1.Please list and describe three ways to generate entrepreneurial opportunities.

2. Please list and describe four criteria you would use to evaluate business ideas (hint: "window of opportunity")

Review Technology Plug-In 3 Problem Solving Using Excel 2016. Complete exercise 1. Production Errors
Established in 2002, t-shirts.com has rapidly become the place to find, order, and save on T-shirts. One huge selling factor is that the company manufactures its own T-shirts. However, the quality manager for the production plant, Kasey Harnish, has noticed an unacceptable number of defective T-shirts being produced. You have been hired to assist Kasey in understanding where the problems are concentrated. He suggests using a PivotTable to perform an analysis and has provided you with a data file, T3_TshirtProduction_Data.xls.

The following is a brief definition of the information within the data file:
A. Batch: A unique number that identifies each batch or group of products produced.
B. Product: A unique number that identifies each product.
C. Machine: A unique number that identifies each machine on which products are produced.
D. Employee: A unique number that identifies each employee producing products.
E. Batch Size: The number of products produced in a given batch.
F. Num Defect: The number of defective products produced in a given batch.

Make fifteen pivottables as follows.

1. Four one-factor pivottables that investigate the defective rates. Use Product, Machine, Employee, and Batch Size as row fields and Num Defect as the value field to make four pivottables.

2. Six two-factor pivottables. Use Product x Machine, Product x Employee, Product x Batch Size, Machine x Employee, Machine x Batch Size, Employee x Batch Size as row and column fields respectively. For example, when you use Product x Machine factors, you put Product as the row field and Machine as the column field. Still, Num Defect is the value field.

3. Four three-factor pivottables. Use Product x Machine x Employee, Product x Machine x Batch Size, Product x Employee x Batch Size, Machine x Employee x Batch Size as row and column fields respectively. For example, when you use Product x Machine x Employee factors, you put Product and Machine as the row fields and Machine as the column field. Still, Num Defect is the value field.

4. One four-factor pivottable. Use Product x Machine x Employee x Batch size as row and column fields. The first three factors can be the row fields, and the last one is the column field. Still, Num Defect is the value field.

Here is the data for this question

5) Review the selection process from a Reynolds perspective. What ideas used in the selection process did you learn from and would retain? What would you do differently? According to Rogers

For the given data, crash the project completely.

1.What is the normal project duration? = BLANK-1

2. Whatis the normal project cost? = BLANK-2

3. What is the project cost when fully crashed? = BLANK-3

4. Which activities were crashed to reach the final crashed duration? List in order
= BLANK-4

5. What is the project duration when completely crashed? = BLANK-5

Describe the NEPA legislation and the documents that can be produced from it

Saber Energy, Inc. (Saber), entered into a sales contract with Tri-State Petroleum Corporation (Tri-State). The contract called for Saber to sell Tri-State 110,000 barrels of gasoline per month for six months. Saber was to deliver the gasoline through the colonial pipeline in Pasadena, Texas. The first 110,000 barrels were delivered on time. On August 1, Saber was informed that Tri-State was canceling the contract. Saber sued Tri-State for breach of contract and sought to recover its lost profits as damages. Tri-State admitted its breach but claimed that lost profits is an inappropriate measure of damages.

Topic Questions:

1. 1. In Saber's lawsuit against Tri-State, who wins and why?
   2. How would a court interpret the contract if it simply required Tri-State to pay Saber $1 Billion as liquidated damages?
2. 1. What are the social and ethical issues involved with the subject matter of this assignment?

Discuss and Brainstorm approaches that you might use to gather data to identify the strengths and weaknesses of a competing organization. Identify resources, specific tools, or techniques you might apply to gain useful insights.

What does the 21st century Aviation Environmental Planning consist of? What is the business theory and regulation behind it?

Question: Describe 6 products that you have experienced and describe what stage the product was in. I'll go first as an example. Vinyl Records/decline or niche, 8 track, cassettes decline-CD's decline or niche-I-Tunes; growth. Typewriters that were Manuel, decline electric typewriter's, decline or niche word processors maturity; Beepers decline; Black & White Television decline-color-high definition growth?

Again what products did you experience in your lifetime that fit into one of the stages of the Product Life Cycle?

●With so much work being done by work teams; in what ways can self-disclosure improve team performance?

●How does trust impact organizations? How can untrustworthy members impact an entire organization? How can organizations ensure members will be trustworthy?

Discuss the rationale behind airport drainage. Problems that might arise through poor drainage and the legislation that includes airports.

Write 2/3 page and explain eight ways to gain a competitive advantage and provide an example for each. You can write a scenario for a business of your choice to answer this assignment.

Define capacity and delay. Define causes of delay and factors that affect airport capacity. What is the annual service volume?

Brutus Auto is a thriving, independently owned and operated firm located in Westerville. It was founded in 1986 by “Brutus” Cooper. Brutus was born and raised in Westerville, OH. Brutus is well-known and trusted by the residents of the town. As a teenager, he was a star football player for the high school team. In his spare time, he enjoyed working on cars and had a special talent when it came to cars. After college, this hobby led Brutus to start his own business – Brutus Auto Tire and Lube.

