Hidden millions: how an entrepreneur found a niche in the building materials market. Production management problem

215 minutes.

By the way, in the previous case (sequential arrangement) you don’t need two workers at all; all the work can be done by one (if you give him all the tools and train him). But in order not to fire them, but to engage them, you can do the following:

This - unit flow ( ) . The first worker works on the yellow field (always performs operation A), but immediately, without waiting, passes the part on, rather than doing all ten to pass them all together. The second worker works on the blue field (always performs operation B), and immediately passes the parts to the next one. The third worker completes the part in operation B as soon as it falls into his hands.

Well, what if we optimize even more? What else can you do here?

Now try to think what else can be done to reduce the time it takes to produce 10 parts.

My version is under the spoiler.

My solution is under the spoiler.

Don't open the spoiler, first try to solve the problem and name the time in which you can make 10 parts!

What if you just need a flow of single products? To receive finished units as early as possible! What will be the production time for 10 parts in this case?

What if new tools are too expensive and you can’t afford to buy 3 sets for each worker? You can only buy one particular tool. One has only one pliers, the second has only one screwdriver, the third has a hammer. And there is nothing else, only 3 items for three. And you can buy another item similar to one of these three. Which one should you buy and what will the production time be in this case, if you decide that each of the workers knows how to use it, and therefore can pass it on to each other?

- Hello! I heard that you are the best production management specialist in the world. I need to produce 10 launch vehicles in the most economical way in the best possible way. My production director organized everything like this:

I rented a production building with 3 workshops. At the first stage, work takes place only in the first workshop, where operation A is performed for all ten rocket elements. The other two workshops are standing still. When the work in the first workshop is completed, it stops. The blanks from the first workshop are transported to the second workshop, and the second stage begins for all ten rocket elements. Further, work in the second workshop stops. All elements are transported to the third workshop, where the last operation is performed.

• Operation A = 10 days,


• Operation B = 20 days,


• Operation B = 5 days.

All money is credit. They are charged at 20% per annum. Each rocket costs $1,000,000. The raw materials for each rocket cost $500,000. The rocket can be sold as soon as it is produced. The production building costs $50,000 per month to rent. Therefore, it is beneficial for us to release him as quickly as possible. The agreement was drawn up in such a way that we can only vacate all 3 workshops. Sublease is not permitted by the agreement.

We already had 3 pieces of production equipment and a set of equipment for it (1 for operation A, 1 for operation B and 1 for operation C), and each of the workshops is now equipped with one piece of equipment and one exclusive set of equipment. Each new piece of equipment costs $100,000.

Transporting an element from workshop to workshop costs $1000, no matter how many elements we transport at one time. Therefore, it is more profitable to transport in large quantities. But if the elements are transported simultaneously, but between different workshops, then this already divides the cargo into lots, and you will have to pay for transportation in a multiple of the number of lots. Transportation within the workshop is free of charge. The shipment is carried out by pick-up, so it is also free.

To change equipment on our high-tech production equipment we are forced to hire a third-party company and pay them $1,000 for each changeover. Fortunately, they do their job very quickly.

My production director says he's already set everything up in the best possible way, since his method of organizing production minimizes transportation and completely eliminates changeover.

Which production model should I use to earn the maximum amount of money? And what will be the amount?

You can write your answers and solutions in the comments.

Whatever answer you get, it does not prove the advantages of one or another production model for all situations. The advantage of a particular system depends on the initial parameters, which can be adjusted to the advantage of any of the systems. Therefore you need to be able to choose suitable system in each specific case, or come up with your own.

Denis Reshanov, like many other students, was looking for a part-time job in his free time. In his third year at St. Petersburg State University, he got a job in a supermarket, where he had to unload goods from vans. At this job, Denis noticed that the big retail chains labor is required from time to time. This is how the idea came up to open a company that would provide personnel for one-time work; in modern terms these services are called “outstaffing”.

Over the course of a year, his company managed to reach a million-dollar profit, and the scope of services expanded to roof repairs, chimney cleaning and snow removal. The company's branches have appeared in many Russian cities, and Reshanov's business continues its rapid market expansion. In the wake of such success, he decided to sell franchises in the regions. This article is about how an entrepreneur managed to build promising business with annual revenue of 90 million rubles, which arose from a small part-time job.

How it all began.

Denis felt his “entrepreneurial spirit” since childhood, when he was trying to earn his first pocket money. At home, he collected his toys and brought them to the nearest metro station, where he tried to sell them. Later, the idea arose to try myself in the flower “business,” the essence of which was to pick lilacs from neighbors’ front gardens, make small bouquets from them and sell them near the same metro station. According to Denis, despite the clumsy design of the “product,” the flowers were sold out within a few hours.

