate the paragraph below the bulleted list and then click after the colon. Press ENTER and remove the first line indent. Type a numbered list with the following three numbered items: The title in which you are interested The name of the class and subject Online tools you would like to see created 5 9 With the insertion point located at the end of the numbered list, insert a Basic Chevron Process SmartArt. In the first shape, type View. In the second shape type Interact and in the third shape type Assess. Select the outside border of the SmartArt. Change the SmartArt color to Colorful Range – Accent Colors 4 to 5, and then apply the 3-D Flat Scene style. 8 10 Change the Height of the SmartArt to 1 and the Width to 6.5. Change the SmartArt Layout Options to Square, the Horizontal Alignment to Centered relative to the Page, and the Vertical Alignment to Bottom relative to the Margin. 8 11 Select the days and times at the end of the document and then set a Right tab with dot leaders at 6”. 4 12 Click in the blank line below the tabbed list, and then center the line. Insert an Online Video. Search YouTube for Pearson Higher Education Learning, and then insert the first video that displays. Change the video height to 1.5. 4 13 Below the video, insert a Rounded Rectangle shape. Change the Shape Height to 1.5 and the Shape Width to 6.5. Display the Shape Styles gallery and in the fourth row, apply the second style— Subtle Effect – Blue, Accent 1. 8 14 Use the Position command to display the Layout dialog box, and then change the position so that both the Horizontal and Vertical Alignment are Centered relative to the Margin. In the rectangle, type Sturgeon Point Productions and then press ENTER. Type Partnering with Educators to Produce Rich Media Content and then change the font size to 16. 6 15 Move to the top of the document and insert a Text Box above the title. Change the Height of the text box to 0.5 and the width to 3.6.Type Sturgeon Point Productions and then change the font size to 22. Center the text. 2 16 Use the Position command to display the Layout dialog box, and then position the text box so that the Horizontal Alignment is Centered relative to the Page and the Vertical Absolute position is 0.5 below the Page. 6 17 Change the text box Shape Fill color to Blue, Accent 5, Lighter 80%. Change the Shape Outline to the same color—Blue, Accent 5, Lighter 80%. 4 18 Deselect the text box. Apply a Box setting page border and choose the first style. Change the Color to Blue, Accent 5. 4 19 Change the Top margin to 1.25 and insert the File Name in the footer. 4 20 Save and close the document. Exit Word. Submit the file as directed. 0 Total Points 100

 

 

 

Updated: 01/05/2013 3 W_CH01_GOV1_H3_Instructions.docx

 
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Introduction To Management Science, 10e Chapter 3 Linear Programming: Computer Solution And Sensitivity Analysis

Introduction To Management Science, 10e Chapter 3 Linear Programming: Computer Solution And Sensitivity Analysis

Introduction to Management Science, 10e (Taylor)

 

Chapter 3  Linear Programming: Computer Solution and Sensitivity Analysis

 

 

 

1) The reduced cost (shadow price) for a positive decision variable is 0.

 

 

 

2) When the right-hand sides of 2 constraints are both increased by 1 unit, the value of the objective function will be adjusted by the sum of the constraints’ prices.

 

 

 

3) When a linear programming problem is solved using a computer package decision variables will always be integer and therefore decision variable values never need to be rounded.

 

 

 

4) Sensitivity ranges can be computed only for the right hand sides of constraints.

 

 

 

5) Sensitivity analysis determines how a change in a parameter affects the optimal solution.

 

 

 

6) The sensitivity range for an objective function coefficient is the range of values over which the current optimal solution point (product mix) will remain optimal.

 

 

7) The sensitivity range for an objective function coefficient is the range of values over which the profit does not change.

 

 

 

8) The sensitivity range for a constraint quantity value is the range over which the shadow price is valid.

 

 

 

9) If we change the constraint quantity to a value outside the sensitivity range for that constraint quantity, the shadow price will change.

 

 

 

10) The sensitivity range for a constraint quantity value is the range over which the optimal values of the decision variables do not change.

 

 

 

11) Linear programming problems are restricted to decisions in a single time period.

 

Answer:  FALSE

 

 

 

12) A maximization problem may be characterized by all greater than or equal to constraints.

 

 

13) A change in the value of an objective function coefficient will always change the value of the optimal solution.

 

 

 

14) The terms reduced cost, shadow price, and dual price all mean the same thing.