Brutus does a wide variety of work on vehicles of all makes and models. The shop also offers a variety of parts and supplies at retail. Brutus spends a great deal of time conversing with customers, most of whom he has known his whole life. His reputation for honest and reliable work has earned him many repeat customers, with the positive word of mouth helping him to expand his business.

His wife, Diane, runs the office, and takes special care to acknowledge customers on their birthdays with hand-written cards that include coupons for discounted services. Customers often reflect that Brutus offers the kind of service you can only find from a small-town mechanic. While Brutus is slightly more expensive than the chain establishments that have recently moved into town, customers testify that the friendly environment and quality service are worth the price.

Operational details

Brutus’s shop has grown steadily over the years. Originally, Brutus maintained a modest three automobile bays at his shop, and he and his long-time buddy, Fred, conducted most of the work except oil changes which were handled by a part-time apprentice. Currently, Brutus shop has six bays (the layout of the shop is shown in Figure 1) and seven mechanics (as not all of the service activities require a bay). Each of the bays is identical so that any employee can work at any station.

Four of the employees (including Brutus and Fred) are full-time (work at least 40 hours per week), and three are interns who work part-time (work fewer than 40 hours per week). Brutus and Fred are the only two mechanics permitted to do work beyond the basics, and so more involved car services can take some time getting through the shop. Most mechanics at Brutus Auto were trained at the area vocational school, and those with particular skill are taken on as apprentices who work under Fred and Brutus on the more involved projects. Cooper provides all the tooling necessary, and is respected as a fair and caring boss. In return, Brutus’ employees are loyal and hard-workers; seldom is absenteeism a problem, and turnover is rare.

The employee schedule for a typical week is shown in Table 1. The numbers shown in Table 1 are all devoted to working on vehicles. The shop closes for one week in the winter.

Inventory

Although the shop is primarily a service provider, all of the services require materials in addition to labor, and so there are inventory considerations that Brutus must manage.

A variety of other parts and supplies (for example, oil filters and oil) must be kept available due to the regularity of use; it would be difficult to meet the high expectations of customers if these items are not available. This has become a particularly high priority ever since national service chains moved into town, as the speed of their services such as oil changes is already far superior to that of Brutus. As a result of these competitive pressures, Brutus sets a 98% target service level.

Brutus is dedicated to using a high-quality brand of parts and supplies, most of which are available from a single supplier. Note that these parts and supplies are not only used to support services but also sold as retail transactions to customers who wish to perform their own repair work.

Currently, a continuous review policy is used for all car parts and supplies, but Brutus believes this system may require too much time to maintain for all inventory items. A sample of some of the items offered, the volumes used in services and sold at retail, and the associated costs are shown in Table 2. Brutus has determined that to call the supplier, pay for transportation, and put a shipment away costs approximately $50. The stockroom is relatively small and does not require special equipment or personnel. There is virtually no theft of product, so the annual holding costs are approximately 25% of unit cost. Delivery of orders takes about one week from the local supplier.

Adding Tire Service

The owners believe that adding tire replacement would increase revenues with a negligible increase to fixed (facility) costs other than tire inventory. However, in order to be competitive with the discount chains, Brutus must target a maximum of 30 minutes total time for each customer visit specific to tires since pricing was already competitive. They estimate that the time between arrivals for cars needing such replacement would be ten minutes. A dedicated and secure parking lot with a limit of 6 spots is available specifically for cars awaiting tire service. While service requirements vary, they estimate that a dedicated technician should finish up 3 tire service jobs each hour.

1. - Identify and describe TWO recommendations you would make to

                           Brutus Cooper to improve Operations and/or to lower costs.

There is a 95.05% chance the project below can be completed in X days or less. What is X? In the space provided below type in the values for each activity’s expected time, variance, list of critical activities, Project duration and value of X. Draw the network diagram (diagram required only in the pdf file). Activity ----- Predecessors----------- Optimistic (days)----------- Most likely (days) ------------pessimistic(days) ------A ------------none ---------------------------1 --------------------------------4 --------------------------------------- 7 ------B------------none ----------------------------2 --------------------------------2 --------------------------------------- 2 ------C---------------A-------------------------------2 --------------------------------5 --------------------------------------- 8 ------D---------------A-------------------------------3 --------------------------------4 --------------------------------------- 5 ------E--------------B,C -----------------------------4 --------------------------------6 --------------------------------------- 8 ------F--------------B,C------------------------------0---------------------------------0 --------------------------------------- 6 ------G--------------D,E -----------------------------3 --------------------------------6 --------------------------------------- 9

1. Expected value for each activity: BLANK-1

2. Variance for each activity: BLANK-2

3. Critical activities: BLANK-3

4. Project duration: BLANK-4

5. X = BLANK-5