Test Bank - Operations and Supply Chain Management 16th Edition

SOLUTION MANUAL g




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




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: StrategicCapacity Management
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Chapter 6: Learning Curves
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Chapter7:Manufacturing Processes Chapter
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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 Chapter
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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 Chapter
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18: Forecasting
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Chapter 19: Sales and Operations Planning
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Chapter 20: Inventory Management Chapter
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21: Material Requirements Planning
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,Chapter 22: Workcenter Scheduling
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CHAPTER 1 g




OPERATIONSANDSUPPLYCHAINMANAGEMENT g g g g




Discussion Questions g




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. Anairlineg




Source:Aircraft manufacturer, in-flight food, repair parts, computer systems Make:
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Aircraft and flight crewscheduling, ground services provided at airports,
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aircraftmaintenance and repair g g




Deliver: Outbound and arriving passenger service, baggage handling
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Return: Resolve any post-service issues such as lost or damaged
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luggage
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b. An automobile manufacturer
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Source: Suppliers of components and raw materials g g g g g g




Make: Manufacturing of vehicles and components or subassemblies to be sold as
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spareparts g




Deliver: Delivery toand sales from dealerships, delivery of spare parts to the
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wholesalesystem
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Return: Warrantyand recall repairs, trade-ins g g g g g




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, ambulanceservice, 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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facilitynetwork, developInternet service capabilities, establishpreferred vehicle
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repair servicenetwork
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Deliver: Meet withand adviseclients, write policies, process and pay claimsReturn:
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grefund of overpayments g g




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 g g g g g g




Facilitating goods – class schedules, computers, books, chalk
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Explicit services – classes withqualified instructors, placement
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officesImplicitservices – status and reputation(e.g., Ivy League
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schools) g




At Indiana University and the University of Southern California, among their
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gstrongest elements aretheir business schools and their Operations Management
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gprograms (of course).Both also have very dedicated alumni networks. A weak
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gelement of Indiana University is its weak football program; forUSC, weak elements are
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gon-campus parking and housing. g g g




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 other
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amenities tokeepcruisers involved. Theindustry is doing record business as well.
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Someof thestandout companies in less innovative industries areBank of America (has a
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formalized research program totry out new customer services/amenities suchas 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 laterin 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 toa firm’s product offerings to g g g g g g g g g g g




createmore value for the customer. This provides benefits in two areas. First, this
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differentiatestheorganization from the competition. Secondly, theseservices tie
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customers to the organizationin a positive way. Alternatively, bundling can also involve
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adding products to a service, for example, adding the sale of convenience items and
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snacks at a hotel.
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