 

 

 

15) Sensitivity analysis can be used to determine the effect on the solution for changing several parameters at once.

 

 

 

16) For a profit maximization problem, if the allowable increase for a coefficient in the objective function is infinite, then profits are unbounded.

 

 

 

17) The reduced cost (shadow price) for a positive decision variable is __________.

 

 

 

18) The sensitivity range for a __________ is the range of values over which the quantity values can change without changing the shadow price

 

 

 

19) __________ is the analysis of the effect of parameter changes on the optimal solution.

 

 

20) The sensitivity range for a constraint quantity value is also the range over which the __________ is valid.

 

 

 

21) The sensitivity range for an __________ coefficient is the range of values over which the current optimal solution point (product mix) will remain optimal.

 

 

 

Consider the following linear program, which maximizes profit for two products, regular (R), and super (S):

 

 

 

MAX 50R + 75S

 

s.t.

 

1.2R + 1.6 S ≤ 600 assembly (hours)

 

0.8R + 0.5 S ≤ 300 paint (hours)

 

.16R + 0.4 S ≤ 100 inspection (hours)

 

 

 

Sensitivity Report:

 

    Final Reduced Objective Allowable Allowable
Cell Name Value Cost Coefficient Increase Decrease
$B$7  Regular = 291.67 0.00 50 70 20
$C$7 Super = 133.33 0.00 75 50 43.75
    Final Shadow Constraint Allowable Allowable
Cell Name Value Price R.H. Side Increase Decrease
$E$3 Assembly (hr/unit) 563.33 0.00 600 1E+30 36.67
$E$4 Paint (hr/unit) 300.00 33.33 300 39.29 175
$E$5 Inspect (hr/unit) 100.00 145.83 100 12.94 40

 

 

 

22) The optimal number of regular products to produce is __________, and the optimal number of super products to produce is __________, for total profits of __________.

 

 

23) If the company wanted to increase the available hours for one of their constraints (assembly, painting, or inspection ) by 2 hours, they should increase __________.

 

 

 

24) The profit on the super product could increase by __________ without affecting the product mix.

 

Key words:  computer solution

 

 

 

25) If downtime reduced the available capacity for painting by 40 hours (from 300 to 260 hours), profits would be reduced by __________.

 

 

 

26) A change in the market has increased the profit on the super product by $5. Total profit will increase by __________.

 

 

Tracksaws, Inc. makes tractors and lawn mowers. The firm makes a profit of $30 on each tractor and $30 on each lawn mower, and they sell all they can produce. The time requirements in the machine shop, fabrication, and tractor assembly are given in the table.

 

 

 

 

 

 

Formulation:

 

Let                   x = number of tractors produced per period

 

y = number of lawn mowers produced per period

 

MAX 30x + 30y

 

subject to   2 x + y       ≤ 60

 

2 x + 3y     ≤ 120

 

x ≤ 45

 

The graphical solution is shown below.

 

 

 

 

 

 

27) How many tractors and saws should be produced to maximize profit, and how much profit will they make?

28) Determine the sensitivity range for the profit for tractors.

 

 

 

29) What is the shadow price for assembly?

 

 

 

30) What is the shadow price for fabrication?

 

 

 

31) What is the maximum amount a manager would be willing to pay for one additional hour of machining time?

 

 

 

32) A breakdown in fabrication causes the available hours to drop from 120 to 90 hours. How will this impact the optimal number of tractors and mowers produced?

 

 

 

33) What is the range for the shadow price for assembly?

The production manager for the Whoppy soft drink company is considering the production of 2 kinds of soft drinks: regular (R) and diet (D). The company operates one “8 hour” shift per day. Therefore, the production time is 480 minutes per day. During the production process, one of the main ingredients, syrup is limited to maximum production capacity of 675 gallons per day. Production of a regular case requires 2 minutes and 5 gallons of syrup, while production of a diet case needs 4 minutes and 3 gallons of syrup. Profits for regular soft drink are $3.00 per case and profits for diet soft drink are $2.00 per case.

 

 

 

The formulation for this problem is given below.

 

 

 

MAX Z = $3R + $2D

 

s.t.

