SOLUTION MANUAL Operations and Supply Chain Management, 17th Edition by F. Robert Jacobs and Richard Chase Chapters 1 - 22 | Complete

SOLUTION MANUAL
Operations and Supply Chain Management, 17th Edition
by F. Robert Jacobs and Richard Chase
Chapters 1 - 22 | Complete




1-1

, TABLE OF CONTENTS wg wg




Chapter 1: Introduction
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Chapter 2: Strategy
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Chapter 3: Design of Products and Services
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Chapter 4: Projects
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Chapter 5: Strategic Capacity Management
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Chapter 6: Learning Curves
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Chapter 7: Manufacturing Processes
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Chapter 8: Facility Layout
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Chapter 9: Service Processes
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Chapter 10: Waiting Line Analysis and Simulation
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Chapter 11: Process Design and Analysis
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Chapter 12: Quality Management
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Chapter 13: Statistical Quality Control
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Chapter 14: Lean Supply Chains
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Chapter 15: Logistics and Distribution Management
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Chapter 16: Global Sourcing and Procurement
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Chapter 17: The Internet of Things and ERP
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Chapter 18: Forecasting
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Chapter 19: Sales and Operations Planning
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Chapter 20: Inventory Management
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Chapter 21: Material Requirements Planning
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Chapter 22: Workcenter Scheduling
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1-2

,CHAPTER 1 wg




OPERATIONS AND SUPPLY CHAIN MANAGEMENT wg wg wg wg




Discussion Questions wg




1. Using Exhibit 1.3 as a model, describe the source-make-deliver-
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return relationships in thefollowing systems:
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a. An airline
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Source: Aircraft manufacturer, in-flight food, repair parts, computer systems
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Make: Aircraft and flight crew scheduling, ground services provided
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at airports, aircraftmaintenance and repair
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Deliver: Outbound and arriving passenger service, bagga
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ge handling Return: Resolve any post-
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service issues such as lost or damaged luggage
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b. An automobile manufacturer
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Source: Suppliers of components and raw materials
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Make: Manufacturing of vehicles and components or subassemblies t
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o be sold as spareparts
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Deliver: Delivery to and sales from dealerships, delivery of spare pa
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rts to the wholesalesystem
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Return: Warranty and recall repairs, trade-ins w g wg wg wg wg




c. A hospital
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Source: Medical supplies, cleaning services, disposal services, food s
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ervices, qualifiedpersonnel wg gw




Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
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Deliver: Scheduling patients, providing treatment, ambulance service
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, family counselingReturn: Billing errors, follow up visits
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d. An insurance company
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Source: Supplies needed for the office, underwriters, legal authority to operate
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1-3

, Make: Establish policy guidelines and pricing, field agent/representa
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tive and facility network, develop Internet service capabilities, estab
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lish preferred vehicle repair servicenetwork
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Deliver: Meet with and advise clients, write policies, proce
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ss and pay claimsReturn: refund of overpayments
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2. Define the service package of your college or university. What is its stronge
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st element? What isits weakest one?
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The categories with examples are:
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Supporting facility - wg wg




location, buildings, labs, parking Facilitating goo
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ds – class schedules, computers, books, chalk
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Explicit services – wg wg




classes with qualified instructors, placement officesI
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mplicit services – wg wg




status and reputation (e.g., Ivy League schools)
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At Indiana University and the University of Southern California, among
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their strongest elements are their business schools and their Operations
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Management programs (of course).Both also have very dedicated alumni wg wg wg gw wg wg wg wg wg w




networks. A weak element of Indiana University is its weak football pro
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gram; for USC, weak elements are on-campus parking and housing.
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3. What service industry has impressed you the most with its innovativeness?
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Our vote goes to cruise lines which have introduced such onboard innov
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ations as wave machines for belly boarding and rock climbing walls, as
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well as all sorts of other amenities tokeep cruisers involved. The industr
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y is doing record business as well.
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Some of the standout companies in less innovative industries are Bank of
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America (has a formalized research program to try out new customer servi
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ces/amenities such as video screensin next to teller lines), Intuit (e.g., putti
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ng Quicken money management software online), Ikea,JetBlue Airlines, a
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nd Progressive Insurance (discussed later in the book).
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4. What is product-service bundling and what are the benefits to customers?
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Product-service bundling is adding Value- wg wg wg wg




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