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

Operations and Supply Chain Management
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SOLUTION MANUAL b




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

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 TABLE OF CONTENTS b b




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

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Chapter 22: Workcenter Scheduling
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CHAPTER 1 b




OPERATIONS AND SUPPLY CHAIN MANAGEMENT b b b b




Discussion Questions b




1. Using Exhibit 1.3 as a model, describe the source-make-deliver-return
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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,
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aircraftmaintenance and repair
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Deliver: Outbound and arriving passenger service, baggage
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handling Return: Resolve any post-service issues such as lost or
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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
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as spareparts
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Deliver: Delivery to and sales from dealerships, delivery of spare parts to the
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wholesalesystem
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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,
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qualifiedpersonnel
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Make: Inpatient rooms, outpatient clinics, emergency room, operating rooms
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Deliver: Scheduling patients, providing treatment, ambulance service, family
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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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Make: Establish policy guidelines and pricing, field agent/representative and
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facility network, develop Internet service capabilities, establish preferred
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vehicle repair servicenetwork
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Deliver: Meet with and advise clients, write policies, process and pay
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claimsReturn: refund of overpayments
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2. Define the service package of your college or university. What is its strongest element?
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What isits weakest one?
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The categories with examples are:
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Supporting facility - location, buildings, labs, parking b b b b b b


Facilitating goods – class schedules, computers, books,
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chalkb


Explicit services – classes with qualified instructors, placement
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officesImplicit services – status and reputation (e.g., Ivy League
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schools)
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At Indiana University and the University of Southern California, among their
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strongest elements are their business schools and their Operations Management
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programs (of course).Both also have very dedicated alumni networks. A weak
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element of Indiana University is its weak football program; for USC, weak elements
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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 innovations as
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wave machines for belly boarding and rock climbing walls, as well as all sorts of
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other amenities tokeep cruisers involved. The industry is doing record business as
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well.
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Some of the standout companies in less innovative industries are Bank of America
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(has a formalized research program to try out new customer services/amenities such
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as video screensin next to teller lines), Intuit (e.g., putting Quicken money
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management software online), Ikea,JetBlue Airlines, and Progressive Insurance
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(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-added services to a firm’s product offerings
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to createmore value for the customer. This provides benefits in two areas. First, this
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differentiates theorganization from the competition. Secondly, these services tie
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customers to the organizationin a positive way. Alternatively, bundling can also
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involve adding products to a service, for example, adding the sale of convenience
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items and snacks at a hotel.
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