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