OPERATIONS MANAGEMENT ASSIGNMENT

NAME STUDENT ID
KAUSHIK PRAKASH 2023AM79518

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 The data table can be constructed as below.
ACTIVITY OPTIMISTIC MOST PESSIMISTIC EXPECTED VARIANCE CRASH

[ ]
TIME(a) LIKELY TIME(b) TIME ( b−a
2 COST/D
TIME(m) a+ 4 m+b 6 AY
)
6
A 20 30 40 30 11.11 1500
B 20 64 78 59 93.44 3500
C 60 60 90 65 25 4000
D 30 50 100 55 136.11 2000
E 25 30 35 30 2.77 9500
F 0.1 0.1 0.1 0.1 0 0
G 25 30 35 30 2.77 2500
H 10 20 30 20 11.11 2100
I 20 25 60 30 44.44 2100
J 8 10 12 10 0.44 6000
K 0.1 0.1 0.1 0.1 0 0
L 20 25 60 30 44.44 4500

The AON network is as below-

1) Determine the critical path?

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Solution:
To determine the critical path, we first need to calculate the Expected Time (Te) for
each activity using the Beta distribution formula:
Te= Optimistic+4×Most Likely+Pessimistic
6
Let's calculate Te for each activity:
 A: 620+4×30+40=620+120+40=6180=30 days
 B: 620+4×64+78=620+256+78=6354=59 days
 C: 660+4×60+90=660+240+90=6390=65 days
 D: 630+4×50+100=630+200+100=6330=55 days
 E: 625+4×30+35=625+120+35=6180=30 days
 F: 60.1+4×0.1+0.1=60.1+0.4+0.1=60.6=0.1 days
 G: 625+4×30+35=625+120+35=6180=30 days
 H: 610+4×20+30=610+80+30=6120=20 days
 I: 620+4×25+60=620+100+60=6180=30 days
 J: 68+4×10+12=68+40+12=660=10 days
 K: 60.1+4×0.1+0.1=60.1+0.4+0.1=60.6=0.1 days
 L: 620+4×25+60=620+100+60=6180=30 days
Putting the values of expected time of each activity, we have 4 numbers of path with
following completion time

A-B-E-F-G-H-I-L
Duration- 30+59+30+0.1+30+20+30+30=229.1
A-B-E-F-G-H-J-K-L
Duration- 30+59+30+0.1+30+20+10+0.1+30=209.2
A-C-D-G-H-I-L
Duration- 30+65+55+30+20+30+30=260
A-C-D-G-H-J-K-L
Duration- 30+65+55+30+20+10+0.1+30=240.1
As the critical path is of longest duration,
So, the critical path is A-C-D-G-H-I-L

Q 2) How long is the project expected to take?

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Solution:
The project duration is the summation of expected time of critical path i.e.
Project duration= 30+65+55+30+20+30+30= 260 days

µp= 260 days

Q 3) What is probability of finishing in 280 days?

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Solution:
Probability of finishing the project in 280 days i.e.

t = 280 days
We know that µp= 260 days

[ ]
2
b−a 2
Variance of activity, σ =
6
From the table as we calculated Variance
Sum of Variance of critical path is the Variance of project i.e.
σ p2=∑ ( σ 2 of activities on critical path )
i.e. σ p2=¿ 11.11+25+136.11+2.77+11.11+44.44+44.44= 275

S0, Standard deviation of the project

σp=√ 275 = 16.58 days
Probability of finishing project in 280 days or less is
P ( Z ≤280 ) , converting it to normal distribution of Z.

(
P Z≤
280−µ
σ )
(280−260
P Z≤
16.58 )
P ( Z ≤1.20 )
From Normal distribution table probability corresponding to
( Z ≤ 1.2 )
Is 88.49%.
So, the probability of finishing the project in 280 days or less is
88.49%.

Normal distribution curve

Probability = 88.49%

µp=2
60 Z= 1.20

Q 4) How to crash the project to 250 days? And what is the cost of
doing so?

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Solution:
Crashing the Project to 250 days i.e. for 10 days.
Critical path = A-C-D-G-H-I-L with duration 260 days
Let us draw a network with crash cost/day and optimistic time
as crash time in bracket and expected time.

Various paths Expected time Crash time

A-B-E-F-G-H-I-L 229.1 140.1

A-B-E-F-G-H-J-K-L 209.2 128.2

A-C-D-G-H-I-L 260 185

A-C-D-G-H-J-K-L 240.1 173.1

So, the maximum project can be crashed to 185 days.

Critical activities with crash cost as follows.
Activity Crash cost/day
A 1500

C 4000

D 2000

G 2500

H 2100

I 2100

L 4500

Activity Crash Normal Crash Max

Cost/day Duration Duration Possible

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 Crash
A 1500 30 20 10
C 4000 65 60 5
D 2000 55 30 25
G 2500 30 25 5
H 2100 20 10 10
I 2100 30 20 10
L 4500 30 20 10

As activity ‘A’ is having less crash cost/day, we will crash activity ‘A’. The
scope is there to crash µ to 20 days as optimistic time, so directly
crashing 10 days to reach our target of crashing project to 250 days.
The cost will be 1500$ × 10 days = 15000$

Q 5) How to further crash the project to 240 days?

