PERT (Project evaluation & Review Technique)-Multiple task time estimated Longest time estimated on PERT Chart isPessimistic= longest time estimate on pertGantt-Visual Tool used 4 scheduling-Graph w/ bar chart for representing the time 4 each taskCPM (Critical path Method)-Deterministic task timesProject Crashing-Apply more resources to project to finish on time-Reducing project time by expending additional resources-Goal is 2 reduce project duration at minimum costTrucking: moves the most volume in country(75%)Intermodal: Combo of several modes of transportation(Air, ground, water)Reasons 4 REVERSE LOGISTICS: defective products, obsolete products, 2 much product on shelf, did not like product.Strengths/Weakness: internalOpportunities/Threats: ExternalTotal Costs=Total RevenuesSWOT= strengths (internal), weaknesses (internal), opportunities (external), threats (external)Supply chain and logistics are not interchangeable termsCrashing a project- pay more to finish early, accept fine for finishing lateSafety stock- additional inventory incase neededDummy activity- PERT CPM used on the computer to link unrelated projectsGoal of facility layout and design? Reduce…. Forever 21 popular stuff up frontEOQ:-Economic order quantity calculation…. How much to order?-Q= √2(a)(co)/IC-A= annual usage-Co= administrative costs per order of placing the orders (ordering costs)-IC= carrying costs of inventory-a/EOQ=… ROUND UPWeighted Moving Average: Adjusts moving average method to more closely reflect data fluctuationsMONTH WEIGHT DATAAugust 17% 130September 33% 110October 50% 90= (0.50)(90) + (0.33)(110) + (0.17)(130)VPI CALC- determine how much to spend for better/ perfect infoEVPI- highest number in each column (H#xB#)+(H#xB#)VPI- EVPIminusHIGHESTEMV (expected maximum value)Moving Average: over, up one, 3, add, divide by three, answer under forcastExponential smoothing: smooth overTotal costs=total total revenues (volume x price)Point of indifference or B/E PT= Fixed Costs/sales- variable costs← PERT (Project evaluation & Review Technique)← -Multiple task time estimated Longest time estimated on PERT Chart is ← Pessimistic= longest time estimate on pert← Gantt← -Visual Tool used 4 scheduling← -Graph w/ bar chart for representing the time 4 each task ← CPM (Critical path Method)← -Deterministic task times← Project Crashing← -Apply more resources to project to finish on time ← -Reducing project time by expending additional resources← -Goal is 2 reduce project duration at minimum costJIT is same thing as LEAN- based on ideas of eliminate waste/pull system -Producing only what is needed and when it is needed-Use JIT to finely tune an operating system First Step: document existing flow of products/services, c flow and determine which r value added Second Step: Determine reasons 4 variations in flow/why new flow may b needed. 13 GOALS (By: OHNO) Reduce inventory, improved quality, lower costs, reduced space requirements, shorter lead time, increased productivity, greater flexibility, better relations w/ suppliers, simplified scheduling/control activities, increased capacity, better use of human resources.Best way 2 reduce inefficiencies=walk process/identify inefficiencies Jidoka is same as employment empowermentKaizen is same as (1) Continuous process improvement (2) Greater good of everyoneProcess Development (design) Goal: Reduce lead time for the product to the customerProduct Development (design) Goal: Speed of product development/get it 2 customer fast , customerOperations Mgmt: views operations at transformation of inputs through transformation process that produces outputsPrimary objection is to ADD VALUESProductivity=output/inputOrder Qualifiers: attributes that will get u 2 CONSIDER productOrder Winners: attributes that will get u 2 BUY product, get ur businessInventory Mgmt: what to order, when to order, how many to orderUse eoq. Re-order point(What?)Decisions drive other logistics activities, Different functional areas have different inventory objectives, Inventory costs are importantto considerEOQ (Economic Order Quantity) Seeks 2 minimize inventory cost by determining a fixed optimal order quantity 2 b placed, Balances cost ofordering & cost of holding inventoryProject Mgmt/Program Mgmt: difference is defined end/beg.Trucking: moves the most volume in country(75%) ← Intermodal: Combo of several modes of transportation(Air, ground, water)← Reasons 4 REVERSE LOGISTICS: defective products, obsolete products, 2 much product on shelf, did not like product.← Strengths/Weakness: internal← Opportunities/Threats: External ← Total Costs=Total RevenuesSWOT= strengths (internal), weaknesses (internal), opportunities (external), threats (external)Supply chain and logistics are not interchangeable termsCrashing a project- pay more to finish early, accept fine for finishing lateSafety stock- additional inventory incase neededDummy activity- PERT CPM used on the computer to link unrelated projectsGoal of facility layout and design? Reduce…. Forever 21 popular stuff up front← EOQ:-Economic order quantity calculation…. How much to order?-Q= √2(a)(co)/IC-A= annual usage-Co= administrative costs per order of placing the orders (ordering costs)-IC= carrying costs of inventory-a/EOQ=… ROUND UP← Weighted Moving Average: Adjusts moving average method to more closely reflect data fluctuationso MONTH WEIGHT DATAo August 17% 130o September 33% 110o October 50% 90o = (0.50)(90) + (0.33)(110) + (0.17)(130)← VPI CALC- determine how much to spend for better/ perfect info← EVPI- highest number in each column (H#xB#)+(H#xB#)← VPI- EVPIminusHIGHESTEMV (expected maximum value)← Moving Average: over, up one, 3, add, divide by three, answer under forcast← Exponential smoothing: smooth over← Total costs=total total revenues (volume x price)← Point of indifference or B/E PT= Fixed Costs/sales- variable