After reaching adulthood, the entrepreneur decided to do something more serious and founded his first limited liability company. His scholarship was very small, there wasn’t enough for entertainment, so he had to “use his brain.” A friend and I decided to start setting up and repairing computers at home. To attract start-up capital for equipment and office rent, friends began to make commercial offers for investors. I read more than a dozen fashionable books on motivation and people management in order to compose a text that could truly “hook” potential investors.

At the same time, they began searching for clients, which required visiting apartments and residential buildings. Looking for corporate clients Denis and a friend visited shopping centers, supermarkets, representative offices of large companies. He recalls with humor that one day they were so carried away by the “conviction” of one director of the company that the staff called the police, and the “businessmen” had to urgently leave the premises. However, the planned tactics bore fruit - within a week, six people called and ordered computer repairs.

Despite the orders, there was a critical shortage of money and we had to take on outside jobs, including unloading goods. Most often, the employer was the Lenta hypermarket, where trucks needed to be unloaded. The work was not difficult, but physically exhausting, and there was no clear exit schedule. Goods were delivered to the warehouse on a “floating” schedule: today five trucks could arrive, and tomorrow none, and the administrator could not warn in advance about the time of arrival, because ground logistics, given the quality of the road surface, is highly dependent on weather conditions. Then Denis seriously thought: “what if other similar companies require situational or one-time help from workers?” In the West, staff rental services are very popular and allow companies to do without extra costs related to the hiring of employees, especially if there is no permanent employment.

Denis didn’t have to look for his first employees for long; they were students from the dormitory. Gradually the number of orders increased and there really wasn’t enough work force. The project was promoted through all available, inexpensive channels, such as landing pages on the Internet, stickers in the subway, banner signs at crossings, distribution of flyers on the central streets of St. Petersburg, right down to directional signs on the asphalt.

Four months after Reshanov founded the Personal Resolution company, their first office opened its doors, and revenue at the end of the year amounted to about six million rubles.

How everything works.

Thanks to the development of IT technologies, new solutions help businesses quickly process requests from clients and coordinate the interaction of employees. Business processes in Denis’s company are managed by a CRM system, which, when orders are received, allows you to automatically notify loaders. Then operators do not have to waste time calling the database; the loaders themselves get in touch and confirm their readiness to move to the site at the appointed time.

The company database contains detailed information for each employee: residential address, contacts, personal photo, a brief description of and a rating that reflects it professional quality. After each completed order, based on customer feedback, operators provide points in the loader’s questionnaire. If a person does not take his duties seriously: he is late for work, or completely ignores a previously accepted order, then he is automatically assigned a low rating. Failure of a loader to show up for an order that he has previously confirmed is a serious offense, for which, for the first time, a fine will be deducted. Repeated violation threatens the offender with dismissal without the right to return to work.

Unfortunately, because of alcohol, movers often put the company in an unpleasant position when clients complain about poor quality work or for missing deadlines. To avoid such situations, the Personal Solution company has a rule that for an order, when the client asks for 7 people, send 10. According to statistics, 3-4 loaders may ignore the order, but if this circumstance is taken into account in advance, the client will be satisfied. For the most important tasks, for regular customers, the company sends only well-established employees with high ratings.

Denis’s team has experienced HR managers who carefully check each candidate. When applying for a job, an interview is conducted with the applicant to determine his degree of adequacy, responsibility, and efficiency. Weeding out unwanted candidates, as practice has shown, makes life much easier for the founders of the company and minimizes further reputational risks.

A loader's salary is hourly and is about 100 rubles per hour. It depends on the conditions in which a person works. If unloading occurs in a warm, dry room and with a cargo of small dimensions, then the standard rate will be paid. If you have to work outside and in difficult weather conditions, your salary will be significantly increased. For the customer, the cost of “renting” one loader is in the range of 200-250 rubles, which is influenced by the required quantity, environmental conditions, shape of the cargo, etc.

Out of the blue.

The crisis that broke out in 2008-2009 plunged business into chaos, many companies went bankrupt and ceased to exist. Negative trends also had an acute impact on Denis’s company: orders fell sharply and the number of regular customers decreased. People could not afford to spend money on what they had freely ordered before. It was necessary to urgently look for alternative ways to stay afloat.