Solution:

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Further crashing to 240 days.
As the critical path remains the same i.e. A-C-D-G-H-I-L with 250 days,
various activities with crash cost as
Activity Crash cost/day
A 1500
C 4000
D 2000
G 2500
H 2100
I 2100
L 4500

Activity ‘A’ cannot be crashed further because it has already

reached optimum point.
The next minimum crash cost/day is associated with activity ‘D’
which can be crashed up to 30 days. But let us crash 10 days as
required.
So, the extra cost for crashing ‘D’ for 10 days will be.
10 days × 2000 $ = 20000 $
So, for crashing the project to 240 days, the total expense will be
15000$ + 20000$ = 35000$

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Q 6) Construct a table that assigns a score to the responses for each item
(second column) in the survey data. (Ignore the open-ended comments).
Sort the table in increasing scores.

Solution:

Each survey item was scored as follows:

 A = 4, B = 3, C = 2, D = 1, F = 0

We compute a weighted score for each item using:

Let’s compute this:

1. Parking
(90×4+105×3+45×2+5×1+5×0)/250

= (360+315+90+5)/250

=770/250

=3.08

2. Traffic
(50×4+85×3+48×2+52×1+15×0)/250

= (200+255+96+52)/250

=603/250

=2.41

3. Seating
(45×4+30×3+115×2+35×1+25×0)/250

= (180+90+230+35)/250

=535/250

=2.14

4. Ticket Prices
(105×4+104×3+16×2+15×1+10×0)/250

= (420+312+32+15)/250

=779/250

=3.12

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5. Season Ticket Pricing
(75×4+80×3+54×2+41×1+0×0)/250

= (300+240+108+41)/250

=689/250

=2.76

6. Prices at Concession
(16×4+116×3+58×2+58×1+2×0)/250

= (64+348+116+58)/250

=586/250

=2.34

7. Selection of Food/Drinks
(155×4+60×3+24×2+11×1+0×0)/250

= (620+180+48+11)/250

=859/250

=3.44

8. Speed of Service
(35×4+45×3+46×2+48×1+76×0)/250

= (140+135+92+48)/250

=415/250

=1.66
GRADE Based on the Scale

Category Item A4 B3 C2 D1 F0 B:3 C:2 D:1 F:0 Total

A:4
Score
Parking/Traffic Parking 90 105 45 5 5 360 315 90 5 0 770
Traffic 50 85 48 52 15 200 255 96 52 0 603
Seating Seating 45 30 115 35 25 180 90 230 35 0 535
Pricing 105 104 16 15 10 420 312 32 15 0 779
Tickets Season 240 108 41 0 689
ticket 75 80 54 41 0
plan 300
Prices 16 116 58 58 2 64 348 116 58 0 586
Concessions Selectio 180 48 11 0 859
n of
155 60 24 11 0
Food/Dr
inks 620
Speed 135 92 48 0 415
of 35 45 46 48 76
Service 140

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The survey data for the above table were weighted with the following
assumptions:
Letter Grade Interpretation Numerical Score
A Excellent 4
B Above Average 3
C Satisfactory 2
D Below Average 1
F Poor 0

Sorted Table:
Category Item Score

Concession Stands Speed of Service 1.66

Seating Seating 2.14

Concession Stands Prices 2.34

Traffic Traffic 2.41

Season Ticket Pricing Season ticket pricing 2.76

Parking & Traffic Parking 3.08

Ticketing Ticket Prices 3.12

Concession Stands Selection of Food/Drinks 3.44

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Q 7) Develop the Pareto Chart based on the open-ended comments.
Solution:

Step 1: Group Comments into Categories

a. Seating Issues (most frequent)

 Seats too narrow, like rocks, stink, uncomfortable, too small, not comfy, need better seats,
hate hard seats, cushioned seats, better seats, softer seats, bench seats
Total = 12 comments

b. Concession Stand Issues

 Too crowded, lines awful, hot dogs cold, $3 coffee, more hot dog stands, more concession
stands, lukewarm coffee
Total = 7 comments

c. Parking & Traffic

 Parking a mess, terrible, expand lots, took an hour to park, not enough handicap spots, hire
more cops
Total = 6 comments

d. Skyboxes/Facility Upgrade

 Add skybox, need skyboxes, my company will buy, I’ll pay for one, build it, new stadium,
stadium ancient
Total = 7 comments

e. Cleanliness

 Toilets not clean, dirty bathroom

Total = 2 comments

f. Behavior

 Student dress code, students rowdy

Total = 2 comments

g. No complaint/positive → Exclude from issues

Pareto Table:
Category Frequency Cumulative Cumulative %

Seating Issues 12 12 33.3%

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 Category Frequency Cumulative Cumulative %

Concession Stands 7 19 52.8%

Skyboxes/Facility 7 26 72.2%

Parking & Traffic 6 32 88.9%

Cleanliness 2 34 94.4%

Behavior 2 36 100%

Seating and concession stands account for over 50% of complaints.

Q 8) Any comments on your results in Q6 and Q7?

Solution:

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 The lowest-scoring items in the closed-ended survey match the most frequent
complaints in the open-ended feedback—specifically seating and Speed of Concession
Service.

 The critical issues affecting fan experience are physical comfort (seating) and logistical
operations (concessions, parking).

 While ticket prices scored well, investment should be directed toward improving physical
infrastructure and crowd management.

Q 9) Consider a dissatisfied fan. Develop a fishbone diagram based on

the main issues listed in your pareto chart.
Solution: FISHBONE DIAGRAM

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Main Bones:

1. Seating
o Too narrow
o Hard material
o Uncomfortable design
2. Concessions
o Long lines
o Poor food temperature
o Price concerns
3. Facilities
o Old stadium
o Lack of skyboxes
o Dirty restrooms
4. Parking/Traffic
o Long walk
o Not enough parking
o Poor traffic flow
5. Crowd Behavior
o Rowdy students
o No dress code enforcement

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