Littlefield Game Prof. Mellie Pullman Online Registration & Game Overview.
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Transcript of Littlefield Game Prof. Mellie Pullman Online Registration & Game Overview.
Littlefield Game
Prof. Mellie PullmanOnline Registration & Game
Overview
Why are we doing this?
• Instead of a “textbook” problems, you will apply analysis techniques in a simulated service process environment.
• More “real” and more “fun”• A team effort
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/pullman/start.html
Click here
Create A New Account
Click here
Follow step–by–step instructionsto purchase your access code
Enter course code: cash
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
AFTER THAT:Your team is officially registered
(register prior to break; at 7:30 PM the first 50 days will run and
suspend. Resumes on January 13 at 6 PMFinishes on January 20 at 6 PM.
A Brief Overview
Your Game:Four steps at three stations
1) Sample Preparing– Step 1 board
stuffing
2) Testing– Steps 2 & 4 products
are tested and information is recorded
3) Tuning– Step 3
Capacity Costs
• Station #1SAMPLE PREPARING MACHINES
– $90,000 each• Station #2
TESTING MACHINES
– $80,000 each• Station #3
TUNING 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
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.– In this game, you can not change the reorder
point or inventory order quantity.
Logging Into Your Game after the simulator has been initialized
during the break
http://lab.responsive.net/lt/pullman/entry.html
example
Enter team name
Logging Into Your Game
Enter team’s password
example
Logging Into Your Game
Explore Your factory
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
• The demand will increase until around day 150 and then level off
• Figure out the demand point where it levels off
daynumber of jobs arriving each day
1 2
2 2
3 1
4 0
5 3
6 0
7 0
8 3
9 3
10 1
11 3
12 3
13 2
14 2
15 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)
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 490
100
200
300
400
500
600
700
800
daily average number of kits queued for station 1
daily average number of kits queued for station 1
Click on Station 1 to see Utilization
Might want to see what happened
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 490
0.2
0.4
0.6
0.8
1
1.2
utilization of station 1, averaged over each day
utilization of station 1, averaged over each day
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
Deliverable• No more than 2 written pages 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.
Good Luck!