Operations and Supply Chain Management
| | | |
SOLUTION MANUAL |
Operations and Supply Chain Management, 17th Edition
| | | | | | |
by F. Robert Jacobs and Richard Chase
| | | | | |
| Chapters 1 - 22 | Complete
| | | | | |
1-1
, Operations and Supply Chain Management
| | | |
TABLE OF CONTENTS
| |
Chapter |1: |Introduction
Chapter |2: |Strategy
Chapter |3: |Design |of |Products |and |Services
Chapter |4: |Projects
Chapter |5: |Strategic |Capacity |Management
Chapter |6: |Learning |Curves
Chapter |7: |Manufacturing |Processes
Chapter |8: |Facility |Layout
Chapter |9: |Service |Processes
Chapter |10: |Waiting |Line |Analysis |and |Simulation
Chapter |11: |Process |Design |and |Analysis
Chapter |12: |Quality |Management
Chapter |13: |Statistical |Quality |Control
Chapter |14: |Lean |Supply |Chains
Chapter |15: |Logistics |and |Distribution |Management
Chapter |16: |Global |Sourcing |and |Procurement
Chapter |17: |The |Internet |of |Things |and |ERP
Chapter |18: |Forecasting
Chapter |19: |Sales |and |Operations |Planning
Chapter |20: |Inventory |Management
Chapter |21: |Material |Requirements |Planning
Chapter |22: |Workcenter |Scheduling
1-2
, Operations and Supply Chain Management
| | | |
CHAPTER 1 |
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
| | | |
Discussion |Questions
1. Using |Exhibit |1.3 |as |a |model, |describe |the |source-make-deliver-return |relationships |in
|the|following |systems:
a. An |airline
Source: | Aircraft |manufacturer, |in-flight |food, |repair |parts, |computer |systems
Make: |Aircraft |and |flight |crew |scheduling, |ground |services |provided |at |airports,
|aircraft|maintenance |and |repair
Deliver: |Outbound |and |arriving |passenger |service, |baggage |handling
|Return: |Resolve |any |post-service |issues |such |as |lost |or |damaged
|luggage
b. An |automobile |manufacturer
Source: | Suppliers |of |components |and |raw |materials
Make: |Manufacturing |of |vehicles |and |components |or |subassemblies |to |be |sold |as
|spare|parts
Deliver: |Delivery |to |and |sales |from |dealerships, |delivery |of |spare |parts |to |the
|wholesale|system
Return: | Warranty |and |recall |repairs, |trade-ins
c. A |hospital
Source: |Medical |supplies, |cleaning |services, |disposal |services, |food |services, |qualified
|personnel
Make: | Inpatient |rooms, |outpatient |clinics, |emergency |room, |operating |rooms
Deliver: |Scheduling |patients, |providing |treatment, |ambulance |service, |family
|counseling|Return: |Billing |errors, |follow |up |visits
d. An |insurance |company
Source: | Supplies |needed |for |the |office, |underwriters, |legal |authority |to |operate
1-3
, Operations and Supply Chain Management
| | | |
Make: |Establish |policy |guidelines |and |pricing, |field |agent/representative |and |facility
|network, |develop |Internet |service |capabilities, |establish |preferred |vehicle |repair
|service|network
Deliver: |Meet |with |and |advise |clients, |write |policies, |process |and |pay
|claims|Return: | refund |of |overpayments
2. Define |the |service |package |of |your |college |or |university. |What |is |its |strongest |element? |What
|is|its |weakest |one?
The |categories |with |examples |are:
Supporting |facility |- |location, |buildings, |labs, |parking
|Facilitating |goods |– |class |schedules, |computers, |books, |chalk
Explicit |services |– |classes |with |qualified |instructors, |placement
|offices|Implicit |services |– |status |and |reputation |(e.g., |Ivy |League
|schools)
At |Indiana |University |and |the |University |of |Southern |California, |among |their |strongest
|elements |are |their |business |schools |and |their |Operations |Management |programs |(of
|course).|Both |also |have |very |dedicated |alumni |networks. |A |weak |element |of |Indiana
|University |is |its |weak |football |program; |for |USC, |weak |elements |are |on-campus |parking
|and |housing.