 

2R + 4D ≤ 480

 

5R + 3D ≤ 675

 

 

 

 

 

The sensitivity report is given below

 

 

 

Adjustable Cells

 

    Final Reduced Objective Allowable Allowable
Cell Name Value Cost Coefficient Increase Decrease
$B$6                   Regular = 90.00 0.00 3 0.33 2
$C$6                   Diet = 75.00 0.00 2 4 0.2

 

Constraints

 

    Final Shadow Constraint Allowable Allowable
Cell Name Value Price R.H. Side Increase Decrease
$E$3     Production (minutes) 480.00 0.07 480 420 210
$E$4      Syrup (gallons) 675.00 0.57 675 525 315

 

 

 

34)  What is the optimal daily profit?

 

 

 

35)  How many cases of regular and how many cases of diet soft drink should Whoppy produce to maximize daily profit?

 

 

36) What is the sensitivity range for the per case profit of a diet soft drink?

 

 

 

37) What is the sensitivity range of the production time?

 

 

 

38) if the company decides to increase the amount of syrup it uses during production of these soft drinks to 990 lbs. will the current product mix change? If show what is the impact on profit?

 

 

 

Mallory furniture buys 2 products for resale: big shelves (B) and medium shelves (M). Each big shelf costs $500 and requires 100 cubic feet of storage space, and each medium shelf costs $300 and requires 90 cubic feet of storage space. The company has $75000 to invest in shelves this week, and the warehouse has 18000 cubic feet available for storage. Profit for each big shelf is $300 and for each medium shelf is $150.  Graphically solve this problem and answer the following questions.

 

 

 

39) What is the optimal product mix and maximum profit?

 

Key words:  formulation, objective function

 

 

 

40) Determine the sensitivity range for the profit on the big shelf.

 

 

41) If the Mallory Furniture is able to increase the profit per medium shelf to $200, would the company purchase medium shelves. If so, what would be the new product mix and the total profit?

 

 

The linear programming problem whose output follows is used to determine how many bottles of fire red nail polish (x1), bright red nail polish (x2), basil green nail polish(x3), and basic pink nail polish(x4) a beauty salon should stock. The objective function measures profit; it is assumed that every piece stocked will be sold. Constraint 1 measures display space in units, constraint 2 measures time to set up the display in minutes. Note that green nail polish does not require any time to prepare its display. Constraints 3 and 4 are marketing restrictions. Constraint 3 indicates that the maximum demand for fire red and green polish is 25 bottles, while constraint 4 specifies that the minimum demand for bright red, green and pink nail polish bottles combined is at least 50 bottles.

 

 

 

MAX 100×1 + 120×2 + 150×3 + 125×4

 

 

 

Subject to 1.   x1 + 2×2 + 2×3 + 2×4 ≤108

 

2.   3×1 + 5×2 + x4 ≤ 120

 

3.   x1 + x3 ≤ 25

 

4.   x2 + x3 + x4 ≥ 50

 

x1, x2 , x3, x4 ≥ 0

 

 

 

Optimal Solution:

 

Objective Function Value = 7475.000

 

 

 

 

 

 

 

 

 

Objective Coefficient Ranges

 

 

 

Right Hand Side Ranges

 

 

 

 

42) How much space will be left unused? How many minutes of idle time remaining for setting up the display?

 

 

 

43) a)               To what value can the per bottle profit on fire red nail polish drop before the solution (product mix) would change?

 

b)                     By how much can the per bottle profit on green basil nail polish increase before the solution (product mix) would change?

 

 

 

44) a)               By how much can the amount of space decrease before there is a change in the profit?

 

b)   By how much can the amount of space decrease before there is a change in the product mix?

 

c)   By how much can the amount of time available to setup the display can increase before the solution (product mix) would change?

 

d)   What is the lowest value for the amount of time available to setup the display before the solution (product mix) would change?

 

 

 

45) You are offered the chance to obtain more space. The offer is for 15 units and the total price is $1500. What should you do? Why?

 

 

46) Max Z = 5×1 + 3×2

 

Subject to: 6×1 + 2×2 ≤ 18

 

15×1 + 20×2 ≤ 60

 

x1 + x2 ≥ 0

 

Determine the sensitivity range for each constraint.

 

Main Heading:  Sensitivity Analysis and Computer Solution

 

Key words:  sensitivity analysis, sensitivity range for right hand sides

 

 

 

47) Max Z = 5×1 + 3×2

 

Subject to:       6×1 + 2×2 ≤ 18

 

15×1 + 20×2 ≤ 60

 

x1 + x2 ≥ 0

 

Determine the sensitivity range for each objective function coefficient.

