Where Should We Live?

Based on our team members\u27 experiences, in order to find a place to live while studying at PSU, three living places have been selected for our study. They are private apartments, on-campus apartments, and a host family. The locations of interested apartments were limited within 2-5 miles from PSU. See Appendix 1 for the details of living places that we chose for the analysis. We used the decision model to describe the complicated problems and solved it for the best solution. In the real world, however, there are many factors that affect our decisions. Therefore, the decision model can be sharpened by the judgment of the decision maker by considering his/her own assumptions

Project Planning

Abstract: NetTrack is not scheduled to release until 3rd quarter of 2001. Product management wants to know the minimal cost of bring in the release schedule from Q3 of 2001 to Q2. Using management science techniques, the data collected is for product management to request for an investment of $22,000 in the project

DaimlerChrysler Synergies

Executive Summary: On May 6, 1998, Daimler-Benz AG and Chrysler Corporation, signed an agreement to combine their businesses, creating the third largest automotive company in the world. Jointly led by Juergen E. Schrempp and Robert J. Eaton as Co-Chairmen and Co-Chief Executive Officers, DaimlerChrysler shares joint corporate headquarters in Sruttgart, Germany and Auburn Hills, Michigan. DaimlerChrysler is now positioned to exploit the growth opportunities of the global automotive market in terms of geographical and product segment coverage. The muscle to complete this exploitation has come in the form of synergies created in operations, design, and manufacturing between the various business units of DaimlerChrysler. Through theses synergies, DaimlerChrysler has increased profits through cutting over $1 billion operating costs in 1999 alone. They have entered new automotive and commercial markets. Most importantly, they have set the global stage for success against increased competition in the new economy

DaimlerChrysler Synergies

Executive Summary: On May 6, 1998, Daimler-Benz AG and Chrysler Corporation, signed an agreement to combine their businesses, creating the third largest automotive company in the world. Jointly led by Juergen E. Schrempp and Robert J. Eaton as Co-Chairmen and Co-Chief Executive Officers, DaimlerChrysler shares joint corporate headquarters in Sruttgart, Germany and Auburn Hills, Michigan. DaimlerChrysler is now positioned to exploit the growth opportunities of the global automotive market in terms of geographical and product segment coverage. The muscle to complete this exploitation has come in the form of synergies created in operations, design, and manufacturing between the various business units of DaimlerChrysler. Through theses synergies, DaimlerChrysler has increased profits through cutting over $1 billion operating costs in 1999 alone. They have entered new automotive and commercial markets. Most importantly, they have set the global stage for success against increased competition in the new economy

Implementing 3-D Computer Aided Drafting (CAD)

Executive Summary: In today\u27s world of design, computer aided drafting (CAD) is seen as a necessity to stay competitive. Three-dimensional CAD systems are becoming more common in this industry and it is no myth that these CAD packages can significantly improve a corporations design process. The justification to implement such software is to affect bottom line results by reducing cost, reducing time-to-market and improving quality. A better CAD system may be implemented to generally ehance the capabilities of a design department, but in actuality it has a dramatic impact on all aspects of the business. By analyzing the implementation of a three-dimensional CAD in five critical areas, this paper examines several Northwest companies, focusing on the productivity improvements resulting from new, improved systems. The model developed bases the success of CAD implementation on: • Organizational Dynamics • Organizational Culture • Information Systems • Job Design • Training and Educatio