Production of a Mechanical Watch Paper The topic of this project is Mechanical watch. Im gonna upload the request, example, and resources you gonna use in

Production of a Mechanical Watch Paper The topic of this project is Mechanical watch. Im gonna upload the request, example, and resources you gonna use in writing. If you cant find resources in the upload file plz make up it. And member’s role inside of your project: CEO: M COO: A CFO: Yi CTO: Y CMO: D CHRO: S. And if you find anything need to edit or you have a better idea of that part, plz write in paper. Project Proposal
With our existing building lease ending in the near future, our company thought long and hard about whether to
extend the lease or seek out a new location. Given the current market conditions, there are a number of vacant
facilities in the vicinity which would allow us to keep our existing clients and allow future expansion. Additionally
we can move into a LEED certified facility that will allow us to reduce rent and utility costs.
Team and Stakeholders
In an effort to ensure this project occurs quickly and smoothly with minimal impact to the employees and our
customers, the company has decided to establish a dedicated project team involving Suresh Baskaran, Ly
Nguyen, Kristen Smith, Feng Gao and Peter Masters. The goal of this project team is to move 200 people and
one R&D lab from their existing location to the new facility. Office moves will occur during the weekend to
ensure zero downtime and the lab move will occur during a two day window to minimize downtime. The
departments critical to the success of this project include Facilities/EHS, IT, Finance, the Lab Administrator, the
Office Administrator and Purchasing. The key internal stakeholders for this project are senior management. The
customers for this project are the employees, as we want to minimize the impact to them and their workload as
little as possible.
Team Leader
Facility/EHS
Finance
Purchasing
IT
Lab Administration
Office Administration
Responsibility Matrix
Person
KS
LN
SB
R
S
S
R
S
S
R
S
S
S
S
S
R
S
R
R=Responsibility; S=Support
FG
S
PM
S
S
R
R
Scope Baseline
Project Objective: To move 200 people and one R&D lab from their existing location to the new facility and
close the old facility by 10/31/2014 at a cost not to exceed $650,000. The goal is to ensure zero downtime
for office employees and less than one week of down time for the lab.
Deliverables:
• Move 200 people from the old facility to the new one
• Move the R&D lab to the new facility
• Set up IT system in new facility
• Obtain permits
• Close existing facility
Milestones:
• Identify move dates—7/8/2014
• Submit closure plan—7/9/2014
• Design office space, lab space, and
Ethernet layout—7/23/2014
• Selections for people, lab, and hazardous
material vendors—8/14/2014
• Order IT equipment—8/25/2014
• Order office furniture—8/27/2014
• Pass new facility inspection—9/10/2014
• Obtain new facility permits—9/18/2014
• Install IT system—10/3/2014
• Finish furniture setup—10/6/2014
• Move the lab and people to the new
facility—10/14/2014
• Close old facility permits—10/16/2014
• Submit closure report—10/16/2014
• Sell or donate items from old facility—
10/24/2014
• Clean and decontaminate old facility—
10/27/2014
• Finish all the work—10/29/2014
1
Technical Requirements:
• New IT system must work perfectly
• No equipment damaged
• Safely move hazardous materials
• Old facility must be fully decontaminated
Limits and Exclusions:
• Zero down time for office network during
working hours
• Lab down time must not exceed one full
week
• Cannot move until after obtaining the
• Cannot close permits until after lab move
permits
• Cannot submit closure report until after
• Cannot decontaminate old facility until
lab decontamination
after lab move
Customer Review: Project team to collect feedback from employees regarding how the move went and
what could be improved in the future.
WBS: The WBS can be found in Appendix A.
Tracking Chart: The tracking chart can be found in the soft copy Gantt chart (see Project SB LN KS FG
tracking chart).
Project Critical Path and Time
The critical path and time schedule can be found in the soft copy Gantt chart (see Project SB LN KS FG critical
path).
Project Cost
Project costs were determined using parametric technique. Estimated costs were found to be $608,520. A cost
breakdown can be found in Appendix A.