3. What |service |industry |has |impressed |you |the |most |with |its |innovativeness?
Our |vote |goes |to |cruise |lines |which |have |introduced |such |onboard |innovations |as |wave
|machines |for |belly |boarding |and |rock |climbing |walls, |as |well |as |all |sorts |of |other
|amenities |to|keep |cruisers |involved. | The |industry |is |doing |record |business |as |well.
Some |of |the |standout |companies |in |less |innovative |industries |are |Bank |of |America |(has |a
|formalized |research |program |to |try |out |new |customer |services/amenities |such |as |video
|screens|in |next |to |teller |lines), |Intuit |(e.g., |putting |Quicken |money |management |software
|online), |Ikea,|JetBlue |Airlines, |and |Progressive |Insurance |(discussed |later |in |the |book).
4. What |is |product-service |bundling |and |what |are |the |benefits |to |customers?
Product-service |bundling |is |adding |Value-added |services |to |a |firm’s |product |offerings |to
|create|more |value |for |the |customer. |This |provides |benefits |in |two |areas. |First, |this
|differentiates |the|organization |from |the |competition. |Secondly, |these |services |tie |customers
|to |the |organization|in |a |positive |way. |Alternatively, |bundling |can |also |involve |adding
|products |to |a |service, |for |example, |adding |the |sale |of |convenience |items |and |snacks |at |a
|hotel.
5. What |is |the |difference |between |a |service |and |a |good?
A |service |is |an |intangible |process |(you |can’t |hold |it |in |your |hands), |while |a |good |is |the
|physical|output |of |a |process.
6. Look |at |the |job |postings |at |http://www.indeed.com |and |evaluate |the |opportunities |for
|an|OSM |major |with |several |years |of |experience.
1-4
| | | |
SOLUTION MANUAL |
Operations and Supply Chain Management, 17th Edition
| | | | | | |
by F. Robert Jacobs and Richard Chase
| | | | | |
| Chapters 1 - 22 | Complete
| | | | | |
1-1
, Operations and Supply Chain Management
| | | |
TABLE OF CONTENTS
| |
Chapter |1: |Introduction
Chapter |2: |Strategy
Chapter |3: |Design |of |Products |and |Services
Chapter |4: |Projects
Chapter |5: |Strategic |Capacity |Management
Chapter |6: |Learning |Curves
Chapter |7: |Manufacturing |Processes
Chapter |8: |Facility |Layout
Chapter |9: |Service |Processes
Chapter |10: |Waiting |Line |Analysis |and |Simulation
Chapter |11: |Process |Design |and |Analysis
Chapter |12: |Quality |Management
Chapter |13: |Statistical |Quality |Control
Chapter |14: |Lean |Supply |Chains
Chapter |15: |Logistics |and |Distribution |Management
Chapter |16: |Global |Sourcing |and |Procurement
Chapter |17: |The |Internet |of |Things |and |ERP
Chapter |18: |Forecasting
Chapter |19: |Sales |and |Operations |Planning
Chapter |20: |Inventory |Management
Chapter |21: |Material |Requirements |Planning
Chapter |22: |Workcenter |Scheduling
1-2
, Operations and Supply Chain Management
| | | |
CHAPTER 1 |
OPERATIONS AND SUPPLY CHAIN MANAGEMENT
| | | |
Discussion |Questions
1. Using |Exhibit |1.3 |as |a |model, |describe |the |source-make-deliver-return |relationships |in
|the|following |systems:
a. An |airline
Source: | Aircraft |manufacturer, |in-flight |food, |repair |parts, |computer |systems
Make: |Aircraft |and |flight |crew |scheduling, |ground |services |provided |at |airports,
|aircraft|maintenance |and |repair
Deliver: |Outbound |and |arriving |passenger |service, |baggage |handling
|Return: |Resolve |any |post-service |issues |such |as |lost |or |damaged
|luggage
b. An |automobile |manufacturer
Source: | Suppliers |of |components |and |raw |materials
Make: |Manufacturing |of |vehicles |and |components |or |subassemblies |to |be |sold |as
