Question 1 

  1. Which of the following steps are      value-added work?

The following data consists of the actual time used and potential (the best time possible for this review process) to complete each step in the review process. The actual times are based on the review of 30 projects. The potential times are subjective engineering judgment estimates.

Table: Basic Data Review for Construction Project Equipment Arrangement

  




Cycle   Time (hours)


 

Step 


Description 


Actual 


Potential 


Difference

 

1


Read basic data   package


4


4


 

2


Write, type, proof,   sign, copy, and distribute cover letter


21.9


0.5


21.4

 

3


Queue


40


0


40

 

4


Lead engineer calls   key people to schedule meeting


4


0.25


3.75

 

5


Write, type, proof,   sign, copy, and distribute confirmation letter


25.4


2.1


23.3

 

6


Hold meeting;   develop path forward and concerns


4


4


 

7


Project leader and   specialist develop missing information


12


12


 

8


Determine plant   preferred vendors


12


12


 

9


Review notes from   meeting


12


12


 

10


Resolve open issues


106


104


2

 

11


Write, type, proof,   sign, copy, and distribute basic data acceptance letter


26.5


0.25


26.25

 


Totals


267.8


151.1


116.7 t

Use the data in the table above and select the best answer

What are the sources of value-added work in this process?

  


A) Read basic data   package

     Write, type, proof, sign, copy, and distribute the cover letter

     Lead engineer calls key people to schedule meeting

     Write, type, proof, sign, copy, and distribute confirmation letter

     Hold meeting; develop path forward and concerns

     Review notes from the meeting

     Resolve open issues

     Write, type, proof, sign, copy, and distribute basic data   acceptance letter

 
 

 


B)  Write,   type, proof, sign, copy, and distribute a cover letter

      Queue

      Write, type, proof, sign, copy, and distribute confirmation letter

      Review notes from a meeting

      Resolve open issues

      Write, type, proof, sign, copy, and distribute basic data acceptance   letter

 
 

 


C) Read basic   data package

     Hold meeting; develop path forward and concerns

     Determine plant preferred vendors

     Write, type, proof, sign, copy and distribute basic data   acceptance letter

 


D)  Queue

      Lead engineer calls key people to schedule meeting

      Project leader and specialist develop missing information

      Determine plant preferred vendors

      Review notes from the meeting

 
 

6 points   

Question 2 

  1. Which activities are considered non-value added work?

Table: Basic Data Review for Construction Project Equipment Arrangement

  




Cycle   Time (hours)


 

Step 


Description 


Actual 


Potential 


Difference

 

1


Read basic data   package


4


4


 

2


Write, type, proof,   sign, copy, and distribute cover letter


21.9


0.5


21.4

 

3


Queue


40


0


40

 

4


Lead engineer calls   key people to schedule meeting


4


0.25


3.75

 

5


Write, type, proof,   sign, copy, and distribute confirmation letter


25.4


2.1


23.3

 

6


Hold meeting;   develop path forward and concerns


4


4


 

7


Project leader and   specialist develop missing information


12


12


 

8


Determine plant   preferred vendors


12


12


 

9


Review notes from   meeting


12


12


 

10


Resolve open issues


106


104


2

 

11


Write, type, proof,   sign, copy, and distribute basic data acceptance letter


26.5


0.25


26.25

 


Totals


267.8


151.1


116.7

 


A)  Write,   type, proof, sign, copy, and distribute a cover letter

     Queue

     Lead engineer calls key people to schedule meeting

     Write, type, proof, sign, copy, and distribute confirmation   letter

     Project leader and specialist develop missing information

     Review notes from a meeting

     Resolve open issues

 
 

 


B)  Write,   type, proof, sign, copy, and distribute confirmation letter

      Hold meeting; develop a path forward and concerns

      Project leader and specialist develop missing information

      Determine plant preferred vendors 

      Review notes from a meeting

 


C)      Queue

         Lead engineer calls key people to schedule meeting

         Write, type, proof, sign, copy, and distribute confirmation   letter

         Hold meeting; develop path forward and concerns

 

 


D)   Write,   type, proof, sign, copy, and distribute a cover letter

        Queue

        Lead engineer calls key people to schedule meeting

       Write, type, proof, sign, copy, and distribute confirmation   letter

       Hold meeting; develop a path forward and concerns

 
 

           

6 points   

Question 3 

  1. Where are the main opportunities to improve the cycle time of      this process, with respect to both actual time used and the potential best      times? What strategy would you use?

  


A) Eliminate   non-value added steps

 


B) Eliminate   value-added work.

 


C) Use time in   Queue wisely to get more work done

 


D) Hold more   meetings to ensure work is done correctly the first time.

6 points   

Question 4 

  1. Step 10: Resolve Open Issues required 104 hours      (potential) versus 106 hours (actual). Is there an OFI here? Why or why      not? If so, how would you attack it?

  


A) Increase the   setup time to dilute the amount of work necessary. This reduced the   issues up front.

 


B) On Step 10, resolve open   issues, requires 106 hours cycle time (actual) and 104 hours cycle time   (potential).   Resolve open issue is an opportunity for   improvements.  Some common causes of open issues include incomplete   information during the meeting, indecisions by the project leader or manager,   responsible person (or people who are the expert on the case) not present in   the meeting, an organization with an improper chain of commands in   decision making, etc.  

 


C) Reduce the open   issues from 104 to 106 so that it is not an issue with which we should   have any concern. For example, we may set up   preferred vendor lists so that we can quickly reach out to our vendors for   the supplies. 

 
 

 


D) Task managers   with open issue - concerns to refocus the group.

6 points   

Question 5 

  1. What do you think are the most difficult critical      issues to deal with when designing a sound cycle time study such as this      one? Choose the best answer.

  


A) These problems should be   addressed in all business processes so that the cycle time of the business   process can be reduced.  Suggestions on improving cycle time on   resolving open issue include (1) well organized, well attended and   well-informed path forward meeting, (2) well-established processes on “what   if” analysis, (3) clearly defined organization structure for decision making   power.

 


B) The most difficult issue in the project often   lies in the decision making power.  People who have expert knowledge on   the project may not align with a person who makes the final decision.    As a result, there will be a large number of open issues left for   future decisions (delay the inevitable) that cause a long cycle time.

 


C) Resolve open issue is an   opportunity for improvements.  Some common causes of open issues include   incomplete information during the meeting, indecisions by the project leader   or manager, responsible person (or people who are the expert on the case) not   present in the meeting, an organization with an improper chain of   commands in decision making, etc.

    • Posted: a month ago
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