Quality Control
Individual activity progress is monitored using a tracking Gantt chart which is compared against the baseline
Gantt chart. Biweekly, the team leader will capture the project status, including schedule, cost and time and
measure it against the baseline. If negative variance is found, free slack and total slack will be used to optimize
the project network schedule. A random sampling inspection method will be used to test the quality of the
procured goods for the new facility. Full testing will be conducted on the IT system. To ensure quality vendors
are selected, a weighted score model will be used for selecting the vendors. Request for Proposals (RFPs) will be
submitted and vendors must meet our minimum specifications. While vendors are onsite, periodic audits and
site walkthroughs will be conducted to access the progress and quality of the vendor’s work. Post move,
employees will be asked to complete surveys regarding how the move went in order to obtain customer
feedback and identify areas for improvement.
Estimated Risk
Potential risks along with responses have been summarized in the tables below.
Potential Risk Event
Likelihood
Risk Assessment
Detection
Impact
Difficulty
5
1
When
Measures
Anytime
Pre or PostInstallation
Start as early as possible
Delayed new facility permit
3
Defective network equipment
3
3
3
Poor furniture quality
1
3
1
Installation
Late furniture installation
Move takes longer than
expected
Delayed facility closure
Items broken or lost during
move
2
4
1
Pre-Installation
3
4
3
During Move
3
4
3
Post-Move
Random inspection and internal
audit
Continual follow-up with vendor
Contract agreement with
penalty clause
Continual follow-up
2
3
1
During Move
Insurance
2
Inspection and testing
Risk Response Matrix
Potential Risk
Event
Response
Contingency Plan
Trigger
Person
Responsible
Delayed new
facility permit
Avoid: Adjust the
schedule
Contact county inspectors and
reschedule activities to meet
new move date
Delay by more than 3 days
KS
Defective network
equipment
Poor furniture
quality
Late furniture
installation
Move takes longer
than expected
Delayed facility
closure
Items broken or
lost during move
Transfer: Contract
penalty clause
Avoid: Regular
site walkthrough
Transfer: Contract
penalty clause
Mitigate: Demo of
small size
Mitigate: Regular
audit
Transfer:
Insurance
Work with vendor to replace
items
Work with vendor to increase
staff support
Adjust plan and staff
accordingly
Work with landlord to establish
new exit date
Network is not functioning on
scheduled date
Quality doesn’t meet contract
requirement specifications
Work not completed on
scheduled date
Assumption/predicted time
exceeds based on demo result
Slow or no response from
county inspectors
Apply for insurance
Complaints from employees
Order replacement equipment
PM
FG
FG
KS/SB
KS
KS/SB
Project Documentation System
Biweekly project status updates will be documented by the project leader. All variances will be documented,
whether positive or negative along with the reason for the variance and the outcome. Due to the short length of
the project, stakeholders will be informed biweekly regarding the project status including milestones and any
variances by the project leader. Any changes in scope that occur will be documented through the management
of change process. Vendor contracts will be maintained by purchasing. Lessons learned will be documented
along the way and included in the project closure.
Project and Contract Closure
Upon completion of the move, a normal project closure will occur. The dedicated project team will use a wrapup closure checklist to ensure all tasks have been completed and all products and services were delivered.
Contracts will be closed after all tasks under the delivery checklist have been completed and invoices have been
submitted and paid. In an effort to learn from this project and improve future moves, the project team will
review feedback provided by the employees regarding the move. All information will be documented in a final
report. To gauge the success of the project team, each team member will complete a team evaluation and
feedback survey. HR will review the surveys and provide feedback to the team members’ managers.