|spare|parts
Deliver: |Delivery |to |and |sales |from |dealerships, |delivery |of |spare |parts |to |the
|wholesale|system
Return: | Warranty |and |recall |repairs, |trade-ins
c. A |hospital
Source: |Medical |supplies, |cleaning |services, |disposal |services, |food |services, |qualified
|personnel
Make: | Inpatient |rooms, |outpatient |clinics, |emergency |room, |operating |rooms
Deliver: |Scheduling |patients, |providing |treatment, |ambulance |service, |family
|counseling|Return: |Billing |errors, |follow |up |visits
d. An |insurance |company
Source: | Supplies |needed |for |the |office, |underwriters, |legal |authority |to |operate
1-3
, Operations and Supply Chain Management
| | | |
Make: |Establish |policy |guidelines |and |pricing, |field |agent/representative |and |facility
|network, |develop |Internet |service |capabilities, |establish |preferred |vehicle |repair
|service|network
Deliver: |Meet |with |and |advise |clients, |write |policies, |process |and |pay
|claims|Return: | refund |of |overpayments
2. Define |the |service |package |of |your |college |or |university. |What |is |its |strongest |element? |What
|is|its |weakest |one?
The |categories |with |examples |are:
Supporting |facility |- |location, |buildings, |labs, |parking
|Facilitating |goods |– |class |schedules, |computers, |books, |chalk
Explicit |services |– |classes |with |qualified |instructors, |placement
|offices|Implicit |services |– |status |and |reputation |(e.g., |Ivy |League
|schools)
At |Indiana |University |and |the |University |of |Southern |California, |among |their |strongest
|elements |are |their |business |schools |and |their |Operations |Management |programs |(of
|course).|Both |also |have |very |dedicated |alumni |networks. |A |weak |element |of |Indiana
|University |is |its |weak |football |program; |for |USC, |weak |elements |are |on-campus |parking
|and |housing.
3. What |service |industry |has |impressed |you |the |most |with |its |innovativeness?
Our |vote |goes |to |cruise |lines |which |have |introduced |such |onboard |innovations |as |wave
|machines |for |belly |boarding |and |rock |climbing |walls, |as |well |as |all |sorts |of |other
|amenities |to|keep |cruisers |involved. | The |industry |is |doing |record |business |as |well.
Some |of |the |standout |companies |in |less |innovative |industries |are |Bank |of |America |(has |a
|formalized |research |program |to |try |out |new |customer |services/amenities |such |as |video
|screens|in |next |to |teller |lines), |Intuit |(e.g., |putting |Quicken |money |management |software
|online), |Ikea,|JetBlue |Airlines, |and |Progressive |Insurance |(discussed |later |in |the |book).
4. What |is |product-service |bundling |and |what |are |the |benefits |to |customers?
Product-service |bundling |is |adding |Value-added |services |to |a |firm’s |product |offerings |to
|create|more |value |for |the |customer. |This |provides |benefits |in |two |areas. |First, |this
|differentiates |the|organization |from |the |competition. |Secondly, |these |services |tie |customers
|to |the |organization|in |a |positive |way. |Alternatively, |bundling |can |also |involve |adding
|products |to |a |service, |for |example, |adding |the |sale |of |convenience |items |and |snacks |at |a
|hotel.
5. What |is |the |difference |between |a |service |and |a |good?
A |service |is |an |intangible |process |(you |can’t |hold |it |in |your |hands), |while |a |good |is |the
|physical|output |of |a |process.
6. Look |at |the |job |postings |at |http://www.indeed.com |and |evaluate |the |opportunities |for
|an|OSM |major |with |several |years |of |experience.
1-4