 

 

 

48) Max           Z = 3×1 + 3×2

 

Subject to:       10×1 + 4×2 ≤ 60

 

25×1 + 50×2 ≤ 200

 

x1 , x2 ≥ 0

 

Determine the sensitivity range for each objective function coefficient.

 

Main Heading:  Sensitivity Analysis and Computer Solution

 

Key words:  sensitivity analysis/range for objective function coefficients

 

49) For a maximization problem, assume that a constraint is binding. If the original amount of a resource is 4 lbs., and the range of feasibility (sensitivity range) for this constraint is from 3 lbs. to 6 lbs., increasing the amount of this resource by 1 lb. will result in the:

 

A) same product mix, different total profit

 

B) different product mix, same total profit as before

 

C) same product mix, same total profit

 

D) different product mix, different total profit

 

 

50) A plant manager is attempting to determine the production schedule of various products to maximize profit. Assume that a machine hour constraint is binding. If the original amount of machine hours available is 200 minutes., and the range of feasibility is from 130 minutes to 340 minutes, providing two additional machine hours will result in:

 

A) the same product mix, different total profit

 

B) a different product mix, same total profit as before

 

C) the same product mix, same total profit

 

D) a different product mix, different total profit

 

 

 

The production manager for Beer etc. produces 2 kinds of beer: light (L) and dark (D). Two resources used to produce beer are malt and wheat. He can obtain at most 4800 oz of malt per week and at most 3200 oz of wheat per week respectively. Each bottle of light beer requires 12 oz of malt and 4 oz of wheat, while a bottle of dark beer uses 8 oz of malt and 8 oz of wheat. Profits for light beer are $2 per bottle, and profits for dark beer are $1 per bottle.

 

 

 

51)  If the production manager decides to produce of 0 bottles of light beer and 400 bottles of dark beer, it will result in slack of

 

A) malt only

 

B) wheat only

 

C) both malt and wheat

 

D) neither malt nor wheat

 

 

 

52)  Which of the following is not a feasible solution?

 

A) 0 L and 0 D

 

B) 0 L and 400 D

 

C) 200 L and 300 D

 

D) 400 L and 400 D

53) What is the optimal weekly profit?

 

A) $1000

 

B) $900

 

C) $800

 

D) $700

 

E) $600

 

 

 

Mallory Furniture buys 2 products for resale: big shelves (B) and medium shelves (M). Each big shelf costs $500 and requires 100 cubic feet of storage space, and each medium shelf costs $300 and requires 90 cubic feet of storage space. The company has $75000 to invest in shelves this week, and the warehouse has 18000 cubic feet available for storage. Profit for each big shelf is $300 and for each medium shelf is $150.

 

 

 

54) Which of the following is not a feasible purchase combination?

 

A) 0 big shelves and 200 medium shelves

 

B) 0 big shelves and 0 medium shelves

 

C) 150 big shelves and 0 medium shelves

 

D) 100 big shelves and 100 medium shelves

 

 

 

55)  If the Mallory Furniture company decides to purchase 150 big shelves and no medium shelves, which of the two resources will be left over?

 

A) investment money only

 

B) storage space only

 

C) investment money and storage space

 

D) neither investment money nor storage space

The production manager for the Whoppy soft drink company is considering the production of 2 kinds of soft drinks: regular and diet. The company operates one “8 hour” shift per day. Therefore, the production time is 480 minutes per day. During the production process, one of the main ingredients, syrup is limited to maximum production capacity of 675 gallons per day. Production of a regular case requires 2 minutes and 5 gallons of syrup, while production of a diet case needs 4 minutes and 3 gallons of syrup. Profits for regular soft drink are $3.00 per case and profits for diet soft drink are $2.00 per case.

 

 

 

56) Which of the following is not a feasible production combination?

 

A) 90 R and 75 D

 

B) 135 R and 0 D

 

C) 0 R and 120 D

 

D) 75 R and 90 D

 

E) 50 R and 50 D

 

 

 

57) For the production combination of 135 regular cases and 0 diet cases, which resource is completely used up (at capacity)?

 

A) only time

 

B) only syrup

 

C) time and syrup

 

D) neither time nor syrup

 

 

 

58) The sensitivity range for the profit on a regular case of soda is

 

A) $2 to $3

 

B) $2 to $4

 

C) $1 to $3

 

D) $1 to $3.33

 

 

59) Which of the following could not be a linear programming problem constraint?

