Math

Question\begin{enumerate} \item A shallow trench for a 1,000-foot waterline installation will take ten days. It will take four days to install the first 400 feet of pipe. A water meter will then be installed during the following two days at the end of the pipe. After the meter is installed, the remaining 600 feet of pipe will be installed in six days. Develop a linear schedule for this project. \item In the context of scheduling, what do we mean by resources? What is resource allocation and leveling? Why level resources in construction projects? \item You are a southern California contractor. You have been awarded two projects: one in downtown Los Angeles and one near the Mojave reservation. \begin{enumerate} \item Each project needs a bulldozer, a tower crane, and a safety manager. Do you share these resources between the two projects? Justify your answer. \item Which materials management theory would you lean toward in each project? \end{enumerate} \item What type of projects is best for LSM application? What are the steps for preparing an LSM schedule? \item Define Time Buffer and Distance Buffer. Use words and graphs to explain your answer. \end{enumerate}

Studdy Solution

STEP 1

What is this asking? We need to create a schedule for installing a waterline, think about how to manage resources on projects, and understand some scheduling concepts like buffers and LSM. Watch out! Don't mix up the times for digging the trench and installing the pipe!
Also, remember that resource leveling isn't about getting rid of resources, it's about using them efficiently.

STEP 2

1. Create the waterline installation schedule
2. Discuss resource allocation and leveling
3. Analyze resource sharing for the SoCal projects
4. Explain LSM applications and steps
5. Define time and distance buffers

STEP 3

Alright, let's **dig in** (get it?) to this waterline project!
We know the trench takes **10 days** total.
It's a *linear* schedule, so we can visualize it as a line.

STEP 4

The first part is digging the trench and installing **400 feet** of pipe, which takes **4 days**.

STEP 5

Next, the water meter installation takes **2 days**.

STEP 6

Finally, installing the remaining **600 feet** of pipe takes **6 days**.

STEP 7

Adding those up: 4 days+2 days+6 days=12 days4 \text{ days} + 2 \text{ days} + 6 \text{ days} = \textbf{12 days}.
Wait a minute, that's longer than the **10 days** for the trench!
This means the pipe installation happens *while* the trench is being dug.

STEP 8

So, the trench digging happens over the entire **10 days**.
The first **400 feet** of pipe is installed in the first **4 days**.
Then, the meter is installed on days **5 and 6**.
Finally, the last **600 feet** of pipe goes in from day **7 to 12**.
But the trench is only dug for **10 days**, so the last two days of pipe installation happen after the trench is complete.

STEP 9

Resources are anything needed for a project, like people, equipment, and materials. **Resource allocation** is deciding which resources go to which tasks.

STEP 10

**Resource leveling** is smoothing out the resource usage over time.
Imagine you need five excavators one day and none the next.
Leveling might mean using two excavators each day for a more consistent workload.

STEP 11

We level resources to avoid peaks and valleys in demand.
This can save money by reducing equipment rentals and keeping workers consistently busy.

STEP 12

Sharing a bulldozer and tower crane between such distant projects is inefficient due to transportation time and costs.
It's better to have dedicated equipment for each site.

STEP 13

A safety manager *could* oversee both projects, especially with frequent travel, as their role is more about oversight and ensuring consistent safety practices.

STEP 14

For the downtown LA project, a **just-in-time** materials management approach might be better due to limited storage space.
For the Mojave project, where space is less of a constraint, a **bulk purchasing** strategy could be more cost-effective.

STEP 15

**Location-based scheduling method (LSM)** is best for linear projects like roads, pipelines, or tunnels where work progresses sequentially along a path.

STEP 16

To prepare an LSM schedule: **1.** Divide the project into locations. **2.** Determine the work at each location. **3.** Estimate the time for each activity. **4.** Sequence the activities. **5.** Assign resources. **6.** Develop the schedule, often visually on a time-location chart.

STEP 17

A **time buffer** is extra time added to the schedule to account for unexpected delays.
Think of it as padding in your schedule.

STEP 18

A **distance buffer** is a physical separation between work areas for safety.
Imagine a blasting zone – you'd want a safe distance between it and other activities.

STEP 19

The waterline installation takes **12 days**.
The trench is dug over **10 days**.
The pipe installation overlaps with trench digging.
The meter is installed on days **5 and 6**.
Resource leveling smooths resource usage.
Sharing heavy equipment between distant projects is inefficient, but a safety manager could potentially oversee both.
Just-in-time is suitable for the LA project, while bulk purchasing works for the Mojave project.
LSM is best for linear projects.
Buffers provide padding (time) and safety (distance).

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