3
Appendix A
4
Work Breakdown Schedule (WBS)
Task ID
1.1
1.1.1
1.1.2
1.1.3
1.1.4
1.2
1.2.1
1.2.1.1
1.2.1.2
1.2.1.3
1.2.2
1.2.2.1
1.2.2.2
1.2.2.3
1.2.3
1.3
1.3.1
1.3.1.1
1.3.1.2
1.3.1.3
1.3.1.4
1.3.2
1.3.2.1
1.3.2.2
1.3.2.3
1.4
1.4.1
1.4.2
1.4.3
1.4.4
1.4.5
1.4.6
1.5
1.5.1
1.6
1.6.1
1.6.1.1
1.6.1.2
1.6.1.3
1.6.2
1.6.2.1
1.6.2.2
1.7
1.7.1
1.7.1.1
1.7.1.2
1.7.1.3
1.7.2
1.7.2.1
1.7.2.2
1.7.2.3
1.7.2.4
1.7.2.5
1.7.2.6
1.8
1.8.1
1.8.1.1
Task Name
Determine the move date of people and lab
Confirm the availability of the new facility
Determine move dates
Inform the current facility owner about the move out date
Submit closure plan to county
Design the layout
Design the facility layout
Determine the number of people to be moved
Design the furniture layout in the office area
Design the furniture and equipment layout in the lab area
Design the network facilities
Design the Ethernet layout for office area
Design the Ethernet layout for lab
Determine the number and specification of network equipment
Identify any additional power requirements
Order furniture
Order furniture
Determine the number and model of furniture
Contact furniture vendors and get quotes
Negotiate the furniture price and installation fees
Place order and determine the delivery and installation dates
Order network equipment
Contact equipment vendors and get quotes
Negotiate the price
Place order and determine the delivery and installation dates
Permits
Determine permit requirements for the new facility
Submit the drawings to the fire department
Submit permit applications
Reserve inspection date
Conduct inspection
Obtain permits
Power set up
Install additional power as identified
Set up furniture and IT in the new facility
Furniture Installation
Provide safety requirements to the vendor
Deliver and install
Inspect the installation
IT Installation
Install IT system
Test the network system
Moving Vendors
People and IT moving vendor
Get quotes from moving companies
Select one moving company
Specify number of boxes and labels needed for move
Lab moving vendor
Get quotes from equipment moving companies
Get quotes from hazardous materials companies
Select equipment and hazardous materials moving company
Specify number of boxes and labels needed for move
Identify crating requirements for the equipment
Create a moving plan with the equipment moving company
People move
Informing employees
Send out an introduction and layout of the new facility
5
Cost Account
Finance
Facilities/EHS/Operations
Finance
Facilities/EHS
Finance
Operations/Facilities/EHS
Operations/Facilities/EHS
IT/Operations
IT/Operations
IT
Facilities/EHS/Operations/IT
Operations/Facilities/EHS/Finance
Purchasing/Finance
Purchasing/Finance
Purchasing
Purchasing/Finance
Purchasing/Finance
Purchasing
Facilities/EHS
Facilities/EHS
Facilities/EHS
Facilities/EHS
Facilities/EHS
Facilities/EHS
Facilities/EHS
Facilities/EHS
Operations
Operations
IT
IT
Purchasing/Finance
Operations/Purchasing/Facilities/EHS/IT
Facilities/EHS/Operations/IT
Purchasing/Finance
Purchasing/Finance
Operations/Purchasing/Facilities/EHS
Operations/Facilities/EHS
Operations
Operations/Facilities/EHS
Operations/Facilities/EHS
Task ID
1.8.1.2
1.8.2
1.8.2.1
1.8.2.1
1.8.3
1.9
1.9.1
1.9.2
1.9.3
1.9.4
1.9.5
1.10
1.10.1
1.10.2
1.10.3
1.10.4
1.10.5
1.10.6
1.10.7
1.10.8
1.10.9
Task Name
Provide move instructions to employees including dates and requirements
Employee move
Label new facility with move numbers
Move employees
Remove move supplies
Lab move
Assign lab employees at the old and new facilities for moving day
Move equipment
Move hazardous materials
Set-up and calibrate equipment
Test equipment
Old Facility Closure
Find buyers for unwanted items, office furniture and IT equipment
Have sold items removed
Donate remaining usable items
Have janitorial service clean out old facility office area
Have hazardous materials vendor decontaminate lab
Close existing facility permits
Submit closure report
Conduct walkthrough with regulatory agencies
Conduct walkthrough with landlord and transfer building over to landlord
6
Cost Account
Operations/Facilities/EHS
Operations/Facilities/EHS
Operations/Facilities/EHS
Operations/Facilities/EHS
Operations
Operations/Facilities/EHS
Operations/Facilities/EHS
Operations/Facilities/EHS
Operations
Finance/Purchasing
Finance/Purchasing
Finance/Purchasing
Facilities/EHS
Facilities/EHS
Facilities/EHS
Facilities/EHS
Facilities/EHS
Finance
Project Cost
