Solution Manual For Operations and Supply Chain Management, 16th Edition by F. Robert Jacobs and Richard Chase, Verified Chapters 1 - 22, Complete Newest Version

SOLUTION MANUAL
Operations and Supply Chain Management, 16th Edition
by F. Robert Jacobs and Richard Chase
Chapters 1 - 22 | Complete




1-1

, TABLE OF CONTENTS tk tk




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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1-2

,Chapter 22: Workcenter Scheduling
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CHAPTER 1 tk




OPERATIONS AND SUPPLY CHAIN MANAGEMENT tk tk tk tk




Discussion Questions tk




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 at airports, ai
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rcraftmaintenance and repair kt tk tk



Deliver: Outbound and arriving passenger service, baggage handlin
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g 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 to be sold as
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kspareparts kt



Deliver: Delivery to and sales from dealerships, delivery of spare parts to the who
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lesalesystem kt



Return: Warranty and recall repairs, trade-ins
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c. A hospital
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Source: Medical supplies, cleaning services, disposal services, food services, qualif
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iedpersonnel kt



Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
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Deliver: Scheduling patients, providing treatment, ambulance service, family coun
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selingReturn: 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/representative and facil
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ity network, develop Internet service capabilities, establish preferred vehicle repa
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ir servicenetwork
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Deliver: Meet with and advise clients, write policies, process and pay cl
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aimsReturn: refund of overpayments
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2. Define the service package of your college or university. What is its strongest element? Wh
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at isits weakest one?
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The categories with examples are:
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Supporting facility - tk tk



location, buildings, labs, parking Facilitating goods –
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class schedules, computers, books, chalk
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Explicit services – tk tk



classes with qualified instructors, placement officesImplicit servi
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ces – status and reputation (e.g., Ivy League schools)
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At Indiana University and the University of Southern California, among their strongest
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elements are their business schools and their Operations Management programs (of c
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ourse).Both also have very dedicated alumni networks. A weak element of Indiana Uni
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versity is its weak football program; for USC, weak elements are on-
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campus parking and housing. tk tk tk




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 innovations as wav
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e machines for belly boarding and rock climbing walls, as well as all sorts of other ame
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nities tokeep cruisers involved. The industry is doing record business as well.
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Some of the standout companies in less innovative industries are Bank of America (has a
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formalized research program to try out new customer services/amenities such as video
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screensin next to teller lines), Intuit (e.g., putting Quicken money management software
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online), Ikea,JetBlue Airlines, and 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- tk tk tk tk



added services to a firm’s product offerings to createmore value for the customer. This
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provides benefits in two areas. First, this differentiates theorganization from the compet
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ition. Secondly, these services tie customers to the organizationin a positive way. Altern
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atively, bundling can also involve adding products to a service, for example, adding the
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sale of convenience items and snacks at a hotel.
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5. What is the difference between a service and a good?
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