The clients themselves came to the rescue, suggesting interesting idea, where the company's activities could be directed. Since the winter in 2009 was characterized by heavy snowfalls, residents' associations apartment buildings and orders poured in from housing and communal services to clear the streets of snow piles. A year later, the entrepreneur began to involve personnel in construction-related work. In particular, loaders were involved in the construction of the famous Okhta Center, which required more than 150 people daily.

In parallel with the loading, “Personal Solution” began to offer roof repair services. Judging by the annual revenue of 15 million rubles, this direction turned out to be very profitable and brought in up to half of the company’s total income in 2011. However, over time it was decided to abandon it and focus on selling franchises. This approach increased revenue many times over, bringing it to the level of 90 million rubles.

Currently, Denis’s partner network covers more than 700 enterprises, in particular, close cooperation has been established with such giants as McDonald’s, IKEA, and Dixie. The staff of Personal Solutions, taking into account all franchises sold, consists of 100 thousand movers.

Unpleasant situation with the franchise.

Since 2012, the company began to receive numerous orders for the purchase of franchises. Young, ambitious businessmen appreciated the potential of Denis’s company and planned to repeat his success in their regions. At first, the situation was unclear, the franchising business model was not tested: it was unclear what exactly to sell to these people under the company’s trademark. Later, basic franchise packages were developed, each of which provided the businessman with certain opportunities and powers.

The first package is a “starter” package worth 99 thousand rubles, which consists of text documentation. It describes in detail the essence of the business and outlines step-by-step instruction about how to start and promote your business. The second package, the most popular among customers, does not give the right to work on behalf of “Personal Solutions”. But having bought it for 250 thousand rubles, a person receives necessary knowledge to start a business, a website that allows you to increase the number of orders, a developed corporate identity and can develop under your own brand. The third package of the “full stuffing” franchise is the most expensive and effective. By paying 800 thousand rubles for it, a businessman receives the unique right to become the only representative of “Personal Solutions” in his region, including full support of all business processes, from start-up to periodic staff training.

On average, Denis’s company receives about a thousand applications for the purchase of a franchise per month from entrepreneurs from various Russian regions. However, of all proposals, no more than two percent end in deals. According to Reshanov, the company puts its reputation and name at the forefront, so there is a strict screening out of unwanted partners. Each franchise owner pays a monthly usage fee trademark and 15% deductions from turnover.

He recalls how an unfortunate story happened several years ago when one of the partners violated the obligation of non-disclosure of information and began to sell plagiarism in his own name. People were identified who bought this information and resold it several times. Denis decided to trace which side the leak occurred by making a test purchase. After identifying the violator, legal proceedings began, and in the end justice triumphed. Since then, company information has been protected by special software, which leaves no chance for scammers to use it illegally.

Throughout Russia, Personal Solutions has opened 52 official representative offices and sold more than 400 regional franchises. The guys from Novosibirsk and Naberezhnye Chelny are doing the most successfully, where, thanks to government mortgage programs, massive construction projects have begun. Obviously, it’s also a matter of competent marketing strategy, as well as sensitive control over the quality of staff work. Denis's central office, located in St. Petersburg, houses the marketing, sales, and regional franchise support departments. Entrepreneurs who have purchased packages are provided with all kinds of consulting support. The company’s specialists help in building communications with customers, in developing and launching advertising campaigns, give advice on interaction within the team.

About future.

Denis plans to thoroughly expand the franchise sales territory. Within marketing company he intends to create a “mobile office” - brightly plastered with bead company logos, which will move around St. Petersburg, between objects where their potential clients may be located.

In a year, the company’s unified call center will be launched in order to reduce the burden on regional franchise holders. Over several years of work, Personal Solutions has managed to systematize the most labor-intensive processes, and the staff of operators in contact with customers consists of experienced professionals. Thus, Denis intends to rapidly increase the conversion of partners and make his company’s franchises more attractive.

According to the results of the first quarter of 2017, Moldova took 8th place among the CIS countries with an indicator of 97 million dollars. These data were provided by the Central Bank Russian Federation. But these are official data; in reality, the amounts may be much higher.

It is not known for certain how many migrant workers work in Russia without registration and employment, and in what volumes the “cash” earned by migrants and not accounted for anywhere is exported outside the country. This money will never return to the country's economy. The visa-free regime for CIS citizens has a number of restrictions, but they are offset by the openness of borders, especially automobile borders, and formal control. This can be seen from the words of an entrepreneur from Moldova, who, on condition of anonymity, spoke about how much he earns illegally in Russia, reports "".

History of success?

