prof. mellie pullman online registration & game overview isqa 511
TRANSCRIPT
Prof. Mellie PullmanOnline Registration & Game Overview
ISQA 511
Getting on to the game, come prepared with a credit card, your
team name and password (details on their format in next slides)
http://lab.responsive.net/lt/pdx/start.html
Obtaining Your Access Code
Click here
Create A New Account
Click here
Follow step–by–step instructionsto purchase your access code
Entering Your Course Code
Enter course code
cash
Registering Your Team
Enter team name * All lower case letters or numbers * No punctuation or spaces
example
Registering Your Team
Enter team password * All lower case letters or numbers * No punctuation or spaces
example
Enter student’s names * Caps and spaces are OK * Please NO apostrophes!
Hannah LiskerCharlie WongShane O’Brien
Hannah LiskerCharlie WongShane OBrien
Enter student access codes
akjndk8lslhfg7wkhkjft96l
A Brief Overview
Your Laboratory:Four steps at three stations
1) Sample Preparing– Step 1 blood is transferred
to test tubes in the test kit
2) Testing– Steps 2 & 4 samples are
tested and information is recorded
3) Centrifuging– Step 3 plasma and blood
cells are isolated
Capacity Costs
• Station #1SAMPLE PREPARING MACHINES
– $90,000 each• Station #2
TESTING MACHINES
– $80,000 each• Station #3
CENTRIFUGING MACHINES
– $100,000 each• Resale value for any machine
– $10,000 each
Factory Process
• Every step has its own process time
• Littlefield measures average daily utilization rates at each station
• Queues hold waiting jobs
• The Lab holds a maximum WIP of 100 orders
lead time = process time + wait time
Orders and Kits
• Every arriving customer order is matched with a new test kit– test kits cost $600 each– shipments have a fixed ordering cost = $1,000 – supplier’s lead time is always 4 days
• Three criteria to place an order:1) Inventory on-hand is lower than the reorder
point2) There are no shipments of materials in transit3) Cash on hand is sufficient for the order quantity
Reorder Point
– Stocks are replenished when they reach some pre-determined “low point”.
• A system commonly used by squirrels• Well, also by you, your checkbook vendor, and many
other systems.– You start with 160 kits in stock– Your reorder point ROP is set at 40 kits– The order quantity Q is set at 120– You can change both ROP and Q – See your inventory chapter for helpful ideas.
Contract Pricing
< 24 hours = $1000 > 72 hours = zero
* Factory must still purchase inventory for orders earning zero revenue !
Contract Pricing
Three contracts to choose from1) quoted lead time = 7 days,
max lead time = 14 days, price = $750
2) quoted lead time = 1 day, max lead time = 3 days, price = $1000 (pictured here)
3) quoted lead time = 12 hours, max lead time = 24 hours, price = $1250
An example using Contract 2 ≤ 24 hours = $1000 ≥ 72 hours = zero* Factory must still purchase inventory for orders earning zero revenue !
Logging Into Your Laboratory after the simulator has been initialized
Today
http://lab.responsive.net/lt/pdx/entry.html
example
Enter team name
Logging Into Your Laboratory
Enter team’s password
example
Logging Into Your Laboratory
Explore Your Laboratory
Click Box: Customer Order Queue
Click “Plot Job Arrivals” and Download Data
• Click download button
• Save to desktop
• Open with MS Excel or another spreadsheet application
• Copy > Paste data columns to a master worksheet
• Index by Day
Opening the data in Excel
• You will have 50 days worth of data until it starts running dynamically on Feb. 3
• The demand will increase until around day 150 and then level off
• Figure out the demand point where it levels off
daynumber of jobsarriving each day
1 2
2 2
3 1
4 0
5 2
6 1
7 0
8 2
9 2
10 3
11 1
… …
48 6
49 9
50 6
Forecasting Demand (arrival rate of jobs)
• Overall Linear trend• = SLOPE(known_y's,known_x's)• = INTERCEPT(known_y's,known_x's) • Forecast for the demand at the point where
you think it will level out.
Look at Capacity Problems(station 1 Queue Box)
Click on Station 1 to see Utilization
Might want to see what happened
Click on Materials Buffer Box to see your inventory policy & status
As demand goes up, What could happen here?What can you do?
Completed Job data
Current Job Lead Time through system & contract information
Expected Utilization =
Key Hints
• Forecasts estimate future outcomes• They are not known for precision• A prediction interval should be considered
Arrival Rate * Process Time # of Machines
Key Hints• Balance your work stations, reduce bottleneck• Proactive are better than reactive strategies• Monitor your inventory and change ROP and
Quantity if you need to. It takes 4 days for part orders to arrive from your supplier so make sure not to run out during lead time.
• Watch your completed job lead time/revenue to take most profitable contract when possible
Deliverable• No more than 2 written pages (then appendices)
which cover your teams experience• What did you do (in sequence)?• Why did you make that decision? • How did it work out?• What did you learn during the process?• Include an Appendix with a “journal” and any
relevant calculations.