Item
New Furniture
Cost
$400,000
New IT Equipment
$45,000
New Facility Permits
$3,000
Power Upgrades for New Facility
$2,400
People Moving Company
$25,000
Equipment Moving Company
$9,000
Hazardous Material Moving Company
$420
Janitorial Services at Old Facility
$2,320
Lab Decontamination at Old Facility
$1,380
Resources (KS, LN, FG, SB, PM)
$120,000
TOTAL COST
$608,520
Details
200 cubes, $2000/cube, estimate based off average cube cost
including installation
20 Wi-Fi hot-spots at $250/each, 2 Ethernet hubs at $3500/each, 2
n/w admin servers at $1000/each, 1 enterprise switch at $16,000,
$125/hr, 3 people, 5 days, estimate based off average IT equipment
costs
Includes business license, hazardous waste permit and fire permit,
estimate based off current permit fees
2 people, 3 days, $50/hour, estimate based off current cost for an
electrician
$125/person includes boxes, moving and labels, estimate based off
average office moving costs
$500/hr includes 6 movers and van, 2 days, $1000 for supplies,
estimate based off average equipment moving costs
$55/hr, 1 person, 4 hours, $200 for supplies, estimate based off
average hazardous material moving costs
20,000 sqft building, 2 janitors, $20/hr, 8 hr shift, $0.10/sqft, estimate
based off current janitorial costs
$55/hr, 2 people, 8 hours, $300 for decon supplies, $200 for disposal,
estimate based off average decontamination costs
Employees monthly salary is $8,000, 5 employees, project duration is
3 months
7
Group Project Guideline
*3-5 page long
(Optional: Content table, appendix)
1. Introduction to your project
a. Why do you want to select this project? Explain the issue or the need
b. What is the impact of this project on your company’s business?
2. Introduction to your team***
a. Team leader
b. Team members and their roles
3. Introduction to your stakeholders and your customers***
a. List of internal stakeholders
b. Brief intro about your customer
4. Scope baseline*** (5 points) need rewrite
a. Project objectives
b. Major Milestones
c. Technical requirements
d. WBS (activity level, could use excel sheet if not MS project office, and may be put as
appendix)
e. Tracking chart transformed from WBS (by adding activity task owner, date and status)
5. Project critical path and time network*** (1 points)
6. Project cost (high level) (2 points)
a. Your cost estimation method
b. Your estimated cost
c. List of resources and their cost (direct cost)
d. List of indirect cost
e. Your planned value (PV) (optional)
f. WBS with cost account (high level)
7. Quality control (2 points)
a. Quality tracking methods
b. Bug or error criteria
c. QA policies (optional)
8. Estimated risks (2 points)
a. List of possible risks (e.g., risk matrix as discussed in the class)
b. Risk management plan (high level including reserving fund, etc.)
Activity List for Mechanical watch
1.Design
1.1 Patent
1.2 Internal mechanism design (parts)
1.3 Exterior design Activity
1.4 Virtual design
1.5 Detailed design
1.6 Construct the prototype
1.7 Test and evaluate prototype
1.8 Redesign
2. Production
2.1 Factory
2.1.1 Location
2.2 Labor
2.2.1 Numbers of employees
2.2.2 Hours of labor
2.2.3 Wages
2.3 Materials
2.3.1 Supplier selection
2.3.2 Material storage
3. Inventory management
3.1 Inventory warehouse
3.2 Shipping
4. Marketing
4.1 Pricing
4.2 Distribution channel
4.2.1 Retailer
4.2.2 Online sell
4.3 Advertising
4.3.1 Social Media
4.3.2 Website
4.3.3 Celebrity endorsement
4.3.4 TV ads
WBS
Activity Network for Mechanical watch
Outsourcing strategy
After our analysis, we believe that outsourcing suppliers make sense for our subject mechanical
watches. The company use outsourcing strategy to save cost. The lower cost of operation and labor,
and reduction in overhead costs makes it attractive to outsource. By using this strategy that
improves efficiency, cuts costs, speeds up product development, and allows companies to focus
on their “ core competencies”. We narrowed our selection to three countries which are China,
Germany and the United States. We will base our decision on how well each company scores
according to their ability in providing the best value at the right cost. The criteria for scoring are:
Production, Design, Marketing. The score is as follows:
5 = excellent
4 = good
3 = acceptable
2 = low
1 = poor
Country
Production
Design
Marketing
China
3
4
3
Germany
4
3
3
USA
4
3
4

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