Denis T. is 30 years old. He was born and raised in a small village in the suburbs of Chisinau. He dropped out of school in high school and began earning money on repairs and construction projects to feed his family. Then he was engaged in transporting meat from neighboring Ukraine. In 2010, an acquaintance suggested investing in the purchase of a bus and organizing a flight to Moscow - taking fellow citizens to work and back, plus delivering correspondence and parcels. Two years later, Denis decided to engage in transportation on his own. The accumulated money was enough to buy my own minibus, and the established customer base allowed me to earn money from the very first trip.

The minibus makes two trips a week. There are two drivers working on the route - Denis himself and an acquaintance he hired. One-way revenue varies from 40 to 100 thousand rubles. About 500 thousand a month comes out. Minus gasoline, maintenance and repair of the minibus (the route passes through the territory of Ukraine, often off-road - repairs are required after almost every trip), as well as the salary of the second driver (25 thousand rubles) - the rest remains on hand .

Denis estimates his monthly earnings from transportation at approximately 350-400 thousand rubles. On the eve of the holidays you can earn more. For example, one flight at the end of December 2016 brought in more than 200 thousand.

Denis's former partner continues to work on the same route and also makes two flights weekly. Denis says: in order to ensure customer loyalty, he picks them up directly from their homes and delivers them to their place of work in Moscow - his former partner does not offer such conditions. In total, according to his estimates, at least 10-15 minibuses arrive in the Russian capital from different parts of Moldova with varying regularity. But there is no serious competition between them - there are enough passengers and correspondence for all carriers.

Without a registered legal entity, but with a solid income

Denis does not have a registered legal entity either in Russia or in Moldova. But he regularly pays bribes - he calls them “taxes.” Only traffic policemen are “paid” 2-3 thousand rubles for one trip. A Russian police officer agrees to release a minibus without inspection and checking the documents of passengers for an average of 500 rubles, in Ukraine and Moldova - for 250 rubles. He has known many police officers for many years.

In Moldova, Denis has to pay extra to local officials: he does not name the amounts, but says that they are “not critical.” In Russia, no one approached him with questions about illegal transportation.

In addition to transportation, Denis is engaged in renovations of apartments and cottages in Moscow and the immediate Moscow region. This direction is “supervised” by his wife, who mastered the basics of finishing work in her homeland.

Denis got into repairs by accident. In the days between flights, I looked for part-time work and contracted to remove construction waste in my minibus. The customers were, as a rule, his compatriots. They hired him to work at several sites as an electrician. Having formed his own team, Denis submitted advertisements to several newspapers near Moscow - and this is how he received his first customers. Then word of mouth began to work.

Unlike transportation, the fall in the ruble exchange rate at the end of 2014 seriously hit the repair business. The number of orders has been halved - now Denis’s team is simultaneously working on two or three sites per month. On average, when renovating an apartment or house of 100 square meters. m manage to earn from 600 thousand rubles. (standard repairs) up to 800 thousand rubles. (“European-quality renovation”). Total about 1.3 million rubles. per month.

Minus the costs of tools, renting a garage for storing equipment and wages for workers (five people, 25 thousand rubles each) - approximately a million remains.

"Russians have begun to take a more careful approach to choosing contractors from Moldova"

The decline in orders was affected not only by the weakening of the ruble. Denis says that Russians have become more attentive when choosing contractors from Moldova. At the height of the crisis, a stream of scammers poured out of this country - the so-called “black brigades”. They act according to one scenario: they gain trust, receive an advance, start working, but after a couple of days they disappear forever. However, Denis assures, Moldovans are always rated higher in the construction market than immigrants from other CIS countries.

Sometimes Denis manages to earn extra money by reselling plumbing fixtures, doors and building materials that the customer deems scrap. If the condition is satisfactory, then he can supply a bath or shower stall to another customer under the guise of a new one, and keep the money allocated for the purchase for himself. "Unliquid" is sold to owners retail outlets in markets in Moldova.

One day Denis received an order from the owner of a mansion on Rublyovka. The mansion had just been renovated, but it did not satisfy the customer. Denis's team was tasked with dismantling everything - from tiles to chandeliers and cabinets - and renovating it anew, using a different project. Denis took all the finishing materials and furniture to Moldova and furnished his own home.

In 2016, Denis met a farmer who produces homemade wine. He valued his products at 30 rubles. per liter Denis took a 100-liter canister for testing - “for his own” in Moscow. And in one day I sold everything - for 100 rubles. per liter Now he brings 300-400 liters a week, depending on the load on the car, and sells it not only to his compatriots, but also supplies it to some restaurants. Denis sees great potential in this new type of activity.