 

A) A + B ≤ -3

 

B) A – B ≤ -3

 

C) A – B ≤ 3

 

D) A + B ≥ -3

 

E) -A + B ≤ -3

 

60) Use the constraints given below and determine which of the following points is feasible.

 

(1) 14x + 6y ≤ 42

 

(2) x – y ≤ 3

 

A) x = 1; y = 5

 

B) x = 2; y = 2

 

C) x = 2; y = 8

 

D) x = 2; y = 4

 

E) x = 3; y = 0.5

 

 

 

61) For the constraints given below, which point is in the feasible region of this minimization problem?

 

(1) 14x + 6y ≤ 42

 

(2) x + 3y ≥ 6

 

A) x = 0; y = 4

 

B) x = 2; y = 5

 

C) x = 1; y = 2

 

D) x = 2; y = 1

 

E) x = 2; y = 3

 

 

62) What combination of x and y is a feasible solution that minimizes the value of the objective function ?

 

Min Z = 3x + 15y

 

(1) 2x + 4y ≥ 12

 

(2) 5x + 2y ≥10

 

A) x = 0; y = 3

 

B) x = 0; y = 5

 

C) x = 5; y = 0

 

D) x = 6; y = 0

 

E) x = 4; y = 1

 

 

 

63) A shadow price reflects which of the following in a maximization problem?

 

A) the marginal gain in the objective that would be realized by adding 1 unit of a resource

 

B) the marginal gain in the objective that would be realized by subtracting 1 unit of a resource

 

C) the marginal cost of adding additional resources

 

D) the marginal gain of selling one more unit

 

64) Given the following linear programming problem:

 

Max Z = 15x + 20 y

 

s.t.

 

8x + 5y ≤ 40

 

4x + y ≥ 4

 

What would be the values of x and y that will maximize revenue?

 

 

 

A) x = 5; y = 0

 

B) x = 0; y = 8

 

C) x = 0; y = 1

 

D) x = 1; y = 0

 

E) x = 3; y = 4

 

 

65) Given the following linear program that maximizes revenue:

 

Max Z = 15x + 20 y

 

s.t.

 

8x + 5y ≤ 40

 

4x + y ≥ 4

 

What is the maximum revenue at the optimal solution?

 

 

 

A) $120

 

B) $160

 

C) $185

 

D) $200

 

 

 

Given the following linear programming problem that minimizes cost.

 

Min Z = 2x + 8y

 

Subject to        (1) 8x + 4y ≥ 64

 

(2) 2x + 4y ≥ 32

 

(3) y ≥ 2

 

 

 

66) Determine the optimum values for x and y.

 

A) x = 2; y = 6

 

B) x = 6; y = 2

 

C) x = 12; y = 2

 

D) x = 2; y = 2

 

E) x = 6; y = 5

 

 

 

67) At the optimal solution the minimum cost is:

 

A) $30

 

B) $40

 

C) $50

 

D) $52

 

E) $53.33

 

 

68) What is the sensitivity range for the cost of x?

 

A) 0 to 2

 

B) 4 to 6

 

C) 2 to 4

 

D) 0 to 4

 

 

 

69) What is the sensitivity range for the third constraint, y ≥ 2?

 

A) 0 to 4

 

B) 2 to 5.33

 

C) 0 to 5.33

 

D) 4 to 6.33

 

 

 

70) For a maximization problem, the shadow price measures the __________ in the value of the optimal solution, per unit increase for a given __________.

 

A) decrease, resource

 

B) increase, parameter

 

C) improvement, resource

 

D) change, objective function coefficient

 

E) decrease, parameter

 

 

 

71) Sensitivity analysis is the analysis of the effect of __________ changes on the __________.

 

A) price, company

 

B) cost, production

 

C) parameter, optimal solution

 

D) none of the above

72) For a linear programming problem, assume that a given resource has not been fully used.  We can conclude that the shadow price associated with that constraint:

 

A) will have a positive value

 

B) will have a negative value

 

C) will have a value of zero

 

D) could have a positive, negative or a value of zero. (no sign restrictions)

 

 

 

73) For a resource constraint, either its slack value must be __________ or its shadow price must be __________.

 

A) negative, negative

 

B) negative, zero

 

C) zero, zero

 

D) zero, negative

 

 

Aunt Anastasia operates a small business: she produces seasonal ceramic objects to sell to tourists. For the spring, she is planning to make baskets, eggs, and rabbits. Based on your discussion with your aunt you construct the following table.

 

 

 

 

 

 

Your aunt also has committed to make 25 rabbits for a charitable organization. Based on the information in the table, you formulate the problem as a linear program.

 

B = number of baskets produced

 

E = number of eggs produced

 

R = number of rabbits produced

 

MAX 2.5B + 1.5E + 2R

 

s.t.

 

0.5 B + 0.333E + 0.25R ≤ 20

 

B + E + R ≤ 50

 

0.25B + 0.333E + 0.75R ≤ 80

 

R ≥ 25

 

The Excel solution and the answer and sensitivity report are shown below.

 

 

 

The Answer Report:

 

 

 

The Sensitivity Report: 

 

 

 

 

74) Which additional resources would you recommend that Aunt Anastasia try to obtain?

 

A) mix/mold

 

B) kiln

 

C) paint and seal

 

D) demand

 

E) Cannot tell from the information provided

 

75) Suppose the charitable organization contacted Aunt Anastasia and told her that they had overestimated the amount of rabbits they needed. Instead of 25 rabbits, they need 35. How would this affect Aunt Anastasia’s profits?

 

A) Profits would increase by $5.

 

B) Profits would decrease by $5

 

C) Profits would increase by $2.50

 

D) Profits would decrease by $2.50

 

E) Cannot tell from the information provided.

 

 

76) Aunt Anastasia feels that her prices are too low, particularly for her eggs. How much would her profit have to increase on the eggs before it is profitable for her to make and sell eggs?

 

A) $0.50

 

B) $1.00

 

C) $1.50

 

D) $2.50

 

E) None of the above

 

 

 

77) Aunt Anastasia’s available hours for paint and seal have fallen from 80 hours to 60 hours because of other commitments. How will this affect her profits?

 

A) Profits will decrease by $30.

 

B) Profits will increase by $30.

 

C) Profits will decrease by $20.

 

D) Profits will increase by $20.

 

E) Profits will not change.

 

 

 

78) Aunt Anastasia can obtain an additional 10 hours of kiln capacity free of charge from a friend. If she did this, how would her profits be affected?

 

A) Profit would increase by $25.

 

B) Profits would decrease by $25.

 

C) Profits would increase by $6.25.

 

D) Profits would decrease by $6.25

 

E) Cannot tell from the information provided.

79) Aunt Anastasia is planning for next spring, and she is considering making only 2 products. Based on the results from the linear program, which two products would you recommend that she make?

 

A) baskets and eggs

 

B) baskets and rabbits

 

C) eggs and rabbits

 

D) She should continue to make all 3.

 

E) Cannot tell from the information provided.

 

 

Billy’s Blues sells 3 types of T-shirts:  Astro, Bling, and Curious.  Manufacturing Astros requires 2 minutes of machine time, 20 minutes of labor, and costs $10.  Brand Bling requires 2..5 minutes of machine time, 30 minutes of labor, and costs $14 to produce.  Brand Curious requires 3 minutes of machine time, 45 minutes of labor, and costs $18 to produce.  There are 300 machining hours available  per week, 3,750 labor hours, and he has a budget of $3,000. Brand Astro sells for $15, Brand Bling for $18, and Brand Curious for $25.

 

 

 

The LP formulation that maximizes week profit shown below.

 

 

 

MAX 15A +18B + 25 C

 

s.t.

 

2A + 2.5B + 3C ≤ 300

 

20A + 30B + 45C ≤ 3,750

 

10A + 14B + 18C ≤ 3,000

 

 

 

The solution from QM for Windows is show below.

 

 

 

 

 

 

80) If Billy could acquire more of any resource, which would it be?

 

A) machining time

 

B) labor time

 

C) money

 

D) buyers

 

 

 

81) If one of Billy’s machines breaks down, it usually results in about 6 hours of downtime.  When this happens, Billy’s profits are reduced by

 

A) $15

 

B) 18

 

C) $25

 

D) $35

 

 

 

82) Billy’s accountant made an error, and the budget has been reduced from $3000 to $2500.  Billy’s profit will go down by

 

A) $0

 

B) $625

 

C) $1350

 

D) $1650

 

 

 

83) Billy has decided that he can raise the price on the Curious t-shirt by 10% without losing sales.  If he raises the price, his profits will

 

A) increase by 10%

 

B) decrease by 10%

 

C) increase by $2.50

 

D) increase by $125

 

 
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