Thus, according to his calculations, he manages to earn an average of 1.3-1.5 million rubles per month. Most of the earnings are converted into dollars and euros, and the “cash” is sent to Moldova.

In his native village, he purchased land and built a cottage - his two children live in it under the supervision of their grandmother. There are two foreign cars in the garage.

Denis rents a two-room apartment in one of the satellites closest to Moscow. He has no plans to purchase real estate in Russia; Europe attracts him more. He recently applied for citizenship in Romania - his relatives live there. If everything works out, he will soon become a citizen of the European Union and will be able to transfer his business there. But for this you will have to work in Russia in order to save enough money, because in Europe you will have to conduct business “in the dark”. He doesn’t yet know exactly how much money this will require (he admits that he hasn’t calculated it yet), but according to estimates, it’s another five to seven years.

Topic: "Logic". Lesson: "Solving logical problems using a tabular method."

1. Explanation of the topic, joint problem solving.

The main thing in the proposed problems is the solution method - constructing a table, the rows of which correspond to the elements of one of the sets considered in the problem statement, the columns - to the elements of another, the intersection of a row and a column - a combination of two elements of different sets. Using such a table, the conditions of the problem are analyzed, conclusions are drawn, and the redundancy, completeness and correctness of the conclusions are checked.

Task 1. After the runners competed, the following inscription appeared on the scoreboard:
Rustam was not second.
Eduard was two places behind Rustam.
Yakov was not the first.
Galina was neither the first nor the last.
Karina finished right behind Yakov.
Who won these competitions? What was the distribution of runners at the finish line?

Solution:
We draw a table where the columns are the names of the children, and the rows are the seat numbers. We read the problem, analyze the condition step by step and put “+” in the table if the match is established and “–” if there is no exact match.
Since Rustam was not second and Eduard was two places behind Rustam, then Eduard cannot be first, second, or fourth.

Yakov was not first and Galina was neither first nor last, and since Karina finished right behind Yakov, she could not be first or second.

Since Karina finished right behind Yakov, it is obvious that Yakov was fourth, and Karina was last, and then Galina was second.

So, we can highlight
Five simple steps to finding solutions to logical problems.
1. Make a table, since the table manages to take into account all possible options.
2. Read each statement carefully, as each contains something that will allow you to exclude at least one of the options.
3. Try to find the key statement, it will help untie the whole tangle.
4. After you have compared all the statements and excluded from them those that were improbable on the surface, compare the statements with each other, establish connections and contradictions.
5. A solution can be found simple method successive exceptions.

The more you practice, the better you will get at it. Now let's get down to business.

Task 2.
On Saturday evening, Semyon, Kolya and Vitya decided to have fun. They had a choice: a movie, a rock concert or dancing.
Semyon loves cinema, but is less intolerant of dancing than of rock music.
Kolya loves to dance, but is ready to go to the cinema rather than to a rock concert.
Vitya loves rock music less than dancing, but movies are still not as unpleasant for him as dancing or a concert.
Since the issue will be decided by a majority vote, where do you think these guys went?
Task 3.
Three boys Kostya, Foma and Marat were friends with three girls – Zhenya, Sveta and Marina. But soon the company split into pairs, because it turned out:
Sveta hates skiing.
Kostya, Zhenya’s brother often skis with his girlfriend
And Foma is now running to meet Kostya’s sister.
Who does Marat spend his time with?

Task 4.
Six friends, while waiting for the train, dropped into the buffet.



Egor had the same breakfast as Anya, but preferred potato chips to a sandwich with a cutlet.
Sasha ate the same thing as Mila, but drank lemonade instead of a milkshake.
What did each friend's breakfast consist of?

Solution: Because
Masha took the same thing as Yegor, and in addition another sandwich with cheese;
Anya bought the same thing as Sasha, but did not buy chocolate cookies;
Kirill ate the same as Mila, but without the onion chips;
Egor ate the same breakfast as Anya, but preferred potato chips to a cutlet sandwich;
Sasha ate the same thing as Mila, but instead of a milkshake he drank lemonade, then:

Let's analyze the conditions a second time.
Masha took the same thing as Yegor, and in addition a sandwich with cheese.
Anya bought the same thing as Sasha, but did not buy chocolate cookies.
Kirill ate the same as Mila, but without the onion chips.
Egor had the same breakfast as Anya, but preferred potato chips to a sandwich with a cutlet, and Masha took the same as Egor, and in addition another sandwich with cheese.

Let's analyze the conditions a third time.
Anya bought the same thing as Sasha, but did not buy chocolate cookies.
Sasha ate the same as Mila, but drank lemonade instead of a milkshake, and Kirill ate the same as Mila, but without onion chips.
Anya bought the same thing as Sasha, but did not buy chocolate cookies
Masha took the same as Egor, and in addition another sandwich with cheese

Solution:

2.Tasks for independent solution.

You can divide students into groups and give each group an individual task or select tasks for each student.

Task 1.
Kolya, Borya, Vova and Yura took the first four places in the sports competition. When asked what places they took, they answered:
1) “Kolya did not take either first or fourth place.”
2) “Borya took second place.”
3) “Vova was not the last.”
What place did each boy take?
Task 2.
Three classmates - Vlad, Timur and Yura met 10 years after graduation. It turned out that one of them became a doctor, another a physicist, and the third a lawyer. One became interested in tourism, another in running, the third in rugby.
1. Yura said that he doesn’t have enough time for tourism, although his sister is the only doctor in the family and an avid tourist.
2. The doctor said that he shares his colleague’s hobby.
3. It’s funny, but two of the friends do not have a single letter of their names in the names of their professions and hobbies.
Who likes to do what in their free time and who has what profession?
Task 3.
Three friends - Ivan, Dmitry, Stepan teach various subjects (chemistry, literature, physics) in schools in Moscow, Kaliningrad and Perm. Known:
1) Ivan does not work in Moscow, and Dmitry does not work in Kaliningrad;
2) a Muscovite does not teach physics;
3) someone who works in Kaliningrad teaches chemistry;
4) Dmitry does not teach literature.
What subject and in what city does each of the comrades teach?
Task 4.
Four girls Masha, Tanya, Sofia and Polina took juice from the cafe. Each of them bought only one juice, and two of them bought apple juice, one grape juice, and one pear juice. It is known that Masha and Tanya have different tastes. Masha and Sofia, Polina and Sofia, Polina and Masha, and Tanya and Sofia took different juices. In addition, it is known that Masha did not buy pear juice. Determine what juice each of them drank.
Task 6.(One of the options for “Einstein’s Problem”)
Five houses stand along the road, one after the other.
1. The assistant professor lives in a red house.
2. The undertaker keeps dogs.
3. The plumber drinks tea.
4. The green house is to the left of the white one.
5. The owner of the green house drinks coffee.
6. Prima lover holding a bird.
7. The owner of the yellow house smokes Belomor Canal.
8. People in the central house love milk.
9. The glass container receiver lives in the first house.
10. A Java-smoking neighbor of the cat owner.
11. The owner of the horses is the neighbor of the Belomor smoker.
12. A beer lover smokes Cuban cigars.
13. The night watchman prefers “Friend” cigarettes.
14. The glass container receiver lives next to the blue house.
15. The Java-smoking neighbor of the water-drinking person.
Who keeps the fish? (house number, color, profession, drinks)
Solution:

3. Homework.

Create a logic problem yourself.
Good luck to you!

Problems created by my students.
Ivanova Svetlana, 7 "B" class.
4 girls went to the disco: Masha, Olya, Rita. They were invited to a slow dance by Sergey, Roma, Sasha, Pasha. Who danced with whom if:
1) Olya did not dance with Pasha;
2) Tanya did not dance with Pasha and Roman;
3) Rita danced with Roma;
4) Olya liked Sergei, but she did not dance with him.

Mayakova Oksana, 9 "A" kl.
Businessmen Borya Vova Grisha and Gena earn crazy money, their last names are classified, but we managed to find them out, although it’s not clear which one belongs to whom. Their last names: Ivanov, Enin, Sidorov, Petrov. Our spies also found out:
1) Borya and Petrov do not have personal planes.
2) Grisha and Ivanov have nothing personal at all, except accounts in a Swiss bank.
3) Gena is now more important than Enin, although Enin has a personal plane.
4) Petrov is more important than Enin.
Whose last name is?

Koneva Ksenia, 9 "A" kl.
Four girlfriends: Dasha, Masha, Olga and Tanya went to the store to buy gifts. And all gifts are different. Notepad, album, keychain, and book. When asked who bought what gifts, they answered like this:
1) Dasha and Olya did not know who bought the notebook;
2) Olya said that Dasha and Masha visited a store with her where they sell keychains.
3) Dasha didn’t buy the album.
Who